CMN 136 Final
1. What are the trends in the business environment? What does each of them mean?
Global marketplace. NAFTA (North American Free Trade Agreement) stimulated global trade; Developing nations provide cheap labor pools. Information technology. Access to the same and equal information sources democratizes management. The internet will give every individual the potential of working wherever they are. Joint ventures/Strategic alliances To cope with escalating costs of high-tech research competitors will form alliances; this is referred to as "coopetition." This helps bring about new products. Must be open to new ways of doing business. Consumers demand for higher quality and faster service. Concept of benchmarking (Nordstrom) Managers must listen to their employees more than ever to determine what customers are experiencing and what changes to make. Increasing product differentiation and customization. Because of increasing competition, there is more demand to individually tailor products and services to the needs of the specific customers. Vendors as partners. Suppliers will be viewed as business partners, rather than adversaries. Managers will need to be able to work more effectively and efficiently with people both inside and outside the organization. Flatter hierarchies. Whole layers of management have already been eliminated in the US orgs. The only managers who will be needed are those who can add value with their own technical expertise and serve as coaches to others working with them. Smaller organizations. In the past, large industrial organizations were seen as the employer of choice and manufacturing drove the US economy. Now, manufacturing is less than 20% of the economy and opportunities are emerging in the service and information sectors. Small business employ more people than all the fortune 500 companies combined. Cross-functional teams. As things become more complex and sophisticated, there is increased need to coordinate decision-making and problem-solving across organizational departments. Self-managing teams. Changes the role of the manager. Managers will become resources to teams and serve on teams dealing with longer-range issues. Aging of the labor pool. Older people are working part time rather than retire. Empowerment of employees. No more "It's not in my job description." Everyone needs to think like a leader. Lifelong education and retraining. Organizations have to commit to regular ongoing education and training for their employees. Flexible schedules and working conditions. Day care, elder care, and on-site schools for their employee's children will increase. Health orientation. In an effort to keep health care costs down, employees will be asked to share an increasing amount of health care costs. Incentives will be offered for quitting smoking, maintaining a healthy diet, and exercising. Concern for the environment. Recycling will become profitable and organizations will want to advertise themselves as eco-friendly. Packaging needs to be streamlined. Environment background checks (China and lead in toys.)
2. Why do businesses go global?
Business go global: - To access new customers -to seek new customers - To achieve lower costs per unit, either by producing their products with lower-priced raw material, lower-priced labor, or lower transportation costs.
7. What makes a group a task group?
Definition of a task group: Three or more people working together to achieve a common goal
3. What were Pfeffer's seven practices of successful organizations? What does each of them mean?
• Job security. Job security demonstrates commitment to employees and develops employees who understand the organization. (An "old-fashioned ideal") • Rigorous selection of employees. Employees who are good fit for the organization—in terms of skills, abilities, and other attributes—will stay with the organization and enhance performance. • Self-managed teams. Teams will permit employees to pool information and create better solutions, as well as enhance worker control over work processes. • Compensation. a. Comparatively higher than the competition. Prevents top employees from going to the competition for higher pay. b. Contingent compensation also offered. Connects performance outcomes with desirable rewards. • Training. Employees need training to identify workplace problems and contribute to innovative solutions. • Reduction of status differences. By reducing both symbolic (e.g., titles) and substantive (e.g., pay) inequities, all employees will feel more valued. • Sharing of information. Employees can only contribute if they have adequate information about their own jobs and about the performance of the organization as a whole.
13. What are the differences between "leading" and "managing?"
• Management: More present tense, • Leader: future oriented, you can't stand up and lead whenever needed, more process oriented
4. What are the six reasons why teams fail?
1. Lack of vision. 2. Ineffective communication. 3. Lack of role clarity. 4. Low morale. 5. Low productivity. 6. Lack of trust.
5. What did the textbook say regarding: ineffective communication, lack of role clarity, low morale, low productivity, and lack of trust?
