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Next-Generation Management Development:

The Complete Guide and Resource

 

 

Authors:  Robert D. Cecil and William J. Rothwell

 

Description

 

Next-Generation Management Development is a comprehensive, 495-page, large format book on all the following: management; leadership; general management and leadership functions, attitudes, and skills; and management, leadership, and organization development (OD). An entire management and leadership training program between two covers, it has been written to be used as the manual for an education and  training seminar program―especially one that constitutes the core of a fully integrated, highly leveraged, and proven MD/OD project (a "next-generation approach" to management, leadership, and organization development). Such programs have been conducted over nine to twelve months for 12 college credits and for MBA credits. The book can also be used as the text for MBA courses or three-quarter/two-semester, 12-credit college courses that cover general management, leadership, the skills involved, and MD and OD concepts and practices. (See note at the bottom of this page.)

 

These are excerpts of the reviewers' comments cited in full below: contains "powerful tools to help train managers to be effective leaders"; a "monumental work" and a "must read"; "closest to being a comprehensive bible on general management that I've ever seen"; a "treasure chest of training materials"; "miles beyond anything I've ever seen"; a "'must have' reference for developing managers, leaders, and entire organizations"; and "a truly magnificent piece of work."

 

The book...

  • contains 58 figures, most of which illustrate important management concepts, processes, or models (as an example, see the PDF illustration of Figure 7.1: Wasting Time: Causes, Ways, and Symptoms);

  • also contains 42 tables, many of which outline phases and steps for structuring planning, decision-making, problem-solving, communication, and learning processes for greater effectiveness;

  • describes over 100 management gurus' concepts, models, and practices, many of which are interrelated throughout the book;

  • introduces a number of innovative concepts and models, including The Managerial Target® (below), a "four-dimensional" model that relates levels of four groups of measurable personal traits to people's tendencies to use particular managerial or leadership (and interpersonal) styles;

  • reconciles and "unifies" one best style theories of management and leadership with contingency or situational theories;

  • interrelates and integrates more than 100 major management and leadership concepts, models, processes, and practices into a final, state-of-the-art Unified Practice of Management™ model, thereby (a) synthesizing management/leadership development, organization development, strategic management, systems thinking, team management, and knowledge management, and (b) showing how they all fit into a "big picture" and can be used together or in sequence more synergistically and powerfully than ever before; and also

  • describes how to construct and use a "qualitative information base" and a "diagrammatic knowledge base" using detailed analytic checklists during processes now being called "zero-base systems analyses" (ZBSA) -- also described on the Management Toolbox page.

                                   

Copyright © 1976, 2006, 2012 by R. D. Cecil and Company.The Managerial Target® is a registered trademark of R. D. Cecil and Company (1977, renewed 1997, 2007, 2017). All rights are reserved. Reproduction or use without express written consent is prohibited.                                                      

This is partly a professional "how to" book for educators, management trainers, training program developers, HRD and OD managers, and OD consultants. Step by step, it explains and demonstrates by example how to do the following:

  • Conduct a course or training program in a step-by-step, building-block manner, often taking students or seminar participants beyond the basics that are usually taught

  • Design and implement a fully integrated MD/OD program―a program that integrates managerial and leadership development practices with OD consulting practices

  • Describe how many major management concepts, processes, models, and practices are interrelated and can be used in conjunction with each other more effectively and powerfully than ever before

  • Reconcile and unify "one best style" and "contingency or situational" theories

  • Develop and use "qualitative information bases" and "diagrammatic knowledge bases"

As mentioned above, educators and MD/OD professionals can also use this resource as a course text and management or leadership training (seminar) manual. Its training modules and many fresh and innovative instructional exhibits―such as The Managerial Target® and the Unified Practice of ManagementTM model―help students and seminar participants gain deeper insight into how to become more effective managers and leaders. Equally important, the book's entire management development program has been designed to be the core of an OD project―a vehicle for enabling managers or leaders to participate more effectively in their organization's OD processes.

