Management exam 4

people orientation

-delivering customer value is most important - people will focus on quality if given empowerment - TQM requires training, teamwork, and crossfunctional efforts

improvement orientation

-it's less expensive to do it right the first time - it's better to do small improvements all the time - accurate standards must be followed to eliminate small variations - there must be strong commitment from top management

1) focus on listening 2) ability to empathize with others' feelings 3)focus on healing suffering 4)self-awareness of strengths and weaknesses 5)use of persuasion rather than positional authority to influence others 6) broad-based conceptual thinking 7)ability to foresee future outcomes 8) belief they are stewards of their employees and resources 9) commitment to the growth of people 10) drive to build community within the outside the organization

10 characteristics of the servant leader

1) keep the team small 2) encourage members' interaction and cooperation 3) emphasize members' common characteristics 4) strive for a favorable public image to enhance the team's prestige 5) give each member a stake in the team's success--a "piece of the action" 6) point out threats from competitors to enhance team togetherness 7) ensure performance standards are clear and regularly update members on team goals 8) frequently remind members they need each other to get the job done 9) direct each member's special talents toward the common goals 10) recognize each member's contributions

10 ways to enhance cohesiveness in teams

1) external - performed by outside experts 2) internal - performed by organization's own professional staff

2 types of audits

1) Fiedler's contingency model 2) House's path-goal revised leadership model

2 types of situational approaches

1) Leadership Traits 2) Gender Studies

2 types of trait approaches

-allow criticism -allow other perspectives

2 ways to prevent groupthink

1) Physical Barriers: sound, time, space, & so on 2) Semantic barriers: when words matter 3) personal barriers: individual attributes that hinder communciation

3 barriers to communication

1) distraction 2) leaving wrong impression 3) replacing real conversation

3 downsides of social media

1) it can improve results for both individuals and groups 2) it can be used to train employees at any level 3) it requires ethical leaders

3 implications of transformational leadership

1) tell them what you're going to say 2) say it 3) tell them what you said

3 steps to being an effective speaker

1) narcissism 2) Machiavellianism 3) psychopathy

3 types of "dark side" traits

1) task-oriented behavior 2) relationship-oriented behavior 3) passive behavior

3 types of behavioral approaches

1) determining what needs to be done - setting a direction 2) creating arrangements of people to accomplish an agenda - aligning people 3) ensuring people do their jobs - motivating and inspiring

3 ways to be a leader and cope with change

1) Determining what needs to be done - planning and budgeting 2) Creating arrangements of people to accomplish an agenda - organizing and staffing 3) ensuring people do their jobs - controlling and problem solving

3 ways to be a manager and cope with complexity

1) objectives are fuzzy 2) managers put too much trust in informal feedback systems 3) employees resist new measurement systems 4) companies focus too much on measuring activities instead of results

4 barriers to effective measurement

1) spur competition among employees 2) change the organization's culture & procedures 3) bring in outsiders for new perspectives 4) use programmed conflict

4 devices to stimulate constructive conflict

1) Inspirational motivation 2) Idealized Influence 3) Individualized consideration 4) intellectual stimulation

4 key behaviors of transformational leaderhsip

1) find your passion and follow it 2) encourage self-discovery ,and be realistic 3) every situation is different, so be flexible 4) fine-tune your people skills 5) learn how to develop leadership skills 6) treat people as if they matter, because they do 7) draw employees and peers into your management process 8) be flexible, keep your cook , and take yourself lightly

4 keys to managerial success

1) the keys to successful control systems 2) they are timely, accurate, & objective 3) they are realistic, positive, & understandable & encourage self-control 4) they are flexible

4 keys to successful control systems

-to help the group survive -to clarify role expectations -to help individuals avoid embarrassing situations -to emphasize the group's important values and identity

4 reasons norms are enforced

1) unwillingness to compete or sacrifice 2) modesty 3) lack of mentor 4) starting out lower, and more likely to quit

4 reasons that there's a lack of women at the top

1) top executives agree on strategy 2) communication is clear 3) there is better focus and alignment 4) the organizational culture emphasizes teamwork and allows risk taking

