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Cover Art
PRINTED BOOKS
Author Daft, Richard L.

Title Building management skills : an action-first approach / Richard L. Daft, Dorothy Marcic.

Published Mason, Ohio : South-Western Cengage Learning, [2014]
©2014

Copies

Location Call No. Status
 UniM Giblin Eunson  658.4 DAFT    AVAILABLE
 UniM Giblin Eunson  658.4 DAFT    AVAILABLE
 UniM Giblin Eunson  658.4 DAFT    AVAILABLE
 UniM Giblin Eunson  658.4 DAFT    AVAILABLE
 UniM Giblin Eunson  658.4 DAFT    AVAILABLE
Physical description xxvii, 638 pages : colour illustrations ; 26 cm
Bibliography Includes bibliographical references and index.
Contents Machine generated contents note: pt. 1 Managing Yourself -- ch. 1 Your Manager Strengths and Weaknesses -- Manager Challenge -- Video Incident: Bakery Rivalry -- Initial Thoughts -- Discover Yourself -- Questionnaire 1 -- Questionnaire 2 -- Questionnaire 3 -- Discover Knowledge -- Discover Your Strengths -- Talent, Knowledge, and Skills -- Leading Words -- Why Discover Your Strengths? -- Ten Strengths Related to Manager Performance -- 7 Steps to... Fixing a Damaged Relationship -- What about Personal Weak Points or Limitations? -- Internal Constraints Limit You -- What's Your Problem? -- The Problem of Poor People Skills -- Six Killer Constraints -- Use Emotional Intelligence to Avoid the Killer Constraints -- The Components of Emotional Intelligence -- The Emotionally Competent Manager -- Need to Know -- Action Learning -- Deliberate Practice Exercises -- High Performance Strengths -- Practice Your Strength -- Your Killer Constraints -- In-Class Team Exercises --
Contents note continued: High Performance Strengths: Another Viewpoint -- Strength Impressions -- Field Team Exercise -- Popular Media and Strengths -- Test Your Mettle -- Role Play Simulations -- Bakery Rivalry -- Out of Control? -- Video Application -- Strengths and Weaknesses at Modem Shed -- Case Incidents -- MacLuren's/Gold Group Salons -- 100 Days -- Personal Skills Log -- References -- ch. 2 Learning about Yourself -- Manager Challenge -- Video Incident: Never Good Enough -- Initial Thoughts -- Discover Yourself -- Questionnaire 1 -- Questionnaire 2 -- Questionnaire 3 -- Questionnaire 4 -- Questionnaire 5 -- Discover Knowledge -- Know Yourself -- What's Your Problem? -- The Importance of Self-Awareness -- How to Expand Your Self-Awareness -- Using the Johari Window to Enhance Self-Awareness -- Key Individual Differences -- Understanding Personality -- Thinking Styles and the Herrmann Whole Brain Model -- 7 Steps to... Making Your Natural Personality Work for You --
Contents note continued: Jungian Types for Interacting with the World -- Underlying Values -- Instrumental and End Values -- Values-Based Management -- Leading Words -- Using Self-Awareness to Build Management Skills -- Need to Know -- Action Learning -- Deliberate Practice Exercises -- Values in Action -- Personality Type -- In-Class Team Exercises -- Self-Awareness and Feedback -- Managerial Values -- Field Team Exercise -- Job Advertisements---Brain Dominance -- Test Your Mettle -- Role Play Simulations -- Never Good Enough -- Painful Rumors -- Video Application -- Becoming Self-Aware at Mitchell Gold + Bob Williams -- Case Incidents -- The Marshall Plan -- "Giving Back" -- Personal Skills Log -- References -- ch. 3 Managing Yourself to Get Things Done -- Manager Challenge -- Video Incident Wasted Time? -- Initial Thoughts -- Discover Yourself -- Questionnaire 1 -- Questionnaire 2 -- Questionnaire 3 -- Discover Knowledge -- Higher-Order Thinking --
Contents note continued: Why Can't We Follow Our Good Intentions? -- Bring Your Brain into Balance -- A Bottom-up Approach to Getting Things under Control -- Basic Principles for Self-Management -- A Step-by-Step Guide to Self-Management -- Some Tried-and-True Time Management Techniques -- What's Your Problem? -- What About Procrastination? -- Why Do We Procrastinate? -- Task Urgency Influences Procrastination -- How to Overcome Your Procrastination -- Visualize Your Intention -- Verbalize Your Intention -- Leading Words -- Other Techniques for Overcoming Procrastination -- Managing Stress -- Challenge Stress versus Threat Stress -- 7 Steps to... Dealing with an Office Bully -- Type A and Type B Behavior -- Developing Your Stress Management Competencies -- Need to Know -- Action Learning -- Deliberate Practice Exercises -- How Do I Allocate My Time---Urgent or Important? -- Mindful Stress Reduction -- Reducing Stress and Procrastination -- In-Class Team Exercise --
