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Becoming a Master Manager

A Competing Values Approach

Paperback Engels 2021 9781119710967
Op voorraad | Op werkdagen voor 21:00 uur besteld, volgende dag in huis


Integrating theory and empirical evidence, Becoming a Master helps students and future managers master the dynamics and intricacies of the modern business environment. The text’s unique “competing values framework” provides a deep and holistic understanding of what is required to effectively manage any type of organization. Readers learn to develop and apply critical managerial skills that encourage change, promote adaptability, build stability, maintain continuity, strengthen commitment and cohesion, and yield positive organizational results.

The seventh edition features new and revised content throughout, offering students a comprehensive and up-to-date presentation of critical management competencies and their underlying theoretical value intentions and real-life application. Throughout the text, classroom-tested exercises enable students to assess, analyze, practice, and apply the material while gaining insight into the paradoxes and contradictions that make the practice of management so complex.


Aantal pagina's:288
Hoofdrubriek:Algemeen management


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Preface iii

Introduction The Competing Values Approach to Management 1

What “Becoming” A Master Manager Means 1
The Role of Character in Mastery 3

The Evolution of Management Models 4
Early Twentieth Century: The Emergence of the Rational Goal Model and The Internal ProcessModel 4
Early to Mid-Twentieth Century: The Emergence of the Human Relations Model 7
Late to Mid-Twentieth Century: The Emergence of the Open Systems Model 7
Late Twentieth Century: The Emergence of Complexity and Integrative Assumptions 9
Early Twenty-First Century: Paradox, Connectivity, Sustainability, and Positive Organizations 10

The Competing Values Framework 11
Integrating Ideas About Effectiveness 11
The Use of Opposing Models 12
Behavioral Complexity and The Effectiveness of Managerial Leaders 13
Action Imperatives and Competencies for Managers 14

Learning to Become a Master Manager 17
Core Competency: Thinking Critically 18
Assessment: Going Public with Your Reasoning 18
Learning: Thinking Critically 19
Analysis: Argument Mapping 23
Practice: Providing Warrants 24
Application: Reflected Best-Self Portrait 24

Module 1 Creating and Sustaining Commitment and Cohesion 28
Understanding Self and Others 29
Assessment 1: Anchors and Oars 29
Assessment 2: Your Character as a Leader 30
Learning: Understanding Self and Others 32
Analysis: Use the Johari Window to Analyze Behavior 38
Practice: How to Receive Feedback 39
Application: Solicit Feedback 39

Communicating Honestly and Effectively 41
Assessment: Communication Skills 41
Learning: Communicating Honestly and Effectively 41
Analysis: Using the Left-Hand Column to Develop Your Communication Skills 47
Practice: Using Reflective Listening to Move Thoughts and Feelings to the Right-Hand Column: TheCase of Stacy Brock and Terry Lord 47
Application: Developing Your Reflective Listening Skills 48

Mentoring and Developing Others 48
Assessment: Assumptions about Performance Evaluations 48
Learning: Mentoring and Developing Others 49
Analysis: United Chemical Company 56
Practice: What Would You Include in the Performance Evaluation? 58
Application: Developing Your Capacity to Develop Others 58

Managing Groups and Leading Teams 59
Assessment: Are You a Team Player? 59
Learning: Managing Groups and Leading Teams 60
Analysis: Stay-Alive Inc. 70
Practice: Ethics Task Force 70
Application: Team-Building Action Plan 71

Managing and Encouraging Constructive Conflict 72
Assessment: How Do You Handle Conflict? 72
Learning: Managing and Encouraging Constructive Conflict 73
Analysis: Zack’s Electrical Parts 80
Practice: Win as Much as You Can 81
Application: Managing Your Own Conflicts 82

Module 2 Establishing and Maintaining Stability and Continuity 87
Organizing Information Flows 88
Assessment: Identifying Data Overload and Information Gaps 88
Learning: Organizing Information Flows 89
Analysis: Deciding What to Do with Data Inflows Using the Traffing Method 94
Practice: Making Messages Clear, Concise, and Complete 95
Application: Directing Your Own Data and Information Traffic 95

Working and Managing Across Functions 96
Assessment: Mapping Your Organization 96
Learning: Working and Managing Across Functions 97
Analysis: Errors in the Design? 102
Practice: Student Orientation 102
Application: Examining a Cross-Functional Team 103

