Bibliographic record and links to related information available from the Library of Congress catalog
Note: Electronic data is machine generated. May be incomplete or contain other coding.
~ f -T ' I The Competing Values kpproach to lanagement 1 The Evolution of Management Models 2 1900-1925: The Emergence of the Rational Goal Model and the Internal Process Model 3 1926-1950: The Emergence of the Human Relations Model 4 1951-1975: The Emergence of the Open Systems Model 7 1976-Today: The Emergence of "Both-And" Assumptions 9 Action Imperatives: Collaborate, Control, Compete, Create 11 The Use of Opposing Models 12 Behavioral Complexity and the Effectiveness of Managerial Leaders 14 Becoming a Manager: The Need for New Competencies 15 The Eight Roles at Different Organization Levels 19 Identifying the Core Competencies 20 Organizing the Learning Process 21 Critical Thinking 23 Assessment: Going Public with Your Reasoning 23 Learning: Managing information Through Critical Thinking 23 Analysis: Argument Mapping 28 Practice: Providing Warrants 30 Application: Reflected Best-Self Portrait 30 Conclusions 31 Assignment: Course Preassessment 32 S T R 2 Thel entor Role 35 Understanding Self and Others 36 Assessment Anchors and Oars 36 Learning: Understanding Self and Others 37 Analysis: Using the Johari Window to Analyze Behavior 43 3Prctice: Practicing Receiving Feedback 43 Application: Soliciting Feedback 44 Communicating Effectively 45 Assessment: Communication Skills 45 Learning: Communicating Effectively 46 Analysis: Using the Left-Hand Column to Develop Your Communication Skills 52 Practice: Working in the Left-Hand Column: Stacy Brock and Terry Lord 52 Application: Developing Your Reflective Listening Skills 53 Developing Employees 53 Assessment: Assumptions About Performance Evaluations 53 Learning: Developing Employees 54 Analysis: United Chemical Company 60 Practice: What Would You Include in the Performance Evaluation? 62 Application: The Mentor at Work 62 CHAP T ER 3 The, Facilitator Role 65 Building Teams 66 Assessment: Are You a Team Player? 66 Learning: Building Teams 68 Analysis: Stay-Alive Inc. 79 Practice: "Students as Customers" Task Force 80 Application: Team-Building Action Plan 82 Using Participative Decision Making 82 Assessment: Meeting Evaluation 82 Learning: Using Participative Decision Making 84 Analysis: Decisions by the Group 92 Practice: Ethics Task Force 93 Application: Meeting Management 94 Managing Conflict 95 Assessment: How Do You Handle Conflict? 95 Learning: Managing Conflict 97 Analysis: Zack's Electrical Parts 106 Practice: Win as Much as You Can . 07 Application: Managing Your Own Conflicts 109 CHAPTER 4 The Monitor Role 113 Managing Information Overload 114 Assessment: Data Overload and Information Gaps 114 Learning: Managing Information Overload 114 Anaiysls: Using the Trafiang Method to Channel Information 121 Pratice: M onitoring Your Performance by Inviting Feedback 122 Application: Directing Your Owvn Information Traffic 1 22 Analyzing Core Processes 123 Assessment: Linking Critical Outcomes and Core Processes 123 Learning: Analyzing Core Processes 124 Anaysis: Can thi Process Be improved? 128 Practice: A Better Process for Handling Small-Business Loan Applications 129 ,Application: Mapping and Improving a Process Yourself 133 Measuring Performance and Quality 133 Assessment: Identifying Appropriate Performance Crrieria 133 Learnibng: Measuring Performance and Quality 134 An2alysis: Improving Performance in the Health Care Industry 139 Anrctice: Developing Education Performance Metrics 140 Application: Developing Performance Metrics for Your Job 140 T HA P 3T ER T he Coordinator Role 144 Managing Projects 147 Assessnent: Project Planning 147 Learn inTg: Managing Projects 48 Analysis: Planning a Training Course 162 Piacrice: The Job Fair 164 Application: Managing Your Own Project 164 Designing Work 165 Assessment: Your Ideal Work Situation 165 Learningư Designing Work 166 Analysis: What's My Job Design? 