Developing Management Skills
Dave Whetten & Kim Cameron update their best selling text that takes a hands-on, skills-based approach to management. The goal of this book is to provide current & prospective managers with the personal, interpersonal, & group skills necessary to reduce the gap between good ideas & accepted practice. Skillful performance in a variety of challenging settings - critical staff meetings, conversations with angry customers, performance evaluations - is recognized as an essential foundation of effective management practice. Broken into a unique five-step model, Developing Management Skills 4e helps practicing managers & management students develop the necessary skills to cultivate & implement good ideas in organizations. This wonderful book is filled with interactive exercises & examples & the latest technology to illustrate & develop students' skills. A NEW highly interactive web site allows students to take self-assessment tests on the Internet & be evaluated in seconds! Originally designed for an MBA level skills course, Developing Management Skills has since been successfully used in organizational behavior & other management courses in undergraduate programs. Features * Unlike many management books, Whetten/Cameron focuses on the SKILLS aspect of management. * Each chapter uses a 5-step process for skill assessment, learning, analysis, practice & application. * The book has a unique tabbing system that helps track the 5-step process for students through each chapter. * Viewed as an engaging & student-friendly textbook, Developing Management Skills covers personal, interpersonal, & group skills & is designed for a course that is taught in an interactive way. * Supporting its interactive nature, this book is full of numerous interactive exercises, figures, problem boxes, etc.
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Leadership and Management
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ability accomplish activities alternatives apply approach Assessment assigned become behavioral guidelines boss chapter coaching cognitive style commitment completed creative creative problem solving customers decision Defining Issues Test delegation discussion employees empowered empowerment evaluation example experience feedback feel focus goals groupthink ideas identify implement important improve increase individuals influence interpersonal interpersonal relationships interview involved issues John DeLorean leader Learning listeners locus of control management skills managerial meeting ment motivation organization organizational outcomes participants percent Percy Spencer performance performance appraisal position principles problem solving psychological resiliency quality circles quartile questions relationship response rewards role scoring key self-awareness self-efficacy situation social solution specific stage statements strategy stress stressors style subordinates success Table task team members techniques tion Type A personality values workers