Developing Management Skills

Introduction to the Text

Copyright 2011 Pearson Education, Inc. publishing as

Prentice Hall

Intro-1

Learning Objectives
Introduce the importance of
management skills
Identify essential
management skills
Explain a learning model for
developing management
skills
Review the contents of the
Copyright 2011 Pearson Education, Inc. publishing as
book
Prentice Hall

Intro-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

Copyright 2011 Pearson Education, Inc. publishing as

Prentice Hall

Intro-3

The Premise of The Text

The development of skills needed
to manage ones life as well as
relationships with others is a
ceaseless endeavor.

Copyright 2011 Pearson Education, Inc. publishing as

Prentice Hall

Intro-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

Copyright 2011 Pearson Education, Inc. publishing as

Prentice Hall

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

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

Intro-7

Management skills are the

building blocks upon which
effective management rests.

Copyright 2011 Pearson Education, Inc. publishing as

Prentice Hall

Intro-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
(Authors own study)

Copyright 2011 Pearson Education, Inc. publishing as

Prentice Hall

Intro-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
Copyright 2011 Pearson Education, Inc. publishing as
Prentice Hall

Intro-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.

Copyright 2011 Pearson Education, Inc. publishing as

Prentice Hall

Intro-11

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 reallife situations; foster ongoing

personal development

Copyright 2011 Pearson Education, Inc. publishing as

Prentice Hall

Intro-12

Management vs. Leadership

The skills that make a good
manager and a good leader are
not the same.
Todays organizations need
employees with both sets of skills.

Copyright 2011 Pearson Education, Inc. publishing as

Prentice Hall

Intro-13

Competing Values Framework

Flexibility/Change
CLAN SKILLS
Communicating Supportively
Building Teams and Teamwork
Empowering

ADHOCRACY SKILLS
Solving Problems Creatively
Articulating a Vision
Fostering Innovation

Internal
Maintenance
HIERARCHY SKILLS
Managing Personal Stress
Managing Time
Maintaining Self-Awareness
Analytical Problem Solving

External
Positioning
MARKET SKILLS
Motivating Others
Gaining Power and Influence
Managing Conflict

Stability/Control
Copyright 2011 Pearson Education,
Inc. publishing as
Prentice Hall

Intro-14

Contents
Part I: Personal 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

Intro-15

Contents (Cont)
Part III: Group Skills
Empowering and Delegating
Building Effective Teams and
Teamwork
Leading Positive Change

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Prentice Hall

Intro-16

Supplements
Communication Skills
Making Oral and Written
Presentations
Conducting Interviews
Managing Meetings

Copyright 2011 Pearson Education, Inc. publishing as

Prentice Hall

Intro-17

Contents for Each Chapter

1.
2.
3.
4.
5.

Skills Assessment
Skill Learning
Skill Analysis
Skill Practice
Skill Application

Copyright 2011 Pearson Education, Inc. publishing as

Prentice Hall

Intro-18

Now to Begin!
We 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

Intro-19

All rights reserved. No part of this publication may be reproduced,

stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise,
without the prior written permission of the publisher. Printed in the
United States of America.

Copyright 2011 Pearson Education, Inc.

publishing as Prentice Hall