About the Author -- Title Page -- Copyright -- Dedication -- Preface -- Acknowledgments -- Introduction -- I. Understanding Management and Leadership: the Science and the Philosophy -- 1. Management Processes -- Outline -- Expected Learning Outcomes -- Management and Leadership -- The Management Process -- Planning -- Organizing -- Motivating -- Controlling -- Managerial Skills -- The Managerial Method -- Assess the Information -- Identify the Problem Or Goal -- Analyze the Problem Or Goal and Choose Leader Behavior -- Create Alternative Solutions -- Recommend An Action Plan -- Implement Action Plan and Evaluate Results -- Summary -- Review Concepts and Questions -- Suggested Assignments -- References -- 2. Theories of Management and Leadership -- Outline -- Expected Learning Outcomes -- The Core and the Satellites -- Classical and Nonclassical Organization Theory -- Classical Organization Theory -- Nonclassical Organization Theory -- General System Theory -- Group Dynamics Laboratory: An Experiential Approach -- Motivation -- Motivation Factors -- Applying Motivation Theory -- Summary -- Review Concepts and Questions -- Suggested Assignments -- References -- I. Experiential Learning Activities:Ice-Breaking and Getting Acquainted -- Activity 1 Group Formation -- Activity 2 Member Introductions -- Activity 3 Self-My Management Shield -- Activity 4 Beginnings -- II. Managerial Responsibilities: the Core -- 3. Knowing Self -- Outline -- Expected Learning Outcomes -- Conceptual Framework -- Point of View -- Stereotyping -- Halo-Horn Effect -- Implicit Personality Theory -- Leader Behavior Style -- Summary -- Review Concepts and Questions -- Suggested Assignments -- References -- 4. Diagnosing Others -- Outline -- Expected Learning Outcomes -- Maslow's Hierarchy of Needs -- Physiological Needs -- Safety Needs -- Social Needs -- Esteem Needs.

Self-Actualization Needs -- An Important Note -- Alderfer's Erg Model -- Hersey, Blanchard, and Johnson's Levels of Performance Readiness -- Mcgregor's Theory X and Theory Y -- Argyris's Immaturity-Maturity Continuum -- Herzberg's Motivation-Hygiene Theory -- Summary -- Review Concepts and Questions -- Suggested Assignments -- References -- 5. Leader Behavior -- Outline -- Expected Learning Outcomes -- Definition of Leadership -- Common Leader Behavior Styles -- Components of Leader Behavior -- Leadership Models -- Ohio State Model of Leader Behavior -- Situational Leadership -- Quadrant 1. High Structure/High Task and Low Consideration/Low Relationships -- Quadrant 2. High Structure/High Task and High Consideration/High Relationships -- Quadrant 3. High Consideration/High Relationships and Low Structure/Low Task -- Quadrant 4. Low Structure/Low Task and Low Consideration/Low Relationships -- The Leadership Grid® -- Comparison of Theories of Leadership -- Determining Appropriate Leader Behavior Style -- Maslow's Hierarchy of Needs -- Herzberg's Motivation-Hygiene Theory -- Alderfer's Erg Model -- Hersey, Blanchard, and Johnson's Levels of Performance Readiness -- Mcgregor's Theory X and Theory Y -- Argyris's Immaturity-Maturity Continuum -- Discussion of Applied Leader Behavior Theories -- Theory Z Leadership -- Transactional and Transformational Leadership -- Leader Effectiveness -- Organizational Effectiveness -- Causal Variables -- Intervening Variables -- End Result, Or Output, Variables -- Short-Term and Long-Term Goals -- Summary -- Review Concepts and Questions -- Suggested Assignments -- References -- 6. Diagnosing the Task -- Outline -- Expected Learning Outcomes -- The Vroom, Yetton, and Jago Managerial Decision-Making Model -- Application of the Decision-Making Model -- Discussion of the Decision-Making Model -- A Final Note -- Summary.

