Developing management skills / David A. Whetten, Kim S. Cameron.

Format:

Book

Author/Creator:

Whetten, David A. (David Allred), 1946-

Contributor:

Cameron, Kim S.

Louis A. Duhring Fund.

Language:

English

Subjects (All):

Management--Study and teaching.

Management.

Management--Problems, exercises, etc.

Genre:

Problems and exercises.

Physical Description:

xxi, 724 pages : illustrations ; 26 cm

Edition:

Seventh edition.

Place of Publication:

Upper Saddle River, NJ : Prentice Hall, [2007]

Contents:

The Critical Role of Management Skills 3

The Importance of Competent Managers 6

The Skills of Effective Managers 7

Essential Management Skills 8

What Are Management Skills? 9

Improving Management Skills 12

An Approach to Skill Development 13

Leadership and Management 16

Contents of the Book 18

Practice and Application 21

Diversity and Individual Differences 21

Supplementary Material 24

Diagnostic Survey and Exercises 24

Personal Assessment of Management Skills (PAMS) 24

What Does It Take to Be an Effective Manager? 28

SSS Software In-Basket Exercise 30

Scoring Key and Comparison Data 42

Personal Assessment of Management Skills 42

Scoring Key 42

Comparison Data 42

What Does It Take to Be an Effective Manager? 43

SSS Software In-Basket Exercise 43

Part I Personal Skills 44

1 Developing Self-Awareness 45

Skill Assessment 46

Diagnostic Surveys for Self-Awareness 46

Self-Awareness Assessment 46

Emotional Intelligence Assessment 47

The Defining Issues Test 48

The Learning Style Inventory 52

Locus of Control Scale 54

Tolerance of Ambiguity Scale 56

Core Self-Evaluation Scale (CSES) 57

Skill Learning 58

Key Dimensions of Self-Awareness 58

The Enigma of Self-Awareness 59

The Sensitive Line 59

Understanding and Appreciating Individual Differences 61

Important Areas of Self-Awareness 62

Emotional Intelligence 63

Values 66

Ethical Decision Making and Values 74

Learning Style 75

Attitudes Toward Change 79

Core Self-Evaluation 83

Skill Analysis 88

Cases Involving Self-Awareness 88

Communist Prison Camp 88

Computerized Exam 89

Decision Dilemmas 90

Skill Practice 93

Exercises for Improving Self-Awareness Through Self-Disclosure 93

Through the Looking Glass 93

Diagnosing Managerial Characteristics 94

An Exercise for Identifying Aspects of Personal Culture: A Learning Plan and Autobiography 96

Skill Application 99

Activities for Developing Self-Awareness 99

Suggested Assignments 99

Application Plan and Evaluation 99

Scoring Keys and Comparison Data 101

Self-Awareness Assessment 101

Scoring Key 101

Comparison Data 101

Emotional Intelligence Assessment 101

Comparison Data 103

The Defining Issues Test 103

The Escaped Prisoner 103

The Doctor's Dilemma 104

The Newspaper 104

Learning Style Inventory 105

Scoring Key 105

Locus of Control 105

Comparison Data 105

Tolerance of Ambiguity 106

Scoring Key 106

Comparison Data 106

Core Self-Evaluation Scale 106

Comparison Data 107

2 Managing Personal Stress 109

Skill Assessment 110

Diagnostic Surveys for Managing Stress 110

Stress Management Assessment 110

Time Management Assessment 111

Type A Personality Inventory 112

Social Readjustment Rating Scale 113

Sources of Personal Stress 115

Skill Learning 116

Improving the Management of Stress and Time 116

The Role of Management 117

Major Elements of Stress 117

Reactions to Stress 118

Coping with Stress 119

Managing Stress 121

Stressors 121

Eliminating Stressors 124

Eliminating Time Stressors Through Time Management 125

Eliminating Encounter Stressors Through Collaboration and Emotional Intelligence 132

Eliminating Situational Stressors Through Work Redesign 134

Eliminating Anticipatory Stressors Through Prioritizing, Goal Setting, and Small Wins 136

