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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010046709 | HD57.7 R38 1998 | Open Access Book | Advance Management | Searching... |
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Summary
Summary
ON SALE NOW! Frequent organizational changes are the norm today and as a result personal competence as a leader is highly in demand. High Quality Leadership gives you the no-nonsense information you'll need to develop or enhance your competence as a leader and manager. After reading the first chapter, you'll be able to immediately put the author's process into practice. Easily applicable to new and seasoned leaders or managers in all industries, each chapter is based on real life scenarios that anyone can relate to. As a result, the concepts can be adjusted to each individual's style and preference. Chapter 1 presents the framework of the author's 3C's of Management model - control, competence, and climate - which is the core message that spells out the characteristics and needs of an effective organization. Chapters 2 and 3 present the 3C guidelines in more detailed and comprehensive versions, and Chapter 4 shows the complete 3C's model on which the guidelines are based. the authors provide analyses for each scenario to show its relevance to the 3Cs Model. Additional Insights that feature specifics for hands-on, skill building such as managing conflict and managing learning, can be found at the end of each chapter. This book is also ideal for internal and third-party training, as an ancillary college text, and as a reference on management and leadership decision skills.
Author Notes
Erwin Rausch is president of Didactic Systems, Inc., in Cranford, New Jersey, designers of participative management development programs and conferences. A manufacturing executive in prior years, Rausch has written several books, numerous learning experiences and articles on management development. He holds an M.S. degree from Columbia University and an M.A. degree from NYU.
John B. Washbush is assistant professor of management at the University of Wisconsin-Whitewater. Washbush is certified in production and operations management and earned a Ph.D. from Marquette University.
Table of Contents
| Preface | p. xi |
| Introduction | p. xi |
| How to Get The Most From This Book | p. xii |
| The Book's History | p. xiii |
| Contributions of This Book | p. xv |
| Acknowledgments | p. xix |
| 1 Three Simple Questions That Can Help You Be a Better Manager and Leader, Immediately (The Basic Guidelines) | p. 1 |
| Introduction | p. 2 |
| The 3Cs Guideline Questions | p. 3 |
| The Management/Leadership Model | p. 5 |
| The Critical Importance of the Distinction Between Functional (Technical) and Management/Leadership Considerations in Almost Every Decision | p. 7 |
| Applying the Foundation for Guideline Questions: (The 3Cs Model) | p. 8 |
| The Three Basic 3Cs Guideline Questions | p. 12 |
| The Scenarios | |
| Scenario 1.1 Jean's Challenge; Staffing the Extended Hours | p. 14 |
| Analysis | p. 19 |
| Conclusions | p. 22 |
| Scenario 1.2 Steve's and Sally's Challenge; Planning for More Efficient Operations | p. 23 |
| Analysis | p. 28 |
| Conclusions | p. 31 |
| A Conceptual Summary | p. 32 |
| What Does It All Mean and Where to from Here? | p. 36 |
| Chapter 1 Additional Insights | |
| A Management Theory and Concepts: Origins and Pathways | p. 38 |
| B Leadership Theories | p. 44 |
| C Motivation Theories | p. 50 |
| D Participation in Decision Making and Planning | p. 56 |
| 2 If Three Simple Questions Can Be of Help, What Can More Detailed Questions Do? (The Intermediate Guidelines) | p. 63 |
| Introduction | p. 63 |
| More Detailed (Intermediate) Guideline Questions | p. 63 |
| The Scenarios | |
| Scenario 2.1 Goal Setting for the Organization or Unit | p. 65 |
| Analysis | p. 70 |
| Conclusions | p. 76 |
| Scenario 2.2 The Downsized Department Store and the Challenge to Maintain Quality of Customer Service | p. 79 |
| Analysis | p. 85 |
| Conclusions | p. 88 |
| Scenario 2.3 The Case of an Insufficiently Appreciated Staff Member | p. 90 |
| Analysis | p. 97 |
| Conclusions | p. 101 |
| Chapter 2 Additional Insights | |
| E Making a Goals Program (or Management by Objectives) Work | p. 104 |
| F Managing Potentially Damaging Conflict | p. 112 |
| G1 Learning Theories and Management of Learning | p. 119 |
| G2 Coaching and On-the-Job Instruction | p. 130 |
| H Communications Theories, Techniques, and Skills | p. 133 |
| 3 The 3Cs Guidelines at the Comprehensive Level | p. 155 |
| Introduction | p. 155 |
| Comprehensive Guideline Questions | p. 155 |
| The Scenarios | |
| Scenario 3.1 Mary's New Position; A Challenge of Coordination and Cooperation | p. 160 |
| Analysis | p. 167 |
| Conclusions | p. 175 |
| Scenario 3.2 The Challenges of Exceptional Technician Competence | p. 176 |
| Analysis | p. 182 |
| Conclusions | p. 189 |
| Scenario 3.3 The Hazards of Performance Evaluation | p. 190 |
| Analysis | p. 195 |
| Conclusions | p. 199 |
| Chapter 3 Additional Insights | |
| I Decision Making and Problem Solving | p. 202 |
| J Interviewing | p. 211 |
| K1 Performance Evaluation | p. 218 |
| K2 Providing Recognition | p. 227 |
| 4 The 3Cs of Management/Leadership and the Linking Elements Concept | p. 247 |
| Introduction | p. 247 |
| The Linking Elements Model | p. 249 |
| The Linking Elements | p. 255 |
| Chapter 4 Additional Insights | |
| L Positive Discipline and Counseling | p. 259 |
| M Time Management and Delegation | p. 269 |
| N Management Development Programs: Hopes, Disappointments, and Status | p. 273 |
| O Guidelines for Management Functions Other than Leadership | p. 277 |
| References | p. 281 |
| Index | p. 287 |
