Other R.D.C. Books

The following materials have been used in a comprehensive management and leadership training program involving as many as 80 hours of class/seminar contact time. The training program is the core of an in-house, integrated MD/OD project. Participants have received 12 college credits and credits toward MBAs. (The original series was approved for 12 college credits by the State of Illinois Board of Education in 1979.) About 200 instructional figures, tables, and exhibits are contained in four books and six booklets, several of which have been used as college texts for almost twenty years. (All materials have 2 columns on 8½" x 11" pages and are punched for insertion into a 3-ring binder.) These books and booklets were excerpted or condensed into Mr. Cecil’s book, Next Generation Management Development: The Complete Guide and Resource, published by the Pfeiffer imprint of John Wiley & Sons (2007). It should be noted that the original copyrights on these books and booklets, and any relevant trademarks (such as The Managerial Target^®), are owned by R. D. Cecil and Company, a Florida “C” corporation licensed to do business in Illinois.

Book Part One / Program Module 1: Managerial and Leadership (Integrative) Functions and Process

Think-Work Functions of Management and Leadership: Concepts, Methods, and Tools (3rd Edition)

409 pages of booklets on the “what,” “why,” and “how to” of think-work functions (analyzing, goal setting, planning, budgeting, formulating policies/procedures/rules, problem solving, and decision making). It is essentially a manual on strategic/long range and annual planning and on “interim” or “ad hoc” problem solving and decision making. (This book and several other booklets in the entire series are pictured below.)

Implementation Functions of Management and Leadership (2nd Edition)

23 pages of booklets discuss the basic what, why, and "how to" of implementation functions (organizing, staffing, guiding activities, reporting results, and evaluating performance).

Effective Delegation (2nd Edition)

13-page booklet discusses the assignment of tasks (responsibilities) and the delegation of authority (to make decisions).

Time Management (2nd Edition)

23-page booklet discusses the many ways managers and leaders waste time, various causes, and numerous practices for making more effective use of time.

Book Part Two / Program Module 2: Individual, Organizational, and Managerial/Leadership Behavior

The Individual: A System of Characteristics (3rd Edition)

57-page booklet describes mental skills, needs/drives, values, personality traits, interests, and other traits. Contains a Personal Inventory Format for individuals to fill in as they read. Also contains a single model that illustrates how thirteen theories of motivation and behavior all fit together and operate as a complex system.

Booklet used as a college text for about twenty years.

Organizational Behavior: An Analytic Frame of Reference (3rd Edition)

27-page booklet discusses how approximately 150 socio-technical (task-related/technological, individual, social, organizational, and outside factors/variables) influence individuals’ and groups’ motivation, attitudes, skills, interactions, and performance.

Managerial and Leadership Behavior and Development (2nd Edition) 4-part, 291-page book

Part I:   Managerial and Leadership Styles (3rd Edition)

82-page booklet discusses: (a) theories of managerial/supervisory behavior; (b) various managerial and leadership styles;

and (c) attitudes and behavior associated with the “synergistic” (“team” or “High Task, High People”) style.

Booklet used as a college text for about twenty years.

Part II:    External (Non-Personal) Influences on Managerial and Leadership Behavior (3rd Edition; 63-page booklet)

Part III:   Influences of Personal Characteristics on Managerial and Leadership Behavior (3rd Edition; 62-page booklet)

               (includes model, The Managerial Target^®)

Part IV:   High Task, High People vs. Situationalism: Synergistic Approaches for Developing Managers, Leaders, Subordinates,

               and Entire Organizations (3rd Edition; 40-page booklet)

Part V: OD Implications (Integrated MD/OD Project (3rd Edition; 8-page booklet)

Book Part Three / Program Module 3: Problem Solving and Decision Making (Basics)

Problem Solving and Decision Making (Basics) (2nd Edition)

16-page booklet on the psychology of thought and various basic methods and tools for structuring thought processes, compensating for mental limitations, and more effectively solving problems and making decisions.

Book Part Four / Program Module 4: Interpersonal Relations and Skills

Interpersonal Relations and Skills (4-part book)

Part I:   Personal Characteristics That Influence or Relate to Interpersonal Behavior (3rd Edition)

54-page booklet discusses: specific characteristics and their relationships to interpersonal behavior; dimensions of

interpersonal orientations; ego states and associated life positions; and general types (typologies) of people.

