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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.
List of contents
Preface iii
Introduction The Competing Values Approach to Management 1
What "Becoming" A Master Manager Means 1
The Role of Character in Mastery 3
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
Learning to Become a Master Manager 17
Core Competency: Thinking Critically 18
Assessment: Going Public with Your Reasoning 18
Learning: Thinking Critically 19
Analysis: Argument Mapping 23
Practice: Providing Warrants 24
Application: Reflected Best-Self Portrait 24
Module 1 Creating and Sustaining Commitment and Cohesion 28
Understanding Self and Others 29
Assessment 1: Anchors and Oars 29
Assessment 2: Your Character as a Leader 30
Learning: Understanding Self and Others 32
Analysis: Use the Johari Window to Analyze Behavior 38
Practice: How to Receive Feedback 39
Application: Solicit Feedback 39
Communicating Honestly and Effectively 41
Assessment: Communication Skills 41
Learning: Communicating Honestly and Effectively 41
Analysis: Using the Left-Hand Column to Develop Your Communication Skills 47
Practice: Using Reflective Listening to Move Thoughts and Feelings to the Right-Hand Column: The Case of Stacy Brock and Terry Lord 47
Application: Developing Your Reflective Listening Skills 48
Mentoring and Developing Others 48
Assessment: Assumptions about Performance Evaluations 48
Learning: Mentoring and Developing Others 49
Analysis: United Chemical Company 56
Practice: What Would You Include in the Performance Evaluation? 58
Application: Developing Your Capacity to Develop Others 58
Managing Groups and Leading Teams 59
Assessment: Are You a Team Player? 59
Learning: Managing Groups and Leading Teams 60
Analysis: Stay-Alive Inc. 70
Practice: Ethics Task Force 70
Application: Team-Building Action Plan 71
Managing and Encouraging Constructive Conflict 72
Assessment: How Do You Handle Conflict? 72
Learning: Managing and Encouraging Constructive Conflict 73
Analysis: Zack's Electrical Parts 80
Practice: Win as Much as You Can 81
Application: Managing Your Own Conflicts 82
Module 2 Establishing and Maintaining Stability and Continuity 87
Organizing Information Flows 88
Assessment: Identifying Data Overload and Information Gaps 88
Learning: Organizing Information Flows 89
Analysis: Deciding What to Do with Data Inflows Using the Traffing Method 94
Practice: Making Messages Clear, Concise, and Complete 95
Application: Directing Your Own Data and Information Traffic 95
Working and Managing Across Functions 96
Assessment: Mapping Your Organization 96
Learning: Working and Managing Across Functions 97
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Summary
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.
