Management Final

performance management

"a continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning performance with strategic goals of the organization"

social loafing

"free riding"; members do not exert equal effort

bargaining style

"half way"; reflects a moderate amount of both assertiveness and cooperativeness

dominating style

"my way"; high degree of assertiveness; to get one's own way and fulfill one's self-interest

avoiding style

"no way"; neither assertiveness nor cooperativeness

collaborating style

"our way"; high degree of both assertiveness and cooperativeness

postconventional level

"principled level", people are guided by an internalized set of principles universally recognized as just and right

special purpose team

"project teams"; focus on a specific purpose and disband once the project is completed; created outside the formal organization structure to undertake a project of special importance or complexity

accommodating style

"your way"; reflects a high degree of cooperativeness and a desire to oblige others

task needs

1. define goals and desired outcomes 2. create work structure, roles, and coordination mechanisms 3. communicate a plan of action 4. monitor operations and evaluate performance 5. hold people accountable; take corrective action

5 Why's

1. describe the problem 2. ask "why" problem has occurred 3. keep asking why until deepest cause is determined (at least 5 times, more if necessary) 4. from answers recorded, cause can be determined

people needs

1. get the right people on the bus 2. provide support, encouragement, and recognition 3. develop people with coaching and challenging assignments 4. delegate responsibility; involve people in decision making 5. empower and engage people; listen; provide meaning

meetings

1. have a clear purpose 2. invite the right people 3. be prepared 4. use the right processes 5. follow-up

accountability cycle

1. set goals and targets, and clear expectations 2. develop action plans; define roles and responsibilities; set due dates 3. review progress, measure progress with a scorecard 4. conduct frequent review meetings 5. appraise performance; make corrections; apply consequences

SMART goals

Specific, Measurable, Achievable, Relevant, Time-Bound

buffering hypothesis

a perceived high degree of social support from family and friends protects one from the potentially adverse effects of stressful events

cultural intelligence

a person's ability to use reasoning and observation skills to interpret unfamiliar gestures and situations and devise appropriate behavioral responses

non-directive coaching

a pull to draw out someone's own solution by listening, understanding, reflecting, summarizing, asking questions; best approach to encourage learning, also called constructive consultative coaching

directive coaching

a push to solve someone's problem by directing, instructing, advising, suggesting; often fails, use only when necessary, combined with non-directive coaching

root cause analysis

a systemic approach to finding out what the "true" or root cause of a problem is instead of continuing to address symptoms of the problem

free rider

a team member who attains benefits from team membership but does not actively participate in and contribute to the team's work

Johari window

a tool managers can use to move toward greater transparency and alignment with others; four quadrants to represent a self-awareness "window"

team

a unit of two or more people who interact and coordinate their work to accomplish a common goal for which they are committed and hold themselves mutually accountable

satisficing

accepting a satisfactory outcome rather than trying to maximize or achieve an optimal outcome or level of performance

disclosure

advocating; everyone must be willing to say what is really on their minds about the subject

grit

an individual's passion and persistence for achieving a long-term goal

Strengths

arises from natural talent that is supported and reinforced with both learned knowledge and skills

inquiry

ask questions to deepen one's understanding about what something means

nonverbal communication

body language and facial expressions

norming

conflict has been resolved and team unity and harmony emerge; consensus develops as to who the natural leaders are, and members' roles are clear

active listening

consciously striving to grasp and interpret a message's genuine meaning; involves paying attention not only to facts but also to feelings, observing facial expressions and body language and hearing words spoken

mindfulness

continuously reevaluating previously learned ways of doing things in the context of evolving information and shifting circumstances

SMART goals

criteria for effective goals

networking

defined as proactive attempts by individuals to develop and maintain personal and professional relationships with others for the purpose of mutual benefit in their work or career

norming

differences are settled and members develop a sense of cohesiveness; short duration

task conflict

disagreements among people about the goals to be achieved or the tasks to be performed

moral leadership

distinguishing right from wrong and doing right, seeking the just, the honest, the good, and the right conduct in achieving goals and fulfilling purpose

courage

does not mean the absence of doubt or fear, but the ability to act in spite of them

styles of handling conflict

dominating, avoiding, bargaining, accommodating, collaborating

preconventional level

ego-centered and concerned with receiving external rewards and avoiding punishments

adjourning

emphasis is on wrapping things up and gearing down; task performance is no longer a top priority

active listening

engaged listening; requires concentration, interaction, thinking, and questioning; supportive in that the listener strives to understand the other person's point of view

appreciative inquiry

engages individuals, teams, or the entire organization in creating change by reinforcing the positive messages and focusing on learning from the success

learning organization

everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, change, and transform itself

opt-out trend

female managers face significant challenges and in recent years many women have been choosing to step off the career ladder

