Developing Management Skills 8th Edition Whetten Solutions Manual

Developing Management Skills 8th Edition Whetten Solutions Manual

Product details:

• ISBN-10 ‏ : ‎ 9780136121008
• ISBN-13 ‏ : ‎ 978-0136121008
• Author: David Whetten

With an emphasis on self assessments, Developing Management Skillsgets readers involved in the learning experience, helping them connect the theories to their own lives. Further, this text focuses on developing the ten essential skills needed for success and gives readers tangible goals to work towards.

Based on suggestions from reviewers, instructors, and students, a number of changes–including new skill-assessments and cases, and updated research–have been incorporated in the eighth edition.

Table contents:

Introduction

1(2)

The Critical Role of Management Skills

3(41)

The Importance of Competent Managers

6(1)

The Skills of Effective Managers

7(1)

Essential Management Skills

8(1)

What Are Management Skills?

9(3)

Improving Management Skills

12(1)

An Approach to Skill Development

13(3)

Leadership and Management

16(2)

Contents of the Book

18(1)

Organization of the Book

19(2)

Practice and Application

21(1)

Diversity and Individual Differences

21(2)

Summary

23(1)

Supplementary Material

24(1)

Diagnostic Survey and Exercises

24(18)

Personal Assessment of Management Skills (PAMS)

24(4)

What Does It Take to Be an Effective Manager?

28(2)

SSS Software In-Basket Exercise

30(12)

Scoring Key and Comparison Data

42(1)

Personal Assessment of Management Skills

42(1)

Scoring Key

42(1)

Comparison Data

42(1)

What Does It Take to Be an Effective Manager?

43(1)

SSS Software In-Basket Exercise

43(1)

PART I PERSONAL SKILLS

44(188)

Developing Self-Awareness

45(60)

Skill Assessment

46(1)

Diagnostic Surveys for Scale Self-Awareness

46(11)

Self-Awareness Assessment

46(1)

Emotional Intelligence Assessment

47(1)

The Defining Issues Test

48(4)

Cognitive Style Indicator

52(1)

Locus of Control Scale

52(2)

Tolerance of Ambiguity Scale

54(2)

Core Self-Evaluation Scale (CSES)

56(1)

Skill Learning

57(1)

Key Dimensions of Self-Awareness

57(1)

The Enigma of Self-Awareness

58(2)

The Sensitive Line

58(2)

Understanding and Appreciating Individual Differences

60(1)

Important Areas of Self-Awareness

61(23)

Emotional Intelligence

62(3)

Values

65(7)

Ethical Decision Making and Values

72(2)

Cognitive Style

74(2)

Attitudes Toward Change

76(3)

Core Self-Evaluation

79(5)

Skill Analysis

84(1)

Cases Involving Self-Awareness

84(5)

Communist Prison Camp

84(1)

Computerized Exam

85(1)

Decision Dilemmas

86(3)

Skill Practice

89(1)

Exercises for Improving Self-Awareness Through Self-Disclosure

89(6)

Through the Looking Glass

89(1)

Diagnosing Managerial Characteristics

90(2)

An Exercise for Identifying Aspects of Personal Culture: A Learning Plan and Autobiography

92(3)

Skill Application

95(1)

Activities for Developing Self-Awareness

95(2)

Suggested Assignments

95(1)

Application Plan and Evaluation

95(2)

Scoring Keys and Comparison Data

97(1)

Self-Awareness Assessment

97(1)

Scoring Key

97(1)

Comparison Data

97(1)

Emotional Intelligence Assessment

97(2)

Scoring Key

97(2)

Comparison Data

99(1)

The Defining Issues Test

99(2)

The Escaped Prisoner

99(1)

The Doctor’s Dilemma

100(1)

The Newspaper

100(1)

Cognitive Style Indicator

101(1)

Scoring and Comparison Data for the Cognitive Style Indicator

101(1)

Scoring Key

101(1)

Comparison Data

101(1)

Locus of Control Scale

101(1)

Scoring Key

101(1)

Comparison Data

102(1)

Tolerance of Ambiguity Scale

102(1)

Scoring Key

102(1)

Comparison Data

102(1)

