Riassunto:
Develop ten essential management skills.
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.
Informazioni sull?autore:
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), andPositive 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.
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