Developing Management Skills

Developing Management Skills : International Edition

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For undergraduate/graduate-level courses in Management Skills and for faculty who want a more skills based approach in Principles of Management and Organizational Behavior.This skills-based approach to management uses a unique five-step model and is filled with interactive exercises and examples and the latest in technology. Whetten and Cameron succeed in helping students understand, correct, practice, and give them numerous opportunities to translate correct practice into common practice. With a focus on the skills aspect of management, each chapter uses a 5-step process for assessing, prescribing, acquiring, and fine-tuning students' aptitudes. The book covers personal, interpersonal and group skills in an interactive way, and Whetten and Cameron include the latest research that reflects today's organizations, most of which rely on streamlined organizational structures and self-directed more

Product details

  • Paperback | 672 pages
  • 202 x 253 x 34mm | 1,172.99g
  • Pearson Education (US)
  • Pearson
  • United States
  • 5th edition
  • 0131225146
  • 9780131225145

Table of contents

(NOTE: Each chapter includes the following sections: Skill Assessment, Skill Learning, Skill Analysis, Skill Practice, and Skill Application and each supplement chapter includes Skill Learning and Skill Practice.)Preface. Introduction. I. PERSONAL SKILLS. 1. Developing Self-Awareness. 2. Managing Personal Stress. 3. Solving Problems Analytically and Creatively. II. INTERPERSONAL SKILLS. 4. Coaching, Counseling, and Supportive Communication. 5. Gaining Power and Influence. 6. Motivating Others. 7. Managing Conflict. III. GROUP SKILLS. 8. Empowering and Delegating. 9. Building Effective Teams and Teamwork. IV. SPECIFIC COMMUNICATION SKILLS. Supplement A. Making Oral and Written Presentations. Supplement B. Conducting Interviews. Supplement C. Conducting Meetings. Appendix I. Scoring Keys and Supplemental Materials. Appendix II. Glossary. Appendix III. References. more