 

The accompanying CD-ROM contains (a) additional chapter-related training materials for students and seminar participants; and (b) many customizable tools for instructors, OD consultants, and facilitators.

Notes:

 

For those conducting more leadership-oriented programs or courses, a supplementary Leadership Addendum is available directly from R. D. Cecil and Company. (R. D. Cecil is a retired Naval Reserve Captain.) Often referring to pages, figures, and tables in the main book, it describes leaders and managers in different types of organizations, interrelates management and leadership roles and functions, and describes desirable leadership (and managerial) characteristics.

 

See the page on this website entitled "Other R.D.C. Books" for descriptions of the numerous books and booklets from which this book was excerpted or condensed.

Mr. Cecil has used the book's concepts, models, tools, and other materials to train hundreds of management and leadership trainers, training program developers, organization development consultants, and MD/OD managers from organizations such as IBM (Executive Development Center), AT&T, Kraft, Baxter Labs, Sears, Walgreens, Illinois Bell, the State of Illinois, and the U.S. Navy, Army, and Air Force―just to name a few. As a professional management trainer, he has also conducted classes, seminars, and entire on-site, top-down programs involving thousands of managers, supervisors, leaders, and students either for or from organizations such as Caterpillar, Dekalb AgResearch, Weyerhauser, the Civil Service Commission, the American Management Association, large hospitals, colleges, and several MBA programs.

 

 

Past Results of the Integrated MD/OD Program

 

Attitude surveys conducted before, during, and after past in-house, top-down MD/OD programs have shown that organizations can achieve these and other performance-enhancing results:

  • More than a 50 percent improvement in the performance of management (integrative) functions

  • Development of a participative atmosphere and team working relationships within about one year:

     

    +  50 to 100 percent improvement in superior-subordinate

          relationships; and

    +  100 to 200 percent improvement in inter-unit interactions

     

  • Increased accountability for performance, productivity, and development of people; and

  • Increased on-the-job satisfaction and morale throughout the organization

   

This integrated MD/OD program has another important advantage: While research has shown that people forget about 85-90% of what they have learned during most formal management training programs (and do so within the first thirty days if not the first week), this program has been designed to help people remember at least 50%. This is mostly accomplished by using what has been learned early in the program to explain, discuss, and apply later material―which reinforces the earlier learning. Even if people eventually forget some of the other 50%, they will have actually applied much of it during the program's organization development activities to (a) develop better organizational goals, associated plans, solutions, and decisions (which incorporate or reflect what was learned); and (b) establish policies and procedures that will constantly reinforce and build on what was learned. Also, to help people use and reinforce much of their formal training, the book provides many handy gouges―such as checklists of variables to analyze and tables of phases and steps for structuring more effective planning, problem-solving, decision-making, communication, and learning processes. These design strategies leverage, and minimize the waste of, formal training dollars.

 

 

Table of Contents  (print a detailed table from this PDF document)

 

  Figures and Tables (print a detailed list of 100 from this PDF document)

  Introduction

  Chapter 1:  Preview of the Book's Next Generation MD/OD Project

 

Part One:  Management (Integrative) Functions and Processes

  Chapter 2:  Initial Perspectives on Management Functions and Processes

  Chapter 3:  The Analysis Phase

  Chapter 4:  Planning Phase Functions (Goal Setting, Planning, and

                     Budgeting)

  Chapter 5:  Decision Making

  Chapter 6:  Implementation Functions of Management (Organizing,

                     Staffing, Guiding, and Controlling)

  Chapter 7:  Managing Time

 

Part Two:  Individual, Organizational, and Managerial Behavior

                  and Development

  Chapter 8:  Managerial and Leadership Styles

  Chapter 9:  Major Nonpersonal Influences on Managerial Behavior

  Chapter 10:  Personal Influences on Managerial Behavior

                      (Contains The Managerial Target®)

