Developing management skills

mymanagementlab is an online assessment and preparation solution for courses in

Principles of Management, Human Resources, Strategy, and Organizational Behavior that

helps you actively study and prepare material for class. Chapter-by-chapter activities,

including built-in pretests and posttests, focus on what you need to learn and to review in

order to succeed.

Visit www.mymanagementlab.com to learn more.

http://avaxhome.ws/blogs/ChrisRedfield

DEVELOPING

MANAGEMENT

SKILLS

David A. Whetten

BRIGHAM YOUNG UNIVERSITY

Kim S. Cameron

UNIVERSITY OF MICHIGAN

EIGHTH EDITION

Prentice Hall

Boston Columbus Indianapolis New York San Francisco Upper Saddle River

Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto

Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo

Editorial Director: Sally Yagan

Editor in Chief: Eric Svendsen

Acquisitions Editor: Kim Norbuta

Editorial Project Manager: Claudia Fernandes

Director of Marketing: Patrice Lumumba Jones

Marketing Manager: Nikki Ayana Jones

Senior Marketing Assistant: Ian Gold

Senior Managing Editor: Judy Leale

Senior Production Project Manager:

Kelly Warsak

Senior Operations Supervisor: Arnold Vila

Operations Specialist: Ilene Kahn

Senior Art Director: Janet Slowik

Interior Design: Suzanne Duda and

Michael Fruhbeis

Permissions Project Manager: Shannon Barbe

Manager, Cover Visual Research & Permissions:

Karen Sanatar

Manager Central Design: Jayne Conte

Cover Art: Getty Images, Inc.

Cover Design: Suzanne Duda

Lead Media Project Manager: Denise Vaughn

Full-Service Project Management: Sharon

Anderson/BookMasters, Inc.

Composition: Integra Software Services

Printer/Binder: Edwards Brothers

Cover Printer: Coral Graphics

Text Font: 10/12 Weidemann-Book

Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate

page within text.

Copyright © 2011, 2007, 2005, 2002, 1998 Pearson Education, Inc., publishing as Prentice Hall, One Lake Street, Upper Saddle River,

New Jersey 07458. All rights reserved. Manufactured in the United States of America. This publication is protected by Copyright, and

permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in

any form or by any means, electronic, mechanical, photocopying, recording, or likewise. To obtain permission(s) to use material from

this work, please submit a written request to Pearson Education, Inc., Permissions Department, One Lake Street, Upper Saddle River,

New Jersey 07458.

ISBN 10: 0-13-612100-4

ISBN 13: 978-0-13-612100-8

Library of Congress Cataloging-in-Publication Data

Whetten, David A. (David Allred)

Developing management skills /David A. Whetten, Kim S. Cameron.—8th ed.

p. cm.

Includes bibliographical references and index.

ISBN 978-0-13-612100-8

1. Management—-Study and teaching. 2. Management—Problems, exercises, etc. I. Cameron,

Kim S. II. Title.

HD30.4.W46 2011

658.40071'173—dc22

2009040522

10 9 8 7 6 5 4 3 2

Many of the designations by manufacturers and seller to distinguish their products are claimed as trademarks. Where those designations

appear in this book, and the publisher was aware of a trademark claim, the designations have been printed in initial caps or all caps.