Core Self-Evaluation Scale

103(2)

Scoring Key

103(1)

Comparison Data

103(2)

Managing Personal Stress

105(62)

Skill Assessment

106(1)

Diagnostic Surveys for Managing Stress

106(6)

Stress Management Assessment

106(1)

Time Management Assessment

107(1)

Type A Personality Inventory

108(1)

Social Readjustment Rating Scale

109(2)

Sources of Personal Stress

111(1)

Skill Learning

112(1)

Improving the Management of Stress and Time

112(1)

The Role of Management

113(1)

Major Elements of Stress

113(4)

Reactions to Stress

114(1)

Coping with Stress

115(2)

Managing Stress

117(3)

Stressors

117(3)

Eliminating Stressors

120(14)

Eliminating Time Stressors Through Time Management

121(7)

Eliminating Encounter Stressors Through Collaboration and Emotional Intelligence

128(2)

Eliminating Situational Stressors Through Work Redesign

130(2)

Eliminating Anticipatory Stressors Through Prioritizing, Goal Setting, and Small Wins

132(2)

Developing Resiliency

134(10)

Physiological Resiliency

136(3)

Psychological Resiliency

139(4)

Social Resiliency

143(1)

Temporary Stress-Reduction Techniques

144(3)

Skill Analysis

147(1)

Cases Involving Stress Management

147(8)

The Turn of the Tide

147(3)

The Case of the Missing Time

150(5)

Skill Practice

155(1)

Exercises for Long-Term and Short-Run Stress Management

155(6)

The Small-Wins Strategy

155(1)

Life-Balance Analysis

156(2)

Deep Relaxation

158(1)

Monitoring and Managing Time

159(2)

Skill Application

161(1)

Activities for Managing Stress

161(1)

Suggested Assignments

161(1)

Application Plan and Evaluation

162(2)

Scoring Keys and Comparison Data

164(1)

Stress Management Assessment

164(1)

Scoring Key

164(1)

Comparison Data

164(1)

Time Management Assessment

164(1)

Scoring Key

164(1)

Comparison Data

165(1)

Type A Personality Inventory

165(1)

Scoring Key

165(1)

Comparison Data

165(1)

Social Readjustment Rating Scale

166(1)

Comparison Data

166(1)

Source of Personal Stress

166(1)

Solving Problems Analytically and Creatively

167(65)

Skill Assessment

168(1)

Diagnostic Surveys for Creative Problem Solving

168(6)

Problem Solving, Creativity, and Innovation

168(1)

How Creative Are You?

169(2)

Innovative Attitude Scale

171(1)

Creative Style Assessment

172(2)

Skill Learning

174(1)

Problem Solving, Creativity, and Innovation

174(1)

Steps in Analytical Problem Solving

174(4)

Defining the Problem

174(2)

Generating Alternatives

176(1)

Evaluating Alternatives

176(1)

Implementing the Solution

177(1)

Limitations of the Analytical Problem-Solving Model

178(1)

Impediments to Creative Problem Solving

178(1)

Multiple Approaches to Creativity

179(4)

Conceptual Blocks

183(11)

Percy Spencer’s Magnetron

185(1)

Spence Silver’s Glue

185(1)

The Four Types of Conceptual Blocks

185(9)

Review of Conceptual Blocks

194(1)

Conceptual Blockbusting

194(8)

Stages in Creative Thought

194(1)

Methods for Improving Problem Definition

195(4)

Ways to Generate More Alternatives

199(3)

International Caveats

202(1)

Hints for Applying Problem-Solving Techniques

203(1)

Fostering Creativity in Others

203(7)

Management Principles

204(6)

Skill Analysis

210(1)

Cases Involving Problem Solving

210(4)

The Mann Gulch Disaster

210(2)

Creativity at Apple

212(2)

Skill Practice

214(1)

Exercises for Applying Conceptual Blockbusting

214(8)

Individual Assignment—Analytical Problem Solving (10 minutes)

214(1)

Team Assignment—Creative Problem Solving (20 minutes)

215(1)

Moving Up in the Rankings

216(1)

Keith Dunn and McGuffey’s Restaurant

217(3)

Creative Problem-Solving Practice

220(2)

Skill Application

222(1)

Activities for Solving Problems Creatively

222(2)

Suggested Assignments

222(1)

Application Plan and Evaluation

222(2)

Scoring Keys and Comparison Data

224(1)

Problem Solving, Creativity, and Innovation

224(1)

Scoring Key

224(1)

Comparison Data

224(1)

How Creative Are You?

