Becoming a master manager : a competency framework / Robert E. Quinn ... [et al.].

ISBN:

9780471361787

Title:

Author:

Quinn, Robert E.

Edition:

3rd ed.

Publication Information:

New York : Wiley, c2003.

Physical Description:

xv, 382 p. : col. ill. ; 24 cm.

Contents:

Ch. 1. The Evolution of Management Models: A New Approach -- Ch. 2. The Mentor Role -- Ch. 3. The Facilitator Role -- Integration 1: The Mentor and Facilitator Roles -- Ch. 4. The Monitor Role -- Ch. 5. The Coordinator Role -- Integration 2: The Monitor and Coordinator Roles -- Ch. 6. The Director Role -- Ch. 7. The Producer Role -- Ch. 8. The Broker Role -- Ch. 9. The Innovator Role -- Integration 3: The Broker and Innovator Roles -- Ch. 10. Integration and the Road to Mastery: Understanding the Developmental Process.

Subject Term:

Leadership.

Executive ability.

Management.

Organizational behaviour

Added Author:

Quinn, Robert E.

Format:

Books

Electronic Access:

Table of contents http://www.loc.gov/catdir/toc/wiley023/2002026379.html
Publisher description http://www.loc.gov/catdir/description/wiley037/2002026379.html

Publication Date:

2003

Publication Information:

New York : Wiley, c2003.

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Shelf Number	Material Type	Copy	Shelf Location	Status
658.4 BEC	Book	1	Standard shelving location	Searching... Unknown

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Summary

Becoming a Master Manager is an effective tool for stimulating thinking and building management skills. The book takes you through some of the social and intellectual challenges that managers encounter everyday, the most prominent being pulled by competing demands and having to play many roles simultaneously. This book uses the Competing Values Framework, a comprehensive map on which competing demands can be located and placed in context.

Becoming a Master Manager includes:

Managerial examples from real organizations that illustrate new concepts using relevant examples. Learning models such as, mini-lectures, individual presentations, group simulations, small group and full class discussion activities, to expand knowledge of management and real organizations. A hands-on approach. An assessment, learning, analysis, practice, and application approach with each competency.

Author Notes

Robert E. Quinn (Ann Arbor, MI) is a professor at the University of Michigan and an expert on organizational behavior and human resource management issues. His books include Beyond Rational Management, Becoming a Master Manager, and Deep Change.