Preface xvii

Introduction 1

PART I PERSONAL SKILLS 44

1 Developing Self-Awareness 45

2 Managing Personal Stress 105

3 Solving Problems Analytically and Creatively 167

PART II INTERPERSONAL SKILLS 232

4 Building Relationships by Communicating Supportively 233

5 Gaining Power and Influence 279

6 Motivating Others 323

7 Managing Conflict 373

PART III GROUP SKILLS 438

8 Empowering and Delegating 439

9 Building Effective Teams and Teamwork 489

10 Leading Positive Change 533

PART IV SPECIFIC COMMUNICATION SKILLS 590

Supplement A Making Oral and Written Presentations 591

Supplement B Conducting Interviews 619

Supplement C Conducting Meetings 651

Appendix I Glossary 673

Appendix II References 683

Name Index 705

Subject Index 709

Combined Index 713

BRIEF TABLE OF CONTENTS

iii

This page intentionally left blank

Preface xvii

INTRODUCTION 1

THE CRITICAL ROLE OF MANAGEMENT SKILLS 3

The Importance of Competent Managers 6

The Skills of Effective Managers 7

Essential Management Skills 8

What Are Management Skills? 9

Improving Management Skills 12

An Approach to Skill Development 13

Leadership and Management 16

Contents of the Book 18

Organization of the Book 19

Practice and Application 21

Diversity and Individual Differences 21

Summary 23

SUPPLEMENTARY MATERIAL 24

Diagnostic Survey and Exercises 24

Personal Assessment of Management Skills (PAMS) 24

What Does It Take to Be an Effective Manager? 28

SSS Software In-Basket Exercise 30

SCORING KEY AND COMPARISON DATA 42

Personal Assessment of Management Skills 42

Scoring Key 42

Comparison Data 42

What Does It Take to Be an Effective Manager? 43

SSS Software In-Basket Exercise 43

PART I PERSONAL SKILLS 44

1 DEVELOPING SELF-AWARENESS 45

SKILL ASSESSMENT 46

Diagnostic Surveys for Scale Self-Awareness 46

Self-Awareness Assessment 46

Emotional Intelligence Assessment 47

The Defining Issues Test 48

CONTENTS

v

vi CONTENTS

Cognitive Style Indicator 52

Locus of Control Scale 52

Tolerance of Ambiguity Scale 54

Core Self-Evaluation Scale (CSES) 56

SKILL LEARNING 57

Key Dimensions of Self-Awareness 57

The Enigma of Self-Awareness 58

The Sensitive Line 58

Understanding and Appreciating Individual Differences 60

Important Areas of Self-Awareness 61

Emotional Intelligence 62

Values 65

Ethical Decision Making and Values 72

Cognitive Style 74

Attitudes Toward Change 76

Core Self-Evaluation 79

SKILL ANALYSIS 84

Cases Involving Self-Awareness 84

Communist Prison Camp 84

Computerized Exam 85

Decision Dilemmas 86

SKILL PRACTICE 89

Exercises for Improving Self-Awareness Through Self-Disclosure 89

Through the Looking Glass 89

Diagnosing Managerial Characteristics 90

An Exercise for Identifying Aspects of Personal Culture:

A Learning Plan and Autobiography 92

SKILL APPLICATION 95

Activities for Developing Self-Awareness 95

Suggested Assignments 95

Application Plan and Evaluation 95

SCORING KEYS AND COMPARISON DATA 97

Self-Awareness Assessment 97

Scoring Key 97

Comparison Data 97

Emotional Intelligence Assessment 97

Scoring Key 97

Comparison Data 99

The Defining Issues Test 99

The Escaped Prisoner 99

The Doctor’s Dilemma 100

The Newspaper 100

Cognitive Style Indicator 101

Scoring and Comparison Data for the Cognitive Style Indicator 101

Scoring Key 101

Comparison Data 101

Locus of Control Scale 101

Scoring Key 101

Comparison Data 102

Tolerance of Ambiguity Scale 102

Scoring Key 102

Comparison Data 102

CONTENTS vii

Core Self-Evaluation Scale 103

Scoring Key 103

Comparison Data 103

2 MANAGING PERSONAL STRESS 105

SKILL ASSESSMENT 106

Diagnostic Surveys for Managing Stress 106

Stress Management Assessment 106

Time Management Assessment 107

Type A Personality Inventory 108

Social Readjustment Rating Scale 109

Sources of Personal Stress 111

SKILL LEARNING 112

Improving the Management of Stress and Time 112

The Role of Management 113

Major Elements of Stress 113

Reactions to Stress 114

Coping with Stress 115

Managing Stress 117

Stressors 117

Eliminating Stressors 120

Eliminating Time Stressors Through Time Management 121

Eliminating Encounter Stressors Through Collaboration and Emotional Intelligence 128

Eliminating Situational Stressors Through Work Redesign 130

Eliminating Anticipatory Stressors Through Prioritizing, Goal Setting, and Small Wins 132