Part II:   Patterns of Interpersonal Behavior (3rd Edition)

   73-page booklet covers: the initiation, development, and maintenance of interpersonal relationships; interpersonal

   styles; and behavior in social groups.

Part III:   Interpersonal Conflicts: Their Symptoms, Causes, and Resolution (about 3/4 complete)

Part IV:   Principles and Skills for Developing and Maintaining Functional Relationships (about 1/2 complete)

Effective Communication (2nd Edition)

25-page booklet discusses symptoms and causes of faulty communications, and numerous ways in which senders and receivers can improve their communication processes.

Booklet used as a college text for about twenty years.

Book Part Five / Program Module 5: Think-Work in Organizations

Effective Team Think-Work in Organizations (2nd Edition)

30-page booklet discusses symptoms and causes of faulty group processes, and numerous ways in which (a) individuals can improve their think-work processes, and (b) group leaders and participants can improve their meetings. It pulls together many of the concepts and practices discussed in series materials on effective planning, problem solving, interpersonal relations, communication, and thinking and behavioral styles.

Book Part Six / Program Module 6: Individual and Organizational Learning

Effective Individual and Organizational Learning (2nd Edition)

23-page booklet reviews basic learning theory and uses it to explain how to structure both individual and organizational learning situations for maximum benefit. It also discusses organizational learning concepts and practices involved in systems thinking, action learning, and appreciative inquiry. (Much of the basic material has been drawn from the chapter on learning in Psycho-Synergy, the personal development book described below.)

Summary, Synthesis & Unified Practice of management Model (37-page booklet)

Addenda

Leadership Addendum (to Next-Generation Management Development)

Materials in this addendum have been developed for use by those who conduct more leadership-oriented programs or courses. Often referring to text, figures, and tables in NGMD, these materials describe leaders and managers in different types of organizations, interrelate management and leadership roles and functions, and describe desirable leadership (and managerial) characteristics.

Other Addenda (to Next-Generation Management Development)

Other addenda to N-GMD are available directly from R. D. Cecil and Company. These provide greater detail regarding strategic analysis and planning, budgeting, decision making, interpersonal behavior, and several personal development methods.

Personal Development Books Under Development

Psycho-Synergy (Book is about 95% complete.)

A big step beyond Mathew Maltz’s book, Psycho-Cybernetics, this book covers seven major personal development methods: self-awareness, personal motivation, individual problem solving and decision making, learning principles and practices, accelerated reading, auto suggestion, behavior modification, and time management. Further it fits them all together into a fully integrated personal development system. McGraw-Hill once said, “Two chapters are too complicated for most readers, but the book is five to ten years ahead of anything we’ve ever seen on the subject” (in terms of being such a fully integrated system for personal development). Since then, the book has been rewritten and the three somewhat complicated chapters have been simplified and made appendices at the end of the book, where people could read them if they wished. (One deals with brain functions and activities; another with the processes of mental and social development from infancy through adolescence.) The chapter on Self-Awareness is now the first part of the management training booklet entitled, The Individual: A System of Characteristics (mentioned above).

Arming Against Mind Games (or “Six Hundred Maneuvers People Can Use to Persuade, Sell, Manipulate, Intimidate, or Dominate You”) (Book is about 95% complete.)

This book helps readers recognize and deal with the various psychological ploys that people often use in order to manipulate others and get their own way. The book presently describes approximately 550 manipulative maneuvers (> 600 when finished) and gives common, everyday examples of who tends to use them, why, when, and how. It is almost certainly the most complete book on the subject, going far beyond books such as Games People Play, Put-Offs and Come-Ons, and Getting Your Own Sweet Way. The book was not written to help readers become better manipulators of other people. Just the opposite. It was written to give readers (a) short, simple phrases that describe maneuvers, and then (b) longer descriptions or explanations, so that readers can better recognize when someone is playing mind games with them. Knowing and recognizing specific ploys is half the battle. It enables people to use effective counter-measures against them.

Some maneuvers are discussed in several contexts. Some are “set-ups,” which are used to “set someone up” for more effective manipulation or domination through additional maneuvers. Most maneuvers are organized and discussed under various major strategies (or broad approaches), each of which involves certain categories of tactics. Categories of tactics, in turn, are broken down into sub-categories and then into the specific maneuvers.

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Training Booklets/Manuals

Copyright © 2024 by R. D. Cecil and Company Last edited or revised: 12/12/2024