Preface iii
Introduction The Competing Values Approach to Management 1 What "Becoming" A Master Manager Means 1The Role of Character in Mastery 3 The Evolution of Management Models 4Early 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 11Integrating 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 17Core 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 29Assessment 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 48Assessment: 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 59Assessment: 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 72Assessment: 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 88Assessment: 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 96Assessment: 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 103Assessment: 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 116Assessment: 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 123Assessment: 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 137Assessment: 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 146Assessment: 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 156Assessment: 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 168Assessment: 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 180Assessment: 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 194Assessment: 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 205Assessment: 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 217Assessment: 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 226Assessment: 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 234Assessment: 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 248Assessment: 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