Type
Essay
Pages
22 pages
Word Count
1567 words
School
University of the Incarn
Course Code
Admin6360

Management

January 26, 2020
Module 1:
Creating and Sustaining
Commitment and Cohesion
1
Quinn et al., (2014). Becoming a Master Manager: A Competing Values Approach, 6th edition
Module 1: Creating and Sustaining Commitment and Cohesion
Collaborate Create
CompeteControl
Agenda for Module 1
Assumptions and Goals
Paradoxes
Competencies
Quinn et al., (2014). Becoming a Master Manager: A Competing Values Approach, 6th
edition Module 1: Creating and Sustaining Commitment and Cohesion 2
Human Relations Model Assumptions
and Goals
Quinn et al., (2014). Becoming a Master Manager: A Competing Values Approach, 6th
edition Module 1: Creating and Sustaining Commitment and Cohesion 3
Criteria of effectiveness Commitment,
cohesion, morale
Means-ends theory Involvement
leads to commitment
Action imperative Collaborate
Emphasis Participation, conflict resolution,
consensus building
Culture Clan
Paradoxes of Collaborating
By developing your self-awareness,
you can increase your capacity for
making personal change
Involving employees in decision-
making processes can slow the
planning but make the
implementation more efficient
Collaborating means that we want to
build employees’ commitment and
cohesion by encouraging them to
voice differing ideas and opinions
Quinn et al., (2014). Becoming a Master Manager: A Competing Values Approach, 6th
edition Module 1: Creating and Sustaining Commitment and Cohesion 4
Collaborate Core Competencies
Understanding Self and Others
Communicating Honestly and
Effectively
Mentoring and Developing Others
Managing Groups and Leading
Teams
Managing and Encouraging
Constructive Conflict
Quinn et al., (2014). Becoming a Master Manager: A Competing Values Approach, 6th
edition Module 1: Creating and Sustaining Commitment and Cohesion 5
Managers who focus on
human relations …
Have a high level of self-awareness
Communicate by listening, as well as by speaking
Provide employees with constructive feedback on a
regular basis
Ensure that all group (team) members know what is
expected of them
Encourage employees to learn from others who have
different ideas and perspectives
Quinn et al., (2014). Becoming a Master Manager: A Competing Values Approach, 6th
edition Module 1: Creating and Sustaining Commitment and Cohesion 6
Primary Tensions
Quinn et al., (2014). Becoming a Master Manager: A Competing Values Approach, 6th
edition Module 1: Creating and Sustaining Commitment and Cohesion 7
EXTERNAL
FOCUS
FLEXIBILITY
STABILITY
INTERNAL
FOCUS
Understanding Self and Others
Quinn et al., (2014). Becoming a Master Manager: A Competing Values Approach, 6th
edition Module 1: Creating and Sustaining Commitment and Cohesion 8
Emotional and Social Intelligence
Emotional Intelligence
Self-awareness
Emotional awareness
Self-assessment
Self-confidence
Self-management
Social Intelligence
Social Awareness
Relationship Management
Quinn et al., (2014). Becoming a Master Manager: A Competing Values Approach, 6th
edition Module 1: Creating and Sustaining Commitment and Cohesion 9
Big Five
Neuroticism
Extraversion
Openness
Agreeableness
Conscientiousness
Meyers-Briggs
Introversion Extraversion
Sensing Intuition
Thinking Feeling
Judging Perceiving
Personality
Quinn et al., (2014). Becoming a Master Manager: A Competing Values Approach, 6th
edition Module 1: Creating and Sustaining Commitment and Cohesion 10
Increasing Your Self-awareness
Quinn et al., (2014). Becoming a Master Manager: A Competing Values Approach, 6th