Developing Management Skills INTRODUCTION TO THE COURSE Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

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. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

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) Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

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) Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Management skills are the building blocks upon which effective management rests. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

What are Management Skills? They are behavioral They are controllable They are developable They are interrelated and overlapping They can be contradictory or paradoxical Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

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. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

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. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Competing Values Framework Flexibility/Change CLAN SKILLS ADHOCRACY SKILLS Communicating Supportively Building Teams and Teamwork Empowering Solving Problems Creatively Articulating a Vision Fostering Innovation Internal Maintenance External Positioning HIERARCHY SKILLS MARKET SKILLS Motivating Others Gaining Power and Influence Managing Conflict Managing Personal Stress Managing Time Maintaining Self-Awareness Analytical Problem Solving Stability/Control Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Contents Part I: Personal Skills Part II: Interpersonal 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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Contents (Con’t) Part III: Group Skills Empowering and Delegating Building Effective Teams and Teamwork Leading Positive Change Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Supplements Communication Skills Making Oral and Written Presentations Conducting Interviews Managing Meetings Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

The Approach Components Contents Objectives 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 analysis Cases 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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Contents for Each Chapter Skills Assessment Skill Learning Skill Analysis Skill Practice Skill Application Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Now to Begin! I 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. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall