Exam 3

traits of leadership

focused on identifying the essential traits that distinguished leaders..Intelligence, dominance, self-confidence, energy, activity (versus passivity), and knowledge about the job. Unfortunately, the list of potential leadership traits quickly became so long that it lost any practical value.

telecommute

form of flextime that allows people to perform some or all of a job away from standard office settings

Charisma and charismatic leadership

form of interpersonal attraction that inspires support and acceptance... type of influence based on the leaders personal charisma.

Coach as a leader

from directive overseer to mentor... to select team members, provide direction, train, and develop—but otherwise allow the group to function autono- mously.

High Contact System

level of customer contact in which the customer is part of the system during service delivery

Low Contact System

level of customer contact in which the customer need not be part of the system to receive the service

custom process (process of making a custom product)

make to order process.. activities for one-of-a-kind or custom-made production

Job Sharing

method of increasing job satisfaction by allowing two or more people to share a single full-time job

flextime

method of increasing job satisfaction by allowing workers to adjust work schedules on a daily or weekly basis

Job redesign

method of increasing job satisfaction by designing a more satisfactory fit between workers and their jo

Job Redesign

method of increasing job satisfaction by designing a more satisfactory fit between workers and their jobs.

Intangible service

more unstorable than most physical goods. services like eyebrow waxing. SERVICE operations

expert power

ower derived from information or expertise

Legitimate power

power granted through the organizational hierarchy; it is the power defined by the organization to be accorded to people occupying a particular position.

Reward Power

power to give or withhold rewards.

How does expectancy theory (define) explain employee motivation (define) How do they work together **

suggests that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance—or expectancy—of obtaining. A reward that seems out of reach is likely to be undesirable even if it is intrinsically positive.Expectancy theory helps explain why some people do not work as hard as they can when their salaries are based purely on seniority. Paying employees the same whether they work hard or just hard enough to get by removes the financial incentive for them to work harder ( related to performance-reward issue). employee motivation:set of forces that cause people to behave in certain ways. One worker may be motivated to work hard to produce as much as possible, whereas another may be motivated to do just enough to survive. Managers must understand these differences in behavior and the reasons for them. focus three approaches to human relations in the workplace that reflect a basic chronology of thinking in the area: (1) classical theory and scientific management, (2) early behavioral theory, and (3) contemporary moti- vational theories.

Referent Power

Abstract, based on identification, imitation, loyalty, or charisma

Operation Process

An operations process is a set of methods and technologies used to produce a good or a service. Banks, for example, use two processes—document shredding and data encryption—to protect confidential information. A

Raw Materials

Basic material from which a product is made. A type of physical resource. Example, crude oil. Raw materials and human skills are combined to create finished goods and services

LIST and define big 5 personality traits.(Video)**

Big Five" Personality Traits five fundamental personality traits especially relevant to organization. 1. agreeableness is a person's ability to get along with others. A person with a high level of agreeableness is gentle, cooperative, forgiving, understanding, and good-natured in their dealings with others. 2. Conscientiousness: a refection of the number of things a person tries to accomplish. 3. emotionality: the degree to which people tend to be positive or negative in their behaviors towards others. 4. extraversion- a person's comfort level with relationships 5.openess: reflect showmen or rigged a person is I terms of his or her beliefs. related to personality.. the relatively stable set of psychological attributes that distinguish one person from another

Operations

Both service and manufacturing operations transform raw materials into finished products. In service operations, however, the raw materials, or inputs, are not things like glass or steel. These service inputs are people who have either unsatisfied needs or possessions needing care or alteration. In service operations, finished products or outputs are people with needs met and possessions serviced.

Two factor theory

Frederick Herzberg concluded that job satisfaction and dissatisfaction depend on two factors: hygiene factors, such as working conditions, and motivation fac- tors, such as recognition for a job well done. According to Herzberg's two-factor theory, hygiene factors affect motivation and satisfaction only if they are absent or fail to meet expectations Example: If an employee believes they have poor working conditions they will be unhappy.

Describe how a gant chart and a pert chart are similar and how are they different. Define both, give differences, pull out book (be able to identify which is witch **

Gantt chart: production schedule that breaks down large projects into steps to be performed and specifies the time required to perform each step, graph method... The project manager lists all activities needed to complete the work, estimates the time required for each step, records the progress on the chart, and checks the progress against the time scale on the chart to keep the project moving on schedule. If work is ahead of schedule, some employees may be shifted to another project. If it's behind schedule, workers may be added or comple- tion delayed. ex: Gantt chart for the renovation of a college classroom. It shows progress to date and schedules for remaining work and that some steps can be per- formed at the same time (e.g., step D can be performed during the same time as steps C and E), but others cannot (e.g., step A must be completed before any of the others can begin). Step E is behind schedule; it should have been completed before the current date. PERT chart:p roduction schedule specifying the sequence of activities, time requirements, and critical path for performing the steps in a project, project scheduling Program Evaluation and Review Technique (PERT) provides even more information for controlling the progress of large projects. Along with times required to perform the activities, the layout of the PERT chart uses arrows to show the necessary sequence among activities, from start to finish, for completing the project. It also identifies the critical path, the most time-consuming set of activities, for completing the project. The critical path is informative because it reveals the most time-consuming path for project completion, and for most projects, speed of completion is vital ex: a PERT chart for renovating the college classroom. The project's nine activities and the times required to complete them are identified is represented by an arrow. The arrows are positioned to show the required sequence for performing the activities. For example, chairs and tables can't be returned to the classroom (H) until after they've been reworked (G) and after new floor tiles are in- stalled (F). Accordingly, the diagram shows arrows for G and F coming before activity H. Similarly, funding approval (A) has to occur before anything else can get started.