4 reasons why measure-managed firms succeed

1) establish standards 2) measure performance 3) compare performance to standards 4) take corrective action, if necessary

4 steps in the control process

-invulnerability, inherent morality, and stereotyping of opposition -rationalization and self-censorship -illusion of unanimity, peer pressure, and mindguards -groupthink versus "the wisdom of the crowds"

4 symptoms of groupthink

1) outsourcing 2) reduced cycle time 3) ISO 9000 and 14000 series 4) Statistical process control 5)six sigma & lean six sigma

5 TQM techniques

1) too much control 2) too little employee participation 3) overemphasis on means instead of ends 4) overemphasis on paperwork 5) overemphasis on one instead of multiple approaches

5 barriers to control success

1) Avoiding - "Maybe the problem will go away" 2) Accommodating - "let's do it your way" 3) forcing - "you have to do it my way" 4) compromising- "Let's split the difference" 5) Collaborating - "Let's cooperate to reach a win-win solution that benefits both of us"

5 conflict-handling styles

1) employ a code of ethics 2) choose the right people 3) make performance expectations reflect employee treatment 4) emphasize value of diversity 5) reward high moral conduct

5 ethical things top managers should do to be effective transformational leaders

1) don't show your ignorance 2) understand your strategy before you write 3) start with your purpose 4) write simply, concisely, and directly 5) telegraph your writing with a powerful layout

5 steps to being an effective writer

1) rate reasons to read 2) question and predict answers 3) survey the big picture 4) skim for main ideas 5) summarize

5 steps to better reading

1) instructions relates to particular job tasks 2) Explanations about the relationship between two or more tasks 3) Explanations of the organization's procedures and practices 4) a manager's feedback about a subordinate's performance 5) attempts to encourage a sense of mission and dedication to the organization's goals

5 types of downward communication

1) Reports of progress on current projects 2) reports of unsolved problems requiring help from people higher up 3) new developments affecting the work unit 4) suggestions for improvements 5) reports on employee attitudes and efficiency

5 types of upward communication

1) physical 2) human resources 3)informational 4) financial 5) structural 6) cultural

6 areas of control

1) Sender barrier 2) encoding barrier 3) medium barrier 4) decoding barrier 5) receiver barrier 6) feedback barrier

6 barriers that happen within the communication process

1) reduce capital costs 2) increases flexibility and autonomy for workers 3) provides a competitive advantage when recruiting 4) increases job satisfaction 5) increases productivity 6) ability to tap into nontraditional workers

6 benefits of telecommuting

1) to adapt to change & uncertainty 2) to discover irregularities & errors 3) to reduce costs, increase productivity, or add value 4) to detect opportunities 5) to deal with complexity 6) to decentralize decision making & facilitate teamwork

6 reasons control is needed

1) maintain eye contact 2) lean toward the speaker 3) speak at a moderate rate 4) speak in a quiet, reassuring tone 5) smile and show animation 6) occasionally not head in agreements 7) be aware of your facial expressions

7 things to DO to be better with nonverbal communication skills

1) look away from the speaker 2) turn away from the speaker 3) speak too quickly or slowly 4) speak in an unpleasant tone 5) yawn excessively 6)close your eyes 7) lick lips, bite nails, play with your hair

7 things you DON'T DO to be better with nonverbal communication skills

1) cash or cashflow budget 2) capital expenditures budget 3) sales or revenue budget 4) expense budget 5) financial budget 6) operating budget 7) nonmonetary budget

7 types of budgets

-continuous improvement team -cross-functional team -problem-solving team -self-managed team -top-management team -virtual team -work team

7 types of teams

1) freedom 2) customization 3) scrutiny 4) integrity 5) collaboration 6) entertainment 7) speed 8) innovation

8 norms of the Millennial or internet generation

1) variable skills in communicating effectively 2) variations in how information is processed and interpreted 3) variations in trustworthiness & credibility 4) oversized egos 5) faulty listening skills 6) tendency to judge others' messages 7) inability to listen with understanding 8) stereotypes and prejudices