Ineffective communication - Inexperienced managers often tell their employees what the vision is, and then expect everyone to understand it and work together to achieve it. - When that does not happen, some managers get frustrated and angry at their employees. - The vision of the organization's future must be communicated over and over, because the people within an organization are constantly moving about within the organization. - A wise manager compared communication problem to giving a speech to a parade. The speaker stands in one place and the audience keeps moving. You can't assume everyone in the parade heard the same thing. - The goals of the organization and the goal of a particular team must be crystal clear and repeated so often that every team member can repeat them from memory and knows how his or her individual role contribute to that broader goal. Lack of role clarity - Each member team must know exactly what is expected of him or her, what resources can be used to accomplish the task, what time schedule must be met, and what quality standards are demanded. - As a manager, it is your job to spell all this out to each member, make sure each team member knows exactly how to perform each task, and follow up to make certain all tasks are being completed within budget, on time, and at or above the expected quality standards. Low morale - We have all seen sports teams with low morale. - It is visible just in the way the member hang their heads and shoulders. - A team with high morale seems to walk taller, head back, chest out, smile on their faces, and a sparkle in their eyes. - Small wins build high morale - a series of small wins results in a growing feeling that this is a winning team - Confidence comes primarily from success - The "death spiral" is something that has to be avoided at all costs. Ex: professional teams have been losing for so long that even though the owners hire a new coach, replace all their players, build a new stadium, and even begin to win few games, will still likely return to their losing ways. The team has entered the "death spiral" and it is impossible to reverse the course. - Team members must be praised for the accomplishment of each intermediate objective. Build confidence within your team. Low productivity - If the productivity is low, the business team is considered a failure. - The people who invested in the business expect a good return on their investment and are not that concerned about how much "character building" went on at the business this year. - The bottom line (net profit) is an important line, and any manager who fails to produce results, either from a team or from any sort of organization, shoulder not expect to keep his or her job for long. - Management is not about giving speeches, it is about getting results" (Peter Drucker) Lack of trust - When all team members totally trust each other, it is a thing of beauty. - Trust is hard to obtain; you have to earn it. It comes mostly from doing what you say you are going to do, over and over again. - As manager, you need to be taking steps to become a trustworthy person. - A person worthy of trust is someone you can count on, especially when the going gets tough - The attribute followers most want in their leader is trust. - Start today by being a trustworthy student. Do what is expected of you in a trustworthy manner. When you get your opportunity to lead a team, give the team the opportunity and the time necessary to learn to trust you and each other.
Teamwork: Working Together Effectively 1. What is the first lesson team managers need to learn how to do?
The first lesson team managers need to learn how to do is dealing with a social loafer.
17. What is the 360degree feedback process and what are each of the workplace roles that are involved?
• 360 Degree Feedback Process • Feedback is considered so important to grow and development of employees that some organizations have institute a 350 degree feedback process. • Some review processes will include some combination or all of the following organizational roles.
7. What is the "death spiral" and what is the best way to prevent it?
- The "death spiral" is something that has to be avoided at all costs. Ex: professional teams have been losing for so long that even though the owners hire a new coach, replace all their players, build a new stadium, and even begin to win few games, will still likely return to their losing ways. The team has entered the "death spiral" and it is impossible to reverse the course. - As a team manager, you will need to establish not only the ultimate goal but also intermediate goals along the path that can be celebrated when accomplished. - Projects that take several months or even year to accomplish need to have many shorter-term targets. - Team members must be praised for the accomplishment of each intermediate objective. Build confidence within your team.
6. In addition to wanting to make international trade easier and more cost effective, what were some of the other reasons for the creating of "international trade agreements?"
- To foster global monetary - To secure financial stability - To facilitate international trade - To promote high employment and sustainable economic growth - And reduce poverty around the world
3. What are sunk or fixed costs and variable costs? What does "economies of scale" mean?
A sunk or fixed cost - is something that costs approximately the same whether you are making just a few units or thousands. Variable costs - increase per unit produced. Economies of scales - a proportionate saving in costs gained by an increased level of production.
4. What is a tariff? What does it have to do with exporting? What is a "war of tariffs?"
A tariff - is a tax or fee a country charges to a business exporting products into that country. It is usually done to protect the local businesses that may be producing and selling the same or similar products. Every a company exports a product the country where the product is going to be sell charges a fee. A war of tariffs - refers to the economic battle between two countries in which country A raises tax rates on country B's exports, and then country B's increases taxes on Country A's exports in retaliation. Ex: U.S increasing taxes on Japan's products made of steel, and then Japan impose tariffs on many American products.
