book

Developing Management Skills, Ninth Edition

Name: Developing Management Skills, Ninth Edition
ISBN: 9780133127478

by David A. Whetten, Kim S. Cameron

March 2015

Beginner

480 pages

44h 39m

English

Pearson

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MyManagementLab™: Improves Student Engagement Before, During, and After Class
Developing Management Skills
Brief Table of Contents
Contents
Preface
New in This EditionMyManagementLab Suggested ActivitiesDetailed Chapter by Chapter ChangesTips for Getting the Most Out of This CourseInstructor Resources2015 Qualitative Business Video LibraryCoursesmart Textbooks Online
Introduction The Critical Role of Management Skills
Learning Objectives Management Concepts Supplementary MaterialScoring Keys and Comparison Data
Introduction
The Critical Role of Management Skills
The Importance of Competent ManagersThe Skills of Effective ManagersWhat Are Management Skills?Improving Management SkillsAn Approach to Skill DevelopmentLeadership and ManagementContents of the BookOrganization of the BookDiversity and Individual Differences
Summary
Supplementary Material
Diagnostic Survey and ExercisesPersonal Assessment of Management Skills (PAMS)What Does It Take to Be an Effective Manager? SSS Software In-Basket ExerciseAssignment

Scoring Key and Comparison Data
Part I Personal Skills
1 Developing Self-Awareness
Learning Objectives Skill Assessment Skill Learning Skill Analysis Skill Practice Skill Application Scoring Keys and Comparison Data
Skill Assessment
Diagnostic Surveys for Developing Self-Awareness
Developing Self-Awareness Assessment Section
The Defining Issues TestThe Escaped PrisonerImportanceFrom the list of questions above, select the four most important:The Doctor’s DilemmaImportanceFrom the list of questions above, select the four most important: The NewspaperImportanceFrom the list of questions above, select the four most important: Cognitive Style IndicatorRating ScaleTolerance of Ambiguity ScaleRating ScaleCore Self-Evaluation Scale (CSES)Rating ScaleSkill Learning Key Dimensions of Self-AwarenessThe Enigma of Self-AwarenessThe Sensitive LineUnderstanding and Appreciating Individual DifferencesImportant Areas of Self-AwarenessEmotional IntelligenceValuesCultural ValuesPersonal ValuesValues MaturityEthical Decision MakingCognitive StyleKnowing StylePlanning StyleCreating StyleAttitudes Toward ChangeTolerance of AmbiguityLocus of ControlCore Self-EvaluationSummaryBehavioral Guidelines
Skill Analysis
Skill Practice
Exercises for Improving Self-Awareness Through Self-Disclosure Through the Looking GlassAssignmentDiagnosing Managerial CharacteristicsMichael Dell Patrick M. ByrneMaurice BlanksGordon BethuneDiscussion Questions An Exercise for Identifying Aspects of Personal Culture: A Learning Plan and Autobiography
Skill Application Activities for Developing Self-Awareness
Suggested AssignmentsApplication Plan and EvaluationPart 1. PlanningPart 2. Evaluation
Scoring Keys and Comparison Data
Cognitive Style IndicatorScoring Key Comparison Data (N = 11,000 students)Tolerance of Ambiguity ScaleScoring KeyComparison Data (N = 5,000 students)Core Self-Evaluation Scale Scoring Key Comparison Data (N = 5,000 students)
2 Managing Stress and Well-Being
Learning Objectives Skill Assessment Skill Learning Skill Analysis Skill Practice Skill Application Scoring Keys and Comparison Data
Skill Assessment
Diagnostic Surveys for Managing Stress and Well-Being