Planning and Coordinating Projects 103
Assessment: Project Planning 103
Learning: Planning and Coordinating Projects 104
Analysis: Planning a Training Course 113
Practice: The Job Fair 115
Application: Managing Your Own Project 115

Measuring and Monitoring Performance and Quality 116
Assessment: Identifying Appropriate Performance Criteria 116
Learning: Measuring and Monitoring Performance and Quality 116
Analysis: Improving Performance in the Health Care Industry 121
Practice: Developing Education Performance Metrics 122
Application: Developing Performance Metrics for Your Job 123

Encouraging and Enabling Compliance 123
Assessment: Reactions to Methods of Encouraging Compliance 123
Learning: Encouraging and Enabling Compliance 124
Analysis: Strategies Used by the United States to Increase Compliance 131
Practice: Moving Compliance Outside the Workforce 131
Application: Your Organization’s Compliance Policies and Practices 132

Module 3 Improving Productivity and Increasing Profitability 136
Developing and Communicating A Vision 137
Assessment: How You Develop and Communicate Vision 137
Learning: Developing and Communicating a Vision 137
Analysis: Doug Fecher, Wright-Patt Credit Union 143
Practice: Crafting Your Leadership Story 145
Application: Envisioning Your Career 146

Setting Goals and Objectives 146
Assessment: Identifying Your Personal Goals 146
Learning: Setting Goals and Objectives 147
Analysis: Objectives Don’t Work for Me 153
Practice: Creating an Implementation Plan 155
Application: Evaluating the Use of Goal Setting in Your Organization 155

Motivating Self and Others 156
Assessment: When Are You the Most Motivated and Productive? 156
Learning: Motivating Self and Others 156
Analysis: From Motivated to Demotivated in 60 Seconds 164
Practice: Empowerment and Engagement 165
Application: When Are You and Your Colleagues the Most Motivated and Productive? 167

Designing and Organizing 168
Assessment: Assessing Organizational Culture 168
Learning: Designing and Organizing 168
Analysis: Responding to Environmental Challenges 179
Practice: USPS: Prescribe a Possible Future 179
Application: Understanding the Design of Your Company 180

Managing Execution and Driving For Results 180
Assessment: Your Leadership Task Orientation 180
Learning: Managing Execution and Driving for Results 181
Analysis: Execution and Results in a Crisis Situation 188
Practice: Examining the Impact of a New CEO on Execution and Results 188
Application: Know Your Time 189

Module 4 Promoting Change and Encouraging Adaptability 193
Using Power and Influence Ethically and Effectively 194
Assessment: Who Is Powerful? 194
Learning: Using Power Ethically and Effectively 194
Analysis: “I Hope You Can Help Me Out”: Don Lowell Case Study 202
Practice: The Big Move 203
Application: Building Your Power Base by Changing Your Influence Strategy 204

Championing and Selling New Ideas 205
Assessment: The Presenter’s Touch: You May Have It but Not Know It 205
Learning: Championing and Selling New Ideas 205
Analysis: Applying Communication Tools to Evaluate a Presentation 215
Practice: Improving a Memo Requesting Additional Personnel 215
Application: You Be the Speaker 216

Fueling and Fostering Innovation 217
Assessment: Are You a Creative Thinker? 217
Learning: Fueling and Fostering Innovation 218
Analysis: Creativity and Managerial Style 224
Practice: Encouraging Creative Thinking 225
Application 1: Import an Idea 225
Application 2: New Approaches to the Same Old Problem 226

Negotiating Agreement and Commitment 226
Assessment: How Effective Are You at Negotiating Agreement? 226
Learning: Negotiating Agreement and Commitment 227
Analysis: Your Effectiveness as a Negotiator 231
Practice: Standing on the Firing Line 232
Application: Negotiating at Work 234

Implementing and Sustaining Change 234
Assessment: Changes in My Organization 234
Learning: Implementing and Sustaining Change 235
Analysis: Reorganizing the Legal Division 243
Practice: Understanding Your Own Influence 244
Application: Planning a Change 245

Conclusion Integration and the Road to Mastery 248
Assessment: Reexamining Your Personal Competencies 249
Learning: Integration and the Road to Mastery 250
Analysis: Looking for Behavioral Complexity and Lift 260
Practice 1: Generating Lift to Support a Planned Change 261
Practice 2: Developing Virtuous Habits 261
Application: Your Strategy for Mastery 262

Index I-1

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        Becoming a Master Manager