8 personal communication barriers

1) show respect 2) listen from the first sentence 3) be mindful 4) keep quiet 5) ask questions 6) paraphrase and summarize 7) remember what was said 8) Involve your body

8 tips for effective listening

-cooperation -trust -cohesiveness -performance goals and feedback -motivation through mutual accountability -size -roles -norms -awareness of groupthink

9 factors that go into building effective teams

1) Rational persuasion 2) inspirational appeals 3) consultation 4) ingratiating tactics 5) personal appeals 6) exchange tactics 7) coalition tactics 8) pressure tactics 9) legitimating tactics

9 tactics for influencing others

take corrective action

A UPS driver fails to perform according to the standards set for the route and traffic conditions. A supervisor rides along

take corrective action

A UPS driver fails to perform according to the standards set for the route and traffic conditions. A supervisor rides along and gives suggestions for improvement. This is the _________ stage of the control process.

virtual

A ________ virtual team consists of members who interact by computer network to collaborate on projects.

project

A __________ team works to do creative problem solving, often by applying the specialized knowledge of members of a cross-functional team composed of specialists.

groupthink

A decision-making team that is not able to consider alternatives because it is close-knit and strives for unanimity may be experiencing:

human

A drug test employed by an organization in its hiring process is an example of a(n) ______ resource control.

advice team

A stakeholder group who provides reactions to new curriculum proposals by a university faculty is an example of a(n):

task

A(n) ________ role consists of behavior that concentrates on getting the team's work done.

situational control

According to Fiedler's Contingency Leadership Model, the amount of influence a manager has in the immediate work environment is known as _______.

reward

Alex compliments his co-worker Joe on the great job he did on the weekly report, and also informs their mutual boss. Alex is using _______ power.

Top-management

As the CEO, Matt typically works with Ken, the company president, when evaluating performance figures. Matt and Ken are part of a ________ team.

reward

At completion of a long project, Aileen gives her assistant a day off with pay to acknowledge all of his hard work. This is the example of _____________ reward power.

team

Benita, Sanjay, Brian, and Sonja are studying the sales figures for the automobile industry in the last six months and will then recommend strategy adjustments for the auto manufacturing facility they work at. These four people are an example of a _______.

Machiavellianism

Cynical view of human nature that condones opportunistic and unethical ways of manipulating people

maintenance

Erin realized that arguing during a discussion was getting out of control, so she commented, "before we all drive off a cliff, let's slow this car down and find some common ground." Her comment eased the tension in the room. Erin is demonstrating a(n) _______ role.

-employees gather often in the lunchroom -more work than chit-chat -managers placed overhead projectors and notepads in the lunchroom to facilitate the exchange of information

Examples of Informal groups and informal learning (3)

1) Trait Approaches 2) Behavioral Approaches 3) Situational Approaches 4) Transformational Leadership Approach 5) Three additional perspectives

Five Approaches to leadership

1) forming 2)storming 3)norming 4)performing 5)adjourning

Five stages of group and team development

-advice team -production team -project team -action teams

Four types of work teams

receiver

Greg was thinking about how he just did on his Economics test when his Management professor talked about tomorrow's management quiz. This is an example of a(n) ________ barrier

action

Hospital surgery teams, airline cockpit crews, mountain-climbing expeditions, police SWAT teams, and labor contract negotiating teams are all examples of _______ teams.

-decreased creativity and boldness due to peer pressure -fewer resources from which to extract knowledge and skills - an uneven distribution of work among members

Identify disadvantages of small teams versus larger teams. (3)

-change the organization's procedures -bring in outsiders for new perspectives -create competition among employees -use the devil's advocacy and dialectic methods

Identify ways in which managers can stimulate constructive conflict. (4)

Statistical process control

In Harvey's job, he takes random samples of production runs to ascertain quality. His job involves:

exhibit self-censorship

Individuals in a team that is experiencing groupthink will likely ________, which aids in stifling debate of alternatives courses of action among team members.