Developing Resiliency 134

Physiological Resiliency 136

Psychological Resiliency 139

Social Resiliency 143

Temporary Stress-Reduction Techniques 144

SKILL ANALYSIS 147

Cases Involving Stress Management 147

The Turn of the Tide 147

The Case of the Missing Time 150

SKILL PRACTICE 155

Exercises for Long-Term and Short-Run Stress Management 155

The Small-Wins Strategy 155

Life-Balance Analysis 156

Deep Relaxation 158

Monitoring and Managing Time 159

SKILL APPLICATION 161

Activities for Managing Stress 161

Suggested Assignments 161

Application Plan and Evaluation 162

SCORING KEYS AND COMPARISON DATA 164

Stress Management Assessment 164

Scoring Key 164

Comparison Data 164

Time Management Assessment 164

Scoring Key 164

Comparison Data 165

viii CONTENTS

Type A Personality Inventory 165

Scoring Key 165

Comparison Data 165

Social Readjustment Rating Scale 166

Comparison Data 166

Source of Personal Stress 166

3 SOLVING PROBLEMS ANALYTICALLY AND CREATIVELY 167

SKILL ASSESSMENT 168

Diagnostic Surveys for Creative Problem Solving 168

Problem Solving, Creativity, and Innovation 168

How Creative Are You ? 169

Innovative Attitude Scale 171

Creative Style Assessment 172

SKILL LEARNING 174

Problem Solving, Creativity, and Innovation 174

Steps in Analytical Problem Solving 174

Defining the Problem 174

Generating Alternatives 176

Evaluating Alternatives 176

Implementing the Solution 177

Limitations of the Analytical Problem-Solving Model 178

Impediments to Creative Problem Solving 178

Multiple Approaches to Creativity 179

Conceptual Blocks 183

Percy Spencer’s Magnetron 185

Spence Silver’s Glue 185

The Four Types of Conceptual Blocks 185

Review of Conceptual Blocks 194

Conceptual Blockbusting 194

Stages in Creative Thought 194

Methods for Improving Problem Definition 195

Ways to Generate More Alternatives 199

International Caveats 202

Hints for Applying Problem-Solving Techniques 203

Fostering Creativity in Others 203

Management Principles 204

SKILL ANALYSIS 210

Cases Involving Problem Solving 210

The Mann Gulch Disaster 210

Creativity at Apple 212

SKILL PRACTICE 214

Exercises for Applying Conceptual Blockbusting 214

Individual Assignment—Analytical Problem Solving (10 minutes) 214

Team Assignment—Creative Problem Solving (20 minutes) 215

Moving Up in the Rankings 216

Keith Dunn and McGuffey’s Restaurant 217

Creative Problem-Solving Practice 220

SKILL APPLICATION 222

Activities for Solving Problems Creatively 222

Suggested Assignments 222

Application Plan and Evaluation 222

CONTENTS ix

SCORING KEYS AND COMPARISON DATA 224

Problem Solving, Creativity, and Innovation 224

Scoring Key 224

Comparison Data 224

How Creative Are You? 224

Scoring Key 224

Comparison Data 225

Innovative Attitude Scale 225

Scoring Key 225

Creative Style Assessment 226

Scoring Key 226

Comparison Data 226

SKILL PRACTICE Applying Conceptual Blockbusting 227

Observer’s Feedback Form 227

Answer to Matchstick Problem in Figure 3.4 229

Answer to Shakespeare Riddle in Figure 3.5 229

Some Common Themes Applying to Water and Finance 229

Answer to Name That Ship Problem in Figure 3.6 230

Answer to Nine-Dot Problem in Figure 3.7 230

Answer to Embedded Pattern Problem in Figure 3.8 231

PART II INTERPERSONAL SKILLS 232

4 BUILDING RELATIONSHIPS BY COMMUNICATING SUPPORTIVELY 233

SKILL ASSESSMENT 234

Diagnostic Surveys for Supportive Communication 234

Communicating Supportively 234

Communication Styles 235

SKILL LEARNING 238

Building Positive Interpersonal Relationships 238

The Importance of Effective Communication 239

The Focus on Accuracy 240

What Is Supportive Communication? 242

Coaching and Counseling 244

Coaching and Counseling Problems 245

Defensiveness and Disconfirmation 246

Principles of Supportive Communication 247

Supportive Communication Is Based on Congruence, Not Incongruence 247

Supportive Communication Is Descriptive, Not Evaluative 248

Supportive Communication Is Problem-oriented, Not Person-oriented 250

Supportive Communication Validates Rather than Invalidates Individuals 251

Supportive Communication Is Specific (Useful), Not Global (Nonuseful) 253

Supportive Communication Is Conjunctive, Not Disjunctive 254

Supportive Communication Is Owned, Not Disowned 255

Supportive Communication Requires Supportive Listening, Not One-Way

Message Delivery 256

The Personal Management Interview 260

International Caveats 263

SKILL ANALYSIS 266

Cases Involving Building Positive Relationships 266

Find Somebody Else 266

Rejected Plans 267

x CONTENTS

SKILL PRACTICE 269

Exercises for Diagnosing Communication Problems

and Fostering Understanding 269

United Chemical Company 269

Byron vs. Thomas 271

Active Listening Exercise 272

SKILL APPLICATION 274

Activities for Communicating Supportively 274

Suggested Assignments 274

Application Plan and Evaluation 274

SCORING KEYS AND COMPARISON DATA 276

Communicating Supportively 276

Scoring Key 276

Comparison Data 276

Communication Styles 276

Comparison Data 276

SKILL PRACTICE Diagnosing Problems and Fostering Understanding:

