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Developing Management Skills

ISBN: 9780321013088 | 0321013085
Format: Paperback
Publisher: Prentice Hall
Pub. Date: 1/1/1998

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SummaryTable of Contents
For undergraduate/graduate-level courses in Organizational Behavior and Principles of Management. Whetten and Cameron take a skills based approach to management using a unique five-step model. The book is filled with interactive exercises and examples and the latest in technology.
Prefacexvii
Introduction1(1)
THE CRITICAL ROLE OF MANAGEMENT SKILLS IN AMERICA'S FUTURE1(17)
Current Conditions in Business2(1)
The Role of Management3... MORE
Effective Management7(1)
Improving Management Skills8(5)
Leadership and Management13(2)
Organization of the Book15(2)
Practice and Application17(1)
SUPPLEMENTARY MATERIAL18(15)
Diagnostic Survey and Exercises18(15)
Personal Assessment of Management Skills18(4)
What Does It Take to Be an Effective Manager?22(1)
SSS Software In-Basket Exercise23(10)
PART 1 Personal Skills33(154)
CHAPTER 1 Developing Self-Awareness
35(46)
Skill Assessment
36(13)
Diagnostic Surveys for Self-Awareness
36(13)
Self-Awareness
36(1)
The Defining Issues Test
37(4)
The Cognitive Style Instrument
41(2)
Locus of Control Scale
43(2)
Tolerance of Ambiguity Scale
45(1)
Fundamental Interpersonal Relations Orientation-Behavior (FIRO-B)
46(3)
Skill Learning
49(23)
Key Dimensions of Self-Awareness
49(3)
The Enigma of Self-Awareness
50(1)
The Sensitive Line
50(2)
Important Areas of Self-Awareness
52(18)
Values
53(7)
Cognitive Style
60(2)
Attitude Toward Change
62(4)
Interpersonal Orientation
66(4)
Summary
70(1)
Behavioral Guidelines
71(1)
Skill Analysis
72(3)
Cases Involving Self-Awareness
72(1)
Communist Prison Camp
72(1)
Decision Dilemmas
73(2)
Skill Practice
75(4)
Exercises for Improving Self-Awareness Through Self-Disclosure
75(1)
Through the Looking Glass
75(1)
Exercise for Identifying Aspects of Personal Culture
76(3)
Family Lineage and Autobiography
76(3)
Skill Application
79(2)
Activities for Developing Self-Awareness
79(2)
Suggested Assignments
79(2)
CHAPTER 2 Managing Stress
81(56)
Skill Assessment
82(6)
Diagnostic Surveys for Managing Stress
82(6)
Stress Management
82(1)
Time Management
83(1)
Type A Personality Inventory
84(2)
Social Readjustment Rating Scale
86(1)
Sources of Personal Stress
87(1)
Skill Learning
88(33)
Improving the Management of Stress and Time
88(1)
The Role of Management
88(1)
Major Elements of Stress
89(3)
Reactions to Stress
90(1)
Coping with Stress
91(1)
Managing Stress
92(3)
Stressors
92(3)
Eliminating Stressors
95(14)
Eliminating Time Stressors Through Time Management
96(7)
Eliminating Encounter Stressors Through Collaboration and Interpersonal Competence
103(2)
Eliminating Situational Stressors Through Work Redesign
105(1)
Eliminating Anticipatory Stressors Through Prioritizing, Goal Setting, and Small Wins
106(3)
Developing Resiliency
109(9)
Physiological Resiliency
110(3)
Psychological Resiliency
113(4)
Social Resiliency
117(1)
Temporary Stress-Reduction Techniques
118(1)
Summary
119(1)
Behavioral Guidelines
120(1)
Skill Analysis
121(7)
Cases Involving Stress Management
121(7)
The Turn of the Tide
121(3)
The Case of the Missing Time
124(4)
Skill Practice
128(5)
