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Becoming a Master Manager: A Competing Values Approach, Fifth Edition by Lynda S. St. Clair, Michael McGrath, Michael P. Thompson, Sue R. Faerman, Robert E. Quinn

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Chapter 1. Creating and Sustaining Commitment and Cohesion

Creating and Sustaining Commitment and Cohesion

COMPETENCIES

  • Understanding Self and Others

  • Communicating Honestly and Effectively

  • Mentoring and Developing Others

  • Managing Groups and Leading Teams

  • Managing and Encouraging Constructive Conflict

In this first module, we look at the human relations model, which focuses on commitment and cohesion. In building commitment and cohesion, we emphasize an internal focus and flexibility. That is, we are concerned about individuals and groups within the organization and the need to allow for flexibility in order to help employees grow and develop. When employees have opportunities to develop their skills and abilities, they can contribute more effectively to the organization's performance needs.

Organizational Goals. The human relations model has as its primary goal developing committed and involved organizational members. Here we assume that the best way to develop committed and involved members is to give them an opportunity to be involved in organizational processes. In order for employees to be involved, managerial leaders need to help employees see how their work fits into the work unit. Managers must also provide employees with feedback on how well they are performing. In addition, managers need to balance the needs of individuals with the needs of the work unit and to build cohesion among employees, while encouraging employees to express ...

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