6. What are cash cows, dogs, question marks, and stars? What is the Boston Consulting Group's regarding (concerning) those categories?
Cash cow - is a business that has a relatively high market share, but the market growth rate is low. Cash cows generate cash that can be used in other business units. Dogs - are business units where the company has a small market share in a business where the market growth is low. Dogs should be sold to generate cash to be used more productively elsewhere. A question mark - is a business unit with a small market share in a market with high growth potential. A Star - is a business unit with a large market share in a fast growing market. The Boston Consulting Group's urges business leaders to avoid emotionalism and realize that it is not good business management to waste money on business units with no future.
2. What are the categories for planning in large organizations? What were the main points in the section "Evaluate goals and plans?" What are the "3 E's" of the planning process?
Categories for planning in large corporations: 1. Goals for Sales 2. Growth 3. Financial Strength 4. Profitability 5. Efficiency 6. Management Effectiveness Mani points in "Evaluate goals and plans" - Most individuals and organizations have multiple goals, but not of the same values. - Having too many goals, especially goals of equal value to you, is counterproductive - It is best to have just a few, less than ten. - A useful exercise for personal planning is to list 50 or 60 goals and then put them into categories such as Professional, Family, Health, Wealth, Spiritual, Travel etc. - A key element in evaluating alternative plans is to attach a cost to each alternative. - The plan is not complete until the costs and sources of funds have been clearly identified. - Once the costs and the benefits of each alternative have been determined, then some alternatives can usually be eliminated from further consideration. - The challenge is to select alternative plans that are in line with the organization's values, yet profitable to shareholders. The balancing act is never easy. - The planning process involves evaluating a set of plans to determine which plan gets you to your goals effectively, efficiently, and ethically. The 3 E's of the planning process 1. Effective 2. Efficient 3. Ethical All three are critical, can't be ignored.
5. Know the key ideas regarding exporting, cooperative contracts, strategic alliances, and wholly owned affiliates.
Exporting - Allows you to reach a bigger market for the products you are currently producing. - You keep control of your company's research and development, design, and production decisions instead of turning them over to someone in a foreign country. - Exporting considers tariffs which is a fee that a country charges when a company from other countries exports goods. Cooperative contracts - The next step in going global is to contract with a firm in the foreign country to make your product there. - two basic contracts are licensing and franchising - When you give a foreign country a license to make your product, you let them manufacture your product and sell it and you simply collect a royalty (small fee) on each item they sell. Have the potential for high income, but you must be able to trust the licensee - With a franchisee, you make a contract with a foreign company to make your product exactly as you tell them to. You would use a franchise if you want total control over how your product is made. The franchisee in the foreign country assumes almost all risks. The franchising approach is better when you have a service or retailing business, and it is important that you train the franchisee's staff to serve the customers in the way your company has built its reputation for superior customer service. The foreign franchisee bears most of the costs and risks of establishing the foreign location. Strategic alliances - Often called a joint venture. - Is a legal agreement between two or more companies to work together to accomplish some specific goals such as building a particular product - Have proven to be difficult to maintain - Often are compared to a marriage, unfortunately, many marriages today end in divorce. - The differences in corporate culture break up the joint venture - The production-oriented company will highly value the engineering and manufacturing side of the business, whereas the marketing-oriented company will put a higher priority on advertising and sales Wholly owned affiliates - Is a contractual agreement between two companies where one company, called the parent, wholly owns the other company that is located in another country. - It produces jobs that are much needed for citizens. - Honda is able to save much of the transportation costs of making cars in Japan and shipping them to the U.S - Often the arrangements also avoid tariffs that would be imposed if the products were made outside the country. - It has many advantages, but the costs of building manufacturing plants outside a company's home country often is expensive.
