Becoming a Master Manager: A Competing Values Approach, Fifth Edition

Becoming a Master Manager: A Competing Values Approach, Fifth Edition

by Robert E. Quinn, Sue R. Faerman, Michael P. Thompson, Michael McGrath, Lynda S. St. Clair
Released October 2010
Publisher(s): Wiley
ISBN: 9780470284667

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Book description

This fifth edition emphasizes the importance of developing management skills or admitted that learning about management concepts was not the same as learning how to apply those concepts in practice. It is built on a solid foundation of theory and empirical evidence that provides a compelling case for why specific competencies are important. The framework offers managers an enduring foundation for analysing what types of behaviors are most appropriate to achieve organisational goals in light of the existing environment. This edition overall gives a strong background in management skills and concepts needed on the job.

Table of contents

  1. Copyright
  2. Preface
      1. INTRODUCTION TO THE FIFTH EDITION
      2. CHANGES FROM THE FOURTH EDITION
    2. INTRODUCTION: THE COMPETING VALUES APPROACH TO MANAGEMENT
    3. MODULE 1—CREATING AND SUSTAINING COMMITMENT AND COHESION
    4. MODULE 2—ESTABLISHING AND MAINTAINING STABILITY AND CONTINUITY
    5. MODULE 3—IMPROVING PRODUCTIVITY AND INCREASING PROFITABILITY
    6. MODULE 4—PROMOTING CHANGE AND ENCOURAGING ADAPTABILITY
    7. CONCLUSION—INTEGRATION AND THE ROAD TO MASTERY
      1. HOW TO USE THIS BOOK AND ONLINE ANCILLARIES
      2. ACKNOWLEDGMENTS
    8. REFERENCES
  3. INTRODUCTION: THE COMPETING VALUES APPROACH TO MANAGEMENT
    1. FOUNDATIONS
    2. THE EVOLUTION OF MANAGEMENT MODELS
      1. 1900–1925: THE EMERGENCE OF THE RATIONAL GOAL MODEL AND THE INTERNAL PROCESS MODEL
      2. 1926–1950: THE EMERGENCE OF THE HUMAN RELATIONS MODEL
      3. 1951–1975: THE EMERGENCE OF THE OPEN SYSTEMS MODEL
      4. 1976–1999: THE EMERGENCE OF "BOTH-AND" ASSUMPTIONS
      5. 2000-TODAY: COMPLEXITY, AMBIGUITY, AND PARADOX
    3. THE COMPETING VALUES FRAMEWORK
      1. INTEGRATING IDEAS ABOUT EFFECTIVENESS
      2. THE USE OF OPPOSING MODELS
      3. BEHAVIORAL COMPLEXITY AND THE EFFECTIVENESS OF MANAGERIAL LEADERS
      4. ACTION IMPERATIVES AND COMPETENCIES FOR MANAGERS
      5. FOUR ACTION IMPERATIVES
      6. MANAGING AT DIFFERENT ORGANIZATIONAL LEVELS
      7. IDENTIFYING MANAGERIAL COMPETENCIES
    4. ORGANIZING THE LEARNING PROCESS—ALAPA
    5. Core Competency: Thinking Critically
      1. ASSESSMENT Going Public with Your Reasoning
      2. LEARNING Thinking Critically
      3. THINKING ABOUT THINKING
      4. MANAGEMENT AND SOUND REASONING: CREATING AND EVALUATING ARGUMENTS
      5. ANALYSIS Argument Mapping
      6. PRACTICE Providing Warrants
      7. APPLICATION Reflected Best-Self Portrait
    6. RECAP AND PRECOURSE ASSESSMENT
    7. REFERENCES
  4. 1. Creating and Sustaining Commitment and Cohesion
    1. 1.1. COMPETENCIES
    2. 1.2. UNDERSTANDING SELF AND OTHERS
      1. 1.2.1. ASSESSMENT Anchors and Oars
      2. 1.2.2. LEARNING Understanding Self and Others
      3. 1.2.3. UNDERSTANDING YOURSELF
      4. 1.2.4. TWO APPROACHES TO PERSONALITY
      5. 1.2.5. INCREASING YOUR SELF-AWARENESS
      6. 1.2.6. UNDERSTANDING OTHERS
      7. 1.2.7. ANALYSIS Using the Johari Window to Analyze Behavior
      8. 1.2.8. PRACTICE Practicing Receiving Feedback