Managing Stress and Well-Being Assessment SectionSocial Readjustment Rating ScaleRating ScaleSocial Readjustment Rating ScaleSources of Personal Stress Flourishing ScaleRating ScaleSkill Learning Managing Stress and Fostering Well-BeingMajor Elements of StressCoping with Stress Managing StressorsEliminating StressorsEliminating Time Stressors Through Time ManagementEffective Time ManagementPriorities and Core ValuesEfficient Time ManagementRule 1Rule 2Rule 3Rule 4Rule 5Rule 6Rule 7Rule 8Rule 9Rule 10Rule 11Rule 12Rule 13Rule 14Rule 15Rule 16Rule 17Rule 18 Rule 19Rule 20Efficient Time Management for ManagersRule 1Rule 2Rule 3Rule 4Rules 5, 6, and 7Rule 8Rule 9Rule 10Rule 11Rule 12Rule 13Rule 14Rule 15Rule 16Rule 17Rules 18, 19, and 20Eliminating Encounter Stressors Through Community, Contribution, and Emotional IntelligenceCommunityContributionSocial and Emotional IntelligenceEliminating Situational Stressors Through Work RedesignEliminating Anticipatory Stressors Through Prioritizing, Goal Setting, and Small WinsDeveloping Resiliency and Well-BeingLife BalancePsychological Resiliency Meaningfulness in WorkGratitudeTemporary Stress-Reduction TechniquesSummarySkill Analysis Skill Practice Exercises for Long-Term and Short-Run Stress Management and Well-BeingThe Small-Wins StrategyAssignmentLife-Balance AnalysisAssignment Deep RelaxationAssignmentMonitoring and Managing TimeAssignmentGeneralized ReciprocitySkill Application Activities for Managing StressSuggested AssignmentsApplication Plan and EvaluationPart 1: PlanningPart 2: Evaluation Scoring Keys and Comparison Data
3 Solving Problems Analytically and Creatively
Learning Objectives Skill Assessment Skill Learning Skill Analysis Skill Practice Skill Application Scoring Keys and Comparison Data
Skill practice
Exercises for Applying Conceptual BlockbustingIndividual Assignment—Analytical Problem Solving (10 minutes)Team Assignment—Creative Problem Solving (20 minutes)Moving Up in the RankingsKeith Dunn and McGuffey’s Restaurant Creative Problem-Solving PracticeSuggested AssignmentsApplication Plan and EvaluationPart 1: PlanningPart 2: Evaluation
Part II Interpersonal Skills
4 Building Relationships by Communicating Supportively
Learning Objectives Skill Assessment Skill Learning Skill Analysis Skill Practice Skill Application Scoring Keys and Comparison Data
Skill Practice
Exercises for Diagnosing Communication Problems and Fostering UnderstandingUnited Chemical CompanyAssignment The CaseByron vs. ThomasAssignmentHal Byron, Department HeadJudy Thomas, Department MemberActive Listening Exercise
Skill Application
Activities for Communicating SupportivelySuggested Assignments Application Plan and EvaluationPart 1: PlanningPart 2: Evaluation
Scoring Keys and Comparison Data
5 Gaining Power and Influence
Learning Objectives Skill Assessment Skill Learning Skill Analysis Skill Practice Skill Application Scoring Keys and Comparison Data
Skill Practice
Exercise for Gaining PowerRepairing Power Failures in Management CircuitsAssignmentSituation 1: Department Store ManagerSituation 2: Human Resource ProfessionalSituation 3: Chief Financial OfficerExercise for Using Influence Effectively Ann Lyman’s ProposalExercises for Neutralizing Unwanted Influence AttemptsCindy’s Fast Foods9:00 to 7:30Scoring Keys and Comparison Data
6 Motivating Others
