INTRODUCTION 19

Appendix I contains a glossary of key terms in the text; and Appendix II lists referencesfor excerpted material in the book.

Organization of the Book

Each chapter is organized on the basis of the learning model summarized in Table 4. Eachchapter begins with Skill Assessment instruments. Their purpose is to highlight areas ofpersonal competence as well as areas needing improvement in both knowledge and perfor-mance. As you complete the instruments in the Skill Assessment section, you will discoverareas in which you will want to establish personal learning goals, and areas in which yourcompetency is already well developed. As pointed out earlier, however, research has demon-strated that the most competent managers tend to progress the most when engaging in skilldevelopment exercises, so dont dismiss a skill just because you feel that it is an area ofstrength. We encourage you to take time to complete these assessment instruments. Youwill be surprised with what you learn if you complete them honestly and as accurately asyou can.

Per

sona

l

Interpersonal

Group

ESSENTIALMANAGEMENT

SKILLS

Managingstress

Solvingproblemscreatively

Empoweringand

delegating

Leadingpositivechange

Building effectiveteams

Gain powerand influence

Communicatingsupportively

Motivatingemployees

Managingconflict

Developingself-

awareness

Figure 3 A Model of Essential Management Skills