Management Skills Exam - Rutgers

Belbins Team theory

9 components - plant, monitor/evaluate, coordinator, resource investigator, implementer, completer/finisher, team worker, shaper, specialist

Fluid Time Orientation

A focus on relationships is more likely to drive people's use of time more so than do clocks a calendars. Serendipity and savoring the moment take precedent over schedules.

Value System

A person's values rank ordered by intensity, tends to be relatively constant and consistent.

Fairness

A personal evaluation about the ethical and moral standing of managerial conduct

Justice

A personal evaluation about the ethical and moral standing of managerial conduct.

Emotional Intelligence

A primary driver of leadership success. Self Awareness, self regulation, motivation, empathy, social skills

(Personality Traits) Agreeableness

A tendency to be compassionate toward others. this dimension rages from good-natured, cooperative, trusting, and helpful at one end, to irritable, suspicious, and uncooperative at the other.

(Personality Traits) Neuroticism

A tendency to experience unpleasant emotions easily. This dimension ranges from poised, calm, composed, and no hypochondriacal at one end, to nervous, anxious, high-strung, and hypochandriacal at the other.

(Personality Traits) Extraversion

A tendency to seek stimulation and to enjoy the company of others people. this reflects a dimension ranging from energetic, enthusiastic, sociable, and talkative at on end, to retiring, sober, reserved, silent, and cautious on the other.

(Personality Traits) Conscientious

A tendency to show self discipline, to strive for competence and achievement. This dimension ranges from well organized, careful, self-disciplined, responsible, and precise at one end, to disorganized, impulsive, careless, and undependable at the other.

(Personality Traits) Openness to Experience

A tendendcy to enjoy new experiences and new ideas. This dimension ranges from imaginative, witty, and having board interests at one end, to down-to-earth, simple, and having narrow interests at the other.

(Team effectiveness) Composition

Abilities of members, personality, allocating roles, diversity, size of teams, member flexibility, member preferences. Who belongs on the team; how teams should be staffed.

Self Regulation

Ability to control or redirect disruptive impulses and moods. Characteristics: trustworthiness, integrity, comfort with ambiguity, flexible

(Team effectiveness) Context

Adequate resources, leadership & structure, climate of trust, performance evaluation and reward systems. Ask the questions: do I have the support i need to ensure a successful project?

Conformity

Conventional. (Stage 3) Stereotypical "good" behavior. Living up to what is expected by peers and people close to you. (Stage 4) Fulfilling duties and obligations of social system. Upholding laws except in extreme cases where they conflict with fixed social duties.

Values

Core beliefs or desires that guide or motivate attitudes and actions. Basic convictions on how to conduct yourself or how to live your life that is personally or socially preferable - "How To" live life properly life

Feeler

Decides things by empathizing; looks at things from the inside. looks to achieve greatest harmony, consensus, fit. Values kindness, tact, diplomacy, soft hearted

Thinker

Decides things from a detached, impersonal manner. Uses reason, logic, consistency. Cost benefit analysis, hard headed

Comparable worth

Different jobs of equal worth, same pay

Fairness & justice dimensions

Distributive - appropriateness of resource allocation decision, managers tend to focus on this Procedural: appropriateness of how decisions are made and implemented - employees tend to focus on Interactional: appropriateness of how one person treats another. Informational & interpersonal. employees tend to focus on

Surface level diversity

Dress, accent, appearance, behaviors,

Inductive Reasoning

Emphasize data, facts, objectivity, proof, direct observation, breaking things down into small parts, and understanding the separate parts. Tend to prefer using measurements and scientific methods for justifying conclusions.

Cross functional teams

Employees from the same heirarchical level, but from different work areas who come together to accomplish a task

Equity Theory

Employees often compare their job inputs (effort, experience, education, competence) and outcomes (salary levels, raises, recognition) to those of others (referent). This theory proposes that these comparisons can affect motivation. Personal (Outcome/Input) = Referent Other (Outcome/Input)

Extrinsic Rewards

External, tangible forms of recognition such as pay, promotions, bonuses, sales prizes.