Contents note continued: Time Bandits -- Field Team Exercise -- Who's "Stressed Out" the Most? -- Test Your Mettle -- Role Play Simulations -- Wasted Time? -- The Need to Focus -- Video Application -- Lost in Translation -- Case Incidents -- Jekyll & Hyde -- The Power of Positive... Whatever -- Personal Skills Log -- References -- ch. 4 Creative Problem Solving -- Manager Challenge -- Video Incident: Go Figure! -- Initial Thoughts -- Discover Yourself -- Questionnaire 1 -- Questionnaire 2 -- Questionnaire 3 -- Questionnaire 4 -- Discover Knowledge -- The Problems Managers Face -- Problem-Solving Basics -- Stage 1 Define the Problem -- Stage 2 Select a Response -- Stage 3 Execute a Solution -- Maximize Your Problem-Solving Effectiveness -- Leading Words -- Stage 1 Techniques for Improving Problem Definition -- Stage 2 Techniques for Developing and Selecting Alternatives -- Stage 3 Techniques for Executing a Solution -- What's Your Problem? --
Contents note continued: Personal Approaches to Creative Problem Solving -- Your Creative Problem-Solving Style -- Common Mistakes in Problem Solving -- Getting Trapped in the Status Quo -- 7 Steps to... Squash Your Creativity -- Justifying Previous Solutions -- Being Overconfident -- Need to Know -- Action Learning -- Deliberate Practice Exercises -- The 5 Percent Challenge -- Use Your Intuition -- In-Class Team Exercise -- Boyberik: Team Problem Solving -- Field Team Exercise -- What Does the Future Hold? A Visioning Exercise -- Test Your Mettle -- Role Play Simulations -- Go Figure! -- The Mess Up -- Video Application -- Solving Problems at Plant Fantasies -- Case Incidents -- Team Players -- Medici Mediterranean Restaurant -- Personal Skills Log -- Answers to Questions in Exhibit 4.1 -- Answers to Questions in Exhibit 4.5 -- References -- ch. 5 How Managers Communicate -- Manager Challenge -- Video Incident: Get On Board! -- Initial Thoughts -- Discover Yourself --
Contents note continued: Questionnaire 1 -- Questionnaire 2 -- Questionnaire 3 -- Questionnaire 4 -- Questionnaire 5 -- Discover Knowledge -- Your Success as a Manager Depends on Good Communication -- What Is Manager Communication? -- A Model of Communication -- The Manager's Biggest Job -- Managers Are Sensegivers -- The Manager as Communication Champion -- Leading Effective Conversations -- Creating an Open Communication Climate -- Asking Questions -- Active Listening -- 7 Steps to... Supportive Listening -- Communicating to Persuade -- The Art of Persuasion -- Communicating with Candor -- What's Your Problem? -- Using the Correct Channel -- The Continuum of Channel Richness -- Using Electronic Channels -- Leading Words -- Nonverbal Communication -- Making Presentations -- Prepare -- Practice---and Then Practice Again -- Personalize -- Pace -- Polish -- Need to Know -- Action Learning -- Deliberate Practice Exercises -- Asking Questions -- Channel Richness --
Contents note continued: In-Class Team Exercise -- Listening (or Not) Skills -- Field Team Exercise -- Presentation Skills -- Test Your Mettle -- Role Play Simulations -- Get on Board! -- What's Going On? -- Video Application -- Communication Choices at Plant Fantasies -- Case Incidents -- Toy-Gate -- Loose Cannon -- Personal Skills Log -- References -- ch. 6 Becoming an Ethical Manager -- Manager Challenge -- Video Incident: Is It a Secret or Is It Espionage? -- Initial Thoughts -- Discover Yourself -- Questionnaire 1 -- Questionnaire 2 -- Questionnaire 3 -- Questionnaire 4 -- Discover Knowledge -- What Managers Do to Make Things Go Wrong -- What Does an Ethical Manager Do? -- What Is Your Level of Moral Development? -- The Moral Development Scale -- Where Are You on the Moral Development Scale? -- What Makes Ethical Decisions So Difficult? -- Ethical Dilemmas -- Varying Ethical Intensity -- How to Make Ethical Choices -- 7 Steps to... Ethical Difficulty --
