Management skills assessment and development
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| Format: | Buch |
| Sprache: | English |
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[Boston, MA]
South-Western Cengage Learning
[2014]
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| Ausgabe: | International Edition |
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| 020 | |a 9781133582953 |9 978-1-133-58295-3 | ||
| 020 | |a 1133582958 |9 1-133-58295-8 | ||
| 035 | |a (OCoLC)820399509 | ||
| 035 | |a (DE-599)BVBBV040546248 | ||
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| 100 | 1 | |a Griffin, Ricky W. |d 1950- |e Verfasser |0 (DE-588)128828951 |4 aut | |
| 245 | 1 | 0 | |a Management skills |b assessment and development |c Ricky W. Griffin, Texas A&M University, David D. van Fleet, Arizona State University |
| 250 | |a International Edition | ||
| 264 | 1 | |a [Boston, MA] |b South-Western Cengage Learning |c [2014] | |
| 300 | |a XIX, 430 Seiten |b Illustrationen, Diagramme | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 0 | 7 | |a Management |0 (DE-588)4037278-9 |2 gnd |9 rswk-swf |
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| 689 | 0 | |5 DE-604 | |
| 700 | 1 | |a Van Fleet, David D. |e Verfasser |4 aut | |
| 856 | 4 | 2 | |m HBZ Datenaustausch |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025392062&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
| 943 | 1 | |a oai:aleph.bib-bvb.de:BVB01-025392062 | |
Datensatz im Suchindex
| _version_ | 1819631703982866432 |
|---|---|
| adam_text | Titel: Management skills
Autor: Griffin, Ricky W
Jahr: 2014
Contents
1 BASIC AAANAGEMENT SKILLS
The Functional Perspective on Management 15
Planning and Decision Making: Determining
Courses of Action 15
Organizing: Coordinating Activities and
Resources 15
Leading: Motivating and Managing People 16
Controlling: Monitoring and Evaluating
Activities 16
The Role Perspective on Management 16
Basic Management Skills 4 Interpersonal Roles 16
How do I Rate as a Manager? 4 Informational Roles 17
Self-Described Profile 6 Decisional Roles 17
What Is Management? 8 Summary and a Look Ahead 18
The Core Management Skills 9 Determining Why Individuals Become
Time-Management Skills 9 Entrepreneurs 18
Interpersonal Skills 10 Job Skills 19
Conceptual Skills 11 The Nature of Managerial Work 19
Diagnostic Skills 11 What Do You Think? 20
Communication Skills 11
Decision-Making Skills 11 Success Leads to ... 21
Technical Skills 12 Kodak s Fuzzy Picture 22
The Organizational Compass 12 Group Extensions 23
Individual Extensions 23
Levels of Management 13
Top Managers 13 • Middle Managers 13
• First-Line Managers 14 How do I Rate as a Manager? 24
Areas of Management 14 Self-Described Profile 24
Marketing Managers 14 • Financial
Managers ,4 • Operations Managers 14 The Nature of Managerial Work 24
• Human Resource Managers 14
• Administrative Managers 14 • Other Kinds
of Managers 14
2 LEARNING AND DEVELOPING MANAGEMENT SKILLS________________________26^
The Big Five Personality Traits 35
• The Myers-Briggs Framework yy
* Other Personality Traits at Work 37
Emotional Intelligence 38
Generalizability/Discrimination 39
Understanding Personal Values, Ethics, and
Priorities 39
The Scope of Management 41
Managing in Profit-Seeking Organizations 41
Managing in Not-for-Profit Organizations 42
What s Your Learning Style? 28 Summary and a Look Ahead 42
Assessing Your Mental Abilities 29 What Do You Bring to the Table? 43
The Nature of Managerial Work 30
Inner Circle 43
The Model of Skill Development 31 What Are Your Learning Goals? 43
The Science and the Art of Management 32 What about Me, What about You? 44
1 he Science 01 Management 3Z
The Art of Management 32 Body Shop and Education 44
The Role of Education 33 Learning at Kyocera 46
The Role of Experience 34 Group Extensions 47
Personal Skills 35 Individual Extensions 47
Self-Awareness 35 What Is Your Learning Style? 47
Understanding Our Own Personality 35 Assessing Your Mental Abilities 48
3 TIME-MANAGEMENT SKILLS 50
Behavior Activity Profile 52
Are You a Good Planner? 53
Stress Management 54
Time-Management Assessment 55
Understanding Prioritization 57
Setting Priorities 57
Misjudging Priorities 58
Effective Delegation 58
Reasons for Delegation 58 Summary and a Look Ahead 68
Parts of the Delegation Process 58
Problems in Delegation 59 T.me-Management Skills in Action-1 68
Decentralization and Centralization 60 Time-Management Skills in Action-2 69
Scheduling Meetings and Controlling Controlling Your Own Work 69
Intrusions 61 Balancing Urgent and Important Tasks 70
Scheduling and Managing Meetings 61 Demands that Cause Stress 73
Controlling Intrusions 61
Staircasing Your Goals 74
Managing Stress 62
Causes of Stress 64 Effectiveness of Communication Exchanges 75
Consequences of Stress 65 How is Time Being Spent? 76
Limiting Stress 66 Personal Goal Sheet 77
Prioritizing Tasks 78 Individual Extensions 91
Stressful Jobs 79 Time-Management Skills Assessment 92
Identifying Stressors 79 Time-Management Skills 92
Running Team Meetings 80 Summary of Your Scores 93
Interpretation of Your Scores 93
Using Time More Etticiently 80 Behavior Activity Profile: A Type A Measure 94
What to do Now 80
Are You a Good Planner? 95
Stress Management 95
Time-Management Assessment 96
Group Extensions 91
Time Flexibility 88
United Parcel Service 89 Stress Management 95
4 INTERPERSONAL SKILLS______________________________________________________98
Types of Teams 118 * Benefits and Costs
of Teams 119
Managing Conflict 120
The Nature of Conflict 121 * Causes of
Conflict 121 * Managing Conflict in
Organizations 122
Managing Workplace Behaviors 124
Performance Behaviors 124
Dysfunctional Behaviors 124
Organizational Citizenship 125
Assessing Your Needs 100 Summary and a Look Ahead 125
Job Involvement 100 Interpersonal Skills in Action—1 126
Team Effectiveness Inventory 101 Interpersonal Skills in Action—2 126
Using Teams 102 Managing During a Period of Change 127
The Interpersonal Nature ot Organizations 104
Interpersonal Dynamics 105 Selecting Modes of Communication 127
Outcomes of Interpersonal Behaviors 105 Skills Related to Motivation and Satisfying
Understanding Individual Differences 106 Needs in a Career 128
The Psychological Contract 106 Surviving in a Period of Change 128
The Person-Job Fit 107 Understanding the Perceptual Process 129
The Nature of Individual Differences 107 Understanding Decision Makers (1) 130
Motivating Employees 108 Understanding Decision Makers (2) 131
Content Perspectives on Motivation 108
Identifying Personality Traits tor Different
The Needs Hierarchy Approach 100
• The Two-Factor Theory 109
Process Perspectives on Motivation 110 Assessing Entrepreneurial Personality Traits 132
Expectancy Theory uo • Equity Theory 112 Assessing Your Personality Type 133
*Goal-SettingTheory114 Nordstrom Cares 134
Working with Diversity, Teams, and Conflict 114 Campbell s Continues Canning 135
Understanding Diversity 114
Group Extensions 137
Reasons for increased Diversity 115
• Dimensions of Diversity 115 • Working Individual Extensions 137
With Diversity 117 Interpersonal Skills Assessment 137
Managing Teams 118
Interpersonal Skills 138
Summary of Your Scores 140 Job Involvement 141
Interpretation of Your Scores 140 Team Effectiveness 141
Assessing Your Needs 140 Using Teams 141
5 CONCEPTUAL SKILLS__________________________________________________144
Goal-Setting Questionnaire 146
How Creative Are You? 147
Innovative Attitudes Scale 150
Personal Risk Taking 152
Strategic Thinking 154
The Components of a Strategy 155
Types of Strategic Alternatives 156
Strategy Formulation and Implementation 156
Using SWOT Analysis to Formulate Strategy 157 The Lewin change Modd lfi?
