Name: Becoming a Master Manager By Robert E. Quinn
SKU: 9781119710967
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Becoming a Master Manager Summary

Becoming a Master Manager: A Competing Values Approach by Robert E. Quinn

Integrating theory and empirical evidence, Becoming a Master helps students and future managers master the dynamics and intricacies of the modern business environment. The text's unique competing values framework provides a deep and holistic understanding of what is required to effectively manage any type of organization. Readers learn to develop and apply critical managerial skills that encourage change, promote adaptability, build stability, maintain continuity, strengthen commitment and cohesion, and yield positive organizational results. The seventh edition features new and revised content throughout, offering students a comprehensive and up-to-date presentation of critical management competencies and their underlying theoretical value intentions and real-life application. Throughout the text, classroom-tested exercises enable students to assess, analyze, practice, and apply the material while gaining insight into the paradoxes and contradictions that make the practice of management so complex.

PREFACE iii LEARNING TO BECOME A MASTER MANAGER ix INTRODUCTION The Competing Values Approach to Management 1 WHAT BECOMING A MASTER MANAGER MEANS 1 THE EVOLUTION OF MANAGEMENT MODELS 4 Early Twentieth Century: The Emergence of the Rational Goal Model And The Internal Process Model 4 Early to Mid-Twentieth Century: The Emergence of the Human Relations Model 7 Late to Mid-Twentieth Century: The Emergence of the Open Systems Model 7 Late Twentieth Century: The Emergence of Complexity and Integrative Assumptions 9 Early Twenty-First Century: Paradox, Connectivity, Sustainability, and Positive Organizations 10 THE COMPETING VALUES FRAMEWORK 11 Integrating Ideas About Effectiveness 11 The Use of Opposing Models 12 Behavioral Complexity and The Effectiveness of Managerial Leaders 13 Action Imperatives and Competencies for Managers 14 MODULE 1 Creating and Sustaining Commitment and Cohesion 19 UNDERSTANDING SELF AND OTHERS 20 Assessment 1: Anchors and Oars 20 Assessment 2: Your Character as a Leader 21 Learning: Understanding Self and Others 23 Analysis: Use the Johari Window to Analyze Behavior 29 Practice: How to Receive Feedback 30 Application: Solicit Feedback 30 COMMUNICATING HONESTLY AND EFFECTIVELY 32 Assessment: Communication Skills 32 Learning: Communicating Honestly and Effectively 32 Analysis: Using the Left-Hand Column to Develop Your Communication Skills 38 Practice: Using Reflective Listening to Move Thoughts and Feelings to the Right-Hand Column: The Case of Stacy Brock and Terry Lord 38 Application: Developing Your Reflective Listening Skills 39 MENTORING AND DEVELOPING OTHERS 39 Assessment: Assumptions about Performance Evaluations 39 Learning: Mentoring and Developing Others 40 Analysis: United Chemical Company 47 Practice: What Would You Include in the Performance Evaluation? 49 Application: Developing Your Capacity to Develop Others 49 MANAGING GROUPS AND LEADING TEAMS 50 Assessment: Are You a Team Player? 50 Learning: Managing Groups and Leading Teams 51 Analysis: Stay-Alive Inc. 61 Practice: Ethics Task Force 61 Application: Team-Building Action Plan 62 MANAGING AND ENCOURAGING CONSTRUCTIVE CONFLICT 63 Assessment: How Do You Handle Conflict? 63 Learning: Managing and Encouraging Constructive Conflict 64 Analysis: Zack's Electrical Parts 71 Practice: Win as Much as You Can 72 Application: Managing Your Own Conflicts 73 MODULE 2 Establishing and Maintaining Stability and Continuity 78 ORGANIZING INFORMATION FLOWS 79 Assessment: Identifying Data Overload and Information Gaps 79 Learning: Organizing Information Flows 80 Analysis: Deciding What to Do with Data Inflows Using the Traffing Method 85 Practice: Making Messages Clear, Concise, and Complete 86 Application: Directing Your Own Data and Information Traffic 86 WORKING AND MANAGING ACROSS FUNCTIONS 87 Assessment: Mapping Your Organization 87 Learning: Working and Managing Across Functions 88 Analysis: Errors in the Design? 