Devil's advocate

Jan is involved in an office debate. She plays the role of _________, which involves voicing possible objections to proposals to generate critical thinking and really testing.

objectives are fuzzy

Jeff's sales goal was to "improve sales". Which barrier to measurement is this?

storming

Jeff's workgroup is having a lot of disagreement over the direction the group should take. They are involved in the ______ stage of group development.

Horizontally

Jeremy shares information with his fellow task-force members about their project. Jeremy is communicating ________.

transformational leadership

Jim, a manager, uses rewards and discipline to motivate subordinates, but does this as a way of helping them reach their full potential. This is called ________.

programmed

Jonathan's team has to decide whether or not to pursue a new business opportunity in Japan. He split the team into opposing sides and has them engage in role-playing to help them consider the decision from multiple perspectives. This is an example of _________conflict.

Psychopathy

Lack of concern for others, impulsive behavior and lack of remorse when your actions harm others

e leadership

Laura is involved in leading a virtual team with members in Kansas, South Carolina, Chicago, and India. This is an example of ________.

task

Layla works during her meeting to pull together the ideas of her committee members into a coherent whole. Layla is performing a _______ role.

e

Leadership within the context of electronic technology is known as ____-leadership.

task-oriented

Nicole runs a "tight ship" in her department. She expects her staff to follow the rules and procedures and is hands-on in terms of making sure that the organization's goals in terms of production and productivity are met. Nicole would BEST be described as displaying _________ behaviors.

interaction

One of the advantages of small teams versus large teams is that smaller teams can often result in better __________ among team members and better morale.

advise each member of the team to be a critical elevator

Portia realized that not everyone agreed with the plan James had come up with, but they were all agreeing because they didn't want to "rock the boat" and look like an outsider. As a manager, what can Portia do to avoid future groupthink?

feedback

Rachel and Alexa are talking on their cell phones. After Rachel reads her a phone number, Alexa repeats the number back to Rachel. This is an example of ________.

low position power

Rayford is head of a task force consisting of his peers from other departments in the organization. Rayford has ________.

-to emphasize important values -to clarify role expectations -to avoid embarrassing situations -to help the group survive

Recall the four reasons norms tend to be enforced by team members:

-reduction in alternative ideas -limiting of other information

Results of groupthink (2)

Task; Maintenance

Team roles are two types: ________ and __________.

Cohesiveness

The "we feeling" that binds group members together is called _______.

1) PLAN desired and important changes, based on observed data. Make pilot test if necessary. 2) DO implement the change or make a small-scale test 3) CHECK or observe what happened after the change or during the test 4) ACT on lessons learned, after study of results. Determine if predictions can be made as basis for new methods

The PDCA Cycle

servant

The ________ leadership approach focuses on providing increased service to others rather than to the leaders.

-take baby steps and manage by results -state expectations -write is down -communicate, but be considerate -be aware of cultural differences -meet regularly

The challenges of managing virtual teams (6)

1) sender encodes message and selects medium 2) message is transmitted through a medium 3) Receiver decodes the message, decides if feedback needed 4) Receiver expresses reaction, or feedback , through a medium. (Noise occurs between step 2 and 4)

The communication process (5)

dialectic

The process of having two people or groups play opposing roles in a debate to better understand a proposal is known as the __________ method.

Cooperation

The systematic integration of the efforts of individuals to achieve a common objective is known as _________.

legitimate

The type of power that all managers have that results from their formal position within the organization is called ________ power.

False

True or False: According to a 1970s study, work groups that experience too much conflict tend to be plagued by apathy, lack of creativity, indecision, and missed deadlines. Work groups with too little conflict, on the other hand, experience infighting, dissatisfaction, turnover, and lack of teamwork.