What is the difference between leadership and management w/I an organization.. DEFINE AND EXPLAIN video **

Leaders: show empathy and humanism to employees, truly. lead and care for employees. better we should all suffer a little then any of us have to suffer a lot.. CEO good leader, need to do layoffs, but instead made it so that all employees could keep their jobs... required 4 weeks unpaid vacation. Leadership processes and behaviors used by someone, such as a manager, to motivate inspire, and influence the behaviors of others. agenda setting, aligning, inspiring monitoring managers: planning organizing, leading and controlling... manages employees. Manager not always a leader, and a leader isn't necessarily a manager.

Job enrichment

Method of increasing job satisfaction by adding one or more motivating factors to job activities.

Operation manager

Operations (Production) Managers managers responsible for ensuring that operations activities create value and provide benefits to customers. Operations managers are responsible for production, inventory, and quality control.

Tangible Product

Physical things that an organization uses the conduct their business. Example: Radios , phones, textbooks, etc.GOODS operations

Manager

Plans, organizes, leads and controls. A person can be a manager but not a strong leader.

Define and differentiate between goods production and service operations (slide) DEFINE AND EXPLAIN**

Related to operations (production)which are actives involved in making products, goods, and services for customers... ie activities involved in making Goods production are actives that produce tangible products such as radios, newspapers, buses, and text books service operations: actives producing tangible and intangible products such as entertainment, transportation, and education.

Management by Objectives (MBO)

Set of procedures involving both managers and subordinates in setting goals and evaluating progress. Collaborative from top of organization to the bottom. Motivational impact is biggest advantage. set individual goals that will best contribute to the organiza- tion's goals. Managers meet periodically to review progress toward individual goals, and then, usually on an annual basis, they evaluate goal achievement and use the results as a basis for starting the cycle over again.

SHORT ANSWER: Define and explain utility. Define and explain time, place, and form. With examples **

Utility: the ability of a product to satisfy a want or need—in terms of form, time, and place: (do we want a phone, or do we want a smart phone?) Building customer value 1. time utility: When a theater offers midday, afternoon, and evening shows seven days a week, it creates time utility; that is, it adds customer value by making products available when consumers want them. 2. place utility: When a theater offers a choice of 15 movies all under one roof,at a popular location, it creates place utility: It makes products available where they are convenient for consumers. 3: form utility: Production makes products available: By converting raw materials and human skills into finished goods and services, production creates form utility, as when Regal Cinemas combines building materials, theater seats, and projection equip- ment to create an entertainment venue.

Quality improvement teams

collaborative groups of employees from various work areas who meet regularly to define, analyze, and solve common production problems. The teams' goal is to improve both their own work methods and the products they make. Quality improvement teams organize their own work, select leaders, and address problems in the workplace.

Capactiy planning

determining the amount of a product that a company can produce under normal conditions

Behavioral Approach

determining what behaviors are employed by leaders. 1. task-focused leader behavior: Task-focused leader behavior occurs when a leader focuses on how tasks should be performed to meet certain goals and to achieve certain performance standards. 2. Employee-focused leader behavior: Employee-focused leader behavior occurs when a leader focuses on the satisfaction, motivation, and well-being of his or her employees.

Performance

dimension of quality that refers to how well a product does what it is supposed to do

Performance behavior

dimension of quality that refers to how well a product does what it is supposed to do

Powers

the ability to affect the behavior of others

Coorceive power

the power to force compliance by means of psychological, emotional, or physical threat

Job Rotation

the practice of moving employees between different tasks to promote experience and variety.

Leader

the processes and behaviors used by someone, such as a manager, to motivate, inspire, and influence the behaviors of others. Agenda setting, aligning, inspiring, and monitoring. Not particularly a manager.

Motivation

the set of forces that cause people to behave in certain ways. Employees are to be motivated so that they will get their jobs done. it is important for mangers to understand why different employees are motivated in different ways, and why

Maslows law

theory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before people can work to satisfy their higher level needs. Pysiological needs, secuirty needs, social needs, esteem needs, self-actualization needs.

Expectancy Theory SHORT ANSWER

theory of motivation holding that people are motivated to work toward rewards that they want and that they have a reasonable chance of obtaining.

Define and explain the difference between a trasnformational leader & a transactional leader watch video**

transformational leadership: set of abilities that help a leader to recognize the need for changes to create a vision to guide that change and to execute the change effectively future conscious and dynamic,.. focus on engaging and enthusing employees, lead by example, inspiring change to achieve a common goal. a transnational leader: comparable to management... involves routine, regimented actives. works within boundaries and set established outcomes... task and result driven, strict organizational boundaries, reward people and evaluate performance regularly, good for strict deadlines DIFFERENCES: transactional-- understand how reward results in more effort being made. reacts to present concerns... use carrot and stick motivation (metaphor for the use of a combination of reward and punishment to induce a desired behavior.) sets boundaries, but gives rewards once goals are met... while transformational motivates staff without having to constantly reward. more hands on, creates expectations. inspire staff in order to motivate them.. build strong relationships with their teams.