Becoming a master manager: a competency framework

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Becoming a Master Manager is an effective tool for stimulating thinking and building management skills. The book takes you through some of the social and intellectual challenges that managers encounter everyday, the most prominent being pulled by competing demands and having to play many roles simultaneously. This book uses the Competing Values Framework, a comprehensive map on which competing demands can be located and placed in context.

Becoming a Master Manager includes:

    li> Managerial examples from real organizations that illustrate new concepts using relevant examples
  • Learning models such as, mini-lectures, individual presentations, group simulations, small group and full class discussion activities, to expand knowledge of management and real organizations
  • A hands-on approach
  • An assessment, learning, analysis, practice, and application approach with each competency

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The Case of a Limited Model
The Four Models in a Single Framework
The Eight Roles at Different Organization Levels

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About the author (2003)

Kim S. Cameron is professor of management and organization at the Ross School of Business at the University of Michigan and professor of higher education in the School of Education at the University of Michigan.

Robert E. Quinn holds the Margaret Elliot Tracey Collegiate Professorship at the University of Michigan and serves on the organization and management faculty at the Ross School of Business at the University of Michigan.

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