United Chemical Company and Byron vs. Thomas 278

Observer’s Feedback Form 278

5 GAINING POWER AND INFLUENCE 279

SKILL ASSESSMENT 280

Diagnostic Surveys for Gaining Power and Influence 280

Gaining Power and Influence 280

Using Influence Strategies 281

SKILL LEARNING 283

Building a Strong Power Base and Using Influence Wisely 283

A Balanced View of Power 283

Lack of Power 283

Abuse of Power 285

Strategies for Gaining Organizational Power 286

The Necessity of Power and Empowerment 286

Sources of Personal Power 288

Sources of Positional Power 293

Transforming Power into Influence 298

Influence Strategies: The Three Rs 298

The Pros and Cons of Each Strategy 300

Acting Assertively: Neutralizing Influence Attempts 304

SKILL ANALYSIS 310

Case Involving Power and Influence 310

River Woods Plant Manager 310

SKILL PRACTICE 311

Exercise for Gaining Power 311

Repairing Power Failures in Management Circuits 311

Exercise for Using Influence Effectively 312

Ann Lyman’s Proposal 313

Exercises for Neutralizing Unwanted Influence Attempts 314

Cindy’s Fast Foods 314

9:00 to 7:30 315

CONTENTS xi

SKILL APPLICATION 317

Activities for Gaining Power and Influence 317

Suggested Assignments 317

Application Plan and Evaluation 318

SCORING KEYS AND COMPARISON DATA 319

Gaining Power and Influence 319

Scoring Key 319

Comparison Data 320

Using Influence Strategies 320

Scoring Key 320

SKILL PRACTICE Neutralizing Unwanted Influence Attempts 321

Observer’s Feedback Form 321

6 MOTIVATING OTHERS 323

SKILL ASSESSMENT 324

Diagnostic Surveys for Motivating Others 324

Diagnosing Poor Performance and Enhancing Motivation 324

Work Performance Assessment 325

SKILL LEARNING 326

Increasing Motivation and Performance 326

Diagnosing Work Performance Problems 326

Enhancing Individuals’ Abilities 328

Fostering a Motivating Work Environment 330

Elements of an Effective Motivation Program 331

Establish Clear Performance Expectations 332

Remove Obstacles to Performance 334

Reinforce Performance-Enhancing Behavior 336

Provide Salient Rewards 344

Be Fair and Equitable 348

Provide Timely Rewards and Accurate Feedback 348

SKILL ANALYSIS 354

Case Involving Motivation Problems 354

Electro Logic 354

SKILL PRACTICE 361

Exercises for Diagnosing Work Performance Problems 361

Joe Chaney 363

Work Performance Assessment 364

Exercise for Reshaping Unacceptable Behaviors 364

Shaheen Matombo 364

SKILL APPLICATION 367

Activities for Motivating Others 367

Suggested Assignments 367

Application Plan and Evaluation 368

SCORING KEYS AND COMPARISON DATA 370

Diagnosing Poor Performance and Enhancing Motivation 370

Scoring Key 370

Comparison Data 370

Work Performance 371

Scoring Key 371

Comparison Data 371

xii CONTENTS

SKILL PRACTICE Exercise for Reshaping Unacceptable

Behaviors 372

Observer’s Feedback Form 372

7 MANAGING CONFLICT 373

SKILL ASSESSMENT 374

Diagnostic Surveys for Managing Conflict 374

