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Other titles in the Pfeiffer Essential Resources for Training and HR Professionals series:

Next Generation Management Development - With CD (07 Edition)

by

Next Generation Management Development - With CD (07 Edition) Cover

 

Synopses & Reviews

Please note that used books may not include additional media (study guides, CDs, DVDs, solutions manuals, etc.) as described in the publisher comments.

Publisher Comments:

Next Generation Management Development contains an innovative, comprehensive, and fully integrated management development program. Its concepts, models, tools, and other materials have been used successfully to train managers, leaders, and MD/OD personnel for organizations such as IBM, AT&T, Kraft, Baxter Labs, Sears, Caterpiller, and the U.S. Navy, Army, and Air Force to name a few. The "next generation training program" is designed to be a vehicle for enabling managers or leaders to participate more effectively in their organization's OD processes.

Next Generation Management Development is also a professional "how-to" book for management trainers, training program developers, HRD and OD managers, and OD consultants.

Step-by-step, this important resource explains and demonstrates by example how to do the following:

  • Design a management development program that integrates managerial and supervisory development practices with OD consulting practices
  • Implement a fully integrated MD/OD program
  • Describe how many major management concepts, processes, models, and practices are interrelated and can be used in conjunction with each other more effectively than ever before
  • Synthesize and reconcile "One Best Style Theories" with "Contingency or Situational Theories"

The guide's training modules and many fresh and innovative instructional exhibits—such as The Managerial Target and the Unified Practice of Management model—are designed to help students and seminar participants gain deeper insight into more effective management and management development. The accompanying CD-ROM contains many customizable OD consultant and facilitator tools as well as additional chapter material.

Praise for Next Generation Management Development

"The concepts and ideas in this book are powerful tools to help train managers to be effective leaders."

—Jay W. Lorsch, Louis E. Kirstein Professor of Human Relations, Harvard Business School

"Packed with gems such as well-known gurus' concepts and an exceptional number of innovative insights and integrative models, this monumental work is the closest to being a comprehensive bible on general management that I've ever seen."

—Thomas G. Plaskett, chairman of the board, Novell, Inc.; former chairman and CEO, Pan Am Corporation; and corporate director of Alcon, Inc. and RadioShack Corporation.

"Cecil and Rothwell have combined over fifty years of practical experiences into a treasure chest of training materials—complete with useful concepts, models, tools, and techniques—that will become the 'must-have' reference for developing managers, leaders, and entire organizations."

—Patrick A. Cataldo, Jr., associate dean for executive education, Pennsylvania State University, and formerly a member of the board of directors, American Society for Training and Development

Book News Annotation:

This resource for trainers and program developers provides all of the materials necessary to conduct an integrated management development and organization development (MD/OD) program. Each of seven modules consists of a set of training sessions, followed by recommendations for conducting post-training discussions and team-building exercises. The Mac- and Windows-compatible CD-ROM contains worksheets, a course syllabus, study guides, and other tools. Cecil developed the management training series upon which the book is based. Rothwell (The Pennsylvania State U.) is the author of some 60 books on workplace learning and performance. Annotation ©2007 Book News, Inc., Portland, OR (booknews.com)

Synopsis:

This innovative, comprehensive, and fully integrated management development program provides a vehicle for enabling managers and leaders to participate more effectively in their organization's OD processes. The concepts, models, tools, and other materials have been used successfully to train managers, leaders, and MD/OD personnel in organizations such as IBM, AT&T, Kraft, Baxter Labs, Sears, Caterpiller, and the U.S. Navy, Army, and Air Force. The accompanying CD-ROM contains customizable tools for OD consultants and facilitators as well as additional chapter material.

Synopsis:

This innovative, comprehensive, and fully integrated management development program provides a vehicle for enabling managers and leaders to participate more effectively in their organization's OD processes. The concepts, models, tools, and other materials have been used successfully to train managers, leaders, and MD/OD personnel in organizations such as IBM, AT&T, Kraft, Baxter Labs, Sears, Caterpiller, and the U.S. Navy, Army, and Air Force. The accompanying CD-ROM contains customizable tools for OD consultants and facilitators as well as additional chapter material.

