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