Hygiene Factors

Extrinsic elements of workplace life that affect job satisfaction

Coaching

Face to face discussion which results in giving advise, guidance and information. Aimed at making all employees exemplary employees Use of different behaviors: Supportive: Showing support for the employee through words and actions Initiating: Giving the employee support through problem solving

Goal-setting Theory

Factors that energize employees and direct their thoughts and behaviors toward a particular end Goals that motivate (1) goals should be acceptable to employees (2) goals should be challenging but attainable SMART Goals: specific, measurable, actionable, realistic & time measured

Moods

Feelings that tend to be less intense than emotions and that lack a contextual stimulus

Expectancy Theory

Focuses on perfomance variables; concerned with the process to achieve awards. Employees will be motivated to exert a high level of effort when they believe: -that effort will lead to good performance appraisal -that a good appraisal will lead to organizational rewards -that the rewards will satisfy the employee's personal goals

Motivation

Forces that energize, direct, and sustain a person's efforts. Motivational considerations: Situational factors, Process factors, Individual differences

Enactive Mastery

Gaining relevant experience with the task or job.

Groups (Additive)

Groups have a single leader. In addition, groups have individual work products which lead to individual accountability for outcomes. In groups, meetings are short coordination efforts (discuss, decide, delegate).

Self-Managed Work Teams

Groups of 10 to 15 people who take on the responsibilities of their former supervisors

Problem-Solving Teams

Groups of 5-12 employees from same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment

Uncertainty Avoidance

Has to do with the way that a society deals with the fact that the future can never be known: should we try to control the future or just let it happen? The extent to which the members of a culture feel threatened by ambiguous or unknown situations and have created beliefs and institutions that try to avoid these

Herzberg's Two factory theory

Hygiene's: elements associated with conditions surrounding the job (social or physical context of job) Motivators: factored directly relating to doing a job -content of the job

Job Characteristics Model

Identifies five job characteristics and their relationship to personal and work outcomes: 1. Skill variety 2. Task identity 3. Task significance 4. Autonomy 5. Feedback

Particularism

In cultures with a particularistic orientation, rules are meant to be symbolic or general guidelines to be adapted to a particular person or situation.

Universalism

In cultures with a universalistic orientation, "a rule is a rule," and it holds for all people and circumstances.

Justice Principle

In this approach, people are guided by fairness, equity, and impartiality, when treating both individuals and groups. Appropriate for issues such as employment discrimination.

Poor management leads too

Lower trust, Lower morale & job satisfaction, Lower commitment, Decreased employee productivity, Decreased firm performance, Decreased shareholder value, Increased theft, & Increased turnover

Managing Diversity

Managing a culturally diverse workforce by recognizing common to specific groups of employees while dealing with such employees as individuals and supporting, nuturing, and utlizing their differences to the organization's advantage

(Team effectiveness) Process

Member commitment to a common purpose, specific goals, team efficacy, conflict levels, social loafing. Process variables

Heterogenous

Members have an array of backgrounds and traits. Members need time to understand what each member brings to the team. Members are creative in their problem solving and assignment completion.

Homogenous groups

Members have similar backgrounds/traits. Member tend to get along well. Members understand each other. Members can attain short term goals quickly

Low-Context communication

Message carried primarily by words and less influenced by context. Purpose is to exchange information, focus on the task, and determine whether the words being expressed are being clearly understood as intended. Disagreements and criticisms are depersonalized. Business relationships start and end quickly, and the ability to communicate effectively does not require time to build relationships and trust.

High-Context communication

Message highly influenced by context. Purpose is to build relationships, maintain harmony, and determine whether the people communicating can be trusted. Disagreements and criticisms feel personal; therefore, face-saving and being tactful are important. Business relationships can take a long time to develop because the ability to communicate effectively depends on the quality of the relationship.

Low Power Distance

More egalitarian. In cultures that are low in power distance, inequalities tend to be minimized, denied, and resisted.

High Power Distance

More hierarchical. In cultures that are high in power distance, people are likely to expect social inequality an expect managers to know the right answers, make decisions for employees, and tell employees what to do.

Acquired Needs theory

Need for Achievement desire to accomplish something difficult, master complex tasks, and surpass others. Need for Affiliation desire to form close personal relationships, avoid conflict, and establish warm friendships. Need for Power desire to influence or control others

Kohlberg's Theory of Moral Development

Consists of three levels: 1. Self-Centered 2. Conformity 3. Principled

Informality

People are more casual in how they dress, speak, and act.

