PREFACE iii

LEARNING TO BECOME A MASTER MANAGER ix

INTRODUCTION The Competing Values Approach to Management 1

WHAT “BECOMING” A MASTER MANAGER MEANS 1

THE EVOLUTION OF MANAGEMENT MODELS 4

Early 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 11

Integrating 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

MODULE 1 Creating and Sustaining Commitment and Cohesion 19

UNDERSTANDING SELF AND OTHERS 20

Assessment 1: Anchors and Oars 20

Assessment 2: Your Character as a Leader 21

Learning: Understanding Self and Others 23

Analysis: Use the Johari Window to Analyze Behavior 29

Practice: How to Receive Feedback 30

Application: Solicit Feedback 30

COMMUNICATING HONESTLY AND EFFECTIVELY 32

Assessment: Communication Skills 32

Learning: Communicating Honestly and Effectively 32

Analysis: Using the Left-Hand Column to Develop Your Communication Skills 38

Practice: Using Reflective Listening to Move Thoughts and Feelings to the Right-Hand Column: The Case of Stacy Brock and Terry Lord 38

Application: Developing Your Reflective Listening Skills 39

MENTORING AND DEVELOPING OTHERS 39

Assessment: Assumptions about Performance Evaluations 39

Learning: Mentoring and Developing Others 40

Analysis: United Chemical Company 47

Practice: What Would You Include in the Performance Evaluation? 49

Application: Developing Your Capacity to Develop Others 49

MANAGING GROUPS AND LEADING TEAMS 50

Assessment: Are You a Team Player? 50

Learning: Managing Groups and Leading Teams 51

Analysis: Stay-Alive Inc. 61

Practice: Ethics Task Force 61

Application: Team-Building Action Plan 62

MANAGING AND ENCOURAGING CONSTRUCTIVE CONFLICT 63

Assessment: How Do You Handle Conflict? 63

Learning: Managing and Encouraging Constructive Conflict 64

Analysis: Zack’s Electrical Parts 71

Practice: Win as Much as You Can 72

Application: Managing Your Own Conflicts 73

MODULE 2 Establishing and Maintaining Stability and Continuity 78

ORGANIZING INFORMATION FLOWS 79

Assessment: Identifying Data Overload and Information Gaps 79

Learning: Organizing Information Flows 80

Analysis: Deciding What to Do with Data Inflows Using the Traffing Method 85

Practice: Making Messages Clear, Concise, and Complete 86

Application: Directing Your Own Data and Information Traffic 86

WORKING AND MANAGING ACROSS FUNCTIONS 87

Assessment: Mapping Your Organization 87

Learning: Working and Managing Across Functions 88

Analysis: Errors in the Design? 93

Practice: Student Orientation 93

Application: Examining a Cross-Functional Team 94

PLANNING AND COORDINATING PROJECTS 94

Assessment: Project Planning 94

Learning: Planning and Coordinating Projects 95

Analysis: Planning a Training Course 104

Practice: The Job Fair 106

Application: Managing Your Own Project 106

MEASURING AND MONITORING PERFORMANCE AND QUALITY 107

Assessment: Identifying Appropriate Performance Criteria 107

Learning: Measuring and Monitoring Performance and Quality 107

Analysis: Improving Performance in the Health Care Industry 112

Practice: Developing Education Performance Metrics 113

Application: Developing Performance Metrics for Your Job 114

ENCOURAGING AND ENABLING COMPLIANCE 114

Assessment: Reactions to Methods of Encouraging Compliance 114

Learning: Encouraging and Enabling Compliance 115

Analysis: Strategies Used by the United States to Increase Compliance 122

Practice: Moving Compliance Outside the Workforce 122

Application: Your Organization’s Compliance Policies and Practices 123

MODULE 3 Improving Productivity and Increasing Profitability 127

DEVELOPING AND COMMUNICATING A VISION 128

Assessment: How You Develop and Communicate Vision 128

Learning: Developing and Communicating a Vision 128

Analysis: Doug Fecher, Wright-Patt Credit Union 134

Practice: Crafting Your Leadership Story 136

Application: Envisioning Your Career 137

SETTING GOALS AND OBJECTIVES 137

Assessment: Identifying Your Personal Goals 137

Learning: Setting Goals and Objectives 138

Analysis: Objectives Don’t Work for Me 144

Practice: Creating an Implementation Plan 146

Application: Evaluating the Use of Goal Setting in Your Organization 146

MOTIVATING SELF AND OTHERS 147

Assessment: When Are You the Most Motivated and Productive? 147

Learning: Motivating Self and Others 147

Analysis: From Motivated to Demotivated in 60 Seconds 155

Practice: Empowerment and Engagement 156

Application: When Are You and Your Colleagues the Most Motivated and Productive? 158

DESIGNING AND ORGANIZING 159

Assessment: Assessing Organizational Culture 159

Learning: Designing and Organizing 159

Analysis: Responding to Environmental Challenges 170

Practice: USPS: Prescribe a Possible Future 170

Application: Understanding the Design of Your Company 171

MANAGING EXECUTION AND DRIVING FOR RESULTS 171

Assessment: Your Leadership Task Orientation 171

Learning: Managing Execution and Driving for Results 172

Analysis: Execution and Results in a Crisis Situation 179

Practice: Examining the Impact of a New CEO on Execution and Results 179

Application: Know Your Time 180

Module 3: Compete-Focused Competency Evaluation Matrix 180

MODULE 4 Promoting Change and Encouraging Adaptability 184

USING POWER AND INFLUENCE ETHICALLY AND EFFECTIVELY 185

Assessment: Who Is Powerful? 185

Learning: Using Power Ethically and Effectively 185

Analysis: “I Hope You Can Help Me Out”: Don Lowell Case Study 193

Practice: The Big Move 194

Application: Building Your Power Base by Changing Your Influence Strategy 195

CHAMPIONING AND SELLING NEW IDEAS 196

Assessment: The Presenter’s Touch: You May Have It but Not Know It 196

Learning: Championing and Selling New Ideas 196

Analysis: Applying Communication Tools to Evaluate a Presentation 206

Practice: Improving a Memo Requesting Additional Personnel 206

Application: You Be the Speaker 207

FUELING AND FOSTERING INNOVATION 208

Assessment: Are You a Creative Thinker? 208

Learning: Fueling and Fostering Innovation 209

Analysis: Creativity and Managerial Style 215

Practice: Encouraging Creative Thinking 216

Application 1: Import an Idea 216

Application 2: New Approaches to the Same Old Problem 217

NEGOTIATING AGREEMENT AND COMMITMENT 217

Assessment: How Effective Are You at Negotiating Agreement? 217

Learning: Negotiating Agreement and Commitment 218

Analysis: Your Effectiveness as a Negotiator 222

Practice: Standing on the Firing Line 223

Application: Negotiating at Work 225

IMPLEMENTING AND SUSTAINING CHANGE 225

Assessment: Changes in My Organization 225

Learning: Implementing and Sustaining Change 226

Analysis: Reorganizing the Legal Division 234

Practice: Understanding Your Own Influence 235

Application: Planning a Change 236

CONCLUSION Integration and the Road to Mastery 239

Assessment: Reexamining Your Personal Competencies 240

Learning: Integration and the Road to Mastery 241

Analysis: Looking for Behavioral Complexity and Lift 251

Practice 1: Generating Lift to Support a Planned Change 252

Practice 2: Developing Virtuous Habits 252

Application: Your Strategy for Mastery 253

INDEX I-1

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