Becoming a Master Manager: A Competency Framework

by Robert E. Quinn

Becoming a Master Manager is an effective tool for stimulating thinking and building management skills. The book takes you through some of the social and intellectual challenges that managers encounter everyday, the most prominent being pulled by competing demands and having to play many roles simultaneously. This book uses the Competing Values Framework, a comprehensive map on which competing demands can be located and placed in context. Becoming a Master Manager

Genres: Leadership, Nonfiction, Management, Reference, Business, School

400 pages, Paperback

First published January 1, 1990

Reviews

[Jenifer · Rating 4 out of 5]

This book was tremendously useful to me as I worked with my supervisor to develop a curricular framework for our organization's professional development program. Quinn, Faerman, Thompson and McGrath open with a survey of the models of management that have prevailed in U.S. organizations since the turn of the 20th century. They propose and outline eight roles in which the modern manager must function well, namely mentor, facilitator, monitor, coordinator, director, producer, broker, and innovator. Associated with each role, Quinn et al. identify three essential competencies and describe how each competency evidences itself. Following a discussion of each competency, the authors provide a variety of tools (e.g., assessments, applications) to assist the reader in his/her personal and professional growth. The authors provide extensive references.

[Chris Wilson-minich · Rating 4 out of 5]

Very applicable instruction on developing management skills that is transferable to workplace, community service or personal environment.

[Carey Radican · Rating 2 out of 5]

Started out interesting, but never peaked my interest.