MGMT 2

Challenge Group

A challenge network is the group of people that you trust to push you to get better.

Radical Transparency

Every criticism, every opinion, out in the open

concurrent control

Steering controls are reactive concurrent controls; they occur after work has begun but before it is completed. Screening controls (also referred to as yes/no, go/no-go controls) are preventive concurrent controls.

Mining

Technique used in teams to avoid conflict. extracts buried disagreements within the team and sheds the light of day on them.

improving mode

That's your inner Olympic diver, who wants to know exactly how good you are and every single thing you can do to get better.

Second Score

The idea being that you can't control your unprepared, long-winded meeting performance, the D-minus is done, that already happened.

Fredrick Taylor

Father of scientific management use of time studies, division of labor based on function, cost-control systems, written instruction for workers, planning, and standardized equipment.

self-monitoring

For some people, being adaptable is one of their traits.

Henry Grantt

Gantt chart, which allowed for greater and more precise control over the production process. Time chart with production

Myers-Briggs Type Indicator, MBTI for short.

It is a tool that gives you insight into four dimensions of your personality

Industrial Revolution

This is the third major advancement in management, trade, international cooperations,

Real-time permission

This technique can help the group to focus on the points of conflict by coaching the team not to sweep things under the rug.

postaction control

after the product or service is complete to examine the output.

Cybernetic control

are based on self-regulating procedures that automatically detect and correct deviations from planned activities and effectiveness levels.

Proving Mode

my ego kicks in, right, and so my composure starts to become worse and worse. "That is so wrong, how can that possibly be true, I've done all these things in my life and how could I be that