True

True or False: Division of labor is when particular tasks are assigned to particular workers who perform those tasks

-formal group -informal group

Two types of groups

1) managers should make team members accountable for their work, allow them to set their own team goals, and let them solve their own work-related problems 2)the team should work with a whole product or service (not just a part), assign jobs and tasks to its members, develop their own quality standards and measurement techniques, and handle their own problems with internal and external customers 3)team members are cross-trained on jobs within their (and other) teams; do their own hiring, training, and firing; do their own evaluations of each other; and are paid (at least in part) as a team. 4) the team has access to important information and resources inside and outside the organization, is allowed to communicate with and draw support from other teams and departments, and sets its own rules and policies.

Ways to empower self-managed teams (4)

-division of labor -more resources

What are the advantages of larger teams versus smaller teams? (2)

emphasize mutual accountability to team members

When building an effective team, one key aspect to motivating members through mutual accountability is to ________.

-show predictability -show respect -offer support

Which of the following are potential methods to build trust in your team members?

-Develop and mentor others -Advocate for participative leadership -Be sensitive to the needs of others

Which of the following are potential ways to build cross-cultural relationships? (3)

-develop and mentor others -Advocate the participative leadership -be sensitive to the needs of others

Which of the following are potential ways to build cross-cultural relationships? (3)

-allow individuals and outside experts to present other perspectives -encourage each member of the team or group to provide criticism

Which of the following are ways that managers can prevent group think? (2)

-workers not feeling they are being exploited by others -work is considered meaningful

Which of the following conditions supports teamwork? (2)

-Empowering leadership -Consideration behavior -servant leadership

Which of the following would be categorized as relationship-oriented behaviors? (3)

-intergroup conflicts -personality conflicts -cross-cultural conflicts

Which three of the following are considered conflict triggers? (3)

-recognizing and appreciating each other -emphasizing the common characteristics of the teammates -making sure team members know the team's goals

Which three of the following stimulate cohesiveness?

-increased productivity -increased speed -reduced costs -improved quality -reduced destructive internal competition -improved workplace cohesiveness

Why teamwork is important? (6 reasons)

81%; communicating

_____ of a manager's time in a typical workday is spent ___________.

prductivity

____________ is important because it determines whether a company will make a profit and affects

groupthink

a cohesive group's blind unwillingness to consider alternatives

total quality management (TQM)

a comprehensive approach - led by top management and supported throughout the organization- dedicated to continuous quality improvement, training, and customer satisfaction

laissez-faire leadership

a form of "leadership" characterized by a general failure to take responsibility for leading

roles

a socially determined expectation of how an individual should behave in a specific position -task, maintenance

security

a system of safeguards for protecting information technology against disasters, system failures, and unauthorized access that result in damage or loss

-work to accomplish tasks that require people with specialized training and a high degree of coordination -hospital surgery teams, airline cockpit crews, police SWAT teams

action teams

-more resources -division of labor

advantages of large teams (2)

-better interaction -better morale

advantages of small teams (2)

-created to broaden the information base for managerial decisions -committees, review panels

advice teams

incremental budgeting

allocates increased or decreased funds to a department by using the last budget period as a reference point --only incremental changes in the budget request are reviewed

fixed budgets

allocates resources on the basis of a single estimate of costs

variable budgets

allows the allocation of resources to vary in proportion with various levels of activity

decentralized control

an approach to organizational control that is characterized by informal and organic structural arrangements

bureaucratic control

an approach to organizational control that is characterized by use of rules, regulations, and formal authority to guide performance

capital expenditures budget

anticipates investments in major assets such as land, buildings, and major equipment

noise

any disturbance that interferes with the transmission of a message

behavioral leadership

approaches attempt to determine the distinctive styles used by effective leaders

trait approaches to leadership

attempt to identify distinctive characteristics that account for the effectiveness of leaders

positiveness

being upbeat and expressing your willingness to work with the other person to find a resolution to the problem

rich medium

best for non routine situations and to avoid oversimplification

lean medium

best for routine situations and to avoid overloading

evaluative style

challenging the speaker

psychopathy

characterized by lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath's actions harm others

storming

characterized by the emergence of individual personalities and roles and conflicts within the group --leaders should encourage members to suggest ideas, voice disagreements, and work through their conflicts about tasks and goals