93 Practice: Student Orientation 93 Application: Examining a Cross-Functional Team 94 PLANNING AND COORDINATING PROJECTS 94 Assessment: Project Planning 94 Learning: Planning and Coordinating Projects 95 Analysis: Planning a Training Course 104 Practice: The Job Fair 106 Application: Managing Your Own Project 106 MEASURING AND MONITORING PERFORMANCE AND QUALITY 107 Assessment: Identifying Appropriate Performance Criteria 107 Learning: Measuring and Monitoring Performance and Quality 107 Analysis: Improving Performance in the Health Care Industry 112 Practice: Developing Education Performance Metrics 113 Application: Developing Performance Metrics for Your Job 114 ENCOURAGING AND ENABLING COMPLIANCE 114 Assessment: Reactions to Methods of Encouraging Compliance 114 Learning: Encouraging and Enabling Compliance 115 Analysis: Strategies Used by the United States to Increase Compliance 122 Practice: Moving Compliance Outside the Workforce 122 Application: Your Organization's Compliance Policies and Practices 123 MODULE 3 Improving Productivity and Increasing Profitability 127 DEVELOPING AND COMMUNICATING A VISION 128 Assessment: How You Develop and Communicate Vision 128 Learning: Developing and Communicating a Vision 128 Analysis: Doug Fecher, Wright-Patt Credit Union 134 Practice: Crafting Your Leadership Story 136 Application: Envisioning Your Career 137 SETTING GOALS AND OBJECTIVES 137 Assessment: Identifying Your Personal Goals 137 Learning: Setting Goals and Objectives 138 Analysis: Objectives Don't Work for Me 144 Practice: Creating an Implementation Plan 146 Application: Evaluating the Use of Goal Setting in Your Organization 146 MOTIVATING SELF AND OTHERS 147 Assessment: When Are You the Most Motivated and Productive? 147 Learning: Motivating Self and Others 147 Analysis: From Motivated to Demotivated in 60 Seconds 155 Practice: Empowerment and Engagement 156 Application: When Are You and Your Colleagues the Most Motivated and Productive? 158 DESIGNING AND ORGANIZING 159 Assessment: Assessing Organizational Culture 159 Learning: Designing and Organizing 159 Analysis: Responding to Environmental Challenges 170 Practice: USPS: Prescribe a Possible Future 170 Application: Understanding the Design of Your Company 171 MANAGING EXECUTION AND DRIVING FOR RESULTS 171 Assessment: Your Leadership Task Orientation 171 Learning: Managing Execution and Driving for Results 172 Analysis: Execution and Results in a Crisis Situation 179 Practice: Examining the Impact of a New CEO on Execution and Results 179 Application: Know Your Time 180 Module 3: Compete-Focused Competency Evaluation Matrix 180 MODULE 4 Promoting Change and Encouraging Adaptability 184 USING POWER AND INFLUENCE ETHICALLY AND EFFECTIVELY 185 Assessment: Who Is Powerful? 185 Learning: Using Power Ethically and Effectively 185 Analysis: I Hope You Can Help Me Out: Don Lowell Case Study 193 Practice: The Big Move 194 Application: Building Your Power Base by Changing Your Influence Strategy 195 CHAMPIONING AND SELLING NEW IDEAS 196 Assessment: The Presenter's Touch: You May Have It but Not Know It 196 Learning: Championing and Selling New Ideas 196 Analysis: Applying Communication Tools to Evaluate a Presentation 206 Practice: Improving a Memo Requesting Additional Personnel 206 Application: You Be the Speaker 207 FUELING AND FOSTERING INNOVATION 208 Assessment: Are You a Creative Thinker? 208 Learning: Fueling and Fostering Innovation 209 Analysis: Creativity and Managerial Style 215 Practice: Encouraging Creative Thinking 216 Application 1: Import an Idea 216 Application 2: New Approaches to the Same Old Problem 217 NEGOTIATING AGREEMENT AND COMMITMENT 217 Assessment: How Effective Are You at Negotiating Agreement? 217 Learning: Negotiating Agreement and Commitment 218 Analysis: Your Effectiveness as a Negotiator 222 Practice: Standing on the Firing Line 223 Application: Negotiating at Work 225 IMPLEMENTING AND SUSTAINING CHANGE 225 Assessment: Changes in My Organization 225 Learning: Implementing and Sustaining Change 226 Analysis: Reorganizing the Legal Division 234 Practice: Understanding Your Own Influence 235 Application: Planning a Change 236 CONCLUSION Integration and the Road to Mastery 239 Assessment: Reexamining Your Personal Competencies 240 Learning: Integration and the Road to Mastery 241 Analysis: Looking for Behavioral Complexity and Lift 251 Practice 1: Generating Lift to Support a Planned Change 252 Practice 2: Developing Virtuous Habits 252 Application: Your Strategy for Mastery 253 INDEX I-1

Additional information

Sku

NGR9781119710967

ISBN 13

9781119710967

ISBN 10

1119710960

Title

Becoming a Master Manager: A Competing Values Approach by Robert E. Quinn

Author

Robert E. Quinn

Condition

New

Binding type

Paperback

Publisher

John Wiley & Sons Inc

Year published

20210125

Number of pages

288

Prizes

N/A

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Book picture is for illustrative purposes only, actual binding, cover or edition may vary.

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This is a new book - be the first to read this copy. With untouched pages and a perfect binding, your brand new copy is ready to be opened for the first time

Becoming a Master Manager Robert E. Quinn

Becoming a Master Manager by Robert E. Quinn

Becoming a Master Manager Summary

Becoming a Master Manager: A Competing Values Approach by Robert E. Quinn

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