Contents note continued: Use Rotary International's Four-Way Test -- What's Your Problem? -- Other Approaches to Guide Ethical Decision Making -- Courage Drives Ethics -- What Is Courage? -- Leading Words -- The Need for Personal Moral Courage -- Develop Your Backbone -- Believe in a Higher Purpose -- Draw Strength from Others -- Harness Frustration and Anger -- Start Small -- Need to Know -- Action Learning -- Deliberate Practice Exercises -- The Courage to Ask "Dumb" Questions -- Practice Humility -- My Own Four-Way Test -- In-Class Team Exercise -- Social Values -- Field Team Exercise -- Ethical Working Conditions -- Test Your Mettle -- Role Play Simulations -- Is It a Secret or Is It Espionage? -- What's the Big Deal? -- Video Application -- Social Responsibility at Theo Chocolate -- Case Incidents -- The Way It's Done -- Worth It? -- Personal Skills Log -- References -- pt. 2 Managing Relationships -- ch. 7 Motivating for Performance -- Manager Challenge --
Contents note continued: Video Incident: Equality or Not? -- Initial Thoughts -- Discover Yourself -- Questionnaire 1 -- Questionnaire 2 -- Questionnaire 3 -- Questionnaire 4 -- Questionnaire 5 -- Discover Knowledge -- Establish Goals for High Performance -- Leading Words -- Applying Goal Setting Theory -- The Impact of Goal Setting -- The Foundations of Motivation: Recognizing Human Needs -- The Link between Individual Needs and Motivation -- What's Your Problem? -- The Hierarchy of Needs -- Motivate by Meeting Higher-Level Needs -- Shaping Behavior toward High Performance: Design Motivating Jobs -- 7 Steps to... Using Rewards Effectively -- Shaping Behavior toward High Performance: Use Rewards Appropriately -- Use Rewards to Reinforce Desirable Behavior -- Help People Perform to Achieve Rewards -- Treat People Fairly: The Concept of Equity -- Motivate by Empowering People -- Give Meaning to Work through Engagement -- Need to Know -- Action Learning --
Contents note continued: Deliberate Practice Exercises -- Positive Reinforcement -- Job Characteristics -- In-Class Team Exercises -- Work vs. Play -- The Impact of Positive and Negative Reinforcement -- Field Team Exercise -- Another Day at the Office -- Test Your Mettle -- Role Play Simulations -- Equality or Not? -- Who Wants to Be Empowered? -- Video Application -- Living Social Escapes -- Case Incidents -- Balancing Act -- Sun Spots -- Personal Skills Log -- References -- ch. 8 Getting Things Done through Networks, Relationships, and Soft Power -- Manager Challenge -- Video Incident: Cliques -- Initial Thoughts -- Discover Yourself -- Questionnaire 1 -- Questionnaire 2 -- Questionnaire 3 -- Questionnaire 4 -- Discover Knowledge -- Relationships 101 -- Networking -- Types of Personal Networks -- Roles in a Network -- Learn to Network -- Just Get Started -- Dig the Well Before You Are Thirsty -- Take Names -- Never Eat Alone -- Have Something to Give -- Find a Kingpin --
Contents note continued: New Media Networks -- Make It Personal -- Keep It Appropriate -- 7 Steps to... Using Online Networks Professionally -- How Managers Use Networks for Soft Power and Political Influence -- What's Your Problem? -- What Is Soft Power? -- Build Your Soft Power for Social and Political Influence -- Leading Words -- Techniques for Applying Soft Power and Political Influence -- Need In Know -- Action Learning -- Deliberate Practice Exercises -- Soft Power Influence -- Learn to Network Better -- My Networks -- Circles of Influence -- In-Class Team Exercise -- Power Dynamics -- Field Team Exercise -- Developing Trust and Relationships -- Test Your Mettle -- Role Play Simulations -- Cliques -- Soft Power -- Video Application -- The Personal Touch at Camp Bow Wow -- Case Incidents -- Sweating the "Suarez Effect" -- Outside the Loop -- Personal Skills Log -- References -- ch. 9 Developing People with Coaching, Delegation, and Deliberate Practice --