Exercises for Long-Term and Short-Run Stress Management
128(5)
The Small-Wins Strategy
128(2)
Life-Balance Analysis
130(1)
Deep Relaxation
131(1)
Monitoring and Managing Time
132(1)
Skill Application
133(4)
Activities For Managing Stress
133(4)
Suggested Assignments
133(1)
Application Plan and Evaluation
134(3)
CHAPTER 3 Solving Problems Creatively
137(50)
Skill Assessment
138(5)
Diagnostic Surveys for Creative Problem Solving
138(5)
Problem Solving, Creativity, and Innovation
138(2)
How Creative Are You? (REVISED)
140(2)
Innovative Attitude Scale
142(1)
Skill Learning
143(31)
Problem Solving, Creativity, and Innovation
143(1)
Steps in Rational Problem Solving
143(3)
Defining the Problem
143(2)
Generating Alternatives
145(1)
Evaluating Alternatives
145(1)
Implementing the Solution
146(1)
Limitations of the Rational Problem-Solving Model
146(2)
Impediments to Creative Problem Solving
148(2)
Percy Spencer's Magnetron
149(1)
Spence Silver's Glue
149(1)
Conceptual Blocks
150(9)
Constancy
150(3)
Commitment
153(2)
Compression
155(1)
Complacency
156(3)
Review of Conceptual Blocks
159(1)
Conceptual Blockbusting
159(8)
Stages in Creative Thought
159(1)
Methods for Improving Problem Definition
160(4)
Ways to Generate More Alternatives
164(3)
Hints for Applying Problem-Solving Techniques
167(1)
Fostering Innovation
168(4)
Management Principles
168(4)
Summary
172(1)
Behavioral Guidelines
172(2)
Skill Analysis
174(4)
Cases Involving Problem Solving
174(4)
Admiral Kimmel's Failure at Pearl Harbor
174(2)
The Sony Walkman
176(2)
Skill Practice
178(5)
Exercises for Applying Conceptual Blockbusting
178(5)
The Bleak Future of Knowledge
179(1)
Keith Dunn and McGuffey's Restaurant
180(3)
Skill Application
183(4)
Activities for Solving Problems Creatively
183(4)
Suggested Assignments
183(4)
PART 2 Interpersonal Skills187(184)
CHAPTER 4 Communicating Supportively
189(36)
Skill Assessment
190(4)
Diagnostic Surveys for Supportive Communication
190(4)
Communicating Supportively
190(1)
Communication Styles
191(3)
Skill Learning
194(22)
The Importance of Effective Communication
194(2)
Focus on Accuracy
194(2)
What Is Supportive Communication?
196(2)
Coaching and Counseling
198(2)
Coaching and Counseling Problems
199(1)
Defensiveness and Disconfirmation
200(1)
Principles of Supportive Communication
200(12)
The Personal Management Interview
212(2)
Summary
214(1)
Behavioral Guidelines
215(1)
Skill Analysis
216(3)
Cases Involving Coaching and Counseling
216(3)
Find Somebody Else
216(1)
Rejected Plans
217(2)
Skill Practice
219(4)
Exercises for Diagnosing Communication Problems and Fostering Understanding
219(4)
United Chemical Company
219(2)
Byron vs. Thomas
221(2)
Skill Application
223(2)
Activities for Communicating Supportively
223(2)
Suggested Assignments
223(2)
CHAPTER 5 Gaining Power and Influence
225(50)
Skill Assessment
226(3)
Diagnostic Surveys for Gaining Power and Influence
226(3)
Gaining Power and Influence
226(2)
Using Influence Strategies
228(1)
Skill Learning
229(28)
Building a Strong Power Base and Using Influence Wisely
229(1)
A Balanced View of Power
229(4)
Lack of Power
229(2)
Abuse of Power
231(1)
Evolving Definition of Power
231(1)
Empowerment
232(1)
Strategies for Gaining Organizational Power
233(10)
Sources of Personal Power
233(1)
Personal Attraction
234(4)
Sources of Position Power
238(5)