224(1)

Scoring Key

224(1)

Comparison Data

225(1)

Innovative Attitude Scale

225(1)

Scoring Key

225(1)

Creative Style Assessment

226(1)

Scoring Key

226(1)

Comparison Data

226(1)

Skill Practice Applying Conceptual Blockbusting

227(2)

Observer’s Feedback Form

227(2)

Answer to Matchstick Problem in Figure 3.4

229(1)

Answer to Shakespeare Riddle in Figure 3.5

229(1)

Some Common Themes Applying to Water and Finance

229(1)

Answer to Name That Ship Problem in Figure 3.6

230(1)

Answer to Nine-Dot Problem in Figure 3.7

230(1)

Answer to Embedded Pattern Problem in Figure 3.8

231(1)

PART II INTERPERSONAL SKILLS

232(206)

Building Relationships by Communicating Supportively

233(46)

Skill Assessment

234(1)

Diagnostic Surveys for Supportive Communication

234(4)

Communicating Supportively

234(1)

Communication Styles

235(3)

Skill Learning

238(1)

Building Positive Interpersonal Relationships

238(1)

The Importance of Effective Communication

239(3)

The Focus on Accuracy

240(2)

What Is Supportive Communication?

242(2)

Coaching and Counseling

244(3)

Coaching and Counseling Problems

245(1)

Defensiveness and Disconfirmation

246(1)

Principles of Supportive Communication

247(13)

Supportive Communication Is Based on Congruence, Not Incongruence

247(1)

Supportive Communication Is Descriptive, Not Evaluative

248(2)

Supportive Communication Is Problem-oriented, Not Person-oriented

250(1)

Supportive Communication Validates Rather than Invalidates Individuals

251(2)

Supportive Communication Is Specific (Useful), Not Global (Nonuseful)

253(1)

Supportive Communication Is Conjunctive, Not Disjunctive

254(1)

Supportive Communication Is Owned, Not Disowned

255(1)

Supportive Communication Requires Supportive Listening, Not One-Way Message Delivery

256(4)

The Personal Management Interview

260(3)

International Caveats

263(3)

Skill Analysis

266(1)

Cases Involving Building Positive Relationships

266(3)

Find Somebody Else

266(1)

Rejected Plans

267(2)

Skill Practice

269(1)

Exercises for Diagnosing Communication Problems and Fostering Understanding

269(5)

United Chemical Company

269(2)

Byron vs. Thomas

271(1)

Active Listening Exercise

272(2)

Skill Application

274(1)

Activities for Communicating Supportively

274(2)

Suggested Assignments

274(1)

Application Plan and Evaluation

274(2)

Scoring Keys and Comparison Data

276(1)

Communicating Supportively

276(1)

Scoring Key

276(1)

Comparison Data

276(1)

Communication Styles

276(2)

Comparison Data

276(2)

Skill Practice Diagnosing Problems and Fostering Understanding: United Chemical Company and Byron vs. Thomas

278(1)

Observer’s Feedback Form

278(1)

Gaining Power and Influence

279(44)

Skill Assessment

280(1)

Diagnostic Surveys for Gaining Power and Influence

280(3)

Gaining Power and Influence

280(1)

Using Influence Strategies

281(2)

Skill Learning

283(1)

Building a Strong Power Base and Using Influence Wisely

283(1)

A Balanced View of Power

283(3)

Lack of Power

283(2)

Abuse of Power

285(1)

Strategies for Gaining Organizational Power

286(12)

The Necessity of Power and Empowerment

286(2)

Sources of Personal Power

288(5)

Sources of Positional Power

293(5)

Transforming Power into Influence

298(12)

Influence Strategies: The Three Rs

298(2)

The Pros and Cons of Each Strategy

300(4)