  Chapter 11:  Unifying "One Best Style" and Contingency or

                       Situational Theories

  Chapter 12:  Summary of Socio-Technical Influences and

                       the Implications for a Synergistic MD/OD Project

 

Part Three:  Individual Problem Solving and Decision Making

  Chapter 13:  Improving Individual Problem Solving and Decision Making

 

Part Four:  Interpersonal Relations and Skills

  Chapter 14:  Perspectives on Interpersonal Relations

  Chapter 15:  Effective Communication

 

Part Five:  Team Think-Work in Organizations

  Chapter 16:  Guiding and Participating in Team Think-Work Processes

 

Part Six:  Learning and Other Managerial and Personal Skills

  Chapter 17:  Better Individual and Organizational Learning

 

Part Seven:  Summary and Synthesis of Concepts, Processes, Models,

                      and Practices

  Chapter 18:  The Unified Practice of ManagementTM Model and

                        Its Implications for Developing More Effective Organizations

 

Appendix:  Basic Descriptions of Major Management Gurus' Concepts

 

Contents of Attached CD-ROM:

    Course Syllabus (for a twelve-credit educational/seminar course--over three semesters or 9-12 months)

    OD Consultant or Facilitator Materials

        End-of-Part (Project Module) OD Session Guides

    Additional Chapter Materials:

        Seminar or Class Study/Preparation Guides

        Worksheets and Other Tools

        Relevant Quotations

 

 

Initial Reviews (complete original statements)

"The concepts and ideas in Next Generation Management Development: The Complete Guide and Resource are powerful tools to help train managers to be effective leaders."

― Jay W. Lorsch, Louis E. Kirstein Professor of Human Relations, Harvard Business School

 

"This monumental work is a 'must read' for management educators, organization development executives, and even those managers who know much about management but have never quite tied it all together. Packed with gems such as well-known gurus' concepts, an exceptional number of innovative insights and models, and many practical tools, it's the closest to being a comprehensive bible on general management that I've ever seen."

― Thomas G. Plaskett, chairman of the board, Novell, Inc.; former chairman and CEO, Pan Am Corporation; and corporate director of Alcon, Inc. and RadioShack Corporation.

 

"Cecil and Rothwell have combined over 50 years of practical experiences into a treasure chest of training materials complete with useful concepts, models, tools, and techniques for MD/OD professionals, Chief Learning Officers, senior HR professionals, strategic planners, and general managers. It's a truly magnificent piece of work that will become the 'must have' reference for developing managers, leaders, and entire organizations."

― Patrick A. Cataldo, Jr., associate dean for executive education, Pennsylvania State University, and formerly a member of the board of directors, American Society for Training and Development (ASTD).

 

Additional Reviews and Comments

"The book covers all the major topics typically found in a basic organizational behavior textbook." . . .  (It provides) "a framework in which the authors have linked the multiple jigsaw pieces of various theories and concepts regarding management and management development. Their diagrams of how these pieces fit together are quite extensive and logically laid out. It is easy to see how the works of various authors, such as Ouchi, Drucker, Mintzberg, Senge and a multitude of others, fit within their framework." . . . "The authors do an excellent job of outlining The Managerial Target® model and their approach to organization and managerial development." . . .  (The Unified Practice of Management model) "has successfully integrated decades of theories and research to develop a best practice or 'how to' model which provides and excellent guide on the process of management." . . . (Thus, the book) "is an excellent resource for program developers and trainers."

Quotes excerpted from a review of the book in Academy of Management Learning and Education, Volume 8, Number 2, June 2009, p. 303.)

"As a corporate executive, management trainer, and management consultant for over forty years, I've participated in, reviewed, selected, used, and applied many of the best management training courses and programs available. In my opinion, R. D. Cecil's Next-Generation Management Development contains a program that is miles beyond anything I've ever seen in terms of its comprehensiveness and depth, its many insightful and innovative models, and its full integration of both organization development and strategic management."

