Developing management skills

Developing management skills

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Bibliographische Detailangaben
Hauptverfasser: Whetten, David A. (VerfasserIn), Cameron, Kim S. (VerfasserIn)
Format: Buch
Sprache:English
Veröffentlicht: Upper Saddle River, NJ Prentice Hall 2007
Ausgabe:7. ed.
Schlagworte:
Management > Problems, exercises, etc
Management > Study and teaching
Schulung
Führung
Management
Führungskraft
Managementschule
Führungseigenschaft
Führungskräfteentwicklung
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Datensatz im Suchindex

_version_ 1804137566547476480
adam_text Preface xvii Introduction 1 1 Developing Self-Awareness 45 2 Managing Personal Stress 109 3 Solving Problems Analytically and Creatively 171 j^TJiZll^lIHIHI^HIHI^HI^IIHHIH 4 Building Relationships by Communicating Supportively 237 5 Gaining Power and Influence 283 6 Motivating Others 327 7 Managing Conflict 377 part m £HHHHH9^HHHHHHHBHHBi 8 Empowering and Delegating 443 9 Building Effective Teams and Teamwork 493 10 Leading Positive Change 537 part iv lfliilHHSIIIHilll89BBH8ill^^ Supplement A Making Oral and Written Presentations 595 Supplement B Conducting Interviews 623 Supplement C Conducting Meetings 655 Appendix I Glossary 677 Appendix II References 687 Name Index 709 Subject Index 713 Combined Index 717 Preface xvii ^Introduction i 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 Organization of the Book 19 Practice and Application 21 Diversity and Individual Differences 21 Summary 23 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 Q 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 Scoring Key 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 Scoring Key 105 Comparison Data 105 Tolerance of Ambiguity 106 Scoring Key 106 Comparison Data 106 Contents Core Self-Evaluation Scale 106 Scoring Key 106 Comparison Data 107 Q 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 Scoring Key 168 Comparison Data 169 Type A Personality Inventory 169 Scoring Key 169 Comparison Data 169 Social Readjustment Scale 170 Comparison Data 170 Source of Personal Stress 170 Q 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?10 173 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 Contents SCORING KEYS AND COMPARISON DATA 229 Problem Solving, Creativity, and Innovation 229 Scoring Key 229 Comparison Data 229 How Creative Are You® 229 Scoring Key 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 Q 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 iNonusefuli 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 Comparison Data 280 SKILL PRACTICE Diagnosing Problems and Fostering Understanding: United Chemical Company and Byron vs. Thomas 281 Observer s Feedback Form 281 Q 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 Contents 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 Q 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 Q 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 Contents ^Rim IHBHM^HHII^HHBHHHH^HIIIHH^ Q 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 Cc 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 Scoring Key 489 Comparison Data 490 SKILL PRACTICE Deciding to Delegate: Analysis of An Emergency Request 490 SKILL PRACTICE Analysis of Biological Warfare 490 Q 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 Norming 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 I Contents SCORING KEYS AND COMPARISON DATA 535 Team Development Behaviors 535 Scoring Key 535 Comparison Data 535 Diagnosing the Need for Team Building 535 Comparison Data 535 Q LEADING POSITIVE CHANGE 537 SKILL ASSESSMENT 538 Diagnostic Surveys for Leading Positive Change 538 Leading Positive Change 538 Reflected Best-Self Feedback™ Exercise 539 A Sample E-mail Request for Feedback 539 Machiavellianism Scale—MA CHIV 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 ofPositivity 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™ Exercise 591 Machiavellianism Scale—MACH IV 591 Scoring Key 591 Comparison Data 592 SKILL ANALYSIS Iacocca s Transformation of Chrysler—1979-1984 592 C part iv MWH^WHHH^HSiBM^Mi^^^^W^^^ Supplement A MAKING 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 Appendix I GLOSSARY 677 Appendix II REFERENCES 687 NAME INDEX 709 SUBJECT INDEX 713 COMBINED INDEX 717 Contents
adam_txt Preface xvii Introduction 1 1 Developing Self-Awareness 45 2 Managing Personal Stress 109 3 Solving Problems Analytically and Creatively 171 j^TJiZll^lIHIHI^HIHI^HI^IIHHIH 4 Building Relationships by Communicating Supportively 237 5 Gaining Power and Influence 283 6 Motivating Others 327 7 Managing Conflict 377 part m £HHHHH9^HHHHHHHBHHBi 8 Empowering and Delegating 443 9 Building Effective Teams and Teamwork 493 10 Leading Positive Change 537 part iv lfliilHHSIIIHilll89BBH8ill^^ Supplement A Making Oral and Written Presentations 595 Supplement B Conducting Interviews 623 Supplement C Conducting Meetings 655 Appendix I Glossary 677 Appendix II References 687 Name Index 709 Subject Index 713 Combined Index 717 Preface xvii ^Introduction i 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 Organization of the Book 19 Practice and Application 21 Diversity and Individual Differences 21 Summary 23 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 Q 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 Scoring Key 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 Scoring Key 105 Comparison Data 105 