      9. 1.2.9. APPLICATION Soliciting Feedback
    3. 1.3. COMMUNICATING HONESTLY AND EFFECTIVELY
      1. 1.3.1. ASSESSMENT Communication Skills
      2. 1.3.2. LEARNING Communicating Honestly and Effectively
      3. 1.3.3. A BASIC MODEL OF INTERPERSONAL COMMUNICATION
      4. 1.3.4. BARRIERS TO EFFECTIVE INTERPERSONAL COMMUNICATION
      5. 1.3.5. REFLECTIVE LISTENING
      6. 1.3.6. ANALYSIS Using the Left-Hand Column to Develop Your Communication Skills
      7. 1.3.7. PRACTICE Using Reflective Listening to Move Thoughts and Feelings to the Right-Hand Column: The Case of Stacy Brock and Terry Lord
      8. 1.3.8. APPLICATION Developing Your Reflective Listening Skills
    4. 1.4. MENTORING AND DEVELOPING OTHERS
      1. 1.4.1. ASSESSMENT Assumptions about Performance Evaluations
      2. 1.4.2. LEARNING Mentoring and Developing Others
      3. 1.4.3. CONDUCTING EFFECTIVE PERFORMANCE EVALUATIONS
      4. 1.4.4. COACHING AND MENTORING EMPLOYEES
      5. 1.4.5. DEVELOPING EMPLOYEES THROUGH EFFECTIVE DELEGATION
        1. 1.4.5.1. FIVE STEPS TO EFFECTIVE DELEGATION
      6. 1.4.6. ANALYSIS United Chemical Company
      7. 1.4.7. PRACTICE What Would You Include in the Performance Evaluation?
      8. 1.4.8. APPLICATION Developing Your Capacity to Develop Others
    5. 1.5. MANAGING GROUPS AND LEADING TEAMS
      1. 1.5.1. ASSESSMENT Are You a Team Player?
      2. 1.5.2. LEARNING Managing Groups and Leading Teams
      3. 1.5.3. WHAT INFLUENCES TEAM EFFECTIVENESS?
        1. 1.5.3.1. ADVANTAGES OF TEAM DECISION-MAKING
        2. 1.5.3.2. DISADVANTAGES OF TEAM DECISION-MAKING
      4. 1.5.4. ROLES OF TEAM MEMBERS
      5. 1.5.5. ROLE CLARITY
      6. 1.5.6. FOUR TEAM PLAYER STYLES
      7. 1.5.7. INCREASING MEETING EFFECTIVENESS
        1. 1.5.7.1. PREPARING FOR THE MEETING
        2. 1.5.7.2. RUNNING THE MEETING
        3. 1.5.7.3. FOLLOWING UP ON THE MEETING
      8. 1.5.8. TEAM DEVELOPMENT AND TEAM-BUILDING
      9. 1.5.9. TEAM-BUILDING
      10. 1.5.10. ANALYSIS Stay-Alive Inc.
      11. 1.5.11. PRACTICE Ethics Task Force
      12. 1.5.12. APPLICATION Team-Building Action Plan
    6. 1.6. MANAGING AND ENCOURAGING CONSTRUCTIVE CONFLICT
      1. 1.6.1. ASSESSMENT How Do You Handle Conflict?
      2. 1.6.2. LEARNING Managing and Encouraging Constructive Conflict
      3. 1.6.3. DIFFERENT PERSPECTIVES ON CONFLICT
      4. 1.6.4. LEVELS, SOURCES, AND STAGES OF CONFLICT
      5. 1.6.5. STAGES OF THE CONFLICT PROCESS
      6. 1.6.6. CONFLICT MANAGEMENT APPROACHES
      7. 1.6.7. AVOIDING
      8. 1.6.8. ACCOMMODATING
      9. 1.6.9. COMPETING
      10. 1.6.10. COMPROMISING
      11. 1.6.11. COLLABORATING
      12. 1.6.12. ADVOCACY AND INQUIRY
      13. 1.6.13. MANAGING CONFLICT CONSTRUCTIVELY
      14. 1.6.14. HOW TO STIMULATE CONFLICT AND MANAGE AGREEMENT
      15. 1.6.15. ANALYSIS Zack's Electrical Parts
      16. 1.6.16. PRACTICE Win as Much as You Can
      17. 1.6.17. PAYOFF SCHEDULE
      18. 1.6.18. APPLICATION Managing Your Own Conflicts
      19. 1.6.19. MODULE 1 Collaborate-Focused Competency Evaluation Matrix
    7. 1.7. REFERENCES
  5. 2. Establishing and Maintaining Stability and Continuity
    1. 2.1. COMPETENCIES
    2. 2.2. ORGANIZING INFORMATION FLOWS
      1. 2.2.1. ASSESSMENT Identifying Data Overload and Information Gaps
      2. 2.2.2. LEARNING Organizing Information Flows
      3. 2.2.3. DATA INFLOWS: ARE YOU IN DATA OVERLOAD?