Contents note continued: Manager Challenge -- Video Incident: Rough at the Edges -- Initial Thoughts -- Discover Yourself -- Questionnaire 1 -- Questionnaire 2 -- Questionnaire 3 -- Questionnaire 4 -- Questionnaire 5 -- Discover Knowledge -- Leading Words -- What Is Managerial Coaching? -- A Crucial Skill for Manager Performance -- What People Want -- The Coaching-Friendly Mindset -- Coaching versus Traditional Managing -- Directive versus Consultative Coaching -- The Coaching Model -- Stage 1 Prepare Mentally -- Stage 2 Reach a Coaching Agreement -- Stage 3 Set Broad Goals -- Stage 4 Gather Information -- Stage 5 Collect and Provide Helpful Feedback -- Stage 6 Define Together What Needs to Change -- 7 Steps to... Valuable Feedback -- Stage 7 Together Set Action Steps for Change -- Stage 8 Follow Up -- What's Your Problem? -- Learn to Develop People with Delegation -- Learn to Use the Power of Deliberate Practice -- Need to Know -- Action Learning --
Contents note continued: Deliberate Practice Exercises -- Coaching Practice -- My Best Coach Ever -- Directing versus Coaching -- How Do You Delegate? -- In-Class Team Exercise -- Non-Directive Listening versus -- Advising -- Field Team Exercise -- Analyzing and Practicing Feedback -- Test Your Mettle -- Role Play Simulations -- Rough at the Edges -- Delegation Dilemma -- Video Application -- Welcome Home, Roscoe Jenkins -- Case Incidents -- Rookie -- "This Isn't the Wild West, Son" -- Personal Skills Log -- References -- ch. 10 Handling Difficult Conversations, Conflict, and Negotiation -- Manager Challenge -- Video Incident: Appraisal Inflation -- Initial Thoughts -- Discover Yourself -- Questionnaire 1 -- Questionnaire 2 -- Questionnaire 3 -- Questionnaire 4 -- Discover Knowledge -- Leading Words -- Use Robust Dialogue for Team Issues -- Is Team Dialogue Really Needed? -- How Does Robust Dialogue Work? -- The Foundation of Dialogue -- Handling Difficult Conversations --
Contents note continued: A Guide for Conducting Difficult Conversations -- Prepare Your Mind: Learning versus Combat -- The First Rule for Any Difficult Conversation -- Use the /LETS Model -- Additional Too/s for Difficult Conversations -- What's Your Problem? -- How to Deliver Bad News -- What Is Your Conflict Handling Style? -- Types of Conflict -- Styles to Handle Conflict -- Negotiation Strategies for Reaching Agreements -- Planning the Negotiation -- Conducting the Negotiation -- 7 Steps to... More Skill in Negotiations -- Need to Know -- Action Learning -- Deliberate Practice Exercises -- The ILETS Model: Easy -- Conversations -- The ILETS Model: A Difficult Conversation -- Observe Your Communication Behavior -- Conflict Styles -- In-Class Team Exercise -- Dialogue Circle -- Field Team Exercise -- How Are Public Conflicts Resolved? -- Test Your Mettle -- Role Play Simulations -- Appraisal Inflation -- Negotiating a Business Opportunity -- Video Application --
Contents note continued: Conflict During In Good Company -- Case Incidents -- "What I Like to Hear" -- Decision Time -- Personal Skills Log -- References -- ch. 11 Managing Your Boss -- Manager Challenge -- Video Incident: Pushback? -- Initial Thoughts -- Discover Yourself -- Questionnaire 1 -- Questionnaire 2 -- Questionnaire 3 -- Questionnaire 4 -- Discover Knowledge -- The Art of Managing Up -- Leading Words -- Why Do You Tense Up Around the Boss? -- Unhelpful Attitudes toward the Boss -- Helpful Attitudes toward the Boss -- What Your Boss Wants from You -- Boss Management Rule #1: Understand Your Boss -- 7 Steps to... Infuriating the Boss -- Observe and Analyze the Boss's Work Style -- Understand the Types of Bosses -- Boss Management Rule #2: Employ Specific Tactics -- Help Your Boss Be a Good Boss -- Be a Resource for the Boss -- Build a Relationship with Your Boss -- What's Your Problem? -- See the Boss Realistically -- Boss Management Rule #3: Understand Yourself --