Transforming Power Into Influence
243(11)
Influence Strategies: The Three Rs
243(5)
Acting Assertively: Neutralizing Influence Attempts
248(1)
Neutralizing Retribution Strategies Used by Others
248(1)
Neutralizing Reciprocity Strategies by Others
249(1)
Neutralizing Reason Strategies by Others
249(1)
Increasing Your Influence With Higher Level Authorities
250(4)
Summary
254(1)
Behavioral Guidelines
255(2)
Skill Analysis
257(8)
Cases Involving Power and Influence
257(8)
John DeLorean: Why I Quit General Motors
257(4)
John DeLorean: Wild Ride for DeLorean Motors
261(3)
John DeLorean: Reflections
264(1)
Skill Practice
265(6)
Exercise for Gaining Power
265(2)
Repairing Power Failures in Management Circuits
265(2)
Exercise For Using Influence Effectively
267(1)
Ann Lyman's Proposal
267(1)
Exercises for Neutralizing Unwanted Influence Attempts
268(3)
Cindy's Fast Foods
268(1)
9:00 to 7:30
269(2)
Skill Application
271(4)
Activities for Gaining Power and Influence
271(4)
Suggested Assignments
271(1)
Application Plan and Evaluation
272(3)
CHAPTER 6 Motivating Employees
275(42)
Skill Assessment
276(2)
Diagnostic Surveys for Motivating Others
276(2)
Diagnosing Poor Performance and Enhancing Motivation
276(1)
Work Performance Assessment
277(1)
Skill Learning
278(24)
Increasing Motivation and Performance
278(1)
Diagnosing Work Performance Problems
278(2)
Enhancing Individuals' Abilities
280(1)
Strategies for Improving Abilities
280(1)
Fostering a Motivating and Rewarding Work Environment
281(18)
Elements of an Effective Motivation Program
283(1)
Clear Performance Goals
284(1)
Managerial Support and Encouragment
285(2)
Performance-Reward Linkages
287(12)
Summary
299(1)
Behavioral Guidelines for Improving Performance
300(2)
Skill Analysis
302(6)
Case Involving Motivation Problems
302(6)
Electro Logic
302(6)
Skill Practice
308(6)
Exercises for Diagnosing Work Performance Problems
308(4)
Joe Chaney
310(1)
Work Performance Assessment
311(1)
Exercise for Reshaping Unacceptable Behaviors
312(2)
Shaheen Matombo
312(2)
Skill Application
314(3)
Activities for Motivating Others
314(3)
Suggested Assignments
314(1)
Application Plan and Evaluation
315(2)
CHAPTER 7 Managing Conflict
317(54)
Skill Assessment
318(2)
Diagnostic Surveys for Managing Conflict
318(2)
Managing Interpersonal Conflict
318(1)
Strategies for Handling Conflict
318(2)
Skill Learning
320(29)
Interpersonal Conflict Management
320(2)
Diagnosing the Sources of Interpersonal Confrontations
322(3)
The Impact of Culture and Diversity on Managing Conflict
325(2)
Conflict Response Alternatives
327(9)
Negotiation Strategies
331(2)
Selecting the Appropriate Approach
333(3)
Resolving Interpersonal Confrontations Using the Collaborative Approach
336(9)
Summary
345(1)
Behavioral Guidelines
346(3)
Initiator
347(1)
Responder
347(1)
Mediator
347(1)
All Roles
348(1)
Skill Analysis
349(4)
Case Involving Interpersonal Conflict
349(4)
Educational Pension Investments
349(4)
Skill Practice
353(14)
Exercise in Diagnosing Sources of Conflict
353(1)
SSS Software Management Problems
353(1)
Exercises in Selecting an Appropriate Conflict-Management Strategy
353(3)
Bradley's Barn
354(1)
Avocado Computers
354(1)
Phelps, Inc.
355(1)
Exercise in Resolving Interpersonal Disputes
356(11)
Freida Mae Jones: Racism in Organizations
356(3)
Can Larry Fit In?