Synopsis:

This is a professional "how to" resource that explains and demonstrates with illustrative examples how to do all of the following: Design a Management Development Program that inte­grates Managerial/Super­visory devel­op­ment practices with OD consulting practices; Design a Management Development Program that leads students or par­ti­ci­pants through the topics in a sequence and manner that pre­pares them to understand "how it all fits together." All the major concepts, processes, models, are interrelated and can be used in conjunction with each other as never before); and Synthesize and reconcile "One Best Style Theories" with "Contingency/Situational Theories."

About the Author

Robert D. Cecil is the chairman and president of R.D. Cecil and Company.

William J. Rothwell is a professor of workplace learning and performance in the Department of Learning and Performance at the University Park Campus of the Pennsylvania State University.

Table of Contents

Figures and Tables.

CD-ROM Contents.

About the Authors.

Introduction.

Unfulfilled Needs of Organizations.

Basic Description of the Book and Its Purposes.

Benefits of This Book for Professional and Student Audiences.

How All Readers Can Get the Most from This Book and Its CD-ROM.

1 Preview of the Book’s Next Generation MD/OD Project.

Introduction.

Description of an Integrated MD/OD Project.

Recommendations on Designing a Highly Effective MD/OD Project.

Concluding Remarks.

PART ONE: MANAGEMENT (INTEGRATIVE) FUNCTIONS AND PROCESSES.

2 Initial Perspectives on Management Functions and Processes.

Introduction.

The Basics.

The Think-Work Functions.

The Implementation Functions.

Beyond the Basics.

Fresh Perspectives on the Managerial (Integrative) Process.

Additional Perspectives on Management and Management Processes.

Basic Obstacles to Effective Think-Work.

Concluding Remarks.

3 The Analysis Phase.

Introduction.

The Basics.

Definitions.

Basic Analytic Steps.

Four Major Reasons for Thoroughly Analyzing a Situation.

Basic Rules for Effectively Analyzing a Situation.

Beyond the Basics.

Human Limitations and How to Compensate for Them.

Analytic and Knowledge Management Tools.

Concluding Remarks.

4 Planning Phase Functions.

Introduction.

The Planning Phase in General.

Goal Setting.

Planning.

Budgeting.

Concluding Remarks.

5 Decision Making.

Introduction.

The Basics.

Definition.

Purposes and Benefits of a Decision-Making Process.

Description of the Decision-Making Process.

Basic Types of Decision-Making Situations.

Types of Decision-Making Situations Based on the Number of Alternatives That Can Be Chosen.

Beyond the Basics.

Visualization Tools for Better Decision Making.

Basic Phenomena That Underlie Ineffective Decision Making.

Common Pitfalls and How to Address Them.

Concluding Remarks.

6 Implementation Functions of Management.

Introduction.

Organizing.

Staffing.

Guiding Planned Activities.

Controlling.

Concluding Remarks.

7 Managing Time.

Introduction.

The Basics on Wasted Time.

Symptoms of Wasting Time (Ring D).

Cycle-Perpetuating Results: Emotional and Physical Stress (Ring E).

Ways That Many People Waste Time (Ring C).

Beyond the Basics.

Major Causes of Wasted Time (Ring B).

The Real, Underlying Causes of Wasted Time (Ring A).

The Analytic Approach to Managing Time.

Concluding Remarks.

Recommendations for Conducting the Superior-Subordinates Discussion, OD Application, and Team-Building Sessions Following the Training Portion of Module 1.

PART TWO: INDIVIDUAL, ORGANIZATIONAL, AND MANAGERIAL BEHAVIOR AND DEVELOPMENT.

8 Managerial and Leadership Styles.

Introduction.

The Basics of Motivation.

Maslow’s Hierarchy of Needs.

Herzberg’s Hygiene (Maintenance) and Motivator Factors.

Factors’ Effectiveness.

Basic Frameworks for Understanding Managerial and Leadership Styles.

McGregor’s Theory X and Theory Y Styles.

Three Additional Managerial Styles.

Tannnenbaum and Schmidt’s Continuum of Management Styles.

Likert’s Four Management Systems.

The Ohio State Studies’ Grid Framework.

Blake and Mouton’s Grid Concept.