path-goal clarifying style of leader behaviors

clarify performance goals; provide guidance on how employees can complete tasks; clarify performance standards and expectations; use positive and negative rewards contingent on perfomance

house's path-goal revised leadership model

clarifying paths for subordinates' goals and employee characteristics and environmental factors that affect leadership behaviors

functional conflict

conflict that benefits the main purposes of the organization and serves its interest

dysfunctional conflict

conflict that hinders the organization's performance or threatens its interest

norming

conflicts are resolved, close relationships develop, and unity and harmony emerge; group cohesiveness --leaders should emphasize unity and help identify team goals and values

continuous improvement team

consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace- and quality-related problems

nonverbal communication

consists of messages sent outside of the written or spoken word --expressed through interpersonal space, eye contact, facial expressions, body movements & gestures, touch, setting and time

nonmonetary budget

deals with units other than dollars, such as hours or labor or office square footage

controlling

defined as monitoring performance, comparing it with goals ,and taking corrective action as needed

debt management ratios

degree to which a firm can meet it's long-term financial obligations

leading for self-determination

delegating meaningful tasks

leading for self-determinitation

delegating meaningful tasks

referent power

derived from one's personal attraction

contingency leadership model

determines if a leader's style is task oriented or relationship-oriented and if that style is effective for the situation at hand

informal communication channels

develop outside the formal structure do not follow the chain of command

-less interaction -lower morale -social loafing

disadvantages of large teams (3)

-fewer resources -possibly less innovation -unfair work distribution

disadvantages of small teams (3)

machiavellianism

displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles

cooperating

efforts are systematically integrated to achieve a collection objective

interaction facilitation style of leader behaviors

emphasize collaboration and teamwork, encourage close employee relationships and sharing of minority opinions; facilitate communication; resolve disputes

psychological empowerment

employees' belief that they have control over their work

RATER scale

enables customers to rate the quality of a service along dimensions - reliability, assurance, tangibles, empathy, and responsiveness

value based style of leader behaviors

establish a vision, display passion for it, and support its accomplishment; communicate high performance expectations and confidence in others' abilities to meet their goals; give frequent positive feedback; demonstrate self-confidence

equality

evaluating all ideas fairly without regard to ownership

task structure

extent to which tasks are routine and easily understood

1) legitimate power 2) reward power 3) coercive power 4) expert power 5) referent power

five sources of power

servant leadership

focuses on providing increased service to others--meeting the goals of both followers and the organization--rather than to oneself

transactional leadership

focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance

discerning style

focusing on the main message

comprehensive style

focusing on the speaker's logic

Formal communication channels

follow the chain of command and are recognized as official --vertical, horizontal, external

cash or cashflow budget

forecasts all sources of cash income and cash expenditures for daily, weekly, or monthly period

passive behavior

form of leadership behavior characterized by a lack of leadership skills

budget

formal financial projection

audit

formal verification of an organizaiton's financial and operational systems

1) planning 2) organizing 3) leading 4) controlling

four management functions

norms

general guidelines that most group of team members follow

balanced scoreboard

gives top managers a fast, but comprehensive view of the organization via four indicators: 1) customer satisfaction, 2) internal processes, 3) innovation and improvement activities and, 4) financial measures

Formal group

group assigned by organizations or its managers to accomplish specific goals

informal group

group formed by people whose overriding purpose is getting together for friendship or a common interest

self-managed team

groups of workers who are given administrative oversight for their task domains

narcissism

having "a self-centered perspective, feelings of superiority, and a drive for personal power and glory"

telepresence technology

high-definition videoconference systems that simulate face-to-face meetings between users

path-goal leadership model

holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support

return ratios

how effective management is generating a return or profit

10-16 members

how many members can make up a large team?

