Book review of developing management skills
For undergraduate/graduate Principles of Management and Management Skills courses. nbsp; Whetten/Cameron teaches students the ten essential skills all managers should possess in order to be successful. nbsp; Developing ManagementSkills, 7/e,nbsp;begin each chapter, starting with thePAMS assessmentin the introduction, allowing students to see which skills they need to focus on more.nbsp; It shows students with little work experience that most managers struggle with one or more skills presented in the book.nbsp
Author: David A. Whetten, Kim S. Cameron
Edition: (Edition: 7th)
Publisher: Pearson College Div
Release Date: 2007-01-01
With an emphasis on self assessments, Developing Management Skills gets readers involved in the learning experience, helping them connect the theories to their own lives. Further, this text focuses on developing the ten essential skills needed for success and gives readers tangible goals to work towards.
Based on suggestions from reviewers, instructors, and students, a number of changes–including new skill-assessments and cases, and updated research–have been incorporated in the eighth edition.
"synopsis" may belong to another edition of this title.
From the Back Cover:
With an emphasis on self assessments,Developing Management Skillsgets readers involved in the learning experience, helping them connect the theories to their own lives. Further, this text focuses on developing the ten essential skills needed for success and gives readers tangible goals to work towards.
Developing Self-Awareness; Managing Personal Stress; Solving Problems Analytically and Creatively; Building Relationships by Communicating Supportively; Gaining Power and Influence; Motivating Others; Managing Conflict; Empowering and Delegating; Building Effective Teams and Teamwork; Leading Positive Change
For readers interested in developing their management skills by enhancing the effectiveness of their interpersonal personal skills.
In its Ninth Edition, Developing Management Skills has become the standard in hands-on management learning. Designed for students of all skill levels and learning styles, the text allows students to apply knowledge to real-world situations, connect concepts to their own lives, and experience management theory in a tactile and engaging way.
Updated for tomorrow—s managers, this text features contemporary examples, new skill assessments and cases, updated research, and tangible, relevant goals for students to work toward. Focusing on ten essential skills for success in management, Developing Management Skills focuses on what managers actually "do," transforming management concepts into practical, actionable techniques.
David Whetten- Prior to joining the Marriott School of Management faculty in 1994 Dave was on the faculty at the University of Illinois, Urbana-Champaign, for 20 years, where he served as Associate Dean of the College of Commerce, Harry Gray Professor of Business Administration, and Director of the Office of Organizational Research. He currently serves as the Editor of the Foundations for Organizational Science, an academic book series, and from 1988-90 he served as Editor of a professional journal, the Academy of Management Review. He has published over 50 articles and books on the subjects of interorganizational relations, organizational effectiveness, organizational decline, organizational identity, and management education. His management text, Developing Management Skills, is in its third edition, and was recently adapted for the European market under the title, Developing Management Skills for Europe. This pioneering work in management skill education earned Dave and his co-author, Kim Cameron, the David Bradford Distinguished Educator Award from the Organizational Behavior Teaching Society in 1992. Dave has been very active in his professional association, the Academy of Management. In 1991, he was elected an Academy of Management Fellow, in 1994 he received the Academy’s Distinguished Service Award, and in 1996 he was elected to a five-year term as a national officer in the Academy, which culminates in the position of president in the year 2000. He is also an active management trainer and consultant, having worked with a variety of profit and non-profit organizations, and several major businesses including Caterpillar and State Farm. He teaches classes and workshops on strategy implementation organizational change, organizational values, and a variety of managerial skills, including motivation, conflict management, team building, and communications. Dr. Kim Cameron 's past research on organizational downsizing, organizational effectiveness, corporate quality culture and the development of leadership excellence has been published in more than 120 academic articles and 13 scholarly books, the latest of which are Diagnosing and Changing Organizational Culture (Jossey Bass), Positive Organizational Scholarship (Berrett-Koehler), Leading with Values (Cambridge University Press), Competing Values Leadership (Edward Elgar), Making the Impossible Possible (Berrett Koehler), and Positive Leadership (Berrett Koehler). His current research focuses on virtuousness in and of organizations--such as forgiveness, gratitude, kindness, and compassion--and their relationship to performance. He is one of the co-founders of the Center for Positive Organizational Scholarship at the University of Michigan and has served as Dean at the Weatherhead School of Management at Case Western Reserve University, Associate Dean in the Marriott School of Management at Brigham Young University, and department chair at the University of Michigan.
How do I develop these management skills?
Ways to develop managerial skills.
Seek advice and guidance from a mentor..
Read books about management theories, techniques, and styles..
Think about areas you need to improve, set goals, and take steps to achieve them..
Go back to school and get a certificate or a degree..
What is management development skills?
They include the capacity to perform executive duties in an organization while avoiding crisis situations and promptly solving problems when they occur. Management skills can be developed through learning and practical experience as a manager.
What are the three 3 management skills?
Managerial skills fall into three basic categories: technical, human relations, and conceptual skills. Specialized areas of knowledge and expertise and the ability to apply that knowledge make up a manager's technical skills.
How do you evaluate management skills?
When assessing management skills, consider factors such as leadership style, communication abilities, decision-making proficiency, adaptability, and team-building expertise. These elements play a crucial role in determining the effectiveness of a manager.