      4. 2.2.4. THE TRAF SYSTEM: TOSS, REFER, ACT, FILE
      5. 2.2.5. PRIORITIZING ACTION ITEMS
      6. 2.2.6. INFORMATION OUTFLOWS: ARE YOUR MESSAGES CLEAR, CONCISE, AND COMPLETE?
      7. 2.2.7. THE OABC METHOD: A TEMPLATE FOR COMPOSING CONCISE MESSAGES
      8. 2.2.8. KNOWING YOUR AUDIENCE
      9. 2.2.9. ANALYSIS Deciding What to Do with Data Inflows Using the Traffing Method
      10. 2.2.10. PRACTICE Making Messages Clear, Concise, and Complete
      11. 2.2.11. APPLICATION Directing Your Own Data and Information Traffic
    3. 2.3. WORKING AND MANAGING ACROSS FUNCTIONS
      1. 2.3.1. ASSESSMENT Mapping Your Organization
      2. 2.3.2. LEARNING Working and Managing Across Functions
      3. 2.3.3. CROSS-FUNCTIONAL TEAMS WITHIN TRADITIONAL WORK STRUCTURES
      4. 2.3.4. OVERCOMING THE CHALLENGES OF CROSS-FUNCTIONAL TEAMS
      5. 2.3.5. KEY GUIDELINES FOR MANAGING CROSS-FUNCTIONALLY
      6. 2.3.6. PICKING THE RIGHT PEOPLE—ADDITIONAL INSIGHTS
      7. 2.3.7. ANALYSIS Errors in the Design?
      8. 2.3.8. PRACTICE Student Orientation
      9. 2.3.9. APPLICATION Examining a Cross-Functional Team
    4. 2.4. PLANNING AND COORDINATING PROJECTS
      1. 2.4.1. ASSESSMENT Project Planning
      2. 2.4.2. LEARNING Planning and Coordinating Projects
      3. 2.4.3. PROJECT MANAGEMENT PROCESSES AND TOOLS
      4. 2.4.4. PLANNING TOOLS
      5. 2.4.5. STATEMENT OF WORK
      6. 2.4.6. WORK BREAKDOWN STRUCTURE
      7. 2.4.7. PROGRAM EVALUATION AND REVIEW TECHNIQUE AND CRITICAL PATH METHOD
      8. 2.4.8. RESOURCE LEVELING
      9. 2.4.9. GANTT CHARTS
      10. 2.4.10. HUMAN RESOURCE MATRIX
      11. 2.4.11. PROJECT MONITORING
      12. 2.4.12. COST/SCHEDULE INTEGRATION GRAPHS
      13. 2.4.13. ANALYSIS Planning a Training Course
      14. 2.4.14. PRACTICE The Job Fair
      15. 2.4.15. APPLICATION Managing Your Own Project
    5. 2.5. MEASURING AND MONITORING PERFORMANCE AND QUALITY
      1. 2.5.1. ASSESSMENT Identifying Appropriate Performance Criteria
      2. 2.5.2. LEARNING Measuring and Monitoring Performance and Quality
      3. 2.5.3. DECIDING WHAT TO MONITOR AND HOW TO MEASURE IT
      4. 2.5.4. DEVELOPING A HIERARCHY OF MEASURES
      5. 2.5.5. TAILORING MEASURES TO THE ORGANIZATION AND ITS MISSION
      6. 2.5.6. IDENTIFYING DRIVERS OF ORGANIZATIONAL EFFECTIVENESS
      7. 2.5.7. BALDRIGE CRITERIA FOR PERFORMANCE EXCELLENCE
      8. 2.5.8. OTHER APPROACHES TO IMPROVING PERFORMANCE
      9. 2.5.9. ANALYSIS Improving Performance in the Health Care Industry
      10. 2.5.10. PRACTICE Developing Education Performance Metrics
      11. 2.5.11. APPLICATION Developing Performance Metrics for Your Job
    6. 2.6. ENCOURAGING AND ENABLING COMPLIANCE
      1. 2.6.1. ASSESSMENT Reactions to Methods of Encouraging Compliance
      2. 2.6.2. LEARNING Encouraging and Enabling Compliance
      3. 2.6.3. UNDERSTANDING NONCOMPLIANCE
      4. 2.6.4. MANAGEMENT MISTAKES—EMPLOYEE MISBEHAVIOR
