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| Preface | |
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| Introduction | |
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| The Critical Role of Management Skills | |
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| The Importance of Competent Managers | |
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| The Skills of Effective Managers | |
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| Essential Management Skills | |
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| What Are Management Skills? | |
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| Improving Management Skills | |
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| An Approach to Skill Development | |
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| Leadership and Management | |
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| Contents of the Book | |
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| Organization of the Book | |
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| Practice and Application | |
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| Diversity and Individual Differences | |
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| Summary | |
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| Supplementary Material | |
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| Diagnostic Survey and Exercises | |
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| Personal Assessment of Management Skills (PAMS) | |
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| What Does It Take to Be an Effective Manager? | |
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| SSS Software In-Basket Exercise | |
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| Scoring Key and Comparison Data | |
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| Personal Assessment of Management Skills | |
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| Scoring Key | |
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| Comparison Data | |
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| What Does It Take to Be an Effective Manager? | |
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| SSS Software In-Basket Exercise | |
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| Personal Skills | |
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| Developing Self-Awareness | |
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| Skill Assessment | |
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| Diagnostic Surveys for Self-Awareness | |
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| Self-Awareness Assessment | |
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| Emotional Intelligence Assessment | |
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| The Defining Issues Test | |
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| The Learning Style Inventory | |
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| Locus of Control Scale | |
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| Tolerance of Ambiguity Scale | |
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| Core Self-Evaluation Scale (CSES) | |
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| Skill Learning | |
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| Key Dimensions of Self-Awareness | |
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| The Enigma of Self-Awareness | |
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| The Sensitive Line | |
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| Understanding and Appreciating Individual Differences | |
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| Important Areas of Self-Awareness | |
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| Emotional Intelligence | |
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| Values | |
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| Ethical Decision Making and Values | |
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| Learning Style | |
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| Attitudes Toward Change | |
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| Core Self-Evaluation | |
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| Skill Analysis | |
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| Cases Involving Self-Awareness | |
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| Communist Prison Camp | |
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| Computerized Exam | |
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| Decision Dilemmas | |
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| Skill Practice | |
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| Exercises for Improving Self-Awareness Through Self-Disclosure | |
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| Through the Looking Glass | |
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| Diagnosing Managerial Characteristics | |
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| An Exercise for Identifying Aspects of Personal Culture: A Learning Plan and Autobiography | |
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| Skill Application | |
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| Activities for Developing Self-Awareness | |
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| Suggested Assignments | |
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| Application Plan and Evaluation | |
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| Scoring Keys and Comparison Data | |
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| Self-Awareness Assessment | |
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| Scoring Key | |
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| Comparison Data | |
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| Emotional Intelligence Assessment | |
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| Scoring Key | |
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| Comparison Data | |
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| The Defining Issues Test | |
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| The Escaped Prisoner | |
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| The Doctor's Dilemma | |
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| The Newspaper | |
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| Learning Style Inventory | |
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| Scoring Key | |
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| Locus of Control | |
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| Scoring Key | |
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| Comparison Data | |
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| Tolerance of Ambiguity | |
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| Scoring Key | |
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| Comparison Data | |
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| Core Self-Evaluation Scale | |
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| Scoring Key | |
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| Comparison Data | |
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| Managing Personal Stress | |
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| Skill Assessment | |
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| Diagnostic Surveys for Managing Stress | |
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| Stress Management Assessment | |
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| Time Management Assessment | |
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| Type A Personality Inventory | |
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| Social Readjustment Rating Scale | |
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| Sources of Personal Stress | |
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| Skill Learning | |
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| Improving the Management of Stress and Time | |
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| The Role of Management | |
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| Major Elements of Stress | |
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| Reactions to Stress | |
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| Coping with Stress | |
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| Managing Stress | |
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| Stressors | |
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| Eliminating Stressors | |
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| Eliminating Time Stressors Through Time Management | |
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| Eliminating Encounter Stressors Through Collaboration and Emotional Intelligence | |
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| Eliminating Situational Stressors Through Work Redesign | |
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| Eliminating Anticipatory Stressors Through Prioritizing, Goal Setting, and Small Wins | |
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| Developing Resiliency | |
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| Physiological Resiliency | |
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| Psychological Resiliency | |
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| Social Resiliency | |
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| Temporary Stress-Reduction Techniques | |
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| Skill Analysis | |