Developing Resiliency 138

Physiological Resiliency 140

Psychological Resiliency 143

Social Resiliency 147

Temporary Stress-Reduction Techniques 148

Skill Analysis 151

Cases Involving Stress Management 151

The Turn of the Tide 151

The Case of the Missing Time 154

Skill Practice 159

Exercises for Long-Term and Short-Run Stress Management 159

The Small-Wins Strategy 159

Life-Balance Analysis 160

Deep Relaxation 162

Monitoring and Managing Time 163

Skill Application 165

Activities for Managing Stress 165

Suggested Assignments 165

Application Plan and Evaluation 166

Scoring Keys and Comparison Data 168

Stress Management Assessment 168

Scoring Key 168

Comparison Data 168

Time Management Assessment 168

Comparison Data 169

Type A Personality Inventory 169

Scoring Key 169

Social Readjustment Scale 170

Comparison Data 170

Source of Personal Stress 170

3 Solving Problems Analytically and Creatively 171

Skill Assessment 172

Diagnostic Surveys for Creative Problem Solving 172

Problem Solving, Creativity, and Innovation 172

How Creative Are You?[Copyright] 173

Innovative Attitude Scale 175

Creative Style Assessment 176

Skill Learning 178

Problem Solving, Creativity, and Innovation 178

Steps in Analytical Problem Solving 178

Defining the Problem 178

Generating Alternatives 180

Evaluating Alternatives 180

Implementing the Solution 181

Limitations of the Analytical Problem-Solving Model 182

Impediments to Creative Problem Solving 182

Multiple Approaches to Creativity 183

Conceptual Blocks 187

Percy Spencer's Magnetron 189

Spence Silver's Glue 189

The Four Types of Conceptual Blocks 189

Review of Conceptual Blocks 198

Conceptual Blockbusting 198

Stages in Creative Thought 198

Methods for Improving Problem Definition 199

Ways to Generate More Alternatives 203

International Caveats 206

Hints for Applying Problem-Solving Techniques 207

Fostering Creativity in Others 207

Management Principles 208

Skill Analysis 214

Cases Involving Problem Solving 214

Admiral Kimmel's Failure at Pearl Harbor 214

Creativity at Apple 216

Skill Practice 219

Exercises for Applying Conceptual Blockbusting 219

Individual Assignment-Analytical Problem Solving (10 minutes) 219

Team Assignment-Creative Problem Solving (20 minutes) 220

Moving Up in the Rankings 221

Keith Dunn and McGuffey's Restaurant 222

Creative Problem-Solving Practice 225

Skill Application 227

Activities for Solving Problems Creatively 227

Suggested Assignments 227

Application Plan and Evaluation 227

Scoring Keys and Comparison Data 229

Problem Solving, Creativity, and Innovation 229

Scoring Key 229

Comparison Data 229

How Creative Are You 229

Comparison Data 230

Innovative Attitude Scale 230

Scoring Key 230

Creative Style Assessment 231

Scoring Key 231

Skill Practice: Applying Conceptual Blockbusting 231

Observer's Feedback Form 231

Answer to Matchstick Problem in Figure 3.4 233

Answer to Shakespeare Riddle in Figure 3.5 233

Some Common Themes Applying to Water and Finance 233

Answer to Name That Ship Problem in Figure 3.6 234

Answer to Nine-Dot Problem in Figure 3.7 234

Answer to Embedded Pattern Problem in Figure 3.8 235

Part II Interpersonal Skills 236

4 Building Relationships by Communicating Supportively 237

Skill Assessment 238

Diagnostic Surveys for Supportive Communication 238

Communicating Supportively 238

Communication Styles 239

Skill Learning 242

Building Positive Interpersonal Relationships 242

The Importance of Effective Communication 243

The Focus on Accuracy 244

What Is Supportive Communication? 246

Coaching and Counseling 248

Coaching and Counseling Problems 249

Defensiveness and Disconfirmation 250

Principles of Supportive Communication 251

Supportive Communication Is Based on Congruence, not Incongruence 251

Supportive Communication Is Descriptive, not Evaluative 252

Supportive Communication Is Problem-oriented, not Person-oriented 254

Supportive Communication Validates Rather than Invalidates Individuals 255

Supportive Communication Is Specific (Useful], not Global (Nonuseful) 257

Supportive Communication Is Conjunctive, not Disjunctive 258

Supportive Communication Is Owned, not Disowned 259

Supportive Communication Requires Listening, not One-Way Message Delivery 260

The Personal Management Interview 264

International Caveats 267

Skill Analysis 270

Cases Involving Building Positive Relationships 270

Find Somebody Else 270

Rejected Plans 271

Skill Practice 273

Exercises for Diagnosing Communication Problems and Fostering Understanding 273

United Chemical Company 273

Byron vs. Thomas 275

Active Listening Exercise 276

Skill Application 278

Activities for Communicating Supportively 278

Suggested Assignments 278

Application Plan and Evaluation 278

Scoring Keys and Comparison Data 280

Communicating Supportively 280

Scoring Key 280

Comparison Data 280

Communication Styles 280

Skill Practice: Diagnosing Problems and Fostering Understanding: United Chemical Company and Byron vs. Thomas 281