      5. 2.6.5. "I DIDN'T KNOW"
      6. 2.6.6. "I WASN'T SURE"
      7. 2.6.7. "I HAD TO LOOK OUT FOR MYSELF"
      8. 2.6.8. "THEY HAD IT COMING"
      9. 2.6.9. "IT WAS THE RIGHT THING TO DO"
      10. 2.6.10. STRATEGIES FOR ENCOURAGING COMPLIANCE
      11. 2.6.11. STICKS AND CARROTS
      12. 2.6.12. HURDLES AND FAST TRACKS
      13. 2.6.13. ENLIGHTENMENT AND CONVERSION
      14. 2.6.14. COSTS AND PARADOXES OF COMPLIANCE STRATEGIES
      15. 2.6.15. DIRECT FINANCIAL COSTS
      16. 2.6.16. REDUCED COMPLIANCE AND EFFECTIVENESS
      17. 2.6.17. MISSED OPPORTUNITIES
      18. 2.6.18. DESTRUCTIVE DEVIANCE
      19. 2.6.19. ORGANIZATIONAL COMPLIANCE
      20. 2.6.20. FEDERAL SENTENCING GUIDELINES FOR ORGANIZATIONS
      21. 2.6.21. 2004 REVISION AND EXPANSION
      22. 2.6.22. GUIDELINES FOR COMPLIANCE AND ETHICS PROGRAMS
      23. 2.6.23. ANALYSIS Strategies used by the United States to Increase Compliance
      24. 2.6.24. PRACTICE Moving Compliance Outside the Workplace
        1. 2.6.24.1. GET HEALTHY, GET CREDIT!
      25. 2.6.25. APPLICATION Your Organization's Compliance Policies and Practices
      26. 2.6.26. Control-Focused Competency Evaluation Matrix
    7. 2.7. REFERENCES
  6. 3. Improving Productivity And Increasing Profitability
    1. 3.1. COMPETENCIES
    2. 3.2. DEVELOPING AND COMMUNICATING A VISION
      1. 3.2.1. ASSESSMENT Your Experiences with Communicating a Vision
      2. 3.2.2. LEARNING Developing and Communicating a Vision
      3. 3.2.3. PROCESSES FOR FORMULATING A VISION
      4. 3.2.4. FRAMING AND DEFINING A VISION
      5. 3.2.5. IDENTIFYING KEY COMPONENTS AND CONTENT
      6. 3.2.6. ARTICULATING AND COMMUNICATING A VISION
      7. 3.2.7. VISIONARY LEADERS
      8. 3.2.8. FROM PARADOX TO INFINITY (AND BEYOND)
      9. 3.2.9. FROM PERSONAL PASSION TO LEADERSHIP STORY
      10. 3.2.10. ANALYSIS S. K. Ko: The Reluctant Visionary
        1. 3.2.10.1. My Thoughts on Management by S. K. Ko
      11. 3.2.11. PRACTICE Crafting Your Leadership Story
    3. 3.3. SETTING GOALS AND OBJECTIVES
      1. 3.3.1. ASSESSMENT Identifying Your Personal Goals
      2. 3.3.2. LEARNING Setting Goals and Objectives
      3. 3.3.3. GOAL SETTING—THE BASIC BUILDING BLOCKS
      4. 3.3.4. GOAL-SETTING AS THE FOUNDATION FOR A PERFORMANCE MANAGEMENT SYSTEM
      5. 3.3.5. GAINING STRATEGIC UNITY AND ALIGNMENT
      6. 3.3.6. TRANSLATING STRATEGY INTO INDIVIDUAL GOALS
      7. 3.3.7. SETTING "S.M.A.R.T." GOALS AND OBJECTIVES
      8. 3.3.8. SPECIFIC
      9. 3.3.9. MEASURABLE
      10. 3.3.10. ATTAINABLE
      11. 3.3.11. RELEVANT
      12. 3.3.12. TIME-BOUND
      13. 3.3.13. ANALYSIS Objectives Don't Work for Me
      14. 3.3.14. PRACTICE Creating an Implementation Plan
      15. 3.3.15. APPLICATION Evaluating the Use of Goal Setting In Your Organization
    4. 3.4. MOTIVATING SELF AND OTHERS
      1. 3.4.1. ASSESSMENT When Are You the Most Motivated and Productive?