Theory X

People do not like work. Employees need to be directed. Employees will not work unless monitored

Goal theory

People have conscious goals that energize them and direct their thoughts and behaviors toward a particular end. Goals that motivate should be acceptable to employees and should be challenging but attainable.

Theory Y

People like to work if they can relate to their job. Employees will be self directed if they know the goal. Employees are motivated by attainable and perceived valuable goals

Fixed Time Orientation

People of this orientation tend to manage time with the clock and calendar in mind. They manage their time carefully, adhere to schedules, and expect punctuality. View time as a scare resource.

Formality

People show respect for others by adhering to decorum-dressing appropriately for occasions, choosing words carefully, and attending to protocol.

Principled

Post-conventional. (Stage 5) Being aware that people hold a variety of values; that rules are relative to the group. Upholding rules because they are the social contract. Upholding non-relative values and rights regardless of majority opinion. (Stage 6) Following self-chosen ethical principles of justice and rights. When laws violate principles, act in accord with principles.

Self centered

Pre conventional. (Stage 1) Follows rules to avoid punishment. (Stage 2) Follows rules only when in self interest.

Perceiver

Prefer flexibility, spontaneity, adaptability, energized by last minute pressures, keeps options open

Extravert

Prefer frequent interaction with others, talkative, sociable, learn by discussing and doing, prefers communicating via talking

Introvert

Prefer quality over frequent interaction, private, reserved, learn by introspection, reflection, prefers writing as communication

Polychronic Time Orientation

Prefer to do many things simultaneously, focus on relationships and process, and likely to change plans often.

Monochronic Time Orientation

Prefer to do one thing at a time, focus on the immediate task, and adhere to schedules.

Instrumental Values

Preferable modes of behavior or the means to achieving one's terminal values.

Judger

Prefers schedules, planning ahead, control, order, structure, organization, closure

Regulatory Focus Theory

Prevention-focused: Safety, responsibility and security needs Goals viewed as oughts Want to avoid losses; maintain a 0 state Promotion-focused: Hopes, accomplishments and advancements needs Goals viewed as ideals Want to achieve gains; get to a +1 state

Intrinsic Rewards

Produce non-quantifiable personal satisfaction, such as a sense of accomplishment, personal control over one's work, and a feeling that one's work is appreciated. Generally motivate best.

Social Skills

Proficiency in managing relationships and networks. Characteristics include: persuasiveness, socially networked, ability to connect with people.

Management

The act of coordinating the efforts of people to accomplish desired goals and objectives using available resources efficiently and effectively

(Self-Image) Self-efficacy

The belief that one has the skills and abilities to accomplish a task or attain a goal Lack of self efficiency leads to poor motivation

Fairness

The criterion for distributing the benefits and burdens of society, the administration of rules and regulations.

Distributive Justice

The employee's perceived fairness of the amount and allocation of rewards among individuals. Examples: - Did you get your fair share? - Did the most qualified person get promoted?

(Self-Image) Locus of control

The extent to which individuals feel that they are able to control things in a manner that affects them.

Caring Principle

The focus in this approach is the well-being of another person.

Self-efficacy Theory

The higher a persons self efficacy, the more confidence they have in their ability to succeed at a task. So, in difficult situations, people with low self efficacy are more likely to lessen their effort or give up, whereas those with high self-efficacy will try harder to master the challenge. In addition, when criticized those with low S.E. are likely to lessen their efforts, whereas those with high S.E. are likely to increase their efforts.

Actor-Observer (A-O) Bias

The manager is more likely to make internal attributions about the salesperson (blaming the salesperson); the salesperson is more likely to make external attributions (blaming external factors).

Process Control

The opportunity to present one's point of view about desired outcomes to decision makers.

(Self-Image) Self-esteem

The overall value one places on oneself as a person.

Procedural Justice

The perceived fairness of the process used to determine the distribution of rewards.

The first factor of moral reasoning

The process by which we transform our values and beliefs into action

Culture

The shared knowledge, experience, beliefs, values, attitudes, meanings, hierarchies, notions of times, roles, spatial relations, and concepts of the universe acquired by a group of people.

In Group Bias

The tendency to show positive bias toward ingroup members ("Us) and derogate the outgroup members ("Them").