Observer's Feedback Form 281

5 Gaining Power and Influence 283

Skill Assessment 284

Diagnostic Surveys for Gaining Power and Influence 284

Gaining Power and Influence 284

Using Influence Strategies 285

Skill Learning 287

Building a Strong Power Base and Using Influence Wisely 287

A Balanced View of Power 287

Lack of Power 287

Abuse of Power 289

Strategies for Gaining Organizational Power 290

The Necessity of Power and Empowerment 290

Sources of Personal Power 292

Sources of Position-Power 297

Transforming Power into Influence 302

Influence Strategies: The Three Rs 302

The Pros and Cons of Each Strategy 304

Acting Assertively: Neutralizing Influence Attempts 308

Skill Analysis 314

Case Involving Power and Influence 314

River Woods Plant Manager 314

Skill Practice 315

Exercise for Gaining Power 315

Repairing Power Failures In Management Circuits 315

Exercise for Using Influence Effectively 316

Ann Lyman's Proposal 317

Exercises for Neutralizing Unwanted Influence Attempts 318

Cindy's Fast Foods 318

9:00 to 7:30 319

Skill Application 321

Activities for Gaining Power and Influence 321

Suggested Assignments 321

Application Plan and Evaluation 322

Scoring Keys and Comparison Data 323

Gaining Power and Influence 323

Scoring Key 323

Comparison Data 324

Using Influence Strategies 324

Scoring Key 324

Skill Practice: Neutralizing Unwanted Influence Attempts 324

Observer's Feedback Form 324

6 Motivating Others 327

Skill Assessment 328

Diagnostic Surveys for Motivating Others 328

Diagnosing Poor Performance and Enhancing Motivation 328

Work Performance Assessment 329

Skill Learning 330

Increasing Motivation and Performance 330

Diagnosing Work Performance Problems 330

Enhancing Individuals' Abilities 332

Fostering a Motivating Work Environment 334

Elements of an Effective Motivation Program 335

Establish Clear Performance Expectations 336

Remove Obstacles to Performance 338

Reinforce Performance-Enhancing Behavior 341

Provide Salient Rewards 349

Be Fair and Equitable 352

Provide Timely Rewards and Accurate Feedback 352

Skill Analysis 358

Case Involving Motivation Problems 358

Electro Logic 358

Skill Practice 365

Exercises for Diagnosing Work Performance Problems 365

Joe Chaney 367

Work Performance Assessment 368

Exercise for Reshaping Unacceptable Behaviors 368

Shaheen Matombo 368

Skill Application 371

Activities for Motivating Others 371

Suggested Assignments 371

Application Plan and Evaluation 372

Scoring Keys and Comparison Data 374

Diagnosing Poor Performance and Enhancing Motivation 374

Scoring Key 374

Comparison Data 374

Work Performance Assessment 375

Scoring Key 375

Comparison Data 375

Skill Practice: Exercise for Reshaping Unacceptable Behaviors 375

Observer's Feedback Form 375

7 Managing Conflict 377

Skill Assessment 378

Diagnostic Surveys for Managing Conflict 378

Managing Interpersonal Conflict 378

Strategies for Handling Conflict 379

Skill Learning 380

Interpersonal Conflict Management 380

Mixed Feelings About Conflict 380

Diagnosing the Type of Interpersonal Conflict 382

Conflict Focus 382

Conflict Source 384

Selecting the Appropriate Conflict Management Approach 387

Comparing Conflict Management and Negotiation Strategies 390

Selection Factors 390

Resolving Interpersonal Confrontations Using the Collaborative Approach 394

A General Framework for Collaborative Problem Solving 395