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| Cases Involving Stress Management | |
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| The Turn of the Tide | |
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| The Case of the Missing Time | |
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| Skill Practice | |
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| Exercises for Long-Term and Short-Run Stress Management | |
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| The Small-Wins Strategy | |
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| Life-Balance Analysis | |
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| Deep Relaxation | |
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| Monitoring and Managing Time | |
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| Skill Application | |
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| Activities for Managing Stress | |
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| Suggested Assignments | |
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| Application Plan and Evaluation | |
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| Scoring Keys and Comparison Data | |
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| Stress Management Assessment | |
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| Scoring Key | |
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| Comparison Data | |
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| Time Management Assessment | |
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| Scoring Key | |
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| Comparison Data | |
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| Type A Personality Inventory | |
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| Scoring Key | |
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| Comparison Data | |
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| Social Readjustment Scale | |
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| Comparison Data | |
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| Source of Personal Stress | |
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| Solving Problems Analytically and Creatively | |
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| Skill Assessment | |
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| Diagnostic Surveys for Creative Problem Solving | |
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| Problem Solving, Creativity, and Innovation | |
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| How Creative Are You?[Copyright] | |
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| Innovative Attitude Scale | |
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| Creative Style Assessment | |
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| Skill Learning | |
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| Problem Solving, Creativity, and Innovation | |
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| Steps in Analytical Problem Solving | |
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| Defining the Problem | |
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| Generating Alternatives | |
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| Evaluating Alternatives | |
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| Implementing the Solution | |
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| Limitations of the Analytical Problem-Solving Model | |
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| Impediments to Creative Problem Solving | |
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| Multiple Approaches to Creativity | |
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| Conceptual Blocks | |
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| Percy Spencer's Magnetron | |
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| Spence Silver's Glue | |
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| The Four Types of Conceptual Blocks | |
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| Review of Conceptual Blocks | |
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| Conceptual Blockbusting | |
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| Stages in Creative Thought | |
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| Methods for Improving Problem Definition | |
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| Ways to Generate More Alternatives | |
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| International Caveats | |
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| Hints for Applying Problem-Solving Techniques | |
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| Fostering Creativity in Others | |
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| Management Principles | |
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| Skill Analysis | |
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| Cases Involving Problem Solving | |
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| Admiral Kimmel's Failure at Pearl Harbor | |
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| Creativity at Apple | |
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| Skill Practice | |
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| Exercises for Applying Conceptual Blockbusting | |
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| Individual Assignment-Analytical Problem Solving (10 minutes) | |
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| Team Assignment-Creative Problem Solving (20 minutes) | |
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| Moving Up in the Rankings | |
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| Keith Dunn and McGuffey's Restaurant | |
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| Creative Problem-Solving Practice | |
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| Skill Application | |
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| Activities for Solving Problems Creatively | |
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| Suggested Assignments | |
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| Application Plan and Evaluation | |
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| Scoring Keys and Comparison Data | |
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| Problem Solving, Creativity, and Innovation | |
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| Scoring Key | |
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| Comparison Data | |
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| How Creative Are You | |
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| Scoring Key | |
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| Comparison Data | |
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| Innovative Attitude Scale | |
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| Scoring Key | |
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| Creative Style Assessment | |
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| Scoring Key | |
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| Skill Practice: Applying Conceptual Blockbusting | |
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| Observer's Feedback Form | |
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| Answer to Matchstick Problem in Figure 3.4 | |
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| Answer to Shakespeare Riddle in Figure 3.5 | |
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| Some Common Themes Applying to Water and Finance | |
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| Answer to Name That Ship Problem in Figure 3.6 | |
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| Answer to Nine-Dot Problem in Figure 3.7 | |
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| Answer to Embedded Pattern Problem in Figure 3.8 | |
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| Interpersonal Skills | |
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| Building Relationships by Communicating Supportively | |
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| Skill Assessment | |
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| Diagnostic Surveys for Supportive Communication | |
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| Communicating Supportively | |
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| Communication Styles | |
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| Skill Learning | |
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| Building Positive Interpersonal Relationships | |
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| The Importance of Effective Communication | |
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| The Focus on Accuracy | |
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| What Is Supportive Communication? | |
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| Coaching and Counseling | |
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| Coaching and Counseling Problems | |
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| Defensiveness and Disconfirmation | |
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| Principles of Supportive Communication | |
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| Supportive Communication Is Based on Congruence, not Incongruence | |
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| Supportive Communication Is Descriptive, not Evaluative | |
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| Supportive Communication Is Problem-oriented, not Person-oriented | |