― Keith L. Irons, Chairman, Irons Group Ltd., Roscoe, IL, and Chairman, Rockford Area Ventures, Rockford, IL.

 

The Managerial Target® is "ingenious" (in the way it relates many personal traits to someone's tendency to use a particular managerial, leadership, or interpersonal style) and the book itself is "first rate."

― Robert Hogan, Ph.D., President, Hogan Assessment Systems (internationally known psychological measurement firm).

 

About the Authors

Robert D. Cecil is chairman and president of R. D. Cecil and Company.  (See the Robert D. Cecil page.)  After receiving an MBA at Harvard Business School in 1968, he gained experience as (a) a corporate general manager and controller, (b) a corporate marketing manager, (c) the top executive of a consulting and training firm, (d) a management consultant and trainer for almost forty years, (e) an associate professor of business administration, and (f) a Naval Reserve Supply Corps officer for twenty-four years―retiring as a Navy Captain ("four-striper") in 1987. Over all those years, he has worked for or with more than eighty different organizations, including clients in agriculture, communications, consumer products, education, heavy equipment manufacturing, food processing, government, health care, insurance, the military, publishing, and retail sales. He has used his education and experience to write a total of about 4,500 pages on topics such as: general management; organizational behavior; management, leadership, and organization development; strategic planning; marketing; and knowledge management. He took fourteen full-time years to research and write four books and six booklets comprising a 2,400-page general management and leadership training series. Almost all the contents of this book and its attached CD-ROM have been excerpted or condensed from that series.

 

William J. Rothwell is a professor of workplace learning and performance in the Department of Learning and Performance at the University Park Campus of the Pennsylvania State University. He has authored, co-authored, edited, or co-edited nearly sixty books, including Practicing Organization Development and Mastering the Instructional Design Process.

 

Publication Information

Publisher: Pfeiffer imprint of John Wiley & Sons; Release Date: December 8, 2006

ISBN:  0-7879-8271-7  

Hardcover (8" x 10"); 495 pages plus CD-ROM; SRP:  $95.00

 

Legal NoticeOn November 1, 2011, John Wiley & Sons "reverted" (gave up) rights to this book. Now, to be granted permission to use any contents of the book, including figures, tables, and/or text, you must contact Robert D. Cecil at R. D. Cecil and Company's address or telephone number at the bottom of this page.

 

 

For Professors or Instructors

 

Note:  Chapters in the book have been sequenced primarily for conducting an integrated, nine-month to one-year MD/OD project. For instructors of three-quarter (Fall, Winter, Spring) or two-semester (Fall, Winter-Spring) educational courses (without OD processes) for a total of twelve credits, the following sequence is suggested:

 

    Three Quarters

 

First quarter:  Chapter 1 and Part One (Chapters 2 through 7)

Second quarter:  Part Two (Chapters 8 through 12) and Part Four's Chapter 14

Third quarter:  Part Three's Chapter 13, Part Four's Chapter 15, Part Five's Chapter 16, Part Six's Chapter 17, and Part Seven's Chapter 18

 

    Two Semesters

 

First Semester:  Part One (Chapters 1 through 7) and Part Two's Chapters 8 and 9

Second Semester: Part Two' Chapters 10 and 11, Part Four's Chapter 14, Part Three's Chapter 13, Part Four's Chapter 15, and Parts Five, Six, and Seven

 

    The first and second quarters (or first semester) should be prerequisites for the third quarter (or second semester), since Part Seven (Chapter 18) contains the model for tying together all the major concepts, processes, models, and practices covered throughout the book's seven parts. It should be noted that the book can be covered in just one quarter or semester if students/participants have the more advanced background necessary.

 

An entire course curriculum is on the book's CD-ROM. The course has been given for twelve college credits upon approval by the Illinois State Board of Education.

 

PDF illustrating possible, more detailed class schedules for two semesters and three quarters: NGMD univ class sched.pdf.

 

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Copyright © 2018 by R. D. Cecil and Company             Last edited or revised:  7/21/2018