1. Developing Management Skills
INTRODUCTION TO THE COURSE
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2. 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
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3. 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

4. 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
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5. 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)
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6. 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)
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7. Management skills are the building blocks upon which effective management rests.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

8. 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

9. What are Management Skills?
They are behavioral
They are controllable
They are developable
They are interrelated and overlapping
They can be contradictory or paradoxical
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10. 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.
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11. 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

12. 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
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13. 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
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14. Contents (Con’t) Part III: Group Skills Empowering and Delegating
Building Effective Teams and Teamwork
Leading Positive Change
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15. Supplements Communication Skills Making Oral and Written Presentations
Conducting Interviews
Managing Meetings
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16. 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
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17. Contents for Each Chapter
Skills Assessment
Skill Learning
Skill Analysis
Skill Practice
Skill Application
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18. 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.
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