Evaluating an Organizations Strengths 157 A Comprehensive Approach to Change 167
• Evaluating an Organization s Weaknesses 158 Understanding Resistance to Change 168
• Evaluating an Organizations Opportunities
and Threats 158 Uncertainty 168 * Threatened Self-
Interests 168 • Different Perceptions 168
Managing Creat.v.ty 158 * Feelings of Loss 168
The Creative Individual 159 Overcoming Resistance to Change 168
Background Experiences and Creativity 159 Participation 168 * Education and
• Personal Traits and Creativity 159 Communication 160 * Facilitation 160
- Cognitive Abilities and Creativity 159 . Force.md Analysis l6
The Creative Process 159
Managing Risk 169
Preparation 159 • Incubationi*; 160
* Insight 160 • Verification 160 Summary and a Look Ahead 171
Enhancing Creativity in Organizations 160 Conceptual Skills in Action— 1 171
Managing Innovation 161 Conceptual Skills in Action-2 172
The Innovation Process 161 Management Functions in Different
Innovation Development 161 * Innovation Organizations 172
Application 161 * Application Launch 161 Choosing a New Business Startup 172
* Application Growth 162 • Innovation Using Conceptual Skills to Understand the
Maturity 102 * Innovation Decline 102 Behavior of Others 173
Forms of Innovation 162
Job Values as Perceived by Students and
Radical Versus Incremental Innovations 162 Employers 174
• Technical Versus Managerial Innovations 162 Leami from 0ther Organizations 175
• Product Versus Process Innovations 163
The Failure to Innovate 164
To Cheat or Not? 175
Factors Affecting Organizational Design 176
Lack of Resources 164 * Failure to Recognize Can You Predict? 176
Opportunities 104 * Resistance to Change 164
The Relationship Between Quality and
Promoting Innovation m Organizations 164
Financial Performance 177
The Reward System 164 • Organization Determining Why Teams Are Successful 178
Culture 105 • Intrapreneurship in Larger
Organizations 165 Creativity at Kellogg 178
Managing Change 165 Creativity at Merck 179
Forces for Change 166 Group Extensions 181
Externa/ Forces 166 * Internal Forces 166 Individual Extensions 182
Planned Versus Reactive Change 166
Conceptual Skills Assessment 182
Conceptual Skills 183 How Creative Are You? 184
Summary of Your Scores 184 Innovative Attitude Scale 184
Interpretation of Your Scores 184 Personal Risk Taking 184
Goal-Setting Questionnaire 184
6 DIAGNOSTIC SKILLS__________________________________________________[88
Rewarding Employees 208
Reinforcement Perspectives on Motivation 208
Kinds of Reinforcement in Organizations 208
* Providing Reinforcement in Organizations 209
• Implications of the Reinforcement Perspectives 210
Popular Motivational Strategies 210
Empowerment and Participation 210
* Techniques and Issues in Empowerment 211
• Alternative Forms of Work Arrangements 211
Using Reward Systems to Motivate Performance 212
How Is Your Organization Managed? 190 Merit Reward Systems 212 * Incentive Reward
Organizational Climate Questionnaire 191 Systems 213 • Common Team and Group
Assessing Your Feedback Style 193 Rewaed Systems 214 * Other Types of Team
and Croup Rewards 214 * New Approaches to
Organizational Structure Preferences 195 Performance-Based Rewards 215
Understanding Cause and Effect 197 Summary and a Look Ahead 215
Understanding Control 198 Diagnostic Skills in Action—1 216
The Purpose of Control 199 Diagnostic Skills in Action-2 216
Adaptation 199 • Limiting the Accumulation Relating Needs to Reality 217
of Error 199 • Coping with Organizational
Complexity 200 • Minimizing Costs 200 Issues of Centralization and Decentralization 217
Areas of Control 200 Determining Why Individuals Become
Levels of Control 200 Entrepreneurs 21 8
Responsibilities for Control 201 Negotiating a Franchise Agreement 21 8
Designing Control Systems 201 Ethics in Decision Making 219
Steps in the Control Process 201 Using Different Methods of Power 220
Establish Standards 201 • Measure
Performance 203 • Compare Performance Using Different Types of Power 220
Against Standards 203 • Determine Need for Quality Relative to Price and Expectations 221
Corrective Action 203
Operations Control 204 Diagnosing Causes of Problems 222
Preliminary Control 204 • Screening Control Weighing Organization Change Alternatives 222
204 * Postaction Control 205 Dealing with Equity and Justice Issues 223
Characteristics of Effective Control 205
Diagnosis at DuPont 224
Integration with Planning 205 • Flexibility 205
• Accuracy 205 • Timeliness 206 • Objectivity 206 International Training 225
Managing Control 206 Group Extensions 226
Resistance to Control 206 Individual Extensions 227
Overeontrol 206 • Inappropriate Focus 2o7 Diagnostic Skills Assessment 227
• Rewards for Inefficiency 207 • Too Much
Accountability 207 Diagnostic Skills 228
Overcoming Resistance to Control 207 Summary of Your Scores 229
Interpretation of Your Scores 229
Encourage Employee Participation 207
• Develop Verification Procedures 207 How Is Your Organization Managed? 229
Organizational Climate Questionnaire 229 Organizational Structure Preferences 230
Assessing Your Feedback Style 230 Mechanistic 230
Organic 231
7 COMMUNICATION SKILLS 234
A Communication Skills Survey 236
Becoming Aware of Your Communication
Style 237
Feedback Skills Questionnaire 239
Gender Differences in Communication 240
The Meaning of Communication 242
The Role of Communication in Management 243
The Communication Process 243
Forms of Communication in Organizations 244 Best/Worst Presentations 257
Interpersonal Communication 244 Can You Communicate Accurately? 258
Oral Communication 245 • Written
Communication 245 • Choosing the Right Communicating a Change in Strategy 258
Form 24s Ethical Issues 259
Communication in Networks and Work Teams 246 Communicating Human Resource Information 259
Communication in International Business 260
Organizational Communication 247
Vertical Communication 247 * Horizontal
Communication 248 Announcing Unpopular Decisions 260
Electronic Communication 248 Slide Presentation 261
Information Systems 248 * Personal Communicating Across Time Zones 262
Electronic Technology 249
Japan and America—Alike But Different 262
Informal Communication in Organizations 249
The Grapevine 250 Workplace Violence 263
Management by Wandering Around 251 Group Extensions 265
Nonverbal Communication 251 Individual Extensions 265
Managing Organizational Communication 252 Communication Skills Assessment 266
Barriers to Communication 252
Communication Skills 266
Individual Barriers 252 • Organizational Summary of Your Scores 268
Interpretation of Your Scores 268
Barriers 253
Improving Communication Effectiveness 254
Individual Skills 254 • Organizational A Communication Skills Survey 268
Skills 254 Becoming Aware of Your Communication
Summary and a Look Ahead 255 Stylee 2o8
Communication Skills in Action-1 255 Feedback Skills Questionnaire 269
Communication Skills in Action-2 256 Gender Differences in Communication 269
Alone or Together? 256
8 DECISION-MAKING SKILLS____________________________________________272
How Much Participation Should Be
Allowed? 294
Making Decisions For Contingencies and
During Crisis 296
Summary and a Look Ahead 298
Decision-Making Skills in Action—1 298
Decision-Making Skills in Action—2 299
Making Career Choices 299
Decision-Making Styles 274 Choosing Team Members 300
Internal-External Control Sampler 274 Decision Making and Communication 302