The Four Phases of Collaborative Problem Solving 396

Skill Analysis 409

Case Involving Interpersonal Conflict 409

Educational Pension Investments 409

Skill Practice 414

Exercise for Diagnosing Sources of Conflict 414

SSS Software Management Problems 414

Exercises for Selecting an Appropriate Conflict Management Strategy 422

Bradley's Barn 423

Avocado Computers 423

Phelps, Inc. 424

Exercises for Resolving Interpersonal Disputes 424

Freida Mae Jones 425

Can Larry Fit In? 427

Meeting at Hartford Manufacturing Company 428

Skill Application 435

Activities for Improving Managing Conflict Skills 435

Suggested Assignments 435

Application Plan and Evaluation 436

Scoring Keys and Comparison Data 438

Managing Interpersonal Conflict 438

Scoring Key 438

Comparison Data 439

Strategies for Handling Conflict 439

Scoring Key 439

Skill Practice: Exercises for Resolving Interpersonal Disputes 439

Observer's Feedback Form 439

Part III Group Skills 442

8 Empowering and Delegating 443

Skill Assessment 444

Diagnostic Surveys for Empowering and Delegating 444

Effective Empowerment and Delegation 444

Personal Empowerment Assessment 445

Skill Learning 447

Empowering and Delegating 447

A Management Dilemma Involving Empowerment 447

The Dirty Dozen 448

The Meaning of Empowerment 449

Historical Roots of Empowerment 450

Dimensions of Empowerment 451

Self-Efficacy 451

Self-Determination 452

Personal Consequence 453

Meaning 453

Trust 454

Review of Empowerment Dimensions 455

How to Develop Empowerment 455

Articulating a Clear Vision and Goals 456

Fostering Personal Mastery Experiences 457

Modeling 458

Providing Support 458

Emotional Arousal 459

Providing Information 460

Providing Resources 461

Connecting to Outcomes 461

Creating Confidence 462

Review of Empowerment Principles 463

Inhibitors to Empowerment 465

Attitudes About Subordinates 466

Personal Insecurities 466

Need for Control 466

Delegating Work 467

Advantages of Empowered Delegation 467

Deciding When to Delegate 468

Deciding to Whom to Delegate 469

Deciding How to Delegate Effectively 469

Review of Delegation Principles 474

International Caveats 475

Skill Analysis 478

Cases Involving Empowerment and Delegation 478

Minding the Store 478

Changing the Portfolio 479

Skill Practice 480

Exercises for Empowerment 480

Executive Development Associates 480

Empowering Ourselves 484

Deciding to Delegate 485

Skill Application 487

Activities for Empowerment and Delegation 487

Suggested Assignments 487

Application Plan and Evaluation 487

Scoring Keys and Comparison Data 489

Effective Empowerment and Delegation 489

Scoring Key 489

Comparison Data 489

Personal Empowerment 489

Comparison Data 490

Skill Practice: Deciding to Delegate: Analysis of "An Emergency Request" 490

Skill Practice: Analysis of Biological Warfare 490

9 Building Effective Teams and Teamwork 493

Skill Assessment 494

Diagnostic Surveys for Building Effective Teams 494

Team Development Behaviors 494

Diagnosing the Need for Team Building 495

Skill Learning 497

Developing Teams and Teamwork 497

The Advantages of Teams 498

An Example of an Effective Team 501

Team Development 502

The Forming Stage 502

The Forming Stage 503

The Storming Stage 505

The Performing Stage 507

Leading Teams 510

Developing Credibility 511

Establish Smart Goals and Everest Goals 513

International Caveats 515

Team Membership 516

Advantageous Roles 516

