Becoming a master manager : a competency framework / Robert E. Quinn ... [et al.].
ISBN:
9780471361787
Title:
Becoming a master manager : a competency framework / Robert E. Quinn ... [et al.].
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.
Added Author:
Format:
Books
Electronic Access:
Table of contents http://www.loc.gov/catdir/toc/wiley023/2002026379.htmlPublisher description http://www.loc.gov/catdir/description/wiley037/2002026379.html
Publication Date:
2003
Publication Information:
New York : Wiley, c2003.
Available:*
Shelf Number | Material Type | Copy | Shelf Location | Status |
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658.4 BEC | Book | 1 | Standard shelving location | Searching... Unknown |
Bound With These Titles
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Summary
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
Table of Contents
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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