4. Know what is said under "Implement goals and plans
Implement goals and plans: - Business leaders also have to be implementers. - Making the proper decision is not enough. - You have to put ideas in actions. - In most situations, the key element to successful implementation of a plan is to properly allocate money and people. - The key document is the annual budget. A wise business manager once claimed, "If your budget for next year is the same as it was for the last year, then your plan for next year is to do what you did last year." - The other key element is people. Most major changes involve having people perform different tasks. - Workers are typically moved from one department to another as plans dictate. - Job descriptions may need to be rewritten - People may have to report to a new boss - Expectations for raises and promotions may have to change to reflect the new corporate goals. - The concept to remember is that if you don't move money and/or people then nothing changes.
Global Business Management 1. What are the definitions of an international, multinational, and global business?
International business - is used to define a business that is primarily located in its home country, such as the United States, but has branch offices, and perhaps factories, in several overseas locations. Multinational business - is more heavily involved in business outside its home country with subsidiaries (companies or holdings) in several countries. Global business - views the world as one market and itself as a global citizen. It operates all around the world and will make its decisions about haring, location of plants, and serving customer needs without regard to national borders. Imagine a world without borders and you are beginning to think like a global manager.
14. What are the practical behaviors of a "competent leader?"
Leaders have a clear vision of what they are working towards. They don't keep their vision a secret- they communicate it. Leaders are consistent. They keep their values and principles at all times. Leaders can and will do what they expect of others. They are prepared to walk the talk. Leaders are not threatened by competence. They enjoy prompting people and are quick to give credit to those who have earned it. Leaders enjoy developing their people into leaders, not followers. They train people to take on more challenging tasks and responsibilities. they develop peoples confidence Leaders don't betray trust. They can treat confidential information professionally. Leaders are concerned about getting things done. They don't get embroiled in political infighting, gossip, and backstabbing. they encourage those around them to do likewise. Leaders confront issues as they arrive. They don't procrasinate. If something needs fixing, they do it right away, even if its uncomfortable. They longer things are left, the more difficult they become. Leaders let people know how they are doing. They reward and recognize performance that is above expectations and they help people identify ways of improving poor performance. Leaders are flexible. They welcome change. They don't stick to an old position simply because it is more comfortable. Leaders are innovative. They see change as an opportunity rather than a threat. Leaders are human. They make mistakes. When they do so, they readily admit it. Leaders reflect on and learn from their mistakes. They see errors as a chance to improve their skills Leaders enjoy a challenge Leaders focus on the future Leaders manage each individual as a unique person. Leaders establish cooperation • Climate: the feeling the moral, the mood of the people.
1. What does the acronym "SMART" mean? What is it used for?
SMART = Specific, Measurable, Attainable, Relevant, and Timely. SMART are goals. - SMART - is one of the most effective tools used by high achievers to reach their business goals consistently. - SMART is a best practice framework for setting goals. A SMART goal should be specific, measurable, achievable, realistic and time-bound. - Is intended to help a manager or other employee who is tasked with setting goals to clarify exactly what will be required for achieving success and to be able to share that clarification with others.
2. What are "social loafing" and "the silo effect?"
Social loafing - is someone who does no work but hangs on to get the grade that was actually earned by the most serious students on the team. "The silo effect" - refers to a lack of information flowing between groups or parts of an organization. On a farm, silos prevent different grains from mixing. In an organization, the Silo Effect limits the interactions between members of different branches of the company, thus leading to reduced productivity. Silo is used to describe a situation where the workers in one department perform in isolation their part a process on some product or service, and when that department is done with their tasks, toss the item over the wall of their "silo" into the next department, or "silo."
6. What are the "ten essential steps in building an effective team?" (Don't memorize the whole list—just read it over to be familiar with it.)
The "ten essential steps in building an effective team" 1. Focus on goal. 2. Give members time to socialize. 3. Provide clear performance goals and tasks. 4. Show how task is meaningful. 5. Put skilled members on team. 6. Stress teamwork versus star power. 7. Keep team small. 8. Be a cheerleader for the team, especially to those outside the team. 9. Tie reward to team effort. 10. Manage conflict.
5. What are the six "basic company strategies?" What does each of them mean, and what were the example companies mentioned?
