Becoming a Master Manager: A Competing Values Approach

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.

Table 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 Analysis: Errors in the Design? 102 Practice: Student Orientation 102 Application: Examining a Cross-Functional Team 103 Planning and Coordinating Projects 103 Assessment: Project Planning 103 Learning: Planning and Coordinating Projects 104 Analysis: Planning a Training Course 113 Practice: The Job Fair 115 Application: Managing Your Own Project 115 Measuring and Monitoring Performance and Quality 116 Assessment: Identifying Appropriate Performance Criteria 116 Learning: Measuring and Monitoring Performance and Quality 116 Analysis: Improving Performance in the Health Care Industry 121 Practice: Developing Education Performance Metrics 122 Application: Developing Performance Metrics for Your Job 123 Encouraging and Enabling Compliance 123 Assessment: Reactions to Methods of Encouraging Compliance 123 Learning: Encouraging and Enabling Compliance 124 Analysis: Strategies Used by the United States to Increase Compliance 131 Practice: Moving Compliance Outside the Workforce 131 Application: Your Organization’s Compliance Policies and Practices 132 Module 3 Improving Productivity and Increasing Profitability 136 Developing and Communicating A Vision 137 Assessment: How You Develop and Communicate Vision 137 Learning: Developing and Communicating a Vision 137 Analysis: Doug Fecher, Wright-Patt Credit Union 143 Practice: Crafting Your Leadership Story 145 Application: Envisioning Your Career 146 Setting Goals and Objectives 146 Assessment: Identifying Your Personal Goals 146 Learning: Setting Goals and Objectives 147 Analysis: Objectives Don’t Work for Me 153 Practice: Creating an Implementation Plan 155 Application: Evaluating the Use of Goal Setting in Your Organization 155 Motivating Self and Others 156 Assessment: When Are You the Most Motivated and Productive? 156 Learning: Motivating Self and Others 156 Analysis: From Motivated to Demotivated in 60 Seconds 164 Practice: Empowerment and Engagement 165 Application: When Are You and Your Colleagues the Most Motivated and Productive? 167 Designing and Organizing 168 Assessment: Assessing Organizational Culture 168 Learning: Designing and Organizing 168 Analysis: Responding to Environmental Challenges 179 Practice: USPS: Prescribe a Possible Future 179 Application: Understanding the Design of Your Company 180 Managing Execution and Driving For Results 180 Assessment: Your Leadership Task Orientation 180 Learning: Managing Execution and Driving for Results 181 Analysis: Execution and Results in a Crisis Situation 188 Practice: Examining the Impact of a New CEO on Execution and Results 188 Application: Know Your Time 189 Module 4 Promoting Change and Encouraging Adaptability 193 Using Power and Influence Ethically and Effectively 194 Assessment: Who Is Powerful? 194 Learning: Using Power Ethically and Effectively 194 Analysis: “I Hope You Can Help Me Out”: Don Lowell Case Study 202 Practice: The Big Move 203 Application: Building Your Power Base by Changing Your Influence Strategy 204 Championing and Selling New Ideas 205 Assessment: The Presenter’s Touch: You May Have It but Not Know It 205 Learning: Championing and Selling New Ideas 205 Analysis: Applying Communication Tools to Evaluate a Presentation 215 Practice: Improving a Memo Requesting Additional Personnel 215 Application: You Be the Speaker 216 Fueling and Fostering Innovation 217 Assessment: Are You a Creative Thinker? 217 Learning: Fueling and Fostering Innovation 218 Analysis: Creativity and Managerial Style 224 Practice: Encouraging Creative Thinking 225 Application 1: Import an Idea 225 Application 2: New Approaches to the Same Old Problem 226 Negotiating Agreement and Commitment 226 Assessment: How Effective Are You at Negotiating Agreement? 226 Learning: Negotiating Agreement and Commitment 227 Analysis: Your Effectiveness as a Negotiator 231 Practice: Standing on the Firing Line 232 Application: Negotiating at Work 234 Implementing and Sustaining Change 234 Assessment: Changes in My Organization 234 Learning: Implementing and Sustaining Change 235 Analysis: Reorganizing the Legal Division 243 Practice: Understanding Your Own Influence 244 Application: Planning a Change 245 Conclusion Integration and the Road to Mastery 248 Assessment: Reexamining Your Personal Competencies 249 Learning: Integration and the Road to Mastery 250 Analysis: Looking for Behavioral Complexity and Lift 260 Practice 1: Generating Lift to Support a Planned Change 261 Practice 2: Developing Virtuous Habits 261 Application: Your Strategy for Mastery 262 Index I-1