Motivating others 6 time and stress management 7

Motivating others
6. Time and stress management
7. Planning
8. Organizing
9. Controlling
10. Receiving and organizing information
11. Evaluating routine information
12. Responding to routine information
13. Understanding yourself and others
14. Interpersonal communication
15. Developing subordinates
16. Team building
17. Participative decision making
18. Conflict management
19. Living with change
20. Creative thinking
21. Managing change
22. Building and maintaining a power base
23. Negotiating agreement and commitment
24. Negotiating and selling ideas
Learning About Yourself Exercise
Scoring Key
Director: 1, 2, 3 Mentor: 13, 14, 15
Producer: 4, 5, 6 Facilitator: 16, 17, 18
Coordinator: 7, 8, 9 Innovator: 19, 20, 21
Monitor: 10, 11, 12 Broker: 22, 23, 24
Breakout Group Exercises
Form small groups to discuss the following topics:
• Consider a group situation in which you have worked. To what extent did the group rely
on the technical skills of the group members vs. their interpersonal skills? Which skills
seemed most important in helping the group function well?
2. Identify some examples of “worst jobs.” What conditions of these jobs made them
unpleasant? To what extent were these conditions related to behaviours of individuals?

3. Develop a list of “organizational puzzles,” that is, behaviour you’ve observed in
organizations that seemed to make little sense. As the term progresses, see if you can
begin to explain these puzzles, using your knowledge of OB.
Working With Others Exercise
This exercise asks you to consider the skills outlined in the “Competing Values Framework” to
develop an understanding of managerial expertise. Steps 1–4 can be completed in 15–20
minutes.
• Using the skills listed in “Learning About Yourself,” identify the 4 skills that you think all
managers should have.
• Identify the 4 skills that you think are least important for managers to have.
• In groups of 5–7, reach a consensus on the most-needed and least-needed skills identified
in Steps 1 and 2.
• Using Exhibit 1-7, determine whether your “ideal” managers would have trouble
managing in some dimensions of organizational demands.
Competing Values Framework
Internal-External Dimension
Inwardly, toward employee needs and concerns and/or production processes and
internal systems
or
Outwardly, toward such factors as the marketplace, government regulations, and the
changing social, environmental, and technological conditions of the future
Flexibility-Control Dimension
Flexible and dynamic, allowing more teamwork and participation; seeking new
opportunities for products and services
or
Controlling or stable, maintaining the status quo and exhibiting less change
Exhibit 1.7: Skills for Mastery in the New Workplace