      2. 3.4.2. LEARNING Motivating Self and Others
      3. 3.4.3. MOTIVATION THEORY
      4. 3.4.4. CONTENT THEORIES: WHAT IS VALUABLE ENOUGH TO MOTIVATE PEOPLE?
      5. 3.4.5. PROCESS THEORIES: HOW DO WE GET FROM STIMULUS TO MOTIVATION?
      6. 3.4.6. THE EXPECTANCY APPROACH TO MOTIVATION
      7. 3.4.7. THE EMPLOYEE'S PERSPECTIVE
      8. 3.4.8. THE MANAGER'S PERSPECTIVE
      9. 3.4.9. EMPOWERMENT
      10. 3.4.10. EMPLOYEE ENGAGEMENT
      11. 3.4.11. ANALYSIS From Motivated to Demotivated in 60 Seconds
      12. 3.4.12. PRACTICE Empowerment and Engagement
      13. 3.4.13. APPLICATION When Are You and Your Colleagues the Most Motivated and Productive?
    5. 3.5. DESIGNING AND ORGANIZING
      1. 3.5.1. ASSESSMENT Assessing Organizational Culture
      2. 3.5.2. LEARNING Designing and Organizing
      3. 3.5.3. CORE CONCEPTS AND PRINCIPLES OF STRUCTURE
      4. 3.5.4. DIVISION OF LABOR AND SPECIALIZATION
      5. 3.5.5. HIERARCHY AND LINES OF AUTHORITY
      6. 3.5.6. STANDARDIZATION AND FORMALIZATION
      7. 3.5.7. DECISION-MAKING AUTHORITY
      8. 3.5.8. STRUCTURAL TENSIONS
      9. 3.5.9. MECHANISTIC AND ORGANIC ARCHETYPES
      10. 3.5.10. DIFFERENTIATION AND INTEGRATION
      11. 3.5.11. FORMS OF DEPARTMENTALIZATION
      12. 3.5.12. BY FUNCTION
      13. 3.5.13. BY DIVISION
      14. 3.5.14. BY MATRIX
      15. 3.5.15. ORGANIZATIONAL FORMS IN PRACTICE
      16. 3.5.16. LINKING STRATEGY, STRUCTURE, AND CULTURE
      17. 3.5.17. GALBRAITH'S STAR MODEL
      18. 3.5.18. ORGANIZATIONAL CULTURE AS A FRAME FOR DESIGNING AND ORGANIZING
      19. 3.5.19. CLAN CULTURE
      20. 3.5.20. HIERARCHY CULTURE
      21. 3.5.21. MARKET CULTURE
      22. 3.5.22. ADHOCRACY CULTURE
      23. 3.5.23. DIAGNOSING AND ALIGNING ORGANIZATIONAL CULTURE
      24. 3.5.24. ANALYSIS Responding to Environmental Challenges
      25. 3.5.25. PRACTICE USPS: Prescribe a Possible Future
        1. 3.5.25.1. INTRODUCTION/CONTEXT SETTING:
      26. 3.5.26. APPLICATION Understanding the Design and Organization of Your Company
    6. 3.6. MANAGING EXECUTION AND DRIVING FOR RESULTS
      1. 3.6.1. ASSESSMENT Your Leadership Task-Orientation
      2. 3.6.2. LEARNING Managing Execution and Driving for Results
      3. 3.6.3. THE PEOPLE PROCESS
      4. 3.6.4. THE STRATEGY PROCESS
      5. 3.6.5. THE OPERATIONS PROCESS
      6. 3.6.6. LEADER BEHAVIORS
      7. 3.6.7. A CULTURE OF EXECUTION
      8. 3.6.8. THE RIGHT PEOPLE IN THE RIGHT PLACES
      9. 3.6.9. EXECUTION AND RESULTS AT THE INDIVIDUAL LEVEL
      10. 3.6.10. TIME MANAGEMENT
      11. 3.6.11. ANALYSIS Execution and Results in a Crisis Situation
      12. 3.6.12. PRACTICE Examining the Impact of a New CEO on Execution and Results
      13. 3.6.13. APPLICATION Know Your Time
      14. 3.6.14. MODULE 3 Compete-Focused Competency Evaluation Matrix
    7. 3.7. REFERENCES
  7. 4. Promoting Change And Encouraging Adaptability
    1. 4.1. COMPETENCIES
    2. 4.2. USING POWER AND INFLUENCE ETHICALLY AND EFFECTIVELY
      1. 4.2.1. ASSESSMENT Who Is Powerful?