Review Concepts and Questions -- Suggested Assignments -- References -- 7. Management in Action -- Outline -- Expected Learning Outcomes -- Assess the Information -- State the Problem Or Goal -- Analyze the Problem Or Goal -- Knowing Self -- Diagnose Others -- Diagnose the Task -- Synthesize the Diagnoses and Choose Leader Behavior -- Create Alternative Solutions -- Recommend An Action Plan -- Implementation and Evaluation -- The Management Process -- Summary -- Review Concepts and Questions -- Suggested Assignments -- References -- II. Experiential Learning Activities: Managerial Responsibilities-The Core -- Activity 5 Diagnosing Personal Leader Behavior Style -- Activity 6 Diagnosing Others -- Activity 7 Diagnosing the Task -- Activity 8 Independent Case Analysis-A Term Project -- III. Managerial Skills: the "How-To" Satellites -- 8. Communication -- Outline -- Expected Learning Outcomes -- Definition of Communication -- The Communication Process -- Purposes of Communication -- Types of Communication -- How Managers Communicate -- Telling, Selling, Participating, and Delegating -- Listening -- Giving and Receiving Feedback -- Summary -- Review Concepts and Questions -- Suggested Assignments -- References -- 9. Power -- Outline -- Expected Learning Outcomes -- Power Defined -- Types of Power -- Position Power -- Personal Power -- Sources of Power -- Uses of Power -- Summary -- Review Concepts and Questions -- Suggested Assignments -- References -- 10. Confident Communication -- Outline -- Expected Learning Outcomes -- Preparation -- Formal Presentations -- Informal Presentations -- Meetings -- Listening Skills -- Assertiveness -- What is Assertiveness? -- Why is Assertive Behavior Desirable? -- Components of Assertiveness -- Nonverbal Components -- Loudness of Voice -- Fluency -- Eye Contact -- Facial Expression -- Body Expression -- Distance.

Verbal Components -- Saying "No" -- Taking a Stand -- Asking Favors -- Asserting Rights -- Expressing Feelings, Including Anger -- Appropriate Use of Assertiveness Techniques -- Being Assertive With Authority Figures -- Being Assertive With Subordinates -- Monitoring One's Own Assertiveness -- Internal Feedback Mechanisms -- External Feedback Mechanisms -- Assessing and Applying Assertiveness Techniques -- A Final Note on Assertiveness -- Language Usage -- Speaking With Authority -- Conclusions -- Summary -- Review Concepts and Questions -- Suggested Assignments -- References -- 11. Conflict Resolution -- Outline -- Expected Learning Outcomes -- Definitions of Conflict -- Types of Conflict -- Causes of Conflict -- The Conflict Process -- Resolving Conflict -- Basic Strategies for Resolving Conflict -- Negotiation Techniques -- Planning Ahead: Contracting -- Other Ways to Resolve Conflict -- Outcomes of Conflict -- The People -- The Issue -- Power -- Responsiveness to Needs -- Communication -- Summary -- Review Concepts and Questions -- Suggested Assignments -- References -- 12. Time Management -- Outline -- Expected Learning Outcomes -- Philosophy of Time -- Classifying Activities -- The Pareto Principle -- Kinds of Time -- The Time Management Process -- Time Management Techniques -- Personal Commitment to Improving -- Deciding What Not to Do -- Learning to Say "No" -- Recording How Time is Used -- Planning Use of Time -- Fire Fighting Versus Fire Prevention -- Prime Time -- Programming Blocks of Time -- Organizing the Workspace -- Memoitis -- Handling Mail -- Computeritis -- Blocking Interruptions -- Managing Meetings -- Managing People -- Springing the Time Trap -- Summary -- Review Concepts and Questions -- Suggested Assignments -- References -- III. Experiential Learning Activities: Managerial Skills-The "How-To" Satellites.

Activity 9 Communication: Are You Good at Following Directions? -- Activity 10 Communication: Observation -- Activity 11 Communication: Interpreting Nonverbal Behavior -- Activity 12 Communication: Perceiving -- Activity 13 Communication: Leader/Follower Interactions -- Activity 14 Communication: Verbal Directions -- Activity 15 Power: The New-Car Dilemma -- Activity 16 Confident Communication: The Compassion Trap -- Activity 17 Confident Communication: Situations to Role Play -- Activity 18 Confident Communication: Three Leadership Roles -- Activity 19 Confident Communication: Listening -- Activity 20 Conflict Resolution: Saturn's First Hospital Station -- Activity 21 Time Management: Time Analysis Sheets -- IV. Managerial Roles: the "Action" Satellites -- 13. Change Facilitator -- Outline -- Expected Learning Outcomes -- Force Field Analysis -- Levels of Change -- Participative Change -- Directive (Coercive) Change -- Implications for Change Cycles -- The Change Process -- Unfreezing -- Changing -- Refreezing -- Strategies of Change -- Fellowship Strategy -- Political Strategy -- Economic Strategy -- Academic Strategy -- Engineering Strategy -- Military Strategy -- Confrontation Strategy -- Resistance to Change -- Combatting Resistance to Change-Changing the Language -- Summary -- Review Concepts and Questions -- Suggested Assignments -- References -- 14. Teacher -- Outline -- Expected Learning Outcomes -- Formal and Informal Teaching -- The Teaching Method -- Identify Learning Needs -- State the Teaching Priorities -- Develop Program Objectives -- Orientation Goal -- Terminal Objectives -- Explanation -- Explore Teaching Strategies -- Content -- Learning Principles -- Instructional Modes and Media -- Modes -- Media -- Recommend a Program -- Summary -- Review Concepts and Questions -- Suggested Assignments -- References -- 15. Team Builder.

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