Acting Assertively: Neutralizing Influence Attempts

304(6)

Skill Analysis

310(1)

Case Involving Power and Influence

310(1)

River Woods Plant Manager

310(1)

Skill Practice

311(1)

Exercise for Gaining Power

311(1)

Repairing Power Failures in Management Circuits

311(1)

Exercise for Using Influence Effectively

312(2)

Ann Lyman’s Proposal

313(1)

Exercises for Neutralizing Unwanted Influence Attempts

314(3)

Cindy’s Fast Foods

314(1)

9:00 to 7:30

315(2)

Skill Application

317(1)

Activities for Gaining Power and Influence

317(2)

Suggested Assignments

317(1)

Application Plan and Evaluation

318(1)

Scoring Keys and Comparison Data

319(1)

Gaining Power and Influence

319(1)

Scoring Key

319(1)

Comparison Data

320(1)

Using Influence Strategies

320(1)

Scoring Key

320(1)

Skill Practice Neutralizing Unwanted Influence Attempts

321(2)

Observer’s Feedback Form

321(2)

Motivating Others

323(50)

Skill Assessment

324(1)

Diagnostic Surveys for Motivating Others

324(2)

Diagnosing Poor Performance and Enhancing Motivation

324(1)

Work Performance Assessment

325(1)

Skill Learning

326(1)

Increasing Motivation and Performance

326(1)

Diagnosing Work Performance Problems

326(2)

Enhancing Individuals’ Abilities

328(2)

Fostering a Motivating Work Environment

330(1)

Elements of an Effective Motivation Program

331(23)

Establish Clear Performance Expectations

332(2)

Remove Obstacles to Performance

334(2)

Reinforce Performance-Enhancing Behavior

336(8)

Provide Salient Rewards

344(4)

Be Fair and Equitable

348(1)

Provide Timely Rewards and Accurate Feedback

348(6)

Skill Analysis

354(1)

Case Involving Motivation Problems

354(7)

Electro Logic

354(7)

Skill Practice

361(1)

Exercises for Diagnosing Work Performance Problems

361(3)

Joe Chaney

363(1)

Work Performance Assessment

364(1)

Exercise for Reshaping Unacceptable Behaviors

364(3)

Shaheen Matombo

364(3)

Skill Application

367(1)

Activities for Motivating Others

367(3)

Suggested Assignments

367(1)

Application Plan and Evaluation

368(2)

Scoring Keys and Comparison Data

370(1)

Diagnosing Poor Performance and Enhancing Motivation

370(1)

Scoring Key

370(1)

Comparison Data

370(1)

Work Performance

371(1)

Scoring Key

371(1)

Comparison Data

371(1)

Skill Practice Exercise for Reshaping Unacceptable Behaviors

372(1)

Observer’s Feedback Form

372(1)

Managing Conflict

373(65)

Skill Assessment

374(1)

Diagnostic Surveys for Managing Conflict

374(2)

Managing Interpersonal Conflict

374(1)

Strategies for Handling Conflict

375(1)

Skill Learning

376(1)

Interpersonal Conflict Management

376(2)

Mixed Feelings About Conflict

376(2)

Diagnosing the Type of Interpersonal Conflict

378(5)

Conflict Focus

378(2)

Conflict Source

380(3)

Selecting the Appropriate Conflict Management Approach

383(7)

Comparing Conflict Management and Negotiation Strategies

386(1)

Selection Factors

386(4)

Resolving Interpersonal Confrontations Using the Collaborative Approach

390(15)

A General Framework for Collaborative Problem Solving

391(1)

The Four Phases of Collaborative Problem Solving

392(13)

Skill Analysis

405(1)

Case Involving Interpersonal Conflict

405(5)

Educational Pension Investments

405(5)

Skill Practice

410(1)

Exercise for Diagnosing Sources of Conflict

410(8)

SSS Software Management Problems

410(8)

Exercises for Selecting an Appropriate Conflict Management Strategy

418(2)

Bradley’s Barn

419(1)

Avocado Computers

419(1)

Phelps, Inc.

420(1)

Exercises for Resolving Interpersonal Disputes

420(11)

Freida Mae Jones

421(2)

Can Larry Fit In?

