2.  Training Booklets/Manuals.html  --   [ PDF version ]

 (To open this protected Powerpoint file, click on "Read Only")

3.  Management Tools.htm  --  [ PDF version ]

 (To open this protected PowerPoint file, click on "Read Only")

                  and Organization Development.html  (500-page book)

List of Book's Figures, Tables, Exhibits  --  [ PDF version ]

6.  Team Thinking/Learning Centers.html

7.  Comments by Academicians and Practitioners.html  --   [ PDF version ]

                    0_Series Introduction  (2 booklets)

 1.  Management and Leadership: Major Elements and Beyond — an entire, comprehensive, 30-booklet, 2,400-page, fully integrated Managerial and Leadership Development (education/training) Program that has earned students and seminar participants 12 college credits and credits toward MBAs (over two semesters or three quarters). In addition to covering all of the most important MBA level management and leadership concepts, principles, and practices, the booklets (texts/manuals) in this program . . .

a.  present many remarkably advanced and innovative concepts, models, methods, and tools (described below) that deal with general management, strategic planning, managerial and leadership styles, time management, knowledge management, interpersonal relations, individual and team problem solving and decision making, individual and organizational learning, and organization development;c.  integrate general and strategic management, strategic planning, knowledge management, managerial and leadership development, and organization development into a fully integrated, synergistic management system (based on our Unified Practice of Management™ Model, or UPoM™);

b.  contain 387 instructional figures, tables and exhibits (all projectable);d.  describe how one basic but flexible methodology and associated skills apply to the management and leadership process, learning, communicating, problem solving, decision making, and strategic planning―so you can use, and train in, one methodology instead of a different one for each process;

c.  emphasize participative management, participative strategic planning, and participative management/leadership and organization development;

d.  emphasize performing the think-work functions of management and leadership well, and then going on to implement plans for carrying out operating strategies, programs/projects, and plans for organizing, staffing, etc.; 

e.  discuss the “what” and “why” of management―as texts do; but also, as manuals, go on to provide practical, step by step “how to” methods and tools for analyzing, goal setting, planning, budgeting, decision making, organizing, staffing, guiding activities, and controlling—many of which most MBAs have never received from their B-schools either before or upon graduation;

f.  cover a number of new concepts, models, methods, and tools that few if any business schools cover—such as personal traits' influences on managers' and leaders' styles;

g.   provide expert, detailed checklists of variables that help MBA students (and practicing managers) analyze situations in greater depth and breadth than the relatively limited and superficial factors dealt with in hundreds of B-school marketing, finance, production/operations, and organizational behavior cases, thereby giving an MBA several advantages over classmates—such as performing more in-depth and insightful analyses of case situations and thereby impressing both classmates and professors;

h.   omit or skim over certain areas and many details that MBAs very quickly forget or seldom if ever use;

i.  help develop the managerial, leadership, interpersonal, and group process facilitation skills that employers wish that B-schools would develop in their MBAs―but most often don’t; and

j.   provide all the materials necessary for an organization’s own trainers and facilitators (preferably with an MBA background and training experience) to do the following: conduct in-house seminar or training sessions; facilitate participative organization development sessions (without using any outside assistance); and facilitate powerful, computer-assisted strategic planning processes.

 

     An organization―and even its individual managers or leaders themselves ― might consider how these materials could (a) help make “Junior (or better) MBAs” out of personnel with underdeveloped potentials, and (b) save much of the time and money that many individuals and organizations devote to “getting a piece of paper” (after two years of studying hundreds of cases that won’t directly apply to their industry or job).

 

 

2.  Organization Development Materials and Tools  (for do-it-yourself use):

 

    The management/leadership training course/seminar described above can be conducted on its own. But it can be used most powerfully as the core of a fully integrated, in-house, top-down management, leadership and organization development project. When we have called this a “fully integrated MD/OD program,” people have usually assumed that we simply meant “comprehensive.” It actually means far more than that:

 

A. While it is comprehensive, it presents topics in a building-block sequence—not in ad hoc, disjointed, 1-to-2-day courses or modules.  For example,  (a) what is learned in early chapters/modules is used to explain more complex concepts and models in later chapters/modules, and (b) what is learned in later chapters/modules uses and reinforces the learning that took place earlier.

 

B. Equally if not more important, it does things that no other book or system has ever done (or is even capable of doing). It interrelates and integrates all the following:  more than five distinctive managerial and leadership styles; nine distinctive interpersonal styles; managerial and leadership functions; thinking, learning, and communication processes and styles; a number of “I’m OK, you’re OK”  ego states and  related life positions; thirteen types of relationship “approachers” and “maintainers”; various approaches for manipulating others; many specific personal traits (needs/drives, values, personality traits, knowledge factors, mental skills, and specialized skills); and much, much more.

 

    The system materials contain everything necessary:

 

      a.  manuals for students or participants;

      b.  materials and tools for the organization's own instructors; and

      c.  the materials and guidance that an organization's OD facilitators

         would need to conduct top-down, "linking pin" OD sessions.

 

3.  Internal Management Consulting Methods, Tools, & Materials  (for do-it-yourself use):

 

     The approximately 260 management consulting methods and tools (checklists, fill-in templates, etc.):

     One way in which the system's contents constitute an integrated or “Unified Practice of Management™ System” is that the education/training materials mentioned above describe (a) how to fill in and use the many templates provided, (b) how to perform various methods or processes step by step, and (c) how to use the many other types of practical, computerized tools provided.

 

     The above tools can be used to design (or upgrade) and facilitate participative strategic analysis, planning, and decision-making processes that are computer-assisted from beginning to end.

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Dixon, Illinois  61021-3904

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