Learning Objectives Skill Assessment Skill Learning Skill Analysis Skill Practice Skill Application Scoring Keys and Comparison Data Increasing Motivation and PerformanceDiagnosing Work Performance ProblemsEnhancing Individuals’ AbilitiesFostering a Motivating Work EnvironmentElements of an Effective Motivation ProgramEstablish Clear Performance ExpectationsRemove Obstacles to PerformanceReinforce Performance-Enhancing BehaviorUse Rewards as ReinforcersThe Role of Managers’ Actions as ReinforcersUse Rewards and Discipline AppropriatelyStrategies for Shaping BehaviorFoster Intrinsic OutcomesMotivating Workers by Redesigning Work Provide Salient RewardsPersonal Needs and Personal MotivationUsing Need Theory to Identify Personally Salient Outcomes Be Fair and EquitableProvide Timely Rewards and Accurate FeedbackSummary
7 Managing Conflict
Learning Objectives Skill Assessment Skill Learning Skill Analysis Skill Practice Skill Application Scoring Keys and Comparison Data
Skill Practice Exercises for Resolving Interpersonal Disputes Observer’s Feedback Form
Rating
Scoring Keys and Comparison Data
Part III Group Skills
8 Empowering and Engaging Others
Learning Objectives Skill Assessment Skill Learning Skill Analysis Skill Practice Skill Application Scoring Keys and Comparison Data
Skill Practice
Exercises for EmpowermentExecutive Development AssociatesAssignmentSolving Problems Through Empowerment WorksheetInteroffice MemorandumData Processing CenterInteroffice MemorandumHuman Resources DepartmentCopy of a LetterMidwest State UniversityInteroffice MemorandumTraining and DevelopmentInteroffice MemorandumOutplacement DepartmentEmpowering OurselvesDeciding to Engage OthersSkill Application Activities for Empowerment and EngagementSuggested AssignmentsApplication Plan and EvaluationPart 1: Planning Part 2: EvaluationScoring Keys and Comparison Data
9 Building Effective Teams and Teamwork
Learning Objectives Skill Assessment Skill Learning Skill Analysis Skill Practice Skill Application Scoring Keys and Comparison Data
Building Effective Teams and Teamwork Assessment Section
Diagnosing The Need For Team BuildingRating ScaleThe Advantages of TeamsAn Example of an Effective TeamTeam DevelopmentThe Forming StageThe Norming StageThe Storming StageThe Performing Stage Leading TeamsDeveloping CredibilityEstablish Smart Goals and Everest GoalsInternational CaveatsTeam MembershipAdvantageous RolesUnproductive RolesProviding FeedbackInternational CaveatsSummaryBehavioral GuidelinesSkill Practice Exercises in Building Effective TeamsLeadership Roles in TeamsTeam Diagnosis and Team Development ExerciseRating ScaleStage 1Stage 2Stage 3Stage 4 ScoringWinning the War on TalentTeam Performance Exercise Scoring Keys and Comparison Data
10 Leading Positive Change
Learning Objectives Skill Assessment Skill Learning Skill Analysis Skill Practice Skill Application Scoring Keys and Comparison Data Leading Positive Change Assessment SectionReflected Best-Self FeedbackSample E-mail Request for FeedbackUbiquitous and Escalating ChangeThe Need for FrameworksA Framework for Leading Positive Change Establishing A Climate of PositivityCreate Positive Energy NetworksEnsure a Climate of Compassion, Forgiveness, and GratitudeCompassionForgivenessGratitudePay Attention to Strengths and the Best SelfReflected Best-Self FeedbackSummaryCreating Readiness for ChangeBenchmark Best Practice and Compare Current Performance to the Highest StandardsInstitute Symbolic EventsCreate a New LanguageOvercome ResistanceSummaryArticulating a Vision of AbundanceInclude Left-Brain and Right-Brain FeaturesMake Vision Statements InterestingInclude Passion and PrinciplesAttach the Vision to a SymbolGenerating Commitment to the VisionApply Principles of RecreationEnsure Public CommitmentsInstitute a Small-Wins StrategyFostering SustainabilityTurn Students into TeachersBuild Human CapitalMetrics, Measurement, MilestonesSummaryBehavioral Guidelines Skill Practice Exercises in Leading Positive ChangeReflected Best-Self PortraitPositive Organizational Diagnosis ExerciseA Positive Change AgendaActivities for Leading Positive ChangeSuggested AssignmentsApplication Plan and EvaluationPart 1: PlanningPart 2: Evaluation Scoring Keys and Comparison Data Reflected Best-Self Feedback™ Exercise
