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© 2007 by Prentice Hall1 Developing Management Skills 7 th Edition by Whetten and Cameron Introduction to the Text Power Points by Rusty Juban Southeastern Louisiana University
© 2007 by Prentice Hall2 Learning Objectives Introduce the importance of management skills Identify essential management skills Explain a learning model for developing management skills Review the contents of the book
© 2007 by Prentice Hall3 The Future is Change! “Only a few dozen computers will be needed in the entire world.” Charles Watson founder of IBM “The light bulb will never catch on.” Thomas Edison
© 2007 by Prentice Hall4 The Premise of The Text The development of skills needed to manage one’s life as well as relationships with others is a ceaseless endeavor.
© 2007 by Prentice Hall5 The Importance of Management Research shows that competent management is the key determinant to organizational success. –Decreased turnover –Increased profits –Greater sales –Greater stock value per employee
© 2007 by Prentice Hall6 Seven Practices of Effective Managers Ensure employment security Selectively hire Foster decentralization Institute high pay levels Train extensively Reduce status differences Share information (Pfeffer, 1998)
© 2007 by Prentice Hall7 Eight Seeds of Effective Leadership Envision the productive community First look within Embrace the hypocritical self Transcend fear Embody a vision of the common good Disturb the system Surrender to the emergent process Entice through moral power (Quinn, 2000)
© 2007 by Prentice Hall8 Management skills are the building blocks upon which effective management rests.
© 2007 by Prentice Hall9 Skills of Effective Managers Verbal communication (including listening) Managing time and stress Managing individual decisions Recognizing, defining, and solving problems Motivating and influencing others Delegating Setting Goals and articulating a vision Self-awareness Team building Managing conflict (Authors’ own study)
© 2007 by Prentice Hall10 What are Management Skills? They are behavioral They are controllable They are developable They are interrelated and overlapping They can be contradictory or paradoxical
© 2007 by Prentice Hall11 A high IQ alone does not guarantee success in life and work. Management skills can be improved with the proper balance of conceptual learning and behavioral practice.
© 2007 by Prentice Hall12 The Approach ComponentsContentsObjectives Skill assessment Survey instruments and Role plays Assess current level of skill competence and knowledge; create readiness to change Skill learning Written text and Behavioral guidelines Teach correct principles and present a rationale for behavioral guidelines Skill analysisCases Provide examples of appropriate and inappropriate skill performance; analyze behavioral principles and reasons hey work Skill practice Exercises, Simulations, and Role plays Practice behavioral guidelines; adapt principles to personal style; receive feedback and assistance Skill application Assignments (Behavioral and written) Transfer classroom learning to real- life situations; foster ongoing personal development
© 2007 by Prentice Hall13 Management vs. Leadership The skills that make a good manager and a good leader are not the same. Today’s organizations need employees with both sets of skills.
© 2007 by Prentice Hall14 Competing Values Framework Flexibility/Change Stability/Control Internal Maintenance External Positioning CLAN SKILLSADHOCRACY SKILLS HIERARCHY SKILLSMARKET SKILLS Communicating Supportively Building Teams and Teamwork Empowering Solving Problems Creatively Articulating a Vision Fostering Innovation Managing Personal Stress Managing Time Maintaining Self-Awareness Analytical Problem Solving Motivating Others Gaining Power and Influence Managing Conflict
© 2007 by Prentice Hall15 Contents Part I: Personal Skills –Developing Self-Awareness –Managing Personal Stress –Solving Problems Analytically and Creatively Part II: Interpersonal Skills –Building Relationships by Communicating Supportively –Gaining Power and Influence –Motivating Other People –Managing Conflict
© 2007 by Prentice Hall16 Contents (con’t) Part III: Group Skills –Empowering and Delegating –Building Effective Teams and Teamwork –Leading Positive Change
© 2007 by Prentice Hall17 Supplements Communication Skills –Making Oral and Written Presentations –Conducting Interviews –Managing Meetings
© 2007 by Prentice Hall18 Contents for Each Chapter 1.Skills Assessment 2.Skill Learning 3.Skill Analysis 4.Skill Practice 5.Skill Application
© 2007 by Prentice Hall19 Now to Begin! We encourage you to practice and apply the skills discussed in this text to everyday situations – jobs, families, friendships, etc. With conscientious practice, following the guidelines shown here will soon become second nature.
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Chapter 7 Training Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill.
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