Developing Management Skills A Comprehensive Guide for Leaders

Front Cover......Page 1
Half title......Page 2
Dedication......Page 3
Full title......Page 4
Imprint......Page 5
Foreword......Page 6
Contents......Page 8
Preface......Page 9
Introduction......Page 12
Part 1 Personal skills......Page 20
Chapter 1 Management essentials......Page 21
Personal assessment of management skills......Page 23
Does your organisation have a strong ethical management culture?......Page 27
Management communication skills......Page 28
Developing the management discipline: A brief history of theorists, theories and thinking......Page 29
Effective management......Page 32
Skills are paradoxical......Page 34
Skills are interrelated......Page 35
Leadership and management......Page 36
Ethical management......Page 37
Ethical management in practice......Page 40
Ethics, culture and the self......Page 42
Cross-cultural management considerations......Page 44
Management and productivity......Page 45
Principles of understanding......Page 46
Management assessment: The start of management skill development......Page 47
Psychological testing......Page 48
360-degree appraisal......Page 49
The best candidate......Page 51
Asian Electronics’ in-basket......Page 52
Ethics code......Page 59
Ethics case studies......Page 60
Application plan and evaluation......Page 61
Personal assessment of management skills (p. 4)......Page 62
Assessment of management skills—associates’ version......Page 63
References......Page 66
Chapter 2 Developing self-awareness......Page 71
Self-awareness assessment......Page 73
Emotional intelligence assessment......Page 74
The Defining Issues Test......Page 75
The cognitive-style instrument......Page 78
Locus of control scale......Page 80
Key dimensions of self-awareness......Page 82
Self-understanding and self-management......Page 83
The sensitive line......Page 84
Understanding and respecting individual differences......Page 85
Five major areas of self-awareness......Page 86
Core aspect 1: Values......Page 87
Core aspect 2: Interpersonal style......Page 96
Core aspect 3: Emotional intelligence......Page 112
Core aspect 4: Attitude towards change......Page 116
Core aspect 5: Cognitive style......Page 117
Summary......Page 121
Decision dilemmas......Page 122
Hazelwood Hospital......Page 123
Through the looking glass......Page 125
Diagnosing managerial characteristics......Page 126
An exercise for identifying aspects of personal culture: A learning plan and autobiography......Page 128
Suggested assignments......Page 129
Application plan and evaluation......Page 130
Leadership Enhancement Team Style (LETS) (p. 55)......Page 131
LETS Guide to Interpretation......Page 132
Emotional intelligence assessment (p. 55)......Page 134
The doctor’s dilemma (p. 57)......Page 135
Core self-evaluation scale (p. 59)......Page 136
Locus of control scale (p. 61)......Page 137
References......Page 138
Chapter 3 Managing stress......Page 141
Stress management......Page 143
Time management......Page 144
Social readjustment rating scale......Page 145
Stress reactions......Page 146
The role of management......Page 148
The healthy workplace model......Page 149
Pressure events......Page 151
Response level 1: Deep responses......Page 153
Response level 2: Individual responses......Page 159
Response level 3: Interpersonal/team responses......Page 172
Response level 4: Organisational responses......Page 176
Themes......Page 178
Time......Page 179
Muscle relaxation......Page 181
Reframing......Page 182
Behavioural guidelines......Page 183
The day at the beach......Page 184
Exercises for managing stress......Page 186
Work/life balance analysis......Page 187
Deep relaxation......Page 188
Monitoring and managing time......Page 189
Suggested assignments......Page 190
Application plan and evaluation......Page 191
Time management (p. 125)......Page 192
References......Page 193
Chapter 4 Solving problems analytically and creatively......Page 197
Problem solving, creativity and innovation......Page 199
How creative are you?......Page 200
Innovative attitude scale......Page 202
Steps in rational problem solving......Page 203
Defining the problem......Page 204
Generating alternatives......Page 205
Implementing the solution......Page 206
Limitations of the analytical problem-solving model......Page 207
Impediments to creative problem solving......Page 209
Percy Spencer’s magnetron......Page 210
Conceptual blocks......Page 211
Constancy......Page 212
Misplaced commitment......Page 214
Compression......Page 216
Complacency......Page 218
Review of conceptual blocks......Page 219
Stages in creative thought......Page 220
Improving problem definition......Page 221
Generating more alternatives......Page 224
Hints for applying problem-solving techniques......Page 228