Problem-Solving Style Questionnaire 275 Examining One Component of an
Your Decision-Making Style 278 Organization s Control System 303
The Decision-Making Context 281 Cost Reduction Decisions 304
Kinds of Decisions 282 Evaluating Training 305
Conditions for Making Decisions 282 Individual vs. Nominal Group Decision
Rational Decision Making 284 Making 306
Recognizing and Defining the Decision Situation 285 Journaling and Affinity Diagrams in
Identifying Alternatives 285 Decision-Making 306
Evaluating Alternatives 285 Designing a New Organization 307
Selecting an Alternative 286 Decision Making and Communicating
Implementing the Chosen Alternative 287 in a Small Business 308
Following Up and Evaluating the Results 288
Behavioral Processes and Decision Making 288
The Administrative Model 288
Coalitions and Decision Making 289 Group Extensions 312
Intuition 289 Individual Extensions 312
Escalation of Commitment 290 Decision-Making Skills Assessment 313
Risk Propensity and Decision Making 291 Decision-Making Skills 313
Ethics and Decision Making 291
Summary ot Your Scores 314
Participative and Group Decision Making 291 Interpretation ofYour Scores 314
Employee Participation and Involvement 291
Group and Team Decision Making 292
Forms of Group and Team Decision Internal-External Control Sampler 315
Making 292 • Advantages of Group and Problem-Solving Style Questionnaire 315
Team Decision Making 293 • Disadvantages Your Decision_Making Style 316
of Group and Team Decision Making 293
• Managing Group and Team Decision-
Making Processes 294
Decisions, Decisions, Decisions 309
Lufthansa 310
9 TECHNICAL SKILLS____________________________________________________320
PBS (Power Bases Score) Questionnaire 322
Defining Quality and Productivity 323
Understanding Control 324
Are You Technically Oriented? 325
Technology, Product and Service, Industry,
and Business Knowledge 328
Accounting and Financial Management
Techniques 329
BudSets 329 Identifying Technical Skills Related to
Financial Statements 332 Quality and Productivity 349
Ratio Analysis 332
Span of Management 349
Forecasting Techniques 332 Using SWOT to Evaluate Work-Life
Sales and Revenue forecasting 332 Strengths and Weaknesses 350
Technological Forecasting 333
Other Types of Forecasting 333 Identifying Technical Skills Needed in
Different Organizations 351
forecasting lechniques 333
Time-Series Analysis 334 • Causal Modeling lmPact of Organizational Strategy on
334 • Qualitative Forecasting Techniques 335 Structure 352
Other Planning Techniques 336 Your Problems 353
Linear Programming 336 Perrier Keeps Flowing 353
Breakeven Analysis 338 Restaurant Operations 354
Simulations 339
PERT 340 Group Extension 356
Individual Extension 356
Decision-Making Tools 341
Payoff Matrices 341 Technical Skills Assessment 357
Decision Trees 342 Technical Skills 357
Other Techniques 343 Summary of Your Scores 358
Inventory Models 343 • Queuing Models 343 Interpretation of Your Scores 359
• Distribution Models 344 * Game Theory PBS (Power Bases Score) Questionnaire 359
344 • Artificial Intelligence 344
Defining Quality and Productivity 359
Summary and a Look Ahead 344 Understanding Control 359
Technical Skills in Action—1 345 Are You Technically Oriented? 359
Technical Skills in Action—2 345
Applying Technical Skills to Budgeting 346
Using Your Technical Skills on the Internet 346
Getting Organized 347
Using the Internet to Obtain Data 348
10 TRANSITIONING FROM MANAGING TO LEADING ______________________362
Path-Goal Theory 374
Leader Behavior 374 * Situational Factors 374
The Leader-Member Exchange Approach 375
Understanding Related Perspectives on
Leadership 376
Substitutes for Leadership 376
Charismatic Leadership 377