050

Chapter 1 The Evolution of Management Models: A New Approach	p. 1
Learning the Hard Way: The Case of a Limited Model	p. 1
Models of Management	p. 2
An Evolutionary Perspective	p. 3
The Four Models in a Single Framework	p. 11
The Use of Opposing Models	p. 12
Behavioral Complexity and the Effectiveness of Managerial Leaders	p. 14
Becoming a Manager: The Need for New Competencies	p. 15
The Eight Roles at Different Organization Levels	p. 19
The Negative Zone	p. 20
Identifying the Core Competencies	p. 22
Organizing the Learning Process	p. 24
Conclusions	p. 25
Assignment: Preassignment	p. 25
Assignment: Familiarizing Yourself with the Competing Values Framework	p. 26
References	p. 26
Chapter 2 The Mentor Role	p. 29
Assessment: Anchors and Oars	p. 30
Learning: Understanding Self and Others	p. 31
Analysis: Using the Johari Window for Understanding Self	p. 36
Practice: Practicing Empathy	p. 37
Application: Soliciting Feedback	p. 37
Assessment: Communication Skills	p. 38
Learning: Communicating Effectively	p. 38
Analysis: Using the Left-Hand Column to Develop Your Communication Skills	p. 45
Practice: Working in the Left-Hand Column	p. 45
Application: Developing Your Reflective Listening Skills	p. 47
Assessment: Assumptions about Performance Evaluations	p. 47
Learning: Developing Employees	p. 48
Analysis: United Chemical Company	p. 54
Practice: What Would You Include in the Performance Evaluation?	p. 55
Application: The Mentor at Work	p. 56
References	p. 56
Chapter 3 The Facilitator Role	p. 59
Assessment: Are You a Team Player?	p. 60
Learning: Building Teams	p. 62
Analysis: Stay-Alive, Inc.	p. 74
Practice: "Students as Customers" Task Force	p. 74
Application: Team-Building Action Plan	p. 76
Assessment: Meeting Evaluation	p. 76
Learning: Using Participative Decision Making	p. 77
Analysis: Decision by the Group	p. 84
Practice: Ethics Task Force	p. 84
Application: Meeting Management	p. 85
Assessment: How Do You Handle Conflict?	p. 86
Learning: Managing Conflict	p. 88
Analysis: Zack's Electrical Parts	p. 97
Practice: Win as Much as You Can	p. 98
Application: Managing Your Own Conflicts	p. 99
References	p. 100
Integration 1 The Mentor and Facilitator Roles	p. 103
A Brief Review	p. 103
When the Mentor and Facilitator Roles Are Appropriate	p. 103
Complementary Roles	p. 104
Chapter 4 The Monitor Role	p. 105
Assessment: Going Public with Your Reasoning	p. 106
Learning: Managing Information Through Critical Thinking	p. 106
Analysis: Argument Mapping	p. 111
Practice: Providing Warrants	p. 113
Application: Implementation Plan	p. 114
Assessment: Data Overload and Information Gaps	p. 114
Learning: Managing Information Overload	p. 115
Analysis: Using the Traffing Method to Channel Information	p. 121
Practice: Monitoring Your Performance by Inviting Feedback	p. 122
Application: Directing Your Own Information Traffic	p. 122
Assessment: What Went Wrong and Why?	p. 123
Learning: Managing Core Processes	p. 123
Analysis: Can This Process Be Improved?	p. 127
Practice: A Better Process for Handling Small-Business Loan Applications	p. 128
Application: Mapping and Improving a Process Yourself	p. 133
References	p. 133
Chapter 5 The Coordinator Role	p. 135
Assessment: Project Planning	p. 138
Learning: Managing Projects	p. 138
Analysis: Project Planning	p. 152
Practice: The Job Fair	p. 154
Application: Managing Your Own Project	p. 155
Assessment: Your Ideal Work Situation	p. 155
Learning: Designing Work	p. 156
Analysis: What's My Job Design?	p. 167
Practice: Redesigning Work	p. 167
Application: Designing the Work Team	p. 167
Assessment: Student Orientation	p. 168
Learning: Managing Across Functions	p. 168
Analysis: Errors in the Design?	p. 176
Practice: Student Orientation Revisited	p. 177
Application: Examining a Cross-Functional Team	p. 177
References	p. 178
Integration 2 The Monitor and Coordinator Roles	p. 180
A Brief Review	p. 180
When the Monitor and Coordinator Roles Are Appropriate	p. 180
Complementary Roles	p. 181
Chapter 6 The Director Role	p. 183
Assessment: Origins of Personal Vision	p. 184
Learning: Developing and Communicating a Vision	p. 184
Analysis: Vision During Challenging Times	p. 189
Practice: PeopleSoft After the Founder	p. 191
Application: Crafting Your Personal Vision Statement	p. 192
Assessment: Personal Goals	p. 193
Learning: Setting Goals and Objectives	p. 193
Analysis: MBO Is Not for Me	p. 200
Practice: Write Your Own MBO	p. 203
Application: Setting Your Goals	p. 203
Assessment: Design and Desired Outcomes	p. 203
Learning: Designing and Organizing	p. 204
Analysis: Designing and Organizing a Collaboration on a Web-Based Initiative	p. 215
Practice: Applying Cultural Type to the Redesign of Our Assessment Activity	p. 216
Application: Understanding the Design and Organization of Your Company	p. 216
References	p. 217
Chapter 7 The Producer Role	p. 219
Assessment: When Are You the Most Productive and Motivated?	p. 223
Learning: Working Productively	p. 224
Analysis: When Are You the Most Productive and Motivated?	p. 229
Practice: Feeling Dead-Ended	p. 230
Application: Creating Your Own Strategy for Increasing Personal Productivity and Motivation	p. 231
Assessment: Factors Contributing to a Productive Work Environment	p. 232
Learning: Fostering a Productive Work Environment	p. 233
Analysis: The Case of Michael Simpson	p. 240
Practice: The Same Old Job	p. 242
Application: Understanding Organizational Reward Systems	p. 243
Assessment: Organizational Stressors	p. 243
Learning: Managing Time and Stress/Balancing Competing Demands	p. 244
Analysis: Wasting Time	p. 256
Practice: Clarify Your Values	p. 257
Application: Improving Your Stress and Time Management	p. 258
References	p. 258
Chapter 8 The Broker Role	p. 261
Assessment: Who Is Powerful?	p. 262
Learning: Building and Maintaining a Power Base	p. 262
Analysis: "I Hope You Can Help Me Out": Don Lowell Case Study	p. 270
Practice I The Big Move	p. 272
Practice II Getting a Little More Sleep	p. 275
Application: Changing Your Power Base by Changing Your Influence Strategy	p. 276
Assessment: How Effective Are You at Negotiating Agreement?	p. 276
Learning: Negotiating Agreement and Commitment	p. 277
Analysis: Your Effectiveness as a Negotiator	p. 284
Practice: Standing on the Firing Line	p. 285
Application: Practicing Negotiating	p. 287
Assessment: The Presenter's Touch: You May Have It but Not Know It	p. 287
Learning: Presenting Ideas: Effective Oral Presentations	p. 288
Analysis: Applying SSSAP	p. 298
Practice: You Be the Speaker	p. 298
Application: SSSAP: A Document of Your Choice	p. 299
References	p. 300
Chapter 9 The Innovator Role	p. 302
Assessment: Personal Acceptance of Change	p. 303
Learning: Living with Change	p. 304
Analysis: Living with Change and the Power of Purpose	p. 308
Practice: The Power of Purpose Revisited	p. 309
Application: Providing Help	p. 309
Assessment: Are You a Creative Thinker?	p. 309
Learning: Thinking Creatively	p. 310
Analysis: Creativity and Managerial Style	p. 318
Practice: Creative-Relevant Skills	p. 318
Application: New Approaches to the Same Old Problem	p. 320
Assessment: Changes in My Organization	p. 320
Learning: Managing Change	p. 321
Analysis: Reorganizing the Legal Division	p. 329
Practice: Force Field Analysis	p. 331
Application: Planning a Change	p. 332
References	p. 333
Integration 3 The Broker and Innovator Roles	p. 335
A Brief Review	p. 335
When the Broker and Innovator Roles Are Appropriate	p. 335
Complementary Roles	p. 336
Chapter 10 Integration and the Road to Mastery: Understanding the Developmental Process	p. 338
Assessment: Reexamining Your Profile	p. 338
Learning: Integration and the Road to Mastery	p. 339
Analysis: The Transcendence of Paradox	p. 355
Practice: The Evaluation Matrix	p. 356
Application: Your Strategy for Mastery	p. 356
References	p. 357
A Competing Values Reading List	p. 357
Index	p. 365

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Summary

Summary

Author Notes

Table of Contents