Miles’s Human Resources Approach to Management.

Situational (Contingency) Theories.

Ouchi’s Theory Z.

Concluding Remarks.

9 Major Nonpersonal Influences on Managerial Behavior.

Introduction.

The Socio-Technical Context.

Task-Related or Technological Variables.

Organizational Factors.

Social Factors.

External Forces and Factors.

Subordinates’ Individual Characteristics and Behavior.

Concluding Remarks.

10 Personal Influences on Managerial Behavior.

Introduction.

Concepts Underlying The Managerial Target.

The Managerial Target.

High Task, Low People (HT,LP), Theory X, Authoritarian, or 9,1 Tendencies.

High Task, High People (HT,HP), Theory Y, Participative, Team, or 9,9 Tendencies.

Determining What The Managerial Target Indicates About an Individual’s Overall Level of Managerial or Leadership Effectiveness.

Perspectives on the Usefulness of The Managerial Target.

Concluding Remarks.

11 Unifying “One Best Style” and Contingency or Situational Theories.

Introduction.

Summary of the Case for One Best Style.

Situationalism.

Two Tracks to One: Combining Both Theories into a Single, Synthesized Perspective.

The Developmental and Participative Aspects of a High Task, High People Approach.

Concluding Remarks.

12 Summary of Socio-Technical Influences and the Implications for a Synergistic MD/OD Project.

Introduction.

Additional Contexts for Organization Development.

Review of MD/OD Program Phases in Terms of Three Major Illustrations.

Review of Basic Educational Considerations in Designing an Integrated MD/OD Program.

Two Socio-Technical Considerations in Designing an Integrated MD/OD Program.

Concluding Remarks.

Recommendations for Conducting the Superior-Subordinates Discussion, OD Application, and Team-Building Sessions Following the Training Portion of Module 2.

PART THREE: INDIVIDUAL PROBLEM SOLVING AND DECISION MAKING.

13 Improving Individual Problem Solving and Decision Making.

Introduction.

The Basics.

Types of Problem-Solving Situations.

Approaches to Problem Solving That Are Less Effective Than the Analytic Approach.

Phases and Steps of the Analytic Approach.

Beyond the Basics.

Problem-Solving Styles and Orientations.

Factor-Related Ways to Improve Problem-Solving Effectiveness.

Concluding Remarks.

Recommendations for Conducting Superior-Subordinates Discussion, OD Application, and Team-Building Sessions Following the Training Portion of Module 3.

PART FOUR: INTERPERSONAL RELATIONS AND SKILLS.

14 Perspectives on Interpersonal Relations.

Introduction.

Basic Personal Characteristics That Influence or Relate to Interpersonal Behavior.

The Initiation, Development, and Maintenance Phases of Relationships.

Interpersonal Styles on The Interpersonal Target.

Behavior in Social Groups.

Interpersonal Conflicts: Symptoms, Types, Sources, and Resolution.

Concluding Remarks.

15 Effective Communication.

Introduction.

The Basics.

Definition and Objectives, and Modes of Communication.

Basic Sender and Receiver Inputs to the Communication Process.

Nonpersonal Socio-Technical Influences on the Communication Process.

Basic Symptoms of Faulty Communication.

Senders’ and Receivers’ Responsibilities for Effective and Ineffective Communication.

Beyond the Basics.

Communication Styles.

Phases and Steps of an Analytic Approach to Communication.

Advance and Ongoing Activities for Continually Improving Communication Processes.

Concluding Remarks.

Recommendations for Conducting Superior-Subordinates Discussion, OD Application, and Team-Building Sessions Following the Training Portion of Module 4.

PART FIVE: TEAM THINK-WORK IN ORGANIZATIONS.

16 Guiding and Participating in Team Think-Work Processes.

Introduction.

The Basics.

Definitions.

Advantages of Individual Think-Work Processes (Disadvantages of Group Processes).

Advantages of Group Think-Work Processes (Disadvantages of Individual Processes).

Major Issues: Quality Versus Acceptance.

Conclusions About Individual and Group Think-Work Processes.

Symptoms of Faulty Team-Think Processes.

Beyond the Basics.

Managers’ Team-Think Styles.