The six "basic company strategies 1. Low-Cost Provider Strategy (Wal-Mart) Any business can simply lower the price they charge for their goods or services and operate on a lower gross margin. Margin is refer as the percentage applied to the difference between the cost of the good being sold and the selling price divided by the selling price. - Is the strategy of selling at a lower price and then your competitors to stimulate demand and again market share. - Wal-Mart is the one of the most successful low-cost providers of all time. - The wise move is to lower the cost of goods sold. 2. Differentiate Your Product or Service and Charge a Higher Price (Cadillac) - The secret is to differentiate your product so it is different from and better than what customers can purchase from Wal-Mart. - Differentiation can be in terms of the quality of the product or in the customer service your business provides. This approach is not limited to small business. Lord and Taylor uses a differentiation strategy to attract customers looking for high fashion. Cadillac buyers expect a differentiation production in terms of luxury. When thinking about increasing in quality of a product or service, think first about the customers would value. 3. Concentrate On Doing One Thing Exceptionally (Starbucks) - Starbucks has a focus on coffee -the flavor and aroma of the particular brand of coffee. - In fact, the allure of the aroma is such a major factor in drawing in customers that Starbucks has rule preventing individual Starbuck stores from cooking other items that might change the smell of the store. 4. Expand through Acquisition (Smuckers) - Companies use their financial strength to buy other companies by using this strategy. - In 1897, Jerome Smucker started pressing apples into cider and apple butter at his farm in Orville. Within the past few years this company, known primarily for making jams and jellies, has expanded through acquisition of Jif, Crisco, and Folgers, to name just a few. 5. Expand through Globalization (Avon) - Many American businesses have looked toward China's population and their growing economy as the ideal place to expand through globalization. - Andrea Jung, CEO of Avon Products, Inc., maker and marketer of cosmetics such as lipstick and makeup, decided to expand into China a few years ago. 6. Conglomerate Diversification (GE) - A conglomerate is a company composed of many businesses, often in unrelated industries. - General Electrics purchased over 100 companies. Today, GE involved in products and services ranging from aircraft engines, power generation, water processing, household appliances, medical imaging, and many more.
3. What are the stages a team goes through as it grows? What happens at each of the stages? What is "norming?" What is the result of a team having strong norms? What is the ideal process for groups to go through?
The stages a team goes through as it grows: 1. Forming - Deciding who is on the team - People with complementary skills and experience, a positive attitude, and commitment to a common goal. - Get rid of the social loafers 2. Storming -Ironing out differences about goals and roles - Each team member must have a unique role to play, must understand what it is, and must know how to do it. 3. Norming - Agreeing on shared goals and processes - Rules that the team members mutually agree to follow - Good team members are very aware of the norms of the team and will go great lengths to avoid violating those norms. - Norms are the glue that holds the team together - When norms are strong, close external supervision is not needed - 4. Performing - Getting the job done - Many people want to jump immediately into this step before steps 1-3 are properly completed. This almost always results in failure. - It is much better to properly form, storm, and norm the team than worry about quickly completing the first task. - Performing the task properly is what is all about 5. Adjourning - After job is done the team can dissolve - This is the main difference between a team and a department. - A department is more permanent. - Teams typically have relatively short life. They are a more flexible way off organizing people. They are built to perform a particular task and can be dissembled and re-formed with different people to best suit the next project to be performed. A norm in sociology, is defined as the agreed-upon behavior within a group. The ideal process for groups to go through is: form, storm, norm, perform and adjourn.
3. What are the three scenarios planners consider?
The three scenarios planners consider: 1. Optimistic - assumes the general economy will be robust and sales will be at the highest estimated levels and expenses will be at the lowest. 2. Pessimistic - the opposite of the optimistic, 3. Most Likely - will the organization survive,
2. What are the definitions of an organization's vision, value, mission/purpose, and goals?
Vision: An image of an organization's desired future. Values: The guiding principles that get the organization where it plans to go. Purpose or mission: What the organization is here to do. Goals: Milestones the organization expects to reach along the way.