Providing Feedback 520

International Caveats 521

Skill Analysis 523

Cases Involving Building Effective Teams 523

The Tallahassee Democrat's Elite Team 523

The Cash Register Incident 525

Skill Practice 527

Exercises in Building Effective Teams 527

Team Diagnosis and Team Development Exercise 527

Winning the War on Talent 528

Team Performance Exercise 531

Skill Application 533

Activities for Building Effective Teams 533

Suggested Assignments 533

Application Plan and Evaluation 534

Scoring Keys and Comparison Data 535

Team Development Behaviors 535

Scoring Key 535

Comparison Data 535

Diagnosing the Need for Team Building 535

10 Leading Positive Change 537

Skill Assessment 538

Diagnostic Surveys for Leading Positive Change 538

Leading Positive Change 538

Reflected Best-Self Feedback[Trademark] Exercise 539

A Sample Email Request for Feedback 539

Machiavellianism Scale-Mach IV 540

Skill Learning 542

Leading Positive Change 542

Ubiquitous and Escalating Change 543

The Need for Frameworks 543

Tendencies Toward Stability 544

A Framework for Leading Positive Change 546

Establishing a Climate of Positivity 548

Creating Readiness for Change 554

Articulating a Vision of Abundance 557

Generating Commitment to the Vision 561

Institutionalizing the Positive Change 566

Skill Analysis 572

Cases Involving Leading Positive Change 572

Corporate Vision Statements 572

Lee Iacocca's Transformation of Chrysler-1979-1984 578

Skill Practice 585

Exercises in Leading Positive Change 585

Reflected Best-Self Portrait 585

Positive Organizational Diagnosis Exercise 586

A Positive Change Agenda 587

Skill Application 588

Activities for Leading Positive Change 588

Suggested Assignments 588

Application Plan and Evaluation 589

Scoring Keys and Comparison Data 591

Leading Positive Change 591

Scoring Key 591

Comparison Data 591

Reflected Best-Self Feedback[Trademark] Exercise 591

Machiavellianism Scale-Mach IV 591

Comparison Data 592

Skill Analysis: Iacocca's Transformation of Chrysler-1979-1984 592

Part IV Specific Communication Skills 594

Supplement A Learning Oral and Written Presentations 595

Skill Learning 596

Making Oral and Written Presentations 596

Essential Elements of Effective Presentations 597

Skill Practice 613

Exercises for Making Effective Oral and Written Presentations 613

Speaking as a Leader 613

Quality Circles at Battle Creek Foods 614

Supplement B Conducting Interviews 623

Skill Learning 624

Planning and Conducting Interviews 624

Specific Types of Organizational Interviews 633

Skill Practice 638

Exercises for Conducting Special-Purpose Interviews 638

Evaluating the New Employee-Orientation Program 638

Performance-Appraisal Interview with Chris Jakobsen 641

Employment-Selection Interview at Smith Farley Insurance 647

Supplement C Conducting Meetings 655

Skill Learning 656

Conducting Effective Meetings: A Short Guide for Meeting Managers and Meeting Participants 656

The Five Ps of Effective Meetings 656

Suggestions for Group Members 661

Skill Practice 664

Exercises for Conducting Meetings 664

Preparing and Conducting a Team Meeting at SSS Software 664

Role Diagnosis 664

Meeting Evaluation Worksheet 665.

Notes:

Includes bibliographical references (pages 687-708) and indexes.

Local Notes:

Acquired for the Penn Libraries with assistance from the Louis A. Duhring Fund.

ISBN:

0131747428

9780131747425

OCLC:

70839753