423(1)

Meeting at Hartford Manufacturing Company

424(7)

Skill Application

431(1)

Activities for Improving Managing Conflict Skills

431(3)

Suggested Assignments

431(1)

Application Plan and Evaluation

432(2)

Scoring Keys and Comparison Data

434(1)

Managing Interpersonal Conflict

434(1)

Scoring Key

434(1)

Comparison Data

435(1)

Strategies for Handling Conflict

435(1)

Scoring Key

435(1)

Skill Practice Exercises for Resolving Interpersonal Disputes

436(2)

Observer’s Feedback Form

436(2)

PART III GROUP SKILLS

438(152)

Empowering and Delegating

439(50)

Skill Assessment

440(1)

Diagnostic Surveys for Empowering and Delegating

440(3)

Effective Empowerment and Delegation

440(1)

Personal Empowerment Assessment

441(2)

Skill Learning

443(1)

Empowering and Delegating

443(1)

A Management Dilemma Involving Empowerment

443(2)

The Dirty Dozen

444(1)

The Meaning of Empowerment

445(1)

Historical Roots of Empowerment

446(1)

Dimensions of Empowerment

447(4)

Self-Efficacy

447(1)

Self-Determination

448(1)

Personal Consequence

449(1)

Meaning

449(1)

Trust

450(1)

Review of Empowerment Dimensions

451(1)

How to Develop Empowerment

451(10)

Articulating a Clear Vision and Goals

452(1)

Fostering Personal Mastery Experiences

453(1)

Modeling

454(1)

Providing Support

454(1)

Emotional Arousal

455(1)

Providing Information

456(1)

Providing Resources

457(1)

Connecting to Outcomes

457(1)

Creating Confidence

458(1)

Review of Empowerment Principles

459(2)

Inhibitors to Empowerment

461(2)

Attitudes About Subordinates

462(1)

Personal Insecurities

462(1)

Need for Control

462(1)

Delegating Work

463(8)

Advantages of Empowered Delegation

463(1)

Deciding When to Delegate

464(1)

Deciding to Whom to Delegate

465(1)

Deciding How to Delegate Effectively

465(5)

Review of Delegation Principles

470(1)

International Caveats

471(3)

Skill Analysis

474(1)

Cases Involving Empowerment and Delegation

474(2)

Minding the Store

474(1)

Changing the Portfolio

475(1)

Skill Practice

476(1)

Exercises for Empowerment

476(7)

Executive Development Associates

476(4)

Empowering Ourselves

480(1)

Deciding to Delegate

481(2)

Skill Application

483(1)

Activities for Empowerment and Delegation

483(2)

Suggested Assignments

483(1)

Application Plan and Evaluation

483(2)

Scoring Keys and Comparison Data

485(1)

Effective Empowerment and Delegation

485(1)

Scoring Key

485(1)

Comparison Data

485(1)

Personal Empowerment

485(1)

Scoring Key

485(1)

Comparison Data

486(1)

Skill Practice Deciding to Delegate: Analysis of “An Emergency Request”

486(1)

Skill Practice Analysis of “Biological Warfare”

487(2)

Building Effective Teams and Teamwork

489(44)

Skill Assessment

490(1)

Diagnostic Surveys for Building Effective Teams

490(3)

Team Development Behaviors

490(1)

Diagnosing the Need for Team Building

491(2)

Skill Learning

493(1)

Developing Teams and Teamwork

493(1)

The Advantages of Teams

494(4)

An Example of an Effective Team

497(1)

Team Development

498(8)

The Forming Stage

498(1)

The Norming Stage

499(2)

The Storming Stage

501(2)

The Performing Stage

503(3)

Leading Teams

506(6)

Developing Credibility

507(2)

Establish Smart Goals and Everest Goals

509(2)

International Caveats

511(1)

Team Membership

512(7)

Advantageous Roles

512(4)

Providing Feedback

516(1)

International Caveats

517(2)

Skill Analysis

519(1)

Cases Involving Building Effective Teams

519(4)

The Tallahassee Democrat’s Elite Team

519(2)

The Cash Register Incident

521(2)