359(1)
Meeting at Hartford Manufacturing Company
360(7)
Skill Application
367(4)
Activities for Managing Conflict
367(4)
Suggested Assignments
367(1)
Application Plan and Evaluation
368(3)
PART 3 Group Skills371(98)
CHAPTER 8 Empowering and Delegating
373(44)
Skill Assessment
374(3)
Diagnostic Surveys for Empowering and Delegating
374(3)
Effective Empowerment and Delegation
374(2)
Personal Empowerment Assessment
376(1)
Skill Learning
377(31)
Empowering and Delegating
377(1)
A Management Dilemma Involving Empowerment
378(1)
The Dirty Dozen
378(1)
The Meaning of Empowerment
379(1)
Historical Roots of Empowerment
380(1)
Inhibitors to Empowerment
381(1)
Dimensions of Empowerment
382(4)
Self-Efficacy
382(1)
Self-Determination
383(1)
Personal Consequence
384(1)
Meaning
385(1)
Trust
385(1)
Review of Empowerment Dimensions
386(1)
How to Develop Empowerment
386(10)
Articulating a Clear Vision and Goals
387(1)
Fostering Personal Mastery Experiences
388(1)
Modeling
389(1)
Providing Support
389(1)
Emotional Arousal
390(1)
Providing Information
391(1)
Providing Resources
392(1)
Connecting to Outcomes
393(1)
Creating Confidence
393(2)
Review of Empowerment Principles
395(1)
Delegating Work
396(8)
Advantages of Empowered Delegation
396(1)
Deciding When to Delegate
397(1)
Deciding to Whom to Delegate
398(1)
Deciding How to Delegate Effectively
399(5)
Review of Delegation Principles
404(1)
Summary
404(1)
Behavioral Guidelines
405(3)
Skill Analysis
408(2)
Cases Involving Empowerment and Delegation
408(2)
Minding the Store
408(1)
Changing the Portfolio
409(1)
Skill Practice
410(5)
Exercises for Empowerment
410(5)
Executive Development Associates
410(3)
Hillside Oaks Advertizing Company
413(2)
Skill Application
415(2)
Activities for Empowerment and Delegation
415(2)
Suggested Assignments
415(1)
Application Plan and Evaluation
415(2)
CHAPTER 9 Building Effective Teams
417(52)
Skill Assessment
418(2)
Diagnostic Surveys for Building Effective Teams
418(2)
Team Development Behaviors
418(1)
Diagnosing the Need for Team Building
419(1)
Skill Learning
420(37)
Developing Teams and Teamwork
420(1)
The Advantages Of Teams
421(5)
Stages of Team Development
426(29)
The Development of a Team
426(29)
Summary
455(1)
Behavioral Guidelines
456(1)
Skill Analysis
457(6)
Cases Involving Building Effective Teams
457(6)
The Tallahassee Democrat's ELITE Team
457(3)
The Cash Register Incident
460(1)
Statements about the Incident
460(1)
Team Diagnosis and Leadership Exercise
461(2)
Skill Practice
463(3)
Jimmy Lincoln
463(2)
Process Assessment
465(1)
Skill Application
466(3)
Activities for Building Effective Teams
466(3)
Suggested Assignments
466(1)
Application Plan and Evaluation
466(3)
PART 4 Specific Communication Skills469(64)
SUPPLEMENT A Making Oral and Written Presentations
471(28)
Skill Learning
472(17)
Making Oral and Written Presentations
472(15)
Essential Elements of Effective Presentations
473(14)
Summary and Behavioral Guidelines
487(2)
Skill Practice
489(10)
Exercises in Making Effective Oral and Written Presentations
489(10)
Speaking as a Leader
489(2)
Quality Circles at Battle Creek Foods
491(8)
SUPPLEMENT B Conducting Interviews
499(22)
Skill Learning
500(14)
Planning and Conducting Interviews
500(9)
Planning the Interview
501(4)
Conducting the Interview
505(4)
Specific Types of Organizational Interviews
509(3)
Information Gathering Interviews
509(1)
Employment Selection Interviews
509(1)
Performance Appraisal Interviews
510(2)
Summary and Behavioral Guidelines
512(2)
Skill Practice
514(7)
Exercises in Conducting Special-Purpose Interviews
514(7)
Evaluating the New Employee-Orientation Program
514(2)
Performance Appraisal Interview with Chris Jakobsen
516(2)
Employment Selection Interview at Smith Farley Insurance
518(3)
SUPPLEMENT C Conducting Meetings
521(12)
Skill Learning
522(7)
Conducting Effective Meetings
522(5)
The Four P's of Effective Meetings
522(5)
Suggestions for Group Members
527(1)
Summary and Behavioral Guidelines
527(2)
Skill Practice
529(4)
Exercises in Conducting Meetings
529(4)
Preparing and Conducting a Team Meeting at SSS Software
529(1)
Role Diagnosis
530(1)
Preparing and Conducting a Meeting at SSS Software
531(2)
APPENDIXES533(84)
APPENDIX I Scoring Keys and Supplemental Materials535(50)
APPENDIX II Glossary585(10)
APPENDIX III References595(22)
INDEX617

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