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Becoming a Master Manager: A Competing Values Approach

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  • Edition: 6th
  • Format: Paperback
  • Copyright: 2014-09-01
  • Publisher: Wiley
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Supplemental Materials

What is included with this book?


Becoming a Master Manager is appropriate for management and organizational behavior courses that emphasize critical management skills that yield sound organizational results.

Developed from both theory and empirical evidence, the text provides a compelling case for why managerial and leadership competencies are essential for employee engagement, effective communication, and sustainable organizational success.

The competing values framework offers future managers a foundation for analyzing, understanding and executing the behavior that will achieve positive performance, productivity and profitability.

Author Biography

Robert E. Quinn is the Margaret Elliott Tracy Collegiate Professor in Business Administration & Professor of Management and Organizations at the University of Michigan. He has published many papers and books on management and organization, but Professor Quinn is particularly interested in issues concerning leadership, vision and change. He has an applied orientation and has 25 years of experience in working with executives on issues of organizational change. He has been involved in the design and execution of numerous large-scale change projects. He has worked with a large percentage of the Fortune 500 companies. He teaches in both the MBA and Executive Education Programs at the University of Michigan and is known for innovative instructional efforts. Professor Quinn is also a fellow of the World Business Academy.

Table of Contents


INTRODUCTION The Competing Values Approach to Management 1

The Evolution of Management Models 2

Early Twentieth Century: The Emergence of the Rational Goal Model and the Internal Process Model 3

Early to Mid-Twentieth Century: The Emergence of the Human Relations Model 6

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, and Sustainability 11

The Competing Values Framework 12

Integrating Ideas about Effectiveness 12

The Use of Opposing Models 14

Behavioral Complexity and the Effectiveness of Managerial Leaders 15

Action Imperatives and Competencies for Managers 17

Organizing the Learning Process—ALAPA 20

Core Competency: Thinking Critically 22

Assessment: Going Public with Your Reasoning 22

Learning: Thinking Critically 22

Analysis: Argument Mapping 27

Practice: Providing Warrants 29

Application: Reflected Best-Self Portrait 29

Recap and Precourse Assessment 30

MODULE 1 Creating and Sustaining Commitment and Cohesion 33

Understanding Self and Others 35

Assessment 1: Anchors and Oars 35

Assessment 2: Develop Positive Habits 36

Learning: Understanding Self and Others 37

Analysis: Use the Johari Window to Analyze Behavior 45

Practice: How to Receive Feedback 45

Application: Solicit Feedback 46

Communicating Honestly and Effectively 47

Assessment: Communication Skills 47

Learning: Communicating Honestly and Effectively 48

Analysis: Using the Left-Hand Column to Develop Your Communication Skills 55

Practice: Using Reflective Listening to Move Thoughts and Feelings to the Right-Hand Column: The Case of Stacy Brock and Terry Lord 56

