Descripciones mejoradas de Syndetics:

Students now need to gain a realistic, hands-on management education with emphasis on the development of leadership and interpersonal skills. This text suggests that everyone in a position of organizational leadership is expected to play eight basic, but sometimes contrasting, roles. The roles each comprise three competencies, and each competency is conveyed through a five-step learning model (Assessment, Learning, Analysis,

Tabla de contenidos provista por Syndetics

• Chapter 1 The Evolution of Management Models: A New Approach(p. 1)
• Learning the Hard Way: The Case of a Limited Model(p. 1)
• Models of Management(p. 2)
• An Evolutionary Perspective(p. 3)
• The Four Models in a Single Framework(p. 11)
• The Use of Opposing Models(p. 12)
• Behavioral Complexity and the Effectiveness of Managerial Leaders(p. 14)
• Becoming a Manager: The Need for New Competencies(p. 15)
• The Eight Roles at Different Organization Levels(p. 19)
• The Negative Zone(p. 20)
• Identifying the Core Competencies(p. 22)
• Organizing the Learning Process(p. 24)
• Conclusions(p. 25)
• Assignment: Preassignment(p. 25)
• Assignment: Familiarizing Yourself with the Competing Values Framework(p. 26)
• References(p. 26)
• Chapter 2 The Mentor Role(p. 29)
• Assessment: Anchors and Oars(p. 30)
• Learning: Understanding Self and Others(p. 31)
• Analysis: Using the Johari Window for Understanding Self(p. 36)
• Practice: Practicing Empathy(p. 37)
• Application: Soliciting Feedback(p. 37)
• Assessment: Communication Skills(p. 38)
• Learning: Communicating Effectively(p. 38)
• Analysis: Using the Left-Hand Column to Develop Your Communication Skills(p. 45)
• Practice: Working in the Left-Hand Column(p. 45)
• Application: Developing Your Reflective Listening Skills(p. 47)
• Assessment: Assumptions about Performance Evaluations(p. 47)
• Learning: Developing Employees(p. 48)
• Analysis: United Chemical Company(p. 54)
• Practice: What Would You Include in the Performance Evaluation?(p. 55)
• Application: The Mentor at Work(p. 56)
• References(p. 56)
• Chapter 3 The Facilitator Role(p. 59)
• Assessment: Are You a Team Player?(p. 60)
• Learning: Building Teams(p. 62)
• Analysis: Stay-Alive, Inc.(p. 74)
• Practice: "Students as Customers" Task Force(p. 74)
• Application: Team-Building Action Plan(p. 76)
• Assessment: Meeting Evaluation(p. 76)
• Learning: Using Participative Decision Making(p. 77)
• Analysis: Decision by the Group(p. 84)
• Practice: Ethics Task Force(p. 84)
• Application: Meeting Management(p. 85)
• Assessment: How Do You Handle Conflict?(p. 86)
• Learning: Managing Conflict(p. 88)
• Analysis: Zack's Electrical Parts(p. 97)
• Practice: Win as Much as You Can(p. 98)
• Application: Managing Your Own Conflicts(p. 99)
• References(p. 100)
• Integration 1 The Mentor and Facilitator Roles(p. 103)
• A Brief Review(p. 103)
• When the Mentor and Facilitator Roles Are Appropriate(p. 103)
• Complementary Roles(p. 104)
• Chapter 4 The Monitor Role(p. 105)
• Assessment: Going Public with Your Reasoning(p. 106)
• Learning: Managing Information Through Critical Thinking(p. 106)
• Analysis: Argument Mapping(p. 111)
• Practice: Providing Warrants(p. 113)
• Application: Implementation Plan(p. 114)
• Assessment: Data Overload and Information Gaps(p. 114)
• Learning: Managing Information Overload(p. 115)
• Analysis: Using the Traffing Method to Channel Information(p. 121)
• Practice: Monitoring Your Performance by Inviting Feedback(p. 122)
• Application: Directing Your Own Information Traffic(p. 122)
• Assessment: What Went Wrong and Why?(p. 123)
• Learning: Managing Core Processes(p. 123)
• Analysis: Can This Process Be Improved?(p. 127)
• Practice: A Better Process for Handling Small-Business Loan Applications(p. 128)
• Application: Mapping and Improving a Process Yourself(p. 133)
• References(p. 133)
• Chapter 5 The Coordinator Role(p. 135)
• Assessment: Project Planning(p. 138)
• Learning: Managing Projects(p. 138)
• Analysis: Project Planning(p. 152)
• Practice: The Job Fair(p. 154)
• Application: Managing Your Own Project(p. 155)
• Assessment: Your Ideal Work Situation(p. 155)
• Learning: Designing Work(p. 156)
• Analysis: What's My Job Design?(p. 167)
• Practice: Redesigning Work(p. 167)
• Application: Designing the Work Team(p. 167)
• Assessment: Student Orientation(p. 168)
• Learning: Managing Across Functions(p. 168)
• Analysis: Errors in the Design?(p. 176)
• Practice: Student Orientation Revisited(p. 177)
• Application: Examining a Cross-Functional Team(p. 177)
• References(p. 178)