Tolerance of Ambiguity 106 Scoring Key 106 Comparison Data 106 Contents Core Self-Evaluation Scale 106 Scoring Key 106 Comparison Data 107 Q 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 Scoring Key 168 Comparison Data 169 Type A Personality Inventory 169 Scoring Key 169 Comparison Data 169 Social Readjustment Scale 170 Comparison Data 170 Source of Personal Stress 170 Q 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?10 173 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 Contents SCORING KEYS AND COMPARISON DATA 229 Problem Solving, Creativity, and Innovation 229 Scoring Key 229 Comparison Data 229 How Creative Are You® 229 Scoring Key 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 Q 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 iNonusefuli 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 Comparison Data 280 SKILL PRACTICE Diagnosing Problems and Fostering Understanding: United Chemical Company and Byron vs. Thomas 281 Observer's Feedback Form 281 Q 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 Contents 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 Q 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 Q 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 Contents ^Rim IHBHM^HHII^HHBHHHH^HIIIHH^ Q 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 Cc 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 Scoring Key 489 Comparison Data 490 SKILL PRACTICE Deciding to Delegate: Analysis of "An Emergency Request" 490 SKILL PRACTICE Analysis of Biological Warfare 490 Q 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 Norming 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 I Contents SCORING KEYS AND COMPARISON DATA 535 Team Development Behaviors 535 Scoring Key 535 Comparison Data 535 Diagnosing the Need for Team Building 535 Comparison Data 535 Q LEADING POSITIVE CHANGE 537 SKILL ASSESSMENT 538 Diagnostic Surveys for Leading Positive Change 538 Leading Positive Change 538 Reflected Best-Self Feedback™ Exercise 539 A Sample E-mail Request for Feedback 539 Machiavellianism Scale—MA CHIV 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 ofPositivity 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™ Exercise 591 Machiavellianism Scale—MACH IV 591 Scoring Key 591 Comparison Data 592 SKILL ANALYSIS Iacocca's Transformation of Chrysler—1979-1984 592 C part iv MWH^WHHH^HSiBM^Mi^^^^W^^^ Supplement A MAKING 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 Appendix I GLOSSARY 677 Appendix II REFERENCES 687 NAME INDEX 709 SUBJECT INDEX 713 COMBINED INDEX 717 Contents
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author Whetten, David A.
Cameron, Kim S.
author_facet Whetten, David A.
Cameron, Kim S.
author_role aut
aut
author_sort Whetten, David A.
author_variant d a w da daw
k s c ks ksc
building Verbundindex
bvnumber BV023258942
callnumber-first H - Social Science
callnumber-label HD30
callnumber-raw HD30.4
callnumber-search HD30.4
callnumber-sort HD 230.4
callnumber-subject HD - Industries, Land Use, Labor
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(DE-599)DNB 2006025223
dewey-full 658.40071/173
dewey-hundreds 600 - Technology (Applied sciences)
dewey-ones 658 - General management
dewey-raw 658.40071/173
dewey-search 658.40071/173
dewey-sort 3658.40071 3173
dewey-tens 650 - Management and auxiliary services
discipline Wirtschaftswissenschaften
discipline_str_mv Wirtschaftswissenschaften
edition 7. ed.
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Developing management skills David A. Whetten ; Kim S. Cameron
7. ed.
Upper Saddle River, NJ Prentice Hall 2007
XXI, 724 S. Ill., graph. Darst. 26 cm
txt rdacontent
n rdamedia
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Includes bibliographical references (p. 687-708) and indexes
Management Problems, exercises, etc
Management Study and teaching
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spellingShingle Whetten, David A.
Cameron, Kim S.
Developing management skills
Management Problems, exercises, etc
Management Study and teaching
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(DE-588)4155573-9
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title Developing management skills
title_auth Developing management skills
title_exact_search Developing management skills
title_exact_search_txtP Developing management skills
title_full Developing management skills David A. Whetten ; Kim S. Cameron
title_fullStr Developing management skills David A. Whetten ; Kim S. Cameron
title_full_unstemmed Developing management skills David A. Whetten ; Kim S. Cameron
title_short Developing management skills
title_sort developing management skills
topic Management Problems, exercises, etc
Management Study and teaching
Schulung (DE-588)4136792-3 gnd
Führung (DE-588)4018776-7 gnd
Management (DE-588)4037278-9 gnd
Führungskraft (DE-588)4071497-4 gnd
Managementschule (DE-588)4222923-6 gnd
Führungseigenschaft (DE-588)4155573-9 gnd
Führungskräfteentwicklung (DE-588)4196324-6 gnd
topic_facet Management Problems, exercises, etc
Management Study and teaching
Schulung
Führung
Management
Führungskraft
Managementschule
Führungseigenschaft
Führungskräfteentwicklung
url http://www.loc.gov/catdir/toc/ecip0618/2006025223.html
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work_keys_str_mv AT whettendavida developingmanagementskills
AT cameronkims developingmanagementskills

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