Type A (Behavioral Patterns)

These personalities show high levels of competitiveness, irritability, and time urgency (i.e. they are always in a hurry).

Type B (Behavioral Patterns)

These personalities show the opposite pattern, they are calmer and more relaxed.

Individual Rights Principle

This principle emphasizes personal entitlements in the form of the legal and human rights of individuals. Examples: a person's right to privacy, free speech, and due process.

Achievement Motivation

This refers to the strength of an individuals desire to excel at various tasks-to succeed and to do better than others.

Multicultural organizations

Value cultural diversity and seek to utilize and encourage it. Creates synergy - all employees contribute at their maximum with minimum intergroup conflict

Nonethical Values

Values deal with the things we like, desire, or find personally important.

Terminal Values

Values that are desirable end states of existence or the goals that a person would like to achieve during his or her lifetime.

Ethical Values

Values that directly relate to beliefs concerning what is right and proper (as opposed to what is simply correct or effective) or that motivate a sense of moral duty.

Stereotyping

We frequently judge others based on their membership in certain social groups, rather than on knowledge of them as a person. Can be positive or negative.

Utilitarianism

When a moral act produces the greatest good for the greatest number of people. The good of the group takes precedence over consideration for individuals.

Value Incongruence

When the organization's values differ from your own.

Motivation

Work for reasons beyond money or status; pursue goals with persistence. Characteristics: strong drive to achieve, optimism even in the face of failure, restless with status quo

Team (Interacting)

characterized by single or shared leadership roles. In addition, teams have collective work products which leads to mutual accountability for outcomes. Meetings are longer with more open-ended discussions (active problem solving, collaboration).

distributive justice

employee's PERCEIVED fairness of the amount and allocation of rewards among individuals (how much we get paid vs. what we think we should get paid) ex. I got the pay raise I deserve

procedural justice

fairness of the PROCESS used to determine the distribution and rewards (process control and explanations)

Hostile environment

occurs when unwelcome sexual conduct has the purpose or effect of unreasonably interfering with job performance or creating an intimidating hostile or offensive work environment

Explanations

Clear reasons for the outcome that management gives to a person.

Expectancy theory

- Motivation depends on individuals expectations about their ability to perform tasks and receive desired rewards - concerned not with identifying types of needs but with the thinking process that individuals use to achieve rewards - based on effort, performance, and desirability of outcomes

Expectancy Theory's Three Relationships

1. (effort-performance) An employee will ask them self if additional effort will result in additional perceived performance (i.e. is the companies performance appraisal system fair and are managers aware of employee's efforts). 2. (performance-reward) An organisations pay system must reward employees for their performance, and not for other factors (seniority, kissing up to the boss, etc). 3. (rewards-personal goals) An organizations must give employees rewards that they want, if that organization is to see an increase in performance.

3 Types of Justice

1. Distributive 2. Procedural 3. Interactional

Four ways Self-Efficacy can be increased

1. Enactive Mastery 2. Vicarious Modeling 3. Verbal Persuasion 4. Arousal

Big Five dimensions of personality

1. Extraversion 2. Agreeableness 3. Conscientiousness 4. Neuroticism 5. Openness to experience

Expectancy Theory "cycle"

1. Individual Effort 2. Individual Performance 3. Organizational Rewards 4. Personal Goals

Two categories of rewards

1. Intrinsic 2. Extrinsic

Needs-based Theories

1. Maslow's hierarchy of needs 2. Theory X & Y 3. McClelland's Theory of Needs: achievement, affiliation, power 4. Herzberg's two-factor model: hygiene factors (extrinsic), motivation factors (intrinsic)

Two Types of Instrumentals Values

1. Moral Values (cheerful, courageous, helpful, honest) 2. Competence Values (ambitious, capable intellectual, responsible)

Motivational Theories

1. Needs-based theories 2. Equity theory (justice) 3. Goal-setting theory 4. Self-efficacy theory 5. Expectancy theory 6. Regulatory focus theory 7. Job characteristic model

Two Types of Terminal Values

1. Person Values (a comfortable life, freedom, happiness, salvation) 2. Social Values (world peace, equality, national security)

Two key elements of Procedural Justice

1. Process Control 2. Explanations

Four referent comparisons that an employee can use (Equity Theory)

1. Sef-Inside 2. Self-Outside 3. Other-Inside 4. Other-Outside

Motivational Considerations

1. Situational Factors 2. Process Factors 3. Individual Differences

Why people quit their Jobs?