1 76 Practice: Redesigning Work 177 Application: Designing the ork Team 177 Managing Across Functions 178 Assessment:. Mapping Your Organization 178 Learning: Managing Across Functions 178 Analysis: Errors in the Design? 186 Practice: Student Orientation 187 Application: Examining a Cross-Functional Tear 188 SAP' I 6 The Direttor Role 191 Developing and Communicating a Vision 192 Assessment: Origins of Personal Vision 192 Learnin.: Developing and Communicating a Vision 192 Analysis: Vision During Challenging Times 197 Practice: PeopleSoft After the Founder 199 Application: Crafting Your Personal Vision Statement 200 Setting Goals and Objectives 201 Assessment: Personal Goals 201 Learning: Setting Goals and Objectives 201 Analysis: MBO Is Not for Me 208 Practice: Creating an Implementation Plan 211 Application: Writing Your Own MBO 211 Designing and Organizing 212 Assessment: Design and Desired Outcomes 212 Learning: Designing and Organizing 212 Analysis: Designing and Organizing as a Result o Changing Technology 223 Practice: Designing a Collaborative Relationship 224 Application: Understanding the Design and Orgaization of Your Company 225 CH APT E R f7 The Producer Role 227 Working Productively 228 Assessment: When Are You the Most Productive and Motivated? 228 Learning: Working Productively 228 Analysis: When Are Your Colleagues the Most Productive and Motivated? 233 Practice: Feeling Dead-Ended 234 Application: Creating Your Own Strategy for Increasing Personal Productivity and Motivation 236 Fostering a Productive Work Environment 236 Assessment: Factors Contributing to a Productive Work Environment 236 Learning: Fostering a Productive X'Work Environment 237 nalysis: The Case of Michael Simpson 243 Practice: The Same Old Job 245 Application: Understanding Organizational Reward Systems 246 Managing Time and Stress/Balancing Competing Demands 247 Assessment, Organizational Stressors 247 Learning: Managing Time and Stress/Balancing Competing Demands 248 Analysis: Wasting Time 259 Practice: Clarify Your Values 260 Application: Improving Your Stress and Time Managemer 261 CH A PTER 8 The Innovator Role 264 Living with Change 265 Assessment Personal Acceptance of Change 265 Learning: Living with Change 266 Analysis: Living with Change and the Power of Purpose 270 Practice: The Power of Purpose Revisited 272 Application: Providing Help 272 Thinking Creatively 272 Assessment: Are You a Creative Thkiner? n/2 Learning: Thinking Creatively 23 Analrsis: Creativity and Managerial Style 281 Practice: Creaitive-Relevan Skills 282 Application: New Approaches to the Same Old Problem 28s Managing Change 284 Asesseient: Changes in My Organization 284 Learning: Managing Change 284 Anlyss: Reorganizing the Legal Division 93 Practice: Force Field Analysis 295 Application: Planning a Change 296 CHAPTER 9 The Broker Role 299 Building and Maintaining a Power Base 300 Assessment: Who Is Powerful? 300 Learning: Building and Maintaining a Power Base 300 Analysis: "I Hope You Can Help Me Out": Don Lowell Case Study 309 Practice: The Big Move . 310 Application: Building Your Power Base by Changing Your Influence Strategy 312 Negotiating Agreement and Commitment 312 A.esesment: How Effective Are You at Negotiating Agreement? 312 Learning: Negotiating Agreement and Commitment 313 Analysis: Your Effectiveness as a Negotiator 321 Practice: Standing on the Firing Line 321 Application: Negotiating at Work 32)3 Presenting Ideas 324 Assessment: The Presenter's Touch: You May Have It but Not Know It 324 Learning: Presenting Ideas 325 Analysis: Applying SSSAP 335 Practice: SSSAP: A Document of Your Choice 335 Application: You Be the Speaker 336 CHAP TER 10 Integration and the Road to Mastery 339 Assessmenr: Reexamining Your Profile 339 Understanding the Developmental Process 340 The Profile of a Master Manager 344 The Possibility of Self-Improvement 35 Analysis: The Transcendence of Paradox 356 Practice: The Evaluation Matrix 357 Application: Your Strategy for Mastery 37