Contents note continued: Finding Power and Courage for Managing Up -- Personal Sources -- Position Sources -- Need to Know -- Action Learning -- Deliberate Practice Exercises -- Help the Boss -- What Kind of Boss Am I? -- Looking Up -- In-Class Team Exercise -- Boss Dilemmas -- Field Team Exercise -- Getting Along with the Boss -- Test Your Mettle -- Role Play Simulations -- Pushback? -- The Hovering Boss -- Video Application -- Barcelona Restaurant Group -- Case Incidents -- Waiting for Lift-off -- Finding What's Still Salvageable -- Personal Skills Log -- References -- pt. 3 Managing Your Team -- ch. 12 Managing Teams -- Manager Challenge -- Video Incident: Rewarding What? -- Initial Thoughts -- Discover Yourself -- Questionnaire 1 -- Questionnaire 2 -- Questionnaire 3 -- Questionnaire 4 -- Discover Knowledge -- The Value of Teams -- What Does a High-Performing Team Look Like? -- It Takes Time to Develop a High-Performing Team -- Forming -- Storming -- Norming -- Performing --
Contents note continued: Adjourning -- The Personal Dilemma of Teamwork -- What's Your Problem? -- Frustrations within Teams -- Reduced Effort -- Loss of Diverse Thinking -- Wrong Rewards -- What Makes a Valuable Team Member? -- What Team Members Must Contribute -- Team Member Roles -- What Makes a Good Team Leader? -- Recognize the Importance of a Compelling Purpose -- Learn to Truly Share Power -- Leading Words -- Shape Norms of Conduct and Performance -- Running a Team Meeting -- Have a Clear Purpose -- Invite the Right People -- Be Prepared -- Use the Right Processes -- 7 Steps to... Running a Great Meeting -- Follow-Up -- A Special Note on Virtual Meetings -- Need to Know -- Action Learning -- Deliberate Practice Exercises -- Birth Order and Team Roles -- Group Skills -- In-Class Team Exercises -- Wilderness Survival -- Running a Meeting -- Field Team Exercise -- Cooking Your Team -- Test Your Mettle -- Role Play Simulations -- Rewarding What? --
Contents note continued: Creating a High-Performance Team -- Video Application -- Striving for More Teamwork at Holden Outerwear -- Case Incidents -- "We Are the Dream Team" -- Class Project -- Personal Skills Log -- References -- ch. 13 Achieving Desired Outcomes: Getting the Right People and Managing Performance -- Manager Challenge -- Video Incident: The Scorecard -- Initial Thoughts -- Discover Yourself -- Questionnaire 1 -- Questionnaire 2 -- Questionnaire 3 -- Questionnaire 4 -- Discover Knowledge -- Two Paths to High Performance -- Meet Task Needs -- Meet People Needs -- Do You Have a Task or a People Orientation? -- The Role of Hard Power and Formal Authority -- Legitimate Power of Position -- Resources: Rewards and Punishments -- Accountability-Based Management -- The Need for Accountability -- An Accountability Cycle -- Leading Words -- Get the Right People on the Bus -- Clearly Define the Position -- Get the Word Out -- Select the Best Person -- Take Your Time --
Contents note continued: A Manager's Toughest Job: Getting Rid of Poor Performers -- How to Evaluate People -- Conducting a Performance Appraisal -- 7 Steps to Turning a Performance Review into a Fight -- A Controversial Appraisal System -- What's Your Problem? -- Need to Know -- Action Learning -- Deliberate Practice Exercises -- Holding Yourself Accountable -- Tasks versus Relationships -- In-Class Team Exercises -- Performance Evaluation Plan -- The De-Luxe Boat Shipyard: Group -- Construction and Accountability -- Field Team Exercise -- Getting the Right People on the Bus -- Test Your Mettle -- Role Play Simulations -- The Scorecard -- The CEO's Decision -- Video Application -- The Right People at Barcelona Restaurant Group -- Case Incidents -- "What's Wrong with the Team?" -- Five Stars---Really?? -- Personal Skills Log -- References -- ch. 14 Managing Cross-Culturally -- Manager Challenge -- Video Incident: Getting Respect -- Initial Thoughts -- Discover Yourself --