Application: Developing Your Reflective Listening Skills 57

Mentoring and Developing Others 58

Assessment: Assumptions about Performance Evaluations 58

Learning: Mentoring and Developing Others 59

Analysis: United Chemical Company 67

Practice: What Would You Include in the Performance Evaluation? 69

Application: Developing Your Capacity to Develop Others 70

Managing Groups and Leading Teams 70

Assessment: Are You a Team Player? 70

Learning: Managing Groups and Leading Teams 72

Analysis: Stay-Alive Inc. 85

Practice: Ethics Task Force 86

Application: Team-Building Action Plan 87

Managing and Encouraging Constructive Conflict 88

Assessment: How Do You Handle Conflict? 88

Learning: Managing and Encouraging Constructive Conflict 90

Analysis: Zack’s Electrical Parts 100

Practice: Win as Much as You Can 101

Application: Managing Your Own Conflicts 102

MODULE 2 Establishing and Maintaining Stability and Continuity 108

Organizing Information Flows 109

Assessment: Identifying Data Overload and Information Gaps 109

Learning: Organizing Information Flows 110

Analysis: Deciding What to Do with Data Inflows Using the Traffing Method 117

Practice: Making Messages Clear, Concise, and Complete 118

Application: Directing Your Own Data and Information Traffic 118

Working and Managing Across Functions 119

Assessment: Mapping Your Organization 119

Learning: Working and Managing Across Functions 120

Analysis: Errors in the Design? 126

Practice: Student Orientation 127

Application: Examining a Cross-Functional Team 128

Planning and Coordinating Projects 128

Assessment: Project Planning 128

Learning: Planning and Coordinating Projects 129

Analysis: Planning a Training Course 141

Practice: The Job Fair 143

Application: Managing Your Own Project 143

Measuring and Monitoring Performance and Quality 144

Assessment: Identifying Appropriate Performance Criteria 144

Learning: Measuring and Monitoring Performance and Quality 145

Analysis: Improving Performance in the Health Care Industry 151

Practice: Developing Education Performance Metrics 152

Application: Developing Performance Metrics for Your Job 153

Encouraging and Enabling Compliance 153

Assessment: Reactions to Methods of Encouraging Compliance 153

Learning: Encouraging and Enabling Compliance 154

Analysis: Strategies Used by the United States to Increase Compliance 164

Practice: Moving Compliance Outside the Workplace 164

Application: Your Organization’s Compliance Policies and Practices 165

MODULE 3 Improving Productivity and Increasing Profitability 170

Developing and Communicating a Vision 171

Assessment: How You Develop and Communicate Vision 171

Learning: Developing and Communicating a Vision 172

Analysis: Doug Fecher, Wright-Patt Credit Union 179

Practice: Crafting Your Leadership Story 181

Application: Envisioning Your Career 182

Setting Goals and Objectives 183

Assessment: Identifying Your Personal Goals 183

Learning: Setting Goals and Objectives 183

Analysis: Objectives Don’t Work for Me 191

Practice: Creating an Implementation Plan 193

Application: Evaluating the Use of Goal Setting in Your Organization 194

Motivating Self and Others 194

Assessment: When Are You the Most Motivated and Productive? 194

Learning: Motivating Self and Others 195

Analysis: From Motivated to Demotivated in 60 Seconds 206

Practice: Empowerment and Engagement 208

Application: When Are You and Your Colleagues the Most Motivated and Productive? 210

Designing and Organizing 211

Assessment: Assessing Organizational Culture 211

Learning: Designing and Organizing 212

Analysis: Responding to Environmental Challenges 225

Practice: USPS: Prescribe a Possible Future 226

Application: Understanding the Design of Your Company 226

Managing Execution and Driving for Results 227

Assessment: Your Leadership Task Orientation 227

Learning: Managing Execution and Driving for Results 228

Analysis: Execution and Results in a Crisis Situation 235

Practice: Examining the Impact of a New CEO on Execution and Results 236

Application: Know Your Time 236

MODULE 4 Promoting Change and Encouraging Adaptability 242

Using Power and Influence Ethically and Effectively 243

Assessment: Who Is Powerful? 243

Learning: Using Power Ethically and Effectively 244

Analysis: “I Hope You Can Help Me Out”: Don Lowell Case Study 253

Practice: The Big Move 254

Application: Building Your Power Base by Changing Your Influence Strategy 256

Championing and Selling New Ideas 256

Assessment: The Presenter’s Touch: You May Have It but Not Know It 256

Learning: Championing and Selling New Ideas 257

Analysis: Applying Communication Tools to Evaluate a Presentation 268

Practice: Improving a Memo Requesting Additional Personnel 269

Application: You Be the Speaker 270

Fueling and Fostering Innovation 271

Assessment: Are You a Creative Thinker? 271

Learning: Fueling and Fostering Innovation 272

Analysis: Creativity and Managerial Style 281

Practice: Encouraging Creative Thinking 281

Application 1: Import an Idea 282

Application 2: New Approaches to the Same Old Problem 283

Negotiating Agreement and Commitment 283

Assessment: How Effective Are You at Negotiating Agreement? 283

Learning: Negotiating Agreement and Commitment 284

Analysis: Your Effectiveness as a Negotiator 290

Practice: Standing on the Firing Line 291

Application: Negotiating at Work 293

Implementing and Sustaining Change 294

Assessment: Changes in My Organization 294

Learning: Implementing and Sustaining Change 294

Analysis: Reorganizing the Legal Division 305

Practice: Understanding Your Own Influence 307

Application: Planning a Change 307

CONCLUSION Integration and the Road to Mastery 312

Assessment: Reexamining Your Personal Competencies 313

Learning: Integration and the Road to Mastery 315

Analysis: Looking for Behavioral Complexity and Lift 327

Practice: Generating Lift to Support a Planned Change 328

Application: Your Strategy for Mastery 328


Supplemental Materials

What is included with this book?

The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.

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