1. They hate their bosses. 2. They don't feel a sense of connection with their coworkers. 3. They don't feel a sense of connection with the mission of the organization.

Core Ethical Values (6)

1. Trustworthiness 2. Respect 3. Responsibility 4. Justice and Fairness 5. Caring 6. Civic Virtue and Citizenship

Five Ethical Models

1. Utilitarian 2. Rights and Duties 3. Justice 4. Caring 5. Environmental Ethics

4 barriers to multicultural teams

1.) Direct vs indirect communication 2.) Trouble with accents and fluency 3.) Differing attitudes towards hierarchy 4.) Conflicting decision making

Hofsted's cultural values

1.) Power Distance 2.) Individualism vs. Collectivism 3.) Masculinity 4.) Uncertainty Avoidance

Empathy

The ability to understand the emotional makeup of people. Sensitive to other's feelings, ability to appreciate other's perspectives.

Interactional Justice

Appropriateness of how one person treats another.

(Team effectiveness) Work Design

Autonomy, skill variety, task identity, task significance

Arousal

Becoming more confident because one is "psyched up" and performs better.

Verbal Persuasion

Becoming more confident because someone convinces you that you have the skills necessary to be successful.

Vicarious Modeling

Becoming more confident because you see someone else doing the task.

Sensor

Info should be tangible, concrete, specific, detailed, factual. trusts experience, meaning is in the "data"

Types of values

Instrumental, terminal, tangible, intangible, ethical, non-ethical

Emotions

Intense feelings that are directed at someone or something

Intuitive

Interested in possibilities, the future. Trust information that is abstract or theoretical, inspirational, and challenging. Meaning is in how the data relates to the theory

Motivation Factors

Internal (push) forces, external (pull) forces, characteristics of work situation

Intrinsic Needs

Internal rewards given to self. not perceived by others. Ex. feelings of accomplishment, achieving a goal (graduation)

(Mood Patterns) Negative Affectivity

It is characterized at the high end by people who are generally angry, nervous, and anxious, and at the low end by those who feel calm and relaxed most of the time.

(Mood Patterns) Positive Affectivity

It is characterized at the high end by people who are generally energetic, exhilarated, and have a real zest for life, and at the low end by those who are generally apathetic and listless.

Self-Awareness

Knowing your motivations, preferences, and personality and understanding how these factors influence your judgment, decisions, and interactions with other people.

Moral Reasoning

Levels of what we consider is right.

Monolithic organizations

Low degree of structural organization. employing few women, minorities, or other groups that differ from the majority (homogeneous employee population) norms set by white majority, lack of social equality

Pluralistic organizations

Relatively diverse employee population which makes an effort to involve employees from different gender, racial, or cultural backgrounds

Feedback

Results of behavior relayed to individuals for their use and learning

Extrinsic Needs

Rewards (needs) bestowed by others. Examples: pay, title, recognition, praise, promotion

Value Congruence

Shared systems of values between two entities.

Cyclical Time

Some cultures experience time as more of a predicable cycle (every, hour, day, week, season, and year repeats over and over). Cyclical thinking tends to emphasize the process and finding ways to harmonize with current conditions (i.e. the particular rhythms of the cycle). In class, we used the example of an author with many potential ideas writing a novel by expanding all or some of the ideas, work-shopping them, and sometimes abandoning them.

Linear Time

Some cultures experience time in a linear, sequential fashion, on event taking place after another. People who emphasize linear thinking tend to focus primarily on the end result.

Diversity

Specific human qualities that differ between groups of people

Fault Lines

Subgroups within an organization Positive when there is a crossover of information Negative when subgroups form "us vs them" attitudes and behaviors

Deductive Reasoning

Take a more holistic approach, with many elements . Tend to stress abstract thinking, symbolism, and often rely on analogies for explanations.

Virtual teams

Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal

Why Diversity matters

ability to attract and retain motivated employees. better perspective on a differentiated market for clients. ability to leverage creativity and innovation in problem solving

interactional justice

an individual's perception of the degree to which one is treated with dignity, concern, and respect

organizational justice

an overall perception of what is fair in the workplace (dependent on individual)