goal setting

for motivation; means setting specific, challenging goals that are accepted as valid by employees, and then helping people track their progress toward goals by providing them timely feedback

delegation

give subordinates the opportunity to grow, stretch, and learn new skills

realistic job preview

gives candidates a comprehensive view of the job and the organization

devil's advocate

has the role of challenging the assumptions and assertions made by the group; may force the group to rethink its approach to the problem and avoid reaching premature conclusions

target

individual or group who must actually change

storming

individual personalities emerge more clearly; people become more assertive in clarifying their roles

relationship conflict

interpersonal incompatibility that creates tension and personal animosity among people

sponsor

legitimatizes the change, provides resources

self-directed team

made up of employees who work with minimum supervision and rotate jobs to produce an entire product or service, or at least one complete aspect or portion of a product or service

cross-functional team

made up of members from different functional departments within the organization; facilitate information sharing across organizational boundaries and generate ideas for coordinating the departments represented

performing

major emphasis is on accomplishing goals; members are committed to team's mission

managing up

means consciously and deliberately developing a meaningful, task-related, mutually respectful relationship with your direct superiors; offering insight, information, guidance, and initiative; and challenging your superiors when necessary in order to enable everyone to do their best work for the organization

performing

members interact frequently, coordinate their actions, and handle disagreements in a mature, productive manner

brainstorming effectiveness

no criticism; freewheeling is welcome; quantity desired

adjourning

occurs in teams that have a limited task or project and disband after it is completed

conventional level

people learn to conform to the expectations of good behavior as defined by their superiors, colleagues, family, friends, and society

levels of moral development

preconventional, conventional, and postconventional

job characteristics model

proposes that certain core job dimensions create positive psychological reactions within employees that lead to higher motivation and better performance

equity theory

proposes that people are motivated to seek social equity in the rewards they receive for performance; that is, they want to feel that they are receiving fair compensations for their contributions as compared to others

dialogue

requires that participants suspend their attachment to a particular point of view so that a deeper level of listening, synthesis, and meaning can emerge from the group

agent

responsible for making the change

Theory of Constraints

says that every system or process has one or a few weaknesses that prevent it from achieving maximum performance

self-disclosure

sharing your fears, thoughts, emotions, and concepts of yourself with others

5 Why's

similar to root cause analysis in that it is a question-asking approach used to understand cause-effect relationships underlying a problem with an unknown cause

flow

so totally immersed in something that time stands still and you experience an overall feeling of enjoyment and satisfaction

forming

stage of development; period of orientation and getting acquainted

expectancy theory

suggests that high motivation depends on an individual's belief, or expectation, that he or she has the ability to perform tasks and receive desired awards

accountability cycle

system used to manage people and projects; five essential steps

norming

team members come to understand and and accept one another

performing

team members confront and resolve problems in the interest of task accomplishment

forming

team members find out what behavior is acceptable to others, explore friendship possibilities, and determine task orientation

self-management

the ability to engage in self-regulating thoughts and behavior to handle difficult or challenging situations

self-awareness

the ability to recognize and understand your own emotions and how they affect your life and work

channel richness

the amount of information that can be transmitted during a communication episode

communication channel

the medium by which a message is carried from one person to another

power

the potential ability of one person in an organization to influence other people to bring about desired outcomes

performance appraisal

the process by which a manager evaluates an employee's work effectiveness by using objective criteria, provides feedback to the employee, and shows where improvements are needed

social capital

the resources available to an individual as a consequence of his or her personal relationships; about relationships, is essential to the effectiveness and success of a manager

human capital

the role of formal education is to develop this; education, prior work history, technical, and task-related knowledge, skills, and abilities are examples

groupthink

the tendency of members in highly cohesive teams to suppress contrary opinions; the desire for harmony outweighs concerns over decision quality

deliberate practice

the way to coach someone to greatness, or to become a great manager yourself

storming

this stage is marked by conflict and disagreement; team members may differ in their perceptions of team's mission or goals

debate

to present one's own point of view and persuade others in the group to adopt it; often resolved by logic or by "beating down" opposing viewpoints

forming

uncertainty is high -- no one knows the ground rules or what is expected

communicating with candor

use "I statements", stick to facts rather than judgements, and be clear specific and direct in your requests

brainstorm

uses a face-to-face interactive group to spontaneously suggest a wide range of creative ideas

positive leadership

uses theoretically grounded principles to promote outcomes such as thriving at work, interpersonal flourishing, positive emotions, and energized teams

self-diagnosis

using self-inquiry and reflection to gain insights into yourself; regularly examining yourself objectively; reflect on thoughts and feelings about people, experiences, and events can bring new perspectives and fresh understanding

time management

using techniques that enable you to get more done in less time and with better results, to be more relaxed, and have more time to enjoy your work and your life