Managing Interpersonal Conflict 374

Strategies for Handling Conflict 375

SKILL LEARNING 376

Interpersonal Conflict Management 376

Mixed Feelings About Conflict 376

Diagnosing the Type of Interpersonal Conflict 378

Conflict Focus 378

Conflict Source 380

Selecting the Appropriate Conflict Management Approach 383

Comparing Conflict Management and Negotiation Strategies 386

Selection Factors 386

Resolving Interpersonal Confrontations Using the Collaborative Approach 390

A General Framework for Collaborative Problem Solving 391

The Four Phases of Collaborative Problem Solving 392

SKILL ANALYSIS 405

Case Involving Interpersonal Conflict 405

Educational Pension Investments 405

SKILL PRACTICE 410

Exercise for Diagnosing Sources of Conflict 410

SSS Software Management Problems 410

Exercises for Selecting an Appropriate Conflict Management Strategy 418

Bradley’s Barn 419

Avocado Computers 419

Phelps, Inc. 420

Exercises for Resolving Interpersonal Disputes 420

Freida Mae Jones 421

Can Larry Fit In? 423

Meeting at Hartford Manufacturing Company 424

SKILL APPLICATION 431

Activities for Improving Managing Conflict Skills 431

Suggested Assignments 431

Application Plan and Evaluation 432

SCORING KEYS AND COMPARISON DATA 434

Managing Interpersonal Conflict 434

Scoring Key 434

Comparison Data 435

Strategies for Handling Conflict 435

Scoring Key 435

SKILL PRACTICE Exercises for Resolving Interpersonal Disputes 436

Observer’s Feedback Form 436

CONTENTS xiii

PART III GROUP SKILLS 438 8 EMPOWERING AND DELEGATING 439

SKILL ASSESSMENT 440

Diagnostic Surveys for Empowering and Delegating 440

Effective Empowerment and Delegation 440

Personal Empowerment Assessment 441

SKILL LEARNING 443

Empowering and Delegating 443

A Management Dilemma Involving Empowerment 443

The Dirty Dozen 444

The Meaning of Empowerment 445

Historical Roots of Empowerment 446

Dimensions of Empowerment 447

Self-Efficacy 447

Self-Determination 448

Personal Consequence 449

Meaning 449

Trust 450

Review of Empowerment Dimensions 451

How to Develop Empowerment 451

Articulating a Clear Vision and Goals 452

Fostering Personal Mastery Experiences 453

Modeling 454

Providing Support 454

Emotional Arousal 455

Providing Information 456

Providing Resources 457

Connecting to Outcomes 457

Creating Confidence 458

Review of Empowerment Principles 459

Inhibitors to Empowerment 461

Attitudes About Subordinates 462

Personal Insecurities 462

Need for Control 462

Delegating Work 463

Advantages of Empowered Delegation 463

Deciding When to Delegate 464

Deciding to Whom to Delegate 465

Deciding How to Delegate Effectively 465

Review of Delegation Principles 470

International Caveats 471

SKILL ANALYSIS 474

Cases Involving Empowerment and Delegation 474

Minding the Store 474

Changing the Portfolio 475

SKILL PRACTICE 476

Exercises for Empowerment 476

Executive Development Associates 476

Empowering Ourselves 480

Deciding to Delegate 481