• Integration 2 The Monitor and Coordinator Roles(p. 180)
• A Brief Review(p. 180)
• When the Monitor and Coordinator Roles Are Appropriate(p. 180)
• Complementary Roles(p. 181)
• Chapter 6 The Director Role(p. 183)
• Assessment: Origins of Personal Vision(p. 184)
• Learning: Developing and Communicating a Vision(p. 184)
• Analysis: Vision During Challenging Times(p. 189)
• Practice: PeopleSoft After the Founder(p. 191)
• Application: Crafting Your Personal Vision Statement(p. 192)
• Assessment: Personal Goals(p. 193)
• Learning: Setting Goals and Objectives(p. 193)
• Analysis: MBO Is Not for Me(p. 200)
• Practice: Write Your Own MBO(p. 203)
• Application: Setting Your Goals(p. 203)
• Assessment: Design and Desired Outcomes(p. 203)
• Learning: Designing and Organizing(p. 204)
• Analysis: Designing and Organizing a Collaboration on a Web-Based Initiative(p. 215)
• Practice: Applying Cultural Type to the Redesign of Our Assessment Activity(p. 216)
• Application: Understanding the Design and Organization of Your Company(p. 216)
• References(p. 217)
• Chapter 7 The Producer Role(p. 219)
• Assessment: When Are You the Most Productive and Motivated?(p. 223)
• Learning: Working Productively(p. 224)
• Analysis: When Are You the Most Productive and Motivated?(p. 229)
• Practice: Feeling Dead-Ended(p. 230)
• Application: Creating Your Own Strategy for Increasing Personal Productivity and Motivation(p. 231)
• Assessment: Factors Contributing to a Productive Work Environment(p. 232)
• Learning: Fostering a Productive Work Environment(p. 233)
• Analysis: The Case of Michael Simpson(p. 240)
• Practice: The Same Old Job(p. 242)
• Application: Understanding Organizational Reward Systems(p. 243)
• Assessment: Organizational Stressors(p. 243)
• Learning: Managing Time and Stress/Balancing Competing Demands(p. 244)
• Analysis: Wasting Time(p. 256)
• Practice: Clarify Your Values(p. 257)
• Application: Improving Your Stress and Time Management(p. 258)
• References(p. 258)
• Chapter 8 The Broker Role(p. 261)
• Assessment: Who Is Powerful?(p. 262)
• Learning: Building and Maintaining a Power Base(p. 262)
• Analysis: "I Hope You Can Help Me Out": Don Lowell Case Study(p. 270)
• Practice I The Big Move(p. 272)
• Practice II Getting a Little More Sleep(p. 275)
• Application: Changing Your Power Base by Changing Your Influence Strategy(p. 276)
• Assessment: How Effective Are You at Negotiating Agreement?(p. 276)
• Learning: Negotiating Agreement and Commitment(p. 277)
• Analysis: Your Effectiveness as a Negotiator(p. 284)
• Practice: Standing on the Firing Line(p. 285)
• Application: Practicing Negotiating(p. 287)
• Assessment: The Presenter's Touch: You May Have It but Not Know It(p. 287)
• Learning: Presenting Ideas: Effective Oral Presentations(p. 288)
• Analysis: Applying SSSAP(p. 298)
• Practice: You Be the Speaker(p. 298)
• Application: SSSAP: A Document of Your Choice(p. 299)
• References(p. 300)
• Chapter 9 The Innovator Role(p. 302)
• Assessment: Personal Acceptance of Change(p. 303)
• Learning: Living with Change(p. 304)
• Analysis: Living with Change and the Power of Purpose(p. 308)
• Practice: The Power of Purpose Revisited(p. 309)
• Application: Providing Help(p. 309)
• Assessment: Are You a Creative Thinker?(p. 309)
• Learning: Thinking Creatively(p. 310)
• Analysis: Creativity and Managerial Style(p. 318)
• Practice: Creative-Relevant Skills(p. 318)
• Application: New Approaches to the Same Old Problem(p. 320)
• Assessment: Changes in My Organization(p. 320)
• Learning: Managing Change(p. 321)
• Analysis: Reorganizing the Legal Division(p. 329)
• Practice: Force Field Analysis(p. 331)
• Application: Planning a Change(p. 332)
• References(p. 333)
• Integration 3 The Broker and Innovator Roles(p. 335)
• A Brief Review(p. 335)
• When the Broker and Innovator Roles Are Appropriate(p. 335)
• Complementary Roles(p. 336)
• Chapter 10 Integration and the Road to Mastery: Understanding the Developmental Process(p. 338)
• Assessment: Reexamining Your Profile(p. 338)
• Learning: Integration and the Road to Mastery(p. 339)
• Analysis: The Transcendence of Paradox(p. 355)
• Practice: The Evaluation Matrix(p. 356)
• Application: Your Strategy for Mastery(p. 356)
• References(p. 357)
• A Competing Values Reading List(p. 357)
• Index(p. 365)

Notas de autor provistas por Syndetics

Robert E. Quinn (Ann Arbor, MI) is a professor at the University of Michigan and an expert on organizational behavior and human resource management issues. His books include Beyond Rational Management, Becoming a Master Manager, and Deep Change.

050