Contents note continued: Questionnaire 1 -- Questionnaire 2 -- Questionnaire 3 -- Questionnaire 4 -- Questionnaire 5 -- Discover Knowledge -- Leading Words -- Managing Globally: The Culture Difference Trap -- Personal Qualities for Being a Successful Global Manager -- The Curse of Ethnocentrism -- Developing Cultural Intelligence -- What People Across Cultures Expect from Managers -- Communication -- Decision Making -- Motivation -- Negotiation -- What about Diverse Cultures in a Single Country? -- Valuing Diversity -- Management Challenges -- 7 Steps to... Not Being Taken Seriously -- What's Your Problem? -- Ways Women Lead -- Women As Managers -- Is Management Style Gender Driven? -- Your Challenge as a Manager -- Need to Know -- Action Learning -- Deliberate Practice Exercises -- Understanding Cultural Differences -- The Ups and the Downs -- In-Class Team Exercise -- Gender Differences in -- Communication -- Field Team Exercise -- Becoming a Minority -- Test Your Mettle --
Contents note continued: Role Play Simulations -- Getting Respect -- The Management Consultant from Appazit -- Video Application -- Mitchell Gold + Bob Williams -- Case Incidents -- True to Myself -- Diversity Nightmare -- Personal Skills Log -- References -- ch. 15 Positive Leadership -- Manager Challenge -- Video Incident: Just Say No! -- Initial Thoughts -- Discover Yourself -- Questionnaire 1 -- Questionnaire 2 -- Questionnaire 3 -- Questionnaire 4 -- Discover Knowledge -- Leadership with a Positive Preference -- Face Your Negativity Problem -- Develop Positive Leadership Qualities -- Positive Personal Qualities and Relationships -- 7 Steps to... A Toxic Workplace -- Practice Mindfulness -- Demonstrate Humility and Will -- Lead with Love, not Fear -- Create Positive Vision and Meaning -- Link Vision with Action -- Provide a Noble Purpose -- Foster a High Positivity Ratio in Communications -- What's Your Problem? -- Build a Positive Team Culture and Values --
Contents note continued: Culture Strength -- The High-Performance Culture -- How to Shape Culture -- Leading Words -- Design Positive Work -- Focus on Strengths -- Help People Find Flow -- Need to Know -- Action Learning -- Deliberate Practice Exercises -- Check Your Ego -- Caring Relationships -- In-Class Team Exercise -- Car Wash -- Field Team Exercise -- Anthropological Hunt -- Test Your Mettle -- Role Play Simulations -- Just Say NO! -- The Ho-Hum job -- Video Application -- Positive Leadership at Camp Bow Wow -- Case Incidents -- One Size Fits All? -- Culture Clash -- Personal Skills Log -- References -- ch. 16 Managing Personal and Organizational Change -- Manager Challenge -- Video Incident: Light the Fire -- Initial Thoughts -- Discover Yourself -- Questionnaire 1 -- Questionnaire 2 -- Questionnaire 3 -- Questionnaire 4 -- Discover Knowledge -- Face the Facts: People Have a Hard Time Changing -- Change Typically Involves a Personal Ending and Loss -- Leading Words --
Contents note continued: A New Beginning -- Learn the Keys to Helping Individuals Change -- Recognize the Stages of Personal Change -- Changing the Team or Organization -- Leading Everyday Change with Appreciative Inquiry -- A Checklist for Planned Organizational Change -- What's Your Problem? -- Effective Techniques Used by Change Managers -- Always Have a Sponsor -- Leverage Both the Hard and Soft Sides of Change -- Don't Be Deceived by Despair -- Strive to Create a Learning Organization -- 7 Steps to... Stacking the Odds against Change -- Team-Based Structure -- Empowered Employees -- Personal Networks -- Adaptive Culture -- Need to Know -- Action Learning -- Deliberate Practice Exercises -- Do What You Love -- You Can Change! -- In-Class Team Exercise -- An Ancient Tale -- Field Team Exercise -- Appreciative Inquiry -- Test Your Mettle -- Role Play Simulations -- Light the Fire -- "An Ancient Tale" Role Play -- Video Application -- Theo Chocolate -- Case Incidents --
Contents note continued: Agents of Change -- "From This Point On..." -- Personal Skills Log -- References.
Summary Daft and Marcic's action-first approach turns the traditional learning model on its end, starting with an introductory problem or challenge that encourages students to first empty out their ideas, then following up with a menu of teaching resources to fill students up with the spot-on management skills they'll need to be successful managers.
Other author Marcic, Dorothy.
Subject Management -- Study and teaching.
ISBN 9780324235999 (hbk)
0324235992 (hbk)