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| Supportive Communication Validates Rather than Invalidates Individuals | |
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| Supportive Communication Is Specific (Useful], not Global (Nonuseful) | |
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| Supportive Communication Is Conjunctive, not Disjunctive | |
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| Supportive Communication Is Owned, not Disowned | |
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| Supportive Communication Requires Listening, not One-Way Message Delivery | |
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| The Personal Management Interview | |
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| International Caveats | |
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| Skill Analysis | |
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| Cases Involving Building Positive Relationships | |
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| Find Somebody Else | |
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| Rejected Plans | |
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| Skill Practice | |
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| Exercises for Diagnosing Communication Problems and Fostering Understanding | |
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| United Chemical Company | |
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| Byron vs. Thomas | |
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| Active Listening Exercise | |
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| Skill Application | |
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| Activities for Communicating Supportively | |
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| Suggested Assignments | |
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| Application Plan and Evaluation | |
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| Scoring Keys and Comparison Data | |
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| Communicating Supportively | |
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| Scoring Key | |
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| Comparison Data | |
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| Communication Styles | |
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| Comparison Data | |
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| Skill Practice: Diagnosing Problems and Fostering Understanding: United Chemical Company and Byron vs. Thomas | |
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| Observer's Feedback Form | |
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| Gaining Power and Influence | |
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| Skill Assessment | |
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| Diagnostic Surveys for Gaining Power and Influence | |
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| Gaining Power and Influence | |
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| Using Influence Strategies | |
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| Skill Learning | |
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| Building a Strong Power Base and Using Influence Wisely | |
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| A Balanced View of Power | |
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| Lack of Power | |
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| Abuse of Power | |
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| Strategies for Gaining Organizational Power | |
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| The Necessity of Power and Empowerment | |
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| Sources of Personal Power | |
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| Sources of Position-Power | |
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| Transforming Power into Influence | |
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| Influence Strategies: The Three Rs | |
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| The Pros and Cons of Each Strategy | |
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| Acting Assertively: Neutralizing Influence Attempts | |
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| Skill Analysis | |
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| Case Involving Power and Influence | |
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| River Woods Plant Manager | |
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| Skill Practice | |
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| Exercise for Gaining Power | |
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| Repairing Power Failures In Management Circuits | |
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| Exercise for Using Influence Effectively | |
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| Ann Lyman's Proposal | |
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| Exercises for Neutralizing Unwanted Influence Attempts | |
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| Cindy's Fast Foods | |
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| 9:00 to 7:30 | |
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| Skill Application | |
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| Activities for Gaining Power and Influence | |
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| Suggested Assignments | |
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| Application Plan and Evaluation | |
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| Scoring Keys and Comparison Data | |
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| Gaining Power and Influence | |
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| Scoring Key | |
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| Comparison Data | |
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| Using Influence Strategies | |
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| Scoring Key | |
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| Skill Practice: Neutralizing Unwanted Influence Attempts | |
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| Observer's Feedback Form | |
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| Motivating Others | |
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| Skill Assessment | |
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| Diagnostic Surveys for Motivating Others | |
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| Diagnosing Poor Performance and Enhancing Motivation | |
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| Work Performance Assessment | |
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| Skill Learning | |
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| Increasing Motivation and Performance | |
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| Diagnosing Work Performance Problems | |
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| Enhancing Individuals' Abilities | |
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| Fostering a Motivating Work Environment | |
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| Elements of an Effective Motivation Program | |
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| Establish Clear Performance Expectations | |
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| Remove Obstacles to Performance | |
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| Reinforce Performance-Enhancing Behavior | |
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| Provide Salient Rewards | |
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| Be Fair and Equitable | |
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| Provide Timely Rewards and Accurate Feedback | |
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| Skill Analysis | |
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| Case Involving Motivation Problems | |
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| Electro Logic | |
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| Skill Practice | |
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| Exercises for Diagnosing Work Performance Problems | |
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| Joe Chaney | |
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| Work Performance Assessment | |
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| Exercise for Reshaping Unacceptable Behaviors | |
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| Shaheen Matombo | |
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| Skill Application | |
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| Activities for Motivating Others | |
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| Suggested Assignments | |
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| Application Plan and Evaluation | |
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| Scoring Keys and Comparison Data | |
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| Diagnosing Poor Performance and Enhancing Motivation | |
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| Scoring Key | |
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| Comparison Data | |
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| Work Performance Assessment | |
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| Scoring Key | |
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| Comparison Data | |
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| Skill Practice: Exercise for Reshaping Unacceptable Behaviors | |