Skill Practice

523(1)

Exercises in Building Effective Teams

523(6)

Team Diagnosis and Team Development Exercise

523(1)

Winning the War on Talent

524(3)

Team Performance Exercise

527(2)

Skill Application

529(1)

Activities for Building Effective Teams

529(2)

Suggested Assignments

529(1)

Application Plan and Evaluation

530(1)

Scoring Keys and Comparison Data

531(1)

Team Development Behaviors

531(1)

Scoring Key

531(1)

Comparison Data

531(1)

Diagnosing the Need for Team Building

531(2)

Comparison Data

531(2)

Leading Positive Change

533(57)

Skill Assessment

534(1)

Diagnostic Surveys for Leading Positive Change

534(4)

Leading Positive Change

534(1)

Reflected Best-Self Feedback& Exercise

535(1)

A Sample E-Mail Request for Feedback

535(1)

Machiavellianism Scale—MACH IV

536(2)

Skill Learning

538(1)

Leading Positive Change

538(1)

Ubiquitous and Escalating Change

539(1)

The Need for Frameworks

539(1)

Tendencies Toward Stability

540(2)

A Framework for Leading Positive Change

542(26)

Establishing a Climate of Positivity

544(6)

Creating Readiness for Change

550(3)

Articulating a Vision of Abundance

553(4)

Generating Commitment to the Vision

557(5)

Institutionalizing the Positive Change

562(6)

Skill Analysis

568(1)

Cases Involving Leading Positive Change

568(13)

Corporate Vision Statements

568(6)

Lee Iacocca’s Transformation of Chrysler—1979-1984

574(7)

Skill Practice

581(1)

Exercises in Leading Positive Change

581(3)

Reflected Best-Self Portrait

581(1)

Positive Organizational Diagnosis Exercise

582(1)

A Positive Change Agenda

583(1)

Skill Application

584(1)

Activities for Leading Positive Change

584(3)

Suggested Assignments

584(1)

Application Plan and Evaluation

585(2)

Scoring Keys and Comparison Data

587(1)

Leading Positive Change Assessment

587(1)

Scoring Key

587(1)

Comparison Data

587(1)

Reflected Best-Self Feedback& Exercise

587(1)

Machiavellianism Scale—MACH IV

587(2)

Scoring Key

587(1)

Comparison Data

588(1)

Skill Analysis Iacocca’s Transformation of Chrysler—1979-1984

589(1)

PART IV SPECIFIC COMMUNICATION SKILLS

590(1)

Supplement A Making Oral and Written Presentations

591(28)

Skill Learning

592(1)

Making Oral and Written Presentations

592(1)

Essential Elements of Effective Presentations

593(16)

Skill Practice

609(1)

Exercises for Making Effective Oral and Written Presentations

609(10)

Speaking as a Leader

609(1)

Quality Circles at Battle Creek Foods

610(9)

Supplement B Conducting Interviews

619(32)

Skill Learning

620(1)

Planning and Conducting Interviews

620(9)

Specific Types of Organizational Interviews

629(5)

Skill Practice

634(17)

Exercises for Conducting Special-Purpose Interviews

634(1)

Evaluating the New Employee-Orientation Program

634(3)

Performance-Appraisal Interview with Chris Jakobsen

637(6)

Employment-Selection Interview at Smith Farley Insurance

643(8)

Supplement C Conducting Meetings

651(22)

Skill Learning

652(1)

Conducting Effective Meetings: A Short Guide for Meeting Managers and Meeting Participants

652(1)

The Five Ps of Effective Meetings

652(5)

Suggestions for Group Members

657(3)

Skill Practice

660(1)

Exercises for Conducting Meetings

660(13)

Preparing and Conducting a Team Meeting at SSS Software

660(1)

Role Diagnosis

660(1)

Meeting Evaluation Worksheet

661(12)

Appendix I Glossary

673(10)

Appendix II References

683(22)

Name Index

705(4)

Subject Index

709(4)

Combined Index

713

People also search:
developing management skills 10th edition pdf

developing management skills whetten

developing management skills

developing management skills 10th edition citation

 

Instant download after Payment is complete