MARC details
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09851nam a22002297a 4500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION |
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20220804103202.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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220803b ||||| |||| 00| 0 eng d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9781119710967 |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER |
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| Classification number |
658.4092 |
| Item number |
QUI |
| 100 ## - MAIN ENTRY--PERSONAL NAME |
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| Personal name |
Quinn, Robert |
| 245 ## - TITLE STATEMENT |
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| Title |
Becoming a master manager: a competing values approach |
| 250 ## - EDITION STATEMENT |
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| Edition statement |
7th |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
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| Name of publisher, distributor, etc. |
John Wiley & Sons, Inc. |
| Place of publication, distribution, etc. |
New Jersey |
| Date of publication, distribution, etc. |
2021 |
| 300 ## - PHYSICAL DESCRIPTION |
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| Extent |
viii, 263 p. |
| 365 ## - TRADE PRICE |
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| Price type code |
USD |
| Price amount |
2938 |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE |
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| Bibliography, etc. note |
TABLE OF CONTENTS<br/>Preface iii<br/><br/>Introduction The Competing Values Approach to Management 1<br/><br/>What “Becoming” A Master Manager Means 1<br/><br/>The Role of Character in Mastery 3<br/><br/>The Evolution of Management Models 4<br/><br/>Early Twentieth Century: The Emergence of the Rational Goal Model and The Internal Process Model 4<br/><br/>Early to Mid-Twentieth Century: The Emergence of the Human Relations Model 7<br/><br/>Late to Mid-Twentieth Century: The Emergence of the Open Systems Model 7<br/><br/>Late Twentieth Century: The Emergence of Complexity and Integrative Assumptions 9<br/><br/>Early Twenty-First Century: Paradox, Connectivity, Sustainability, and Positive Organizations 10<br/><br/>The Competing Values Framework 11<br/><br/>Integrating Ideas About Effectiveness 11<br/><br/>The Use of Opposing Models 12<br/><br/>Behavioral Complexity and The Effectiveness of Managerial Leaders 13<br/><br/>Action Imperatives and Competencies for Managers 14<br/><br/>Learning to Become a Master Manager 17<br/><br/>Core Competency: Thinking Critically 18<br/><br/>Assessment: Going Public with Your Reasoning 18<br/><br/>Learning: Thinking Critically 19<br/><br/>Analysis: Argument Mapping 23<br/><br/>Practice: Providing Warrants 24<br/><br/>Application: Reflected Best-Self Portrait 24<br/><br/>Module 1 Creating and Sustaining Commitment and Cohesion 28<br/><br/>Understanding Self and Others 29<br/><br/>Assessment 1: Anchors and Oars 29<br/><br/>Assessment 2: Your Character as a Leader 30<br/><br/>Learning: Understanding Self and Others 32<br/><br/>Analysis: Use the Johari Window to Analyze Behavior 38<br/><br/>Practice: How to Receive Feedback 39<br/><br/>Application: Solicit Feedback 39<br/><br/>Communicating Honestly and Effectively 41<br/><br/>Assessment: Communication Skills 41<br/><br/>Learning: Communicating Honestly and Effectively 41<br/><br/>Analysis: Using the Left-Hand Column to Develop Your Communication Skills 47<br/><br/>Practice: Using Reflective Listening to Move Thoughts and Feelings to the Right-Hand Column: The Case of Stacy Brock and Terry Lord 47<br/><br/>Application: Developing Your Reflective Listening Skills 48<br/><br/>Mentoring and Developing Others 48<br/><br/>Assessment: Assumptions about Performance Evaluations 48<br/><br/>Learning: Mentoring and Developing Others 49<br/><br/>Analysis: United Chemical Company 56<br/><br/>Practice: What Would You Include in the Performance Evaluation? 58<br/><br/>Application: Developing Your Capacity to Develop Others 58<br/><br/>Managing Groups and Leading Teams 59<br/><br/>Assessment: Are You a Team Player? 59<br/><br/>Learning: Managing Groups and Leading Teams 60<br/><br/>Analysis: Stay-Alive Inc. 70<br/><br/>Practice: Ethics Task Force 70<br/><br/>Application: Team-Building Action Plan 71<br/><br/>Managing and Encouraging Constructive Conflict 72<br/><br/>Assessment: How Do You Handle Conflict? 72<br/><br/>Learning: Managing and Encouraging Constructive Conflict 73<br/><br/>Analysis: Zack’s Electrical Parts 80<br/><br/>Practice: Win as Much as You Can 81<br/><br/>Application: Managing Your Own Conflicts 82<br/><br/>Module 2 Establishing and Maintaining Stability and Continuity 87<br/><br/>Organizing Information Flows 88<br/><br/>Assessment: Identifying Data Overload and Information Gaps 88<br/><br/>Learning: Organizing Information Flows 89<br/><br/>Analysis: Deciding What to Do with Data Inflows Using the Traffing Method 94<br/><br/>Practice: Making Messages Clear, Concise, and Complete 95<br/><br/>Application: Directing Your Own Data and Information Traffic 95<br/><br/>Working and Managing Across Functions 96<br/><br/>Assessment: Mapping Your Organization 96<br/><br/>Learning: Working and Managing Across Functions 97<br/><br/>Analysis: Errors in the Design? 