Fostering innovation......Page 229
Separating people; putting people together......Page 230
Monitor and motivate......Page 231
Reward multiple roles......Page 232
Summary......Page 234
Behavioural guidelines......Page 235
Creativity at Apple......Page 236
Exercises for applying conceptual blockbusting......Page 237
Scenario 1: Moving up in the rankings......Page 238
Scenario 2: Preserving our heritage......Page 239
Application plan and evaluation......Page 240
How creative are you? (p. 181)......Page 241
Observer’s feedback form......Page 242
Solution to the matchstick problem (in Figure 4.2 on p. 195)......Page 243
Solution to the block of wood problem (in Figure 4.5 on p. 197)......Page 244
Solution to the slice of cake problem (in Figure 4.9 on p. 207)......Page 245
References......Page 246
Part 2 Interpersonal skills......Page 248
Chapter 5 Communicating supportively......Page 249
Communicating supportively......Page 251
Communication styles......Page 252
The importance of effective communication......Page 254
The focus on accuracy......Page 256
What is supportive communication?......Page 257
Coaching and counselling......Page 258
Coaching and counselling problems......Page 259
Defensiveness and disconfirmation......Page 260
1. Supportive communication is problem-oriented, not person-oriented......Page 261
2. Supportive communication is based on congruence, not incongruence......Page 262
3. Supportive communication is descriptive, not evaluative......Page 263
4. Supportive communication validates, rather than invalidates, individuals......Page 265
5. Supportive communication is specific (useful), not global (not useful)......Page 267
6. Supportive communication is conjunctive, not disjunctive......Page 268
8. Supportive communication requires listening, not one-way message delivery......Page 270
The importance of listening......Page 271
Listening to how others are listening......Page 272
The personal management interview......Page 276
Summary......Page 278
Behavioural guidelines......Page 279
Find somebody else......Page 280
Rejected plans......Page 281
United Mining Pty Ltd......Page 283
Byron versus Thomas......Page 284
Application plan and evaluation......Page 286
Communication styles (p. 233)......Page 287
References......Page 288
Chapter 6 Motivating others......Page 291
Assessing performance and enhancing motivation......Page 293
The Ray-Lynn Short Form Achievement Motivation Scale......Page 294
Theories of motivation and performance......Page 295
Fostering a high-performance workplace......Page 298
Recognition and motivation......Page 300
Motivation and productivity......Page 301
Elements of an integrated motivation program......Page 302
1. Establish performance goals linked to organisation goals......Page 303
2. Remove obstacles......Page 306
3. Recognise and correct appropriately......Page 308
4. Individualise the recognition......Page 311
5. Reward equitably......Page 316
6. Provide effective feedback......Page 317
Cross-generational motivation......Page 319
The Balanced Scorecard: Aligning organisational and individual performance......Page 322
Four Perspectives of the Balance Scorecard......Page 323
A performance review model......Page 324
Evaluating and managing work performance problems......Page 325
Performance problems: Ability or motivation?......Page 326
Remedies for lack-of-ability problems......Page 327
Summary......Page 328
Behavioural guidelines......Page 330
Hong Kong Avionics......Page 331
Exercises for assessing work performance problems......Page 337
Assignment option 2......Page 338
Assignment......Page 339
Application plan and evaluation......Page 341
Assessing performance and enhancing motivation (p. 274)......Page 342
The Ray-Lynn Short Form Achievement Motivation Scale (p. 275)......Page 343
References......Page 344
Chapter 7 Managing conflict......Page 349
Conflict resolution questionnaire......Page 351
Managing interpersonal conflict......Page 352
Managing conflict questionnaire......Page 354
Interpersonal conflict management......Page 355
Conflict focus......Page 358
Conflict source......Page 359
The conflict triangle......Page 361
Mobbing......Page 363
Impact of culture and diversity on managing conflict......Page 365
Conflict response alternatives......Page 368
The accommodating approach......Page 369
The collaborating approach......Page 370
Conflict resolution: Gender, teams and psychology......Page 371
Group culture and conflict......Page 372
Negotiation strategies......Page 373
Effective negotiation strategies......Page 374
Selecting the appropriate approach......Page 375
Four phases of conflict management......Page 378
Summary......Page 388
Initiator......Page 390
Mediator......Page 391
Personal Investments Pty Ltd......Page 392