Advance and Ongoing Activities for Continually Improving Team Think-Work Effectiveness.

Concluding Remarks.

Recommendations for Conducting Superior-Subordinates Discussion, OD Application, and Team-Building Sessions Following the Training Portion of Module 5 390

PART SIX: LEARNING AND OTHER MANAGERIAL AND PERSONAL SKILLS.

17 Better Individual and Organizational Learning.

Introduction.

The Basics.

Factors That Influence Learning.

Modes of Learning.

Methods of Learning.

Phases, Steps, and Practices of a Structured Analytic Approach to Learning.

Skill Development.

Beyond the Basics.

Learning Styles and Orientations.

The Planning Aspects of Learning.

The Learning Organization and Systems Thinking.

Action Learning.

Appreciative Inquiry.

Reservations and Recommendations.

Concluding Remarks.

Recommendations for Conducting Superior-Subordinates Discussion, OD Application, and Team-Building Sessions Following the Training Portion of Module 6.

PART SEVEN: SUMMARY AND SYNTHESIS OF CONCEPTS, PROCESSES, MODELS, AND PRACTICES.

18 The Unified Practice of Management Model and Its Implications for Developing More Effective Organizations.

Introduction.

The Unified Practice of Management Model: Integrated Processes and Models.

The Unified Practice of Management Model: Management Gurus.

Concluding Remarks.

Recommendations for Conducting Superior-Subordinates Discussion, OD Application, and Team-Building Sessions Following the Training Portion of Module7

Appendix: Basic Descriptions of Major Management Gurus’ Concepts.

References.

Index.

How to Use the CD-ROM.

Product Details

ISBN:
9780787982713
Subtitle:
The Complete Guide and Resource
Author:
Cecil
Author:
Cecil, Robert D.
Author:
Rothwell, William J.
Publisher:
Pfeiffer
Subject:
Leadership
Subject:
Management
Subject:
Executives
Subject:
Training
Subject:
Executives, training of
Subject:
Management -- Study and teaching.
Subject:
Business training
Subject:
Training & Development
Copyright:
Edition Description:
CD
Series:
Pfeiffer Essential Resources for Training and HR Professionals
Publication Date:
20061222
Binding:
Hardback
Language:
English
Illustrations:
Y
Pages:
540
Dimensions:
9.02x7.22x1.40 in. 3.12 lbs.

Related Subjects

Business » General
Business » Management
Business » Training
Business » Writing

Next Generation Management Development - With CD (07 Edition) Used Hardcover
0 stars - 0 reviews
$45.00 In Stock
Product details 540 pages Pfeiffer & Company - English 9780787982713 Reviews:
"Synopsis" by , This innovative, comprehensive, and fully integrated management development program provides a vehicle for enabling managers and leaders to participate more effectively in their organization's OD processes. The concepts, models, tools, and other materials have been used successfully to train managers, leaders, and MD/OD personnel in organizations such as IBM, AT&T, Kraft, Baxter Labs, Sears, Caterpiller, and the U.S. Navy, Army, and Air Force. The accompanying CD-ROM contains customizable tools for OD consultants and facilitators as well as additional chapter material.
"Synopsis" by , This innovative, comprehensive, and fully integrated management development program provides a vehicle for enabling managers and leaders to participate more effectively in their organization's OD processes. The concepts, models, tools, and other materials have been used successfully to train managers, leaders, and MD/OD personnel in organizations such as IBM, AT&T, Kraft, Baxter Labs, Sears, Caterpiller, and the U.S. Navy, Army, and Air Force. The accompanying CD-ROM contains customizable tools for OD consultants and facilitators as well as additional chapter material.
"Synopsis" by , This is a professional "how to" resource that explains and demonstrates with illustrative examples how to do all of the following: Design a Management Development Program that inte­grates Managerial/Super­visory devel­op­ment practices with OD consulting practices; Design a Management Development Program that leads students or par­ti­ci­pants through the topics in a sequence and manner that pre­pares them to understand "how it all fits together." All the major concepts, processes, models, are interrelated and can be used in conjunction with each other as never before); and Synthesize and reconcile "One Best Style Theories" with "Contingency/Situational Theories."
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