Transformational Leadership 378
Cross-Cultural Leadership 378
How Charismatic Are You? 364 Ethical Leadership 378
Managerial Leader Behavior Questionnaire 365 Summary and a Look Ahead 379
Differences Between Managing and Leading 367 Leadership Skills in Action—1 379
Understanding The Basics of Leadership 368 Leadership Skills in Action—2 380
Power and Leadership 368 [)raw Leadership 380
Legitimate Power 368 • Reward Power 368 Analyze Leadership Style 380
• Coercive Power 369 * Referent Power 369
• Expert Power 369 • Using Power 369 Managers and Leaders 381
Leadership Traits 370 Who Are the Leaders? 381
Leadership Behaviors 370 The Struggles of Leadership 382
Michigan Studies 370 • Ohio State Studies 370
• Leadership Grid 2 1 Paper or Not—Xerox Has It Covered 383
Understanding Situational Approaches to GrouP Extensions 385
Leadership 372 Individual Extensions 386
LPC Theory 372 How Charismatic Are You? 386
favorableness of the Situation 3;
Favorableness and Leader Styl
Flexibility of Leader Style 374
Favorableness of the Situation 373 Managerial Leader Behavior Questionnaire 387
* Favorableness and Leader Style 373
APPENDIX A___________________________________________________________391
APPENDIX B___________________________________________________________401
GLOSSARY____________________________________________________________415
INDEX 421
|
| any_adam_object | 1 |
| author | Griffin, Ricky W. 1950- Van Fleet, David D. |
| author_GND | (DE-588)128828951 |
| author_facet | Griffin, Ricky W. 1950- Van Fleet, David D. |
| author_role | aut aut |
| author_sort | Griffin, Ricky W. 1950- |
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| building | Verbundindex |
| bvnumber | BV040546248 |
| classification_rvk | QP 371 QV 584 |
| ctrlnum | (OCoLC)820399509 (DE-599)BVBBV040546248 |
| discipline | Wirtschaftswissenschaften |
| edition | International Edition |
| format | Book |
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| id | DE-604.BV040546248 |
| illustrated | Illustrated |
| indexdate | 2024-12-24T02:53:29Z |
| institution | BVB |
| isbn | 9781133582953 1133582958 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-025392062 |
| oclc_num | 820399509 |
| open_access_boolean | |
| owner | DE-1050 DE-898 DE-BY-UBR |
| owner_facet | DE-1050 DE-898 DE-BY-UBR |
| physical | XIX, 430 Seiten Illustrationen, Diagramme |
| publishDate | 2014 |
| publishDateSearch | 2014 |
| publishDateSort | 2014 |
| publisher | South-Western Cengage Learning |
| record_format | marc |
| spellingShingle | Griffin, Ricky W. 1950- Van Fleet, David D. Management skills assessment and development Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4037278-9 |
| title | Management skills assessment and development |
| title_auth | Management skills assessment and development |
| title_exact_search | Management skills assessment and development |
| title_full | Management skills assessment and development Ricky W. Griffin, Texas A&M University, David D. van Fleet, Arizona State University |
| title_fullStr | Management skills assessment and development Ricky W. Griffin, Texas A&M University, David D. van Fleet, Arizona State University |
| title_full_unstemmed | Management skills assessment and development Ricky W. Griffin, Texas A&M University, David D. van Fleet, Arizona State University |
| title_short | Management skills |
| title_sort | management skills assessment and development |
| title_sub | assessment and development |
| topic | Management (DE-588)4037278-9 gnd |
| topic_facet | Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025392062&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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