Developing Management Skills
Introduction to the Text
Power Points by Rusty Juban
Southeastern Louisiana University
© 2007 by Prentice Hall
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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
book
© 2007 by Prentice Hall
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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
© 2007 by Prentice Hall
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The Premise of The Text
The development of skills needed
to manage one’s life as well as
relationships with others is a
ceaseless endeavor.
© 2007 by Prentice Hall
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The Importance of
Management
Research shows that competent
management is the key
determinant to organizational
success.
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© 2007 by Prentice Hall
Decreased turnover
Increased profits
Greater sales
Greater stock value per
employee
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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)
© 2007 by Prentice Hall
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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)
© 2007 by Prentice Hall
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Management skills are the
building blocks upon which
effective management rests.
© 2007 by Prentice Hall
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Skills of Effective
Managers
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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)
© 2007 by Prentice Hall
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What are
Management Skills?
• They are behavioral
• They are controllable
• They are developable
• They are interrelated and
overlapping
• They can be contradictory or
paradoxical
© 2007 by Prentice Hall
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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.
© 2007 by Prentice Hall
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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
© 2007 by Prentice Hall
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Management vs. Leadership
The skills that make a good
manager and a good leader are
not the same.
Today’s organizations need
employees with both sets of skills.
© 2007 by Prentice Hall
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Competing Values Framework
Flexibility/Change
CLAN SKILLS
ADHOCRACY SKILLS
Communicating Supportively
Building Teams and Teamwork
Empowering
Internal
Maintenance
External
Positioning
HIERARCHY SKILLS
MARKET SKILLS
Managing Personal Stress
Managing Time
Maintaining Self-Awareness
Analytical Problem Solving
© 2007 by Prentice Hall
Solving Problems Creatively
Articulating a Vision
Fostering Innovation
Stability/Control
Motivating Others
Gaining Power and Influence
Managing Conflict
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Contents
Part I: Personal Skills
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Developing Self-Awareness
Managing Personal Stress
Solving Problems Analytically and
Creatively
Part II: Interpersonal Skills
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© 2007 by Prentice Hall
Building Relationships by
Communicating Supportively
Gaining Power and Influence
Motivating Other People
Managing Conflict
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Contents (Con’t)
Part III: Group Skills
– Empowering and Delegating
– Building Effective Teams and
Teamwork
– Leading Positive Change
© 2007 by Prentice Hall
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Supplements
Communication Skills
– Making Oral and Written
Presentations
– Conducting Interviews
– Managing Meetings
© 2007 by Prentice Hall
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Contents for Each Chapter
1.
2.
3.
4.
5.
© 2007 by Prentice Hall
Skills Assessment
Skill Learning
Skill Analysis
Skill Practice
Skill Application
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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.
© 2007 by Prentice Hall
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