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| Observer's Feedback Form | |
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| Managing Conflict | |
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| Skill Assessment | |
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| Diagnostic Surveys for Managing Conflict | |
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| Managing Interpersonal Conflict | |
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| Strategies for Handling Conflict | |
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| Skill Learning | |
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| Interpersonal Conflict Management | |
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| Mixed Feelings About Conflict | |
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| Diagnosing the Type of Interpersonal Conflict | |
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| Conflict Focus | |
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| Conflict Source | |
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| Selecting the Appropriate Conflict Management Approach | |
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| Comparing Conflict Management and Negotiation Strategies | |
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| Selection Factors | |
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| Resolving Interpersonal Confrontations Using the Collaborative Approach | |
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| A General Framework for Collaborative Problem Solving | |
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| The Four Phases of Collaborative Problem Solving | |
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| Skill Analysis | |
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| Case Involving Interpersonal Conflict | |
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| Educational Pension Investments | |
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| Skill Practice | |
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| Exercise for Diagnosing Sources of Conflict | |
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| SSS Software Management Problems | |
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| Exercises for Selecting an Appropriate Conflict Management Strategy | |
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| Bradley's Barn | |
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| Avocado Computers | |
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| Phelps, Inc. | |
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| Exercises for Resolving Interpersonal Disputes | |
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| Freida Mae Jones | |
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| Can Larry Fit In? | |
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| Meeting at Hartford Manufacturing Company | |
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| Skill Application | |
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| Activities for Improving Managing Conflict Skills | |
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| Suggested Assignments | |
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| Application Plan and Evaluation | |
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| Scoring Keys and Comparison Data | |
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| Managing Interpersonal Conflict | |
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| Scoring Key | |
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| Comparison Data | |
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| Strategies for Handling Conflict | |
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| Scoring Key | |
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| Skill Practice: Exercises for Resolving Interpersonal Disputes | |
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| Observer's Feedback Form | |
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| Group Skills | |
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| Empowering and Delegating | |
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| Skill Assessment | |
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| Diagnostic Surveys for Empowering and Delegating | |
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| Effective Empowerment and Delegation | |
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| Personal Empowerment Assessment | |
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| Skill Learning | |
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| Empowering and Delegating | |
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| A Management Dilemma Involving Empowerment | |
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| The Dirty Dozen | |
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| The Meaning of Empowerment | |
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| Historical Roots of Empowerment | |
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| Dimensions of Empowerment | |
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| Self-Efficacy | |
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| Self-Determination | |
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| Personal Consequence | |
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| Meaning | |
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| Trust | |
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| Review of Empowerment Dimensions | |
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| How to Develop Empowerment | |
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| Articulating a Clear Vision and Goals | |
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| Fostering Personal Mastery Experiences | |
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| Modeling | |
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| Providing Support | |
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| Emotional Arousal | |
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| Providing Information | |
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| Providing Resources | |
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| Connecting to Outcomes | |
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| Creating Confidence | |
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| Review of Empowerment Principles | |
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| Inhibitors to Empowerment | |
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| Attitudes About Subordinates | |
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| Personal Insecurities | |
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| Need for Control | |
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| Delegating Work | |
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| Advantages of Empowered Delegation | |
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| Deciding When to Delegate | |
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| Deciding to Whom to Delegate | |
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| Deciding How to Delegate Effectively | |
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| Review of Delegation Principles | |
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| International Caveats | |
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| Skill Analysis | |
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| Cases Involving Empowerment and Delegation | |
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| Minding the Store | |
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| Changing the Portfolio | |
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| Skill Practice | |
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| Exercises for Empowerment | |
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| Executive Development Associates | |
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| Empowering Ourselves | |
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| Deciding to Delegate | |
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| Skill Application | |
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| Activities for Empowerment and Delegation | |
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| Suggested Assignments | |
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| Application Plan and Evaluation | |
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| Scoring Keys and Comparison Data | |
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| Effective Empowerment and Delegation | |
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| Scoring Key | |
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| Comparison Data | |
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| Personal Empowerment | |
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| Scoring Key | |
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| Comparison Data | |
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| Skill Practice: Deciding to Delegate: Analysis of "An Emergency Request" | |
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| Skill Practice: Analysis of Biological Warfare | |
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| Building Effective Teams and Teamwork | |
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| Skill Assessment | |
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| Diagnostic Surveys for Building Effective Teams | |
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| Team Development Behaviors | |