9. What are the effects of increasing group size? What's the best size for a group?
• As groups increase in numerical size, complexity increases. • As the member of participants in a group increases, the following also increases: Factionalism/cliques Groups need to have one conversation at a time, want cohesiveness. Formality/more hierarchy Information distortion: there is more opportunity to distort what is said. Quality of decisions :). All the decisions we make as a group are going to be negative but the decisions quality will be successful. More perspectives is more creativity. Better decisions emerge from more people working on a problem. Difficulty achieving consensus/majority vote is used. Lkelihood talkative members become leaders We can't mistake the talkative members to be the leaders. • As groups increase in numerical size, the effects decrease: Participation in group discussion because time per member is going to go down. Cooperation goes down, if its smaller people are more likely to cooperate. Pressure to conform: the quality of decision is good, the larger the group the easier it is to not conform but the smaller the group is the more pressure there is to conform. Speed of decision-making **The best size for a group is the smallest size capable of performing the task effectively.
5. What is benchmarking? What is the difference between the traditional approach to benchmarking and the current "creative" approach to benchmarking?
• Definition: The continuous process of measuring a business's practices against the organizations' toughest competitors. (shell vs chevron, safeway vs lucky, Peets vs starbucks) Benchmarking enables your organization or your work area to identify how good you could be. It then requires that you take action to become at least as good as the best. However "creative" benchmarking strategizing, takes into account ALL successful organizations' processes, NOT just direct competitors. (Nordstrom vs. all of the above)
11. What are the design principles for self-managed teams and what does each of them mean?
• Design principles of self-managing teams Perfomance focus: The team exists to accomplish specific tasks. High performance is the primary source of team member satisfaction. Whole and integrated tasks Whole tasks should be a goals of teams Autonomy The war group should have control over many of its own administrative functions (that is, be self-governing, self-regulating, self-directing) Team members should participate in the selection of new members. Minimal Critical Specifications (Standards) Standards for performance should be established. Objectives with standards and deadlines must be set. Members must exhibit appropriate technical and teamwork competencies. Facilitiations and coaching support should be available as required and particularly as they evolved through different stages of team development. Interdependent tasks require effective interpersonal relationships and teams should receive guidance to achieve this end. Equity in rewards Pay should recognize the varied skills of team members Payment based on the results of what the team produced should be equal. Continuous Learning and development As individuals exceed team norms, avenues for leaving the team should be allowed. Teams require a process for continuously assessing their functioning and develop means for adapting to new needs and circumstances.
12. What are the effective attitudes/orientations that group members should exhibit? (Don't memorize the list, just familiarize yourself with the points)
• Effective Attitudes/Orientations in Small Group Communication: of primary importance are a person's general attitude toward group processes and group members. The following Orientations, if adopted by members of a group, will facilitate a productive, satisfying outcome. Everyone sees that the group's process runs smoothly and achieves resuts Willing to devote time and energy to the group Willing to listen to other's points of view and to be changed by them. Avoids taking rigid stands on issues and is open to change. Will make attempts to balance emotional reactions with unbiased, impartial judgments based on sound evidence and rational thinking. Personal gains are subordinated to group gains Generally willing to accept and support all members of the group. Rejects notions of superiorty and status differences. Expects positive outcomes; believes in the benefits of group process. Exercises a positive attitude and emotional intelligence. Abides consistently to moral standards of conduct Has something practical and valuable to offer the group
6. What is the hierarchy of leadership? What is the order of development? What are the abilities that go with the names?
• Highly Capable Individual Makes productive contributions through talent, knowledge, skills, and good work habits. • Contributing team member: Contributes indivdual capabilities to the achievement of group objectives and works effectively with others in a group setting. • Competent Manager: Organizes people and resources toward the effective and efficient pursuit of pre-determined objectives. • Effective Leader: Cataluzes commitment to and rigorous pursuit of clear and compelling vision, stimulating higher performance standards. • Executive/Transformational Leader: Builds enduring greatness through personal humility and professional will.
