David Whetten is a professor at Marriott School of Management, Brigham Young University. In the past, he has served as Associate Dean of the College of Commerce, Harry Gray Professor of Business Administration, and Director of the Office of Organizational Research at the University of Illinois.David has published over 50 articles and books on the subjects of interorganisational relations, organisational effectiveness, decline, identity, and management education. His management text, Developing Management Skills, has been adapted for the European market under the title, Developing Management Skills for Europe, and his pioneering work in management skill education earned Dave and his co-author, Kim Cameron, the David Bradford Distinguished Educator Award from the Organizational Behavior Teaching Society in 1992.David is an active management trainer and consultant, having worked with a variety of profit and non-profit organisations, and several major businesses including Caterpillar and State Farm. He has taught classes and workshops over the years on strategy implementation, organisational change, organisational values, and a variety of managerial skills, including motivation, conflict management, team building, and communications.Dr. Kim Cameron, University of Michigan, has served as Dean at the Weatherhead School of Management at Case Western Reserve University, Associate Dean in the Marriott School of Management at Brigham Young University, and department chair at the University of Michigan. He is also one of the co-founders of the Center for Positive Organizational Scholarship at the University of Michigan.His research has focused on areas such as organisational downsizing, organisational effectiveness, corporate quality culture and the development of leadership excellence. Other areas of his research also include the virtuousness in and of organisations – such as forgiveness, gratitude, kindness, and compassion – and their relationship to performance.Kim has been published in more than 120 academic articles and 13 scholarly books.

• Introduction: The Critical Role of Management Skills PART 1: PERSONAL SKILLS Developing Self-AwarenessManaging Stress and Well-BeingSolving Problems Analytically and Creatively PART 2: SOLVING INTERPERSONAL SKILLS Building Relationships by Communicating SupportivelyGaining Power and Influence Motivating Performance Negotiating and Resolving ConflictPART 3: GROUP SKILLS Empowering and Engaging OthersBuilding Effective Teams and TeamworkLeading Positive Change

David Whetten is a professor at Marriott School of Management, Brigham Young University. In the past, he has served as Associate Dean of the College of Commerce, Harry Gray Professor of Business Administration, and Director of the Office of Organizational Research at the University of Illinois.David has published over 50 articles and books on the subjects of interorganisational relations, organisational effectiveness, decline, identity, and management education. His management text, Developing Management Skills, has been adapted for the European market under the title, Developing Management Skills for Europe, and his pioneering work in management skill education earned Dave and his co-author, Kim Cameron, the David Bradford Distinguished Educator Award from the Organizational Behavior Teaching Society in 1992.David is an active management trainer and consultant, having worked with a variety of profit and non-profit organisations, and several major businesses including Caterpillar and State Farm. He has taught classes and workshops over the years on strategy implementation, organisational change, organisational values, and a variety of managerial skills, including motivation, conflict management, team building, and communications.Dr. Kim Cameron, University of Michigan, has served as Dean at the Weatherhead School of Management at Case Western Reserve University, Associate Dean in the Marriott School of Management at Brigham Young University, and department chair at the University of Michigan. He is also one of the co-founders of the Center for Positive Organizational Scholarship at the University of Michigan.His research has focused on areas such as organisational downsizing, organisational effectiveness, corporate quality culture and the development of leadership excellence. Other areas of his research also include the virtuousness in and of organisations – such as forgiveness, gratitude, kindness, and compassion – and their relationship to performance.Kim has been published in more than 120 academic articles and 13 scholarly books.

• Introduction: The Critical Role of Management Skills PART 1: PERSONAL SKILLS Developing Self-AwarenessManaging Stress and Well-BeingSolving Problems Analytically and Creatively PART 2: SOLVING INTERPERSONAL SKILLS Building Relationships by Communicating SupportivelyGaining Power and Influence Motivating Performance Negotiating and Resolving ConflictPART 3: GROUP SKILLS Empowering and Engaging OthersBuilding Effective Teams and TeamworkLeading Positive Change

David Whetten is a professor at Marriott School of Management, Brigham Young University. In the past, he has served as Associate Dean of the College of Commerce, Harry Gray Professor of Business Administration, and Director of the Office of Organizational Research at the University of Illinois.David has published over 50 articles and books on the subjects of interorganisational relations, organisational effectiveness, decline, identity, and management education. His management text, Developing Management Skills, has been adapted for the European market under the title, Developing Management Skills for Europe, and his pioneering work in management skill education earned Dave and his co-author, Kim Cameron, the David Bradford Distinguished Educator Award from the Organizational Behavior Teaching Society in 1992.David is an active management trainer and consultant, having worked with a variety of profit and non-profit organisations, and several major businesses including Caterpillar and State Farm. He has taught classes and workshops over the years on strategy implementation, organisational change, organisational values, and a variety of managerial skills, including motivation, conflict management, team building, and communications.Dr. Kim Cameron, University of Michigan, has served as Dean at the Weatherhead School of Management at Case Western Reserve University, Associate Dean in the Marriott School of Management at Brigham Young University, and department chair at the University of Michigan. He is also one of the co-founders of the Center for Positive Organizational Scholarship at the University of Michigan.His research has focused on areas such as organisational downsizing, organisational effectiveness, corporate quality culture and the development of leadership excellence. Other areas of his research also include the virtuousness in and of organisations – such as forgiveness, gratitude, kindness, and compassion – and their relationship to performance.Kim has been published in more than 120 academic articles and 13 scholarly books.

• Introduction: The Critical Role of Management Skills PART 1: PERSONAL SKILLS Developing Self-AwarenessManaging Stress and Well-BeingSolving Problems Analytically and Creatively PART 2: SOLVING INTERPERSONAL SKILLS Building Relationships by Communicating SupportivelyGaining Power and Influence Motivating Performance Negotiating and Resolving ConflictPART 3: GROUP SKILLS Empowering and Engaging OthersBuilding Effective Teams and TeamworkLeading Positive Change