Robert E. Quinn (University of Michigan), David S. Bright (Wright State University), Rachel E. Sturm (Wright State University)

Becoming a Master Manager

A Competing Values Approach

• Broschiertes Buch

Produktbeschreibung

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.

Produktdetails

• Verlag: Wiley / Wiley & Sons
• Artikelnr. des Verlages: 1W119710960
• 7. Aufl.
• Seitenzahl: 288
• Erscheinungstermin: 25. Januar 2021
• Englisch
• Abmessung: 217mm x 274mm x 17mm
• Gewicht: 820g
• ISBN-13: 9781119710967
• ISBN-10: 1119710960
• Artikelnr.: 60094734

Inhaltsangabe

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 Process Model 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: The Case 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
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