18. When should we "speak up" about something in the workplace?
• In good companies, bases eventually deal with problems. • In the best companies, everyone holds everyone accountable- regardless of level or position. • The path to high productivity occurs through face-to-face conversations at all levels. Critical topics that must be discussed in the workplace: Safety: When someone violates a procedure or otherswise acts in an unsafe way, the first person to see the problem, must step up and mention it. Productivity: If an employee underperforms, fail to live up to a promise, doesn't carry his or her fair share, or simply inset productive enough, the affected parties should address the problem immediately. Diversity Issues: When someone feels offended, threatened, insulted or harassed he or she skillfuly and comfortably should discuss the issue with the offending party. Quality: If there is a problem or defect associated with the products and services a company produces, this finding should be brough up immediately.
15. What are Goleman's six leadership styles? What are the behaviors associated with each one?
• Leaders who used styles that positively affected the climate had decidedly better financial results that those who did not. • Executives use six leadership styles, but only four of the six consistently have a positive effect on climate and results It is suggested that leaders/managers are able to have at least four styles in their "repertoire" of management approaches. The two styles that are negative on climate are okay to have in the repertoire but those two should be used sparingly. Leadership styles: Commanding: Demands immediate compliance :( Authoritative: Mobilizes people toward a vision. Defines standards but allows individual discretion and leeway. :) Affiliative: Creates harmony and builds emotional bonds. :) Coaching: Develops people for the future. :) Democratic: Forges consensus through participation. Asks employees: "what do you think?" :) Pace-setting: Sets high standards for performance and models the standards. Seems to be always "raising the bar" to overly challenging levels. :(
10. What are the three types of teams? Know the definitions of each.
• Project: These teams help coordinate the successful completion of a particular project. A project team might also be assigned to address a specific issue or problem. Project teams may struggle because people lack the communication skills needed to collaborate across significant functional divides. • Work: These teams are made up of a group of employees responsible for the entire work process that delivers a product or service to a customer. • Quality Improvement: These teams are strategic designers who have their eye on trends developing in the environment and look for ways to "continuously improve" the organization's competitive edge.
16. What are the eight typical roles of effective managers? What's involved with each one?
• The Leader looks beyond the current day-to-day work requirements and determines where the organization needs to go. Leaders move their organizations forward by thinking strategically about the directions they need to take. Leaders form relationships beyond the organization to build and maintain the reputation of the organization. Strategic/Future • The Director is able to define a problem and take the initiative to determine a solution. the Director uses planning and goal-setting skills and determines what to delegate and ensures that individuals understand what they are being asked to do. Orchestrates the whole picture • The contributor is expected to be task-oriented and work focused, ensuring that his own personal productivity is attended to along with motivating others. Own work to do • The coach is engaged in the development of people by teaching skills directly and by creating a caring, empathetic orientation: being helpful, considerate, sensitive, approachable, open, and fair. Teacher, developer "nurturing" • The Facilitator fosters a collective effort for the organization, building cohesion and teamwork, and managing interpersonal conflict. Good interpersonal skills • The Observer Pays attention to what is going on in the unit determining if people are meeting their objectives, and watching to see that the unit is meeting its goals. The observer is also responsible fro understanding what is important for the team to know and ensuring that info overload does not occur • The innovator Facilitates adaptation and change, paying attention to the changing environemtn, identifying trends impacting the organization, and, then, determining needed changes for success of the organization. • The organizer Takes responsibilty for planning work, organizing tasks and structures, and then following up to ensure that what is committed to is completed by attending to technological needs, staff coordination, crisis handling, and so forth.
4. What is process improvement? What is the quality management secret? Why should employees initiate process improvements?
• The total quality management "secret" is the belief that the reduction of waste in a process automatically improves the quality coming from that process. (Efficiency) By reducing the problems and variation in a process, stabilizing it, and producing what the customer wants, you can achieve high, consistent quality at low cost. Initiating "process improvements" is an excellent way to add value to your organization; and to be recognized as thinking like a leader. Find the waste Get rid of it Prevent its return- forever
8. What are the values of a task group discussion?
• Values of task-group discussions: Discussion makes it possible to bring to a topic a wide variety of info, insights talents and critical faculties. Discussion creates greater individual interest and involvement in learning and decision making. Discussion provides an opportunity for dealing with strong feelings and with conflict Discussion provides more internalization of ideas and uses the abilities and creative potentials of the members of a group.