Managing mobbing......Page 395
Developing the expectant attitude......Page 396
Difficult conversations......Page 398
Sizzlers......Page 400
Where’s my paper?......Page 401
Is Barry suitable?......Page 402
Meeting at BI Manufacturing Company......Page 403
Suggested assignments......Page 407
Conflict resolution questionnaire (p. 332)......Page 408
Learning from the survey......Page 409
Managing interpersonal conflict (p. 333)......Page 411
Scoring and interpreting......Page 412
Resolving interpersonal disputes......Page 416
References......Page 417
Part 3 Group skills......Page 422
Chapter 8 Empowering and delegating......Page 423
Effective empowerment and delegation......Page 425
Personal empowerment......Page 426
What is empowerment?......Page 427
Historical roots of empowerment......Page 429
Inhibitors to empowerment......Page 431
Self-efficacy......Page 432
Self-determination......Page 433
Personal control......Page 434
Meaning......Page 435
Review of empowerment dimensions......Page 436
Articulating a clear vision and goals......Page 437
Fostering personal mastery experiences......Page 438
Modelling......Page 439
Creating emotional arousal......Page 440
Providing necessary information......Page 442
Connecting to outcomes......Page 443
Creating confidence......Page 444
Review of empowerment principles......Page 445
Delegating work......Page 447
Advantages of empowered delegation......Page 448
Deciding when to delegate......Page 449
Deciding to whom to delegate......Page 450
Deciding how to delegate effectively......Page 451
Review of delegation principles......Page 455
Behavioural guidelines......Page 456
Minding the store......Page 459
Executive Development Associates......Page 460
Suggested assignments......Page 463
Effective empowerment and delegation (p. 406)......Page 464
References......Page 465
Chapter 9 Building effective teams......Page 471
Team development behaviours......Page 473
Diagnosing the need for team building......Page 474
The need for teams and teamwork......Page 475
Advantages of teams......Page 476
Disadvantages of teams......Page 478
Stages of team development......Page 479
The forming stage......Page 482
The storming stage......Page 484
The conforming stage......Page 488
The performing stage......Page 494
Virtual teams......Page 500
The four Ps of effective meetings......Page 503
Handling difficult team members......Page 508
Behavioural guidelines......Page 510
The cash register incident......Page 512
Preparing and conducting a team meeting at Asian Electronics......Page 514
Application plan and evaluation......Page 515
Comparison data (N = 1500 students)......Page 516
References......Page 517
Chapter 10 Managing change......Page 519
Organisational change behaviours......Page 521
Organisations do not change—people do......Page 522
What is personal change?......Page 523
The process of personal change......Page 525
Requirements for personal change......Page 528
Reactions to change......Page 529
Personal change in an organisational context......Page 530
Establishing a climate of positivity......Page 531
Creating readiness for change......Page 539
Articulating a vision of abundance......Page 541
Generating commitment to the vision......Page 543
Institutionalising the positive change......Page 545
Summary......Page 548
Behavioural guidelines......Page 549
Globe Maintenance Pty Ltd......Page 550
Process assessment exercise......Page 552
Suggested assignments......Page 554
Application plan and evaluation......Page 555
References......Page 556
Glossary......Page 558
Index......Page 569
Chapter 11 Making oral and written presentations......Page 586
Skill learning......Page 588
Essential elements of effective presentations......Page 589
Tailor your message to your specific audience......Page 590
Develop a clear structure......Page 592
Conclude on a high note......Page 593
Support your points......Page 594
Prepare an enhancing style......Page 600
Supplement your presentation by responding to questions and challenges......Page 606
Supporting material......Page 608
Questions and answers......Page 609
Assignment......Page 610
References......Page 611
Chapter 12 Conducting interviews......Page 613
Example of a poor interview......Page 615
Planning the interview......Page 616
Conducting the interview......Page 620
Employment-selection interviews......Page 625
Performance-management interviews......Page 627
Summary and behavioural guidelines......Page 629
Conducting the interview......Page 630
Evaluating the new employee-induction program......Page 631
Performance-management interview with Chris Jacobs......Page 632
Observer’s feedback form......Page 635
Observer’s feedback form......Page 636
Exhibit 1 Interview with Chris Jacobs......Page 637
References......Page 639