Part IV Specific Communication Skills
Modules
A Making Oral and Written Presentations
Skill Development Objectives Skill Learning Skill Practice
Skill Practice
Exercises for Making Effective Oral and Written PresentationsSpeaking as a LeaderAssignment Topics for Leadership TalksChecklist for Developing Effective PresentationsQuality Circles at Battle Creek FoodsAssignmentA Look at Some of the EvidenceFavorable Outcomes with QCsNegative Outcomes with Quality CirclesKey Elements of a Successful ProgramThe Arguments For and Against Quality CirclesGuidelines for ActionObserver’s Feedback Form
B Conducting Interviews
Skill Development Objectives Skill Learning Skill Practice
Skill Practice
Exercises for Conducting Special-Purpose InterviewsEvaluating the New Employee-Orientation ProgramAssignmentRole Descriptions for Interviewees TraineeDepartment HeadMentorObserver’s Feedback FormPerformance-Appraisal Interview with Chris JakobsenBackground Information for Pat Ginelli Assignment for Pat GinelliBackground Information for Chris JakobsenAssignment for Chris Jakobsen Employment-Selection Interview at Smith Farley InsuranceAssignment
C Conducting Meetings
Skill Development Objectives Skill Learning Skill Practice
Skill Learning
Conducting Effective Meetings: A Short Guide for Meeting Managers and Meeting ParticipantsThe Five Ps of Effective Meetings1. Purpose2. Participants3. PlanningThe Rule of HalvesThe Rule of SixthsThe Reports RuleThe Rule of Three-FourthsThe Agenda RuleThe Rule of ThirdsExecutive Summary RuleThe Agenda Bell RuleThe Agenda Integrity RuleThe Temporal Integrity RuleThe Minutes Rule 4. ParticipationProvide IntroductionsEstablish Ground RulesEstablish Decision RulesUse a Variety of MediaEncourage and Establish ParticipationSummarize5. PerspectiveSuggestions for Group MembersSummary and Behavioral Guidelines
Skill Practice
Exercises for Conducting Meetings Preparing and Conducting a Team Meeting at SSS SoftwarePart 1Part 2Role DiagnosisMeeting Evaluation WorksheetSSS Software In-Basket Memos, E-Mails, Faxes, and Voice MailsConfidential and Restricted Item 5B – Copy Of FaxItem 5C – Copy Of A LetterPersonal and Confidential
Appendix I Glossary
Appendix II References
Index
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
X
Y
Z

Content preview from Developing Management Skills, Ninth Edition

H

Haas, J., 279
Haase, Richard F., 62
Hackman, J. R., 103–104, 279f, 302, 372, 376, 405–406, 408, 412, 414, 417
Hackman-Oldham Job Diagnostic Survey, 509
Halberstadt, A. G., 102
Hall, John, 107
Halliburton Co., 58
Hamilton, B. H., 405
Hammer, T. H., 63, 369
Hampden-Turner, C., 51, 94, 165, 422, 427
Hanfmann, E., 150
Hansen, G. S., 195
Hanson, G., 5
Hanton, S., 107
Hare, C. C., 94
Hargie, O., 191
Harmon, H., 59
Harris, J. R., 57–58
Harris, K. J., 198
Harris, M., 46, 65
Harter, J. K., 64, 268, 455, 457
Hartman, Sandra, 191
Harvard Business Review, 308
Harvey, J. B., 552
Harvey, P., 198
Harvey, William, 159
Hatfield, J. D., 207
Hausman, C., 161
Hawkins, A. J., 106
Hayes, J., 48, 234, 268
Heaphy, E., 110, 190, 194

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Developing Management Skills, Ninth Edition

by David A. Whetten, Kim S. Cameron

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