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| Diagnosing the Need for Team Building | |
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| Skill Learning | |
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| Developing Teams and Teamwork | |
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| The Advantages of Teams | |
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| An Example of an Effective Team | |
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| Team Development | |
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| The Forming Stage | |
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| The Forming Stage | |
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| The Storming Stage | |
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| The Performing Stage | |
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| Leading Teams | |
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| Developing Credibility | |
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| Establish Smart Goals and Everest Goals | |
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| International Caveats | |
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| Team Membership | |
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| Advantageous Roles | |
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| Providing Feedback | |
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| International Caveats | |
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| Skill Analysis | |
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| Cases Involving Building Effective Teams | |
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| The Tallahassee Democrat's Elite Team | |
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| The Cash Register Incident | |
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| Skill Practice | |
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| Exercises in Building Effective Teams | |
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| Team Diagnosis and Team Development Exercise | |
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| Winning the War on Talent | |
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| Team Performance Exercise | |
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| Skill Application | |
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| Activities for Building Effective Teams | |
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| Suggested Assignments | |
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| Application Plan and Evaluation | |
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| Scoring Keys and Comparison Data | |
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| Team Development Behaviors | |
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| Scoring Key | |
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| Comparison Data | |
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| Diagnosing the Need for Team Building | |
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| Comparison Data | |
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| Leading Positive Change | |
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| Skill Assessment | |
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| Diagnostic Surveys for Leading Positive Change | |
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| Leading Positive Change | |
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| Reflected Best-Self Feedback[Trademark] Exercise | |
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| A Sample Email Request for Feedback | |
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| Machiavellianism Scale-Mach IV | |
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| Skill Learning | |
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| Leading Positive Change | |
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| Ubiquitous and Escalating Change | |
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| The Need for Frameworks | |
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| Tendencies Toward Stability | |
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| A Framework for Leading Positive Change | |
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| Establishing a Climate of Positivity | |
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| Creating Readiness for Change | |
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| Articulating a Vision of Abundance | |
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| Generating Commitment to the Vision | |
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| Institutionalizing the Positive Change | |
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| Skill Analysis | |
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| Cases Involving Leading Positive Change | |
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| Corporate Vision Statements | |
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| Lee Iacocca's Transformation of Chrysler-1979-1984 | |
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| Skill Practice | |
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| Exercises in Leading Positive Change | |
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| Reflected Best-Self Portrait | |
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| Positive Organizational Diagnosis Exercise | |
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| A Positive Change Agenda | |
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| Skill Application | |
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| Activities for Leading Positive Change | |
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| Suggested Assignments | |
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| Application Plan and Evaluation | |
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| Scoring Keys and Comparison Data | |
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| Leading Positive Change | |
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| Scoring Key | |
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| Comparison Data | |
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| Reflected Best-Self Feedback[Trademark] Exercise | |
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| Machiavellianism Scale-Mach IV | |
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| Scoring Key | |
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| Comparison Data | |
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| Skill Analysis: Iacocca's Transformation of Chrysler-1979-1984 | |
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| Specific Communication Skills | |
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| Learning Oral and Written Presentations | |
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| Skill Learning | |
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| Making Oral and Written Presentations | |
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| Essential Elements of Effective Presentations | |
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| Skill Practice | |
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| Exercises for Making Effective Oral and Written Presentations | |
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| Speaking as a Leader | |
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| Quality Circles at Battle Creek Foods | |
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| Conducting Interviews | |
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| Skill Learning | |
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| Planning and Conducting Interviews | |
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| Specific Types of Organizational Interviews | |
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| Skill Practice | |
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| Exercises for Conducting Special-Purpose Interviews | |
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| Evaluating the New Employee-Orientation Program | |
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| Performance-Appraisal Interview with Chris Jakobsen | |
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| Employment-Selection Interview at Smith Farley Insurance | |
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| Conducting Meetings | |
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| Skill Learning | |
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| Conducting Effective Meetings: A Short Guide for Meeting Managers and Meeting Participants | |
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| The Five Ps of Effective Meetings | |
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| Suggestions for Group Members | |
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| Skill Practice | |
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| Exercises for Conducting Meetings | |
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| Preparing and Conducting a Team Meeting at SSS Software | |
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| Role Diagnosis | |
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| Meeting Evaluation Worksheet | |
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| Glossary | |
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| References | |
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| Name Index | |
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| Subject Index | |
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| Combined Index | |