Becoming a Master Manager: A Competing Values Approach, Fourth Edition
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More About This Title Becoming a Master Manager: A Competing Values Approach, Fourth Edition


Robert E. Quinn is the Margaret Elliott Tracy Collegiate Professor in Business Administration & Professor of Management and Organizations at the University of Michigan. He has published many papers and books on management and organization, but Professor Quinn is particularly interested in issues concerning leadership, vision and change. He has an applied orientation and has 25 years of experience in working with executives on issues of organizational change. He has been involved in the design and execution of numerous large-scale change projects. He has worked with a large percentage of the Fortune 500 companies. He teaches in both the MBA and Executive Education Programs at the University of Michigan and is known for innovative instructional efforts. Professor Quinn is also a fellow of the World Business Academy.


CHAPTER 1 The Competing Values Approach to Management.

The Evolution of Management Models.

Action Imperatives: Collaborate, Control, Compete, Create.

Organizing the Learning Process.

CHAPTER 2 The Mentor Role.

Understanding Self and Others.

Communicating Effectively.

Developing Employees.

CHAPTER 3 The Facilitator Role.

Building Teams.

Using Participative Decision Making.

Managing Conflict.

CHAPTER 4 The Monitor Role.

Managing Information Overload.

Analyzing Core Processes.

Measuring Performance and Quality.

CHAPTER 5 The Coordinator Role.

Managing Projects.

Designing Work.

Managing Across Functions.

CHAPTER 6 The Director Role.

Developing and Communicating a Vision.

Setting Goals and Objectives.

Designing and Organizing.

CHAPTER 7 The Producer Role.

Working Productively.

Fostering a Productive Work Environment.

Managing Time and Stress/Balancing Competing Demands.

CHAPTER 8 The Innovator Role.

Living with Change.

Thinking Creatively.

Managing Change.

CHAPTER 9 The Broker Role.

Building and Maintaining a Power Base.

Negotiating Agreement and Commitment.

Presenting Ideas.

CHAPTER 10 Integration and the Road to Mastery.

Understanding the Developmental Process.

The Profile of a Master Manager.

The Possibility of Self-Improvement.