      2. 4.2.2. LEARNING Using Power Ethically and Effectively
      3. 4.2.3. POWER: WHY ARE WE AMBIVALENT?
      4. 4.2.4. USING POWER AT THREE LEVELS
      5. 4.2.5. GOOD POWER, BAD POWER, AND NO POWER
      6. 4.2.6. FIVE SOURCES OF POWER
      7. 4.2.7. INFLUENCE STRATEGIES AND TACTICS
      8. 4.2.8. INFLUENCE VERSUS MANIPULATION AND CONTROL
      9. 4.2.9. INCREASING POWER AND INFLUENCE WITH SUPERVISORS, PEERS, AND SUBORDINATES
        1. 4.2.9.1. SUPERVISORS
        2. 4.2.9.2. PEERS
        3. 4.2.9.3. DIRECT REPORTS
      10. 4.2.10. ANALYSIS "I Hope You Can Help Me Out": Don Lowell Case Study
      11. 4.2.11. PRACTICE The Big Move
        1. 4.2.11.1. Situation Background
    3. 4.3. CHAMPIONING AND SELLING NEW IDEAS
      1. 4.3.1. ASSESSMENT The Presenter's Touch: You May Have It but Not Know It
      2. 4.3.2. LEARNING Championing and Selling New Ideas
      3. 4.3.3. COMPETING VALUES FRAMEWORK FOR MANAGERIAL COMMUNICATION
      4. 4.3.4. RELATIONAL MESSAGES
      5. 4.3.5. INFORMATIONAL MESSAGES
      6. 4.3.6. PROMOTIONAL MESSAGES
      7. 4.3.7. TRANSFORMATIONAL MESSAGES
      8. 4.3.8. EVALUATING YOUR COMMUNICATION TENDENCIES
      9. 4.3.9. THE SSSAP APPROACH TO EFFECTIVE PRESENTATIONS
        1. 4.3.9.1. SET
      10. 4.3.10. SUPPORT
      11. 4.3.11. SEQUENCE
      12. 4.3.12. ACCESS
      13. 4.3.13. POLISH
      14. 4.3.14. FINDING YOUR OWN VOICE
      15. 4.3.15. ANALYSIS Applying Communication Tools to Evaluate a Presentation
        1. 4.3.15.1. CVFMC Questions
        2. 4.3.15.2. SSSAP Questions
        3. 4.3.15.3. Overall Evaluation
      16. 4.3.16. PRACTICE Improving A Memo Requesting Additional Personnel
      17. 4.3.17. APPLICATION You Be the Speaker
    4. 4.4. FUELING AND FOSTERING INNOVATION
      1. 4.4.1. ASSESSMENT Are You a Creative Thinker?
      2. 4.4.2. LEARNING Fueling and Fostering Innovation
      3. 4.4.3. DEVELOPING CREATIVE THINKING SKILLS IN YOURSELF AND OTHERS
      4. 4.4.4. INNOVATION AS A HABIT
      5. 4.4.5. BARRIERS TO CREATIVE THINKING
      6. 4.4.6. BUILDING A CREATIVE SPACE FOR PEOPLE
      7. 4.4.7. BRAINSTORMING AND THE NOMINAL GROUP TECHNIQUE
      8. 4.4.8. THE IMPORTANCE OF CREATIVE THINKING IN ORGANIZATIONS
      9. 4.4.9. ANALYSIS Creativity and Managerial Style
      10. 4.4.10. PRACTICE Encouraging Creative Thinking
      11. 4.4.11. APPLICATION 1 Import an Idea
      12. 4.4.12. APPLICATION 2 New Approaches to the Same Old Problem
    5. 4.5. NEGOTIATING AGREEMENT AND COMMITMENT
      1. 4.5.1. ASSESSMENT How Effective Are You at Negotiating Agreement?
      2. 4.5.2. LEARNING Negotiating Agreement and Commitment
      3. 4.5.3. HOW IS YOUR SOCIAL CREDIT RATING?
      4. 4.5.4. THE VITAL ROLE OF DIALOGUE
      5. 4.5.5. THE CONDITIONS OF DIALOGUE: MUTUAL PURPOSE, MEANING, AND RESPECT
      6. 4.5.6. NEGOTIATING TO BUILD TRUST AND GET TO "YES"
      7. 4.5.7. SEPARATE THE PEOPLE FROM THE PROBLEM
      8. 4.5.8. FOCUS ON INTERESTS, NOT POSITIONS
      9. 4.5.9. GENERATE OTHER POSSIBILITIES: MAKE THE PIE BIGGER
      10. 4.5.10. INSIST ON USING OBJECTIVE CRITERIA
      11. 4.5.11. ANALYSIS Your Effectiveness as a Negotiator
      12. 4.5.12. PRACTICE Standing on the Firing Line
      13. 4.5.13. APPLICATION Negotiating at Work
    6. 4.6. IMPLEMENTING AND SUSTAINING CHANGE
      1. 4.6.1. ASSESSMENT Changes in My Organization
      2. 4.6.2. LEARNING Implementing and Sustaining Change
      3. 4.6.3. UNDERSTANDING THE FORCES FOR CHANGE AND RESISTANCE TO PLANNED CHANGE
      4. 4.6.4. FORCES FOR CHANGE—SHOULD WE CHANGE?
      5. 4.6.5. RESISTANCE TO CHANGE—CAN WE CHANGE?
      6. 4.6.6. DESIGNING CHANGE
      7. 4.6.7. FOUR APPROACHES TO IMPLEMENTING CHANGE
      8. 4.6.8. TELLING
      9. 4.6.9. FORCING
      10. 4.6.10. PARTICIPATING
      11. 4.6.11. TRANSFORMING
      12. 4.6.12. ANALYSIS Reorganizing the Legal Division
      13. 4.6.13. PRACTICE Understanding Your Own Influence Attempts
      14. 4.6.14. APPLICATION Planning a Change
      15. 4.6.15. Module 4 Create-Focused Competency Evaluation Matrix
    7. 4.7. REFERENCES
  8. Integration and the Road to Mastery
    1. CONCLUSION
      1. ASSESSMENT Reexamining Your Personal Competencies
      2. LEARNING Integration and the Road to Mastery
    2. INTEGRATION AND BEHAVIORAL COMPLEXITY
      1. THE NEGATIVE ZONE
      2. BEHAVIORAL COMPLEXITY AND PERFORMANCE
    3. HOW MASTER MANAGERS SEE THE WORLD
      1. SYSTEMS THINKING
      2. PARADOXICAL THINKING
    4. THE LEVERAGING POWER OF LIFT
      1. ACCENTUATING THE POSITIVE
      2. MAKING CONNECTIONS
      3. LIFTING OTHERS
    5. THE NEVER-ENDING ROAD TO MASTERY
      1. MILESTONES ALONG THE ROAD
      2. THE POSSIBILITY OF SELF-IMPROVEMENT
      3. AGENDA FOR SELF-IMPROVEMENT
      4. ANALYSIS Looking for Behavioral Complexity and Lift
      5. PRACTICE Generating Lift to Support a Planned Change
      6. APPLICATION Your Strategy for Mastery
    6. REFERENCES

Product information

  • Title: Becoming a Master Manager: A Competing Values Approach, Fifth Edition
  • Author(s): Robert E. Quinn, Sue R. Faerman, Michael P. Thompson, Michael McGrath, Lynda S. St. Clair
  • Release date: October 2010
  • Publisher(s): Wiley
  • ISBN: 9780470284667