102<br/><br/>Practice: Student Orientation 102<br/><br/>Application: Examining a Cross-Functional Team 103<br/><br/>Planning and Coordinating Projects 103<br/><br/>Assessment: Project Planning 103<br/><br/>Learning: Planning and Coordinating Projects 104<br/><br/>Analysis: Planning a Training Course 113<br/><br/>Practice: The Job Fair 115<br/><br/>Application: Managing Your Own Project 115<br/><br/>Measuring and Monitoring Performance and Quality 116<br/><br/>Assessment: Identifying Appropriate Performance Criteria 116<br/><br/>Learning: Measuring and Monitoring Performance and Quality 116<br/><br/>Analysis: Improving Performance in the Health Care Industry 121<br/><br/>Practice: Developing Education Performance Metrics 122<br/><br/>Application: Developing Performance Metrics for Your Job 123<br/><br/>Encouraging and Enabling Compliance 123<br/><br/>Assessment: Reactions to Methods of Encouraging Compliance 123<br/><br/>Learning: Encouraging and Enabling Compliance 124<br/><br/>Analysis: Strategies Used by the United States to Increase Compliance 131<br/><br/>Practice: Moving Compliance Outside the Workforce 131<br/><br/>Application: Your Organization’s Compliance Policies and Practices 132<br/><br/>Module 3 Improving Productivity and Increasing Profitability 136<br/><br/>Developing and Communicating A Vision 137<br/><br/>Assessment: How You Develop and Communicate Vision 137<br/><br/>Learning: Developing and Communicating a Vision 137<br/><br/>Analysis: Doug Fecher, Wright-Patt Credit Union 143<br/><br/>Practice: Crafting Your Leadership Story 145<br/><br/>Application: Envisioning Your Career 146<br/><br/>Setting Goals and Objectives 146<br/><br/>Assessment: Identifying Your Personal Goals 146<br/><br/>Learning: Setting Goals and Objectives 147<br/><br/>Analysis: Objectives Don’t Work for Me 153<br/><br/>Practice: Creating an Implementation Plan 155<br/><br/>Application: Evaluating the Use of Goal Setting in Your Organization 155<br/><br/>Motivating Self and Others 156<br/><br/>Assessment: When Are You the Most Motivated and Productive? 156<br/><br/>Learning: Motivating Self and Others 156<br/><br/>Analysis: From Motivated to Demotivated in 60 Seconds 164<br/><br/>Practice: Empowerment and Engagement 165<br/><br/>Application: When Are You and Your Colleagues the Most Motivated and Productive? 167<br/><br/>Designing and Organizing 168<br/><br/>Assessment: Assessing Organizational Culture 168<br/><br/>Learning: Designing and Organizing 168<br/><br/>Analysis: Responding to Environmental Challenges 179<br/><br/>Practice: USPS: Prescribe a Possible Future 179<br/><br/>Application: Understanding the Design of Your Company 180<br/><br/>Managing Execution and Driving For Results 180<br/><br/>Assessment: Your Leadership Task Orientation 180<br/><br/>Learning: Managing Execution and Driving for Results 181<br/><br/>Analysis: Execution and Results in a Crisis Situation 188<br/><br/>Practice: Examining the Impact of a New CEO on Execution and Results 188<br/><br/>Application: Know Your Time 189<br/><br/>Module 4 Promoting Change and Encouraging Adaptability 193<br/><br/>Using Power and Influence Ethically and Effectively 194<br/><br/>Assessment: Who Is Powerful? 194<br/><br/>Learning: Using Power Ethically and Effectively 194<br/><br/>Analysis: “I Hope You Can Help Me Out”: Don Lowell Case Study 202<br/><br/>Practice: The Big Move 203<br/><br/>Application: Building Your Power Base by Changing Your Influence Strategy 204<br/><br/>Championing and Selling New Ideas 205<br/><br/>Assessment: The Presenter’s Touch: You May Have It but Not Know It 205<br/><br/>Learning: Championing and Selling New Ideas 205<br/><br/>Analysis: Applying Communication Tools to Evaluate a Presentation 215<br/><br/>Practice: Improving a Memo Requesting Additional Personnel 215<br/><br/>Application: You Be the Speaker 216<br/><br/>Fueling and Fostering Innovation 217<br/><br/>Assessment: Are You a Creative Thinker? 217<br/><br/>Learning: Fueling and Fostering Innovation 218<br/><br/>Analysis: Creativity and Managerial Style 224<br/><br/>Practice: Encouraging Creative Thinking 225<br/><br/>Application 1: Import an Idea 225<br/><br/>Application 2: New Approaches to the Same Old Problem 226<br/><br/>Negotiating Agreement and Commitment 226<br/><br/>Assessment: How Effective Are You at Negotiating Agreement? 226<br/><br/>Learning: Negotiating Agreement and Commitment 227<br/><br/>Analysis: Your Effectiveness as a Negotiator 231<br/><br/>Practice: Standing on the Firing Line 232<br/><br/>Application: Negotiating at Work 234<br/><br/>Implementing and Sustaining Change 234<br/><br/>Assessment: Changes in My Organization 234<br/><br/>Learning: Implementing and Sustaining Change 235<br/><br/>Analysis: Reorganizing the Legal Division 243<br/><br/>Practice: Understanding Your Own Influence 244<br/><br/>Application: Planning a Change 245<br/><br/>Conclusion Integration and the Road to Mastery 248<br/><br/>Assessment: Reexamining Your Personal Competencies 249<br/><br/>Learning: Integration and the Road to Mastery 250<br/><br/>Analysis: Looking for Behavioral Complexity and Lift 260<br/><br/>Practice 1: Generating Lift to Support a Planned Change 261<br/><br/>Practice 2: Developing Virtuous Habits 261<br/><br/>Application: Your Strategy for Mastery 262<br/><br/>Index I-1 |
| 520 ## - SUMMARY, ETC. |
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| Summary, etc. |
DESCRIPTION<br/>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.<br/><br/>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. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Organizational behavior |
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| Topical term or geographic name as entry element |
Executive ability |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Leadership |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) |
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| Source of classification or shelving scheme |
Dewey Decimal Classification |
| Koha item type |
Book |