2-9 members

how many members can make up a small team?

intergroup conflicts

inconsistent goals or reward systems, ambiguous jurisdictions, status difference

liquidity ratios

indicate how easily a firm's assets can be converted to cash

medium richness

indicates how well a particular medium conveys information and promotes learning

leading for meaningfulness

inspiring and modeling desirable behaviors

speed

instant feedback is expected

personality conflict

interpersonal opposition based on personal dislike, disagreement, or differing styles --personality clashes, competition for scarce resources, time pressure, communication failures

decoding

interpreting and trying to make sense of the message

entertainment

keep things moving and interesting

problem-solving team

knowledgable workers who meet as a temporary team to solve a specific problem and then disband

consideration

leader behavior that is concerned with group members' needs and desires and that is directed at creating mutual respect or trust

initiating-structure leadership

leader behavior that organizes and defines--that is, "initiates the structure for"--what employees should be doing to maximize output

Leader-member exhange (LMX) model

leaders have different sorts of relationships with different subordinates

supportiveness

letting the other person determine a resolution that will be mutually beneficial

appreciative style

listening to be amused

cross-functional team

members composed of people from different departments, such as sales and production, pursuing a common objective

performing

members concentrate on solving problems and completing the assigned tasks --leaders should allow members the empowerment they need to work on tasks

top-management team

members consist of the CEO, president, and top department heads and work to help the organization achieve its mission and goals

work team

members engage in collective work requiring coordinated effort; purpose of team is advice, production, project, or action

virtual team

members interact by computer network to collaborate on projects

adjourning

members prepare for disbandment --leaders can help ease the transition by rituals celebrating "the end" and "new beginnings"

leading for progress

monitoring and rewarding employees

operational control

monitoring performance to ensure that operational plans - day-to-day goals - are being implemented and taking corrective action as needed

strategic control

monitoring performance to ensure that strategic plans are being implemented and taking corrective action as needed

tactical control

monitoring performance to ensure that tactical plans - those at the divisional or departmental level - are being implemented

gender studies

motivating others, fostering communication, producing high-quality work, and so on

receiver barrier

no message gets received

sender barrier

no message gets sent

scrutiny

not taking "facts" and authority figures at face value

productivity

outputs divided by inputs where: outputs are the goods and services produced, and inputs are labor, capital, materials, and energy

take corrective action if necessary

part of the control process that -make no changes -recognize and reinforce positive performance -take action to correct negative performance

measure performance

part of the control process that is usually obtained from written reports, oral reports, and personal observations

compare performance to standards

part of the control process where : management by exception--control principle that says managers should be informed of a situation only if data show a significant deviation from standards

establish standards

part of the control process where performance standard is the desired performance level for a given goal --best measured when they can be made quantifiable

receiver

person for whom the message is intended

sender

person wanting to share information-called a message

work facilitation style of leader behaviors

plan, schedule, organize, and coordinate work; provide mentoring, coaching, counseling, and feedback to assist employees in developing their skills; eliminate roadblocks; provide resources; empower employees to take actions and make decisions

group- oriented decision making style of leader behaviors

pose problems rather than solutions to work group; encourage members to participate in decision making; provide necessary information to the group for analysis; involve knowledgeable employees in decision making

leadership traits

positive task-oriented traits and positive/negative interpersonal attributes

representation & networking style or leader behaviors

present work group in positive light to others; maintain positive relationships with influential others; participate in organization-wide social functions and ceremonies; do unconditional favors for others

relationship-oriented behavior

primarily concerned with the leader's interactions with his or her people -consideration -empowering leadership -servant-leadership

conflict

process in which one party perceives that its interests are being opposed or negatively affected by another party

devil's advocacy conflict

process of assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing

forming

process of getting oriented and getting acquainted --leaders should allow time for people to become acquainted and socialize

dialectic method conflict

process of having two people or groups play opposing roles in a debate in order to better understand a proposal

-responsible for performing day-to-day operations -assembly teams, maintenance crews

production teams

-work to do creative problem solving, often by applying the specialized knowledge of members of a cross-functional team -task forces, research groups

project teams

expense budget

projects expenses (costs) for given activity for given period

sales or revenue budget

projects future sales, often by month, sales area, or product

financial budget

projects organization's source of cash and how it plans to spend it in the forthcoming period

operating budget

projects what an organization will create in goods or services; what financial resources are needed, and what income is expected

trust

reciprocal faith in others' intentions and behaviors

position power

refers to how much power a leader has to make work assignments and reward and punish

leader-member relations

reflects the extent to which the leader has the support, loyalty, and trust of the work group

collaboration

relationships are of key importance

empowering leadership

represents the extent to which a leader creates perceptions of psychological empowerment in others

multicommunicating

represents the use of technology to participate in several interactions at the same time

coercive power

results from managers' authority to punish their subordinates

reward power

results from managers' authority to reward their subordinates

legitimate power

results from managers' formal positions within the organization

expert power

results from one's specialized information or expertise

narcissism

self-centered perspective, feelings of superiority, and a drive for personal power and glory

achievement oriented style of leader behaviors

set challenging goals; emphasize excellence, demonstrate confidence in employee abilities

team

small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

enterprise resource planning (ERP)

software systems, information systems for integrating virtually all aspects of a business, helping managers stay on top of the latest developments

Conflict triggers

sources of conflict such as differences between personalities, groups, and cultures are called _________.

Openness

stating your views honestly and concentrating on finding a solution to the problem

semantics

study of the meaning of words

income statement

summarizes an organization's financial results--revenue and expenses--over a specific period of time

balanced sheet

summarizes an organization's overall financial worth-assets and liabilities-at a specific point in time

leading for competence

supporting and coaching employees

fiedler's contingency model

task-oriented style and relationship-oriented style--and three dimensions of control: leader-member, task structure, position power

cohesiveness

tendency of a group or team to stick together

management by wandering around

term used to describe a manager's literally wandering around his organization and talking with people across all lines of authority

jargon

terminology specific to a particular profession or group

leadership

the ability to influence employees to voluntarily pursue organizational gains

1) financial perspective - profitability, growth, shareholder values 2) customer perspective - priority is taking care of the customer 3) internal business perspective - quality, employee skills, and productivity 4) innovation & learning perspective - learning and growth of employees

the balanced scorecard: 4 perspectives

medium barrier

the communication channel is blocked

freedom

the desire to experience new and different things

customization

the desire to have personalized products and choices

encoding barrier

the message is not expressed correctly

medium

the pathway by which a message travels

crowdsourcing

the practice of obtaining needed services, ideas, or content by soliciting contributions from a large group of people and especially from the online community, such as Facebook and Twitter users

participative management (PM)

the process of involving employees in setting goals, making decisions, solving problems, and making changes in the organizaiton

feedback

the receiver expresses his reaction to the sender's message

feedback barrier

the recipient doesn't respond enough

decoding barrier

the recipient doesn't understand the message

communication

the transfer of information and understanding from one person to another

identity theft

thieves hijack your name and identity and use your good credit rating to get cash or buy things

-intergroup conflicts -multicultural conflicts -personality conflicts

three kinds of conflict

task-oriented leadership behaviors

to ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization --planning, clarifying, monitoring, and problem solving

transformational leadership

transform employees to pursue organizational goals over self-interests --influenced by individual characteristics and organizational culture

encoding

translating a message into understandable symbols or language

supportive style of leader behaviors

treat as equals; show concern for well-being and needs; be friendly and approachable

integrity

trust in people, products, and employers is important

empathy

trying to experience the other person's feelings and point of view

empathic style

tuning into the speaker's emotions

1) people orientation 2) improvement orientation

two core principles of TQM

group

two or more freely acting individuals who share norms, share goals, and have a common identity

grapevine

unofficial communication system of the informal organizaiton

videoconterencing

uses video and audio links along with computers to enable people in different locations to see, hear, and talk with each other

e-leadership

using information technology for one-to-one, one-to-many, and between group and collective interactions

strategy map

visual representation of the four perspectives of the balanced scorecard that enables managers to communicate their goals so that everyone in the company can understand how their jobs are linked to the overall objectives of the organization

followers

we also describe the role of followers in the leadership process

1) leader-member exchange (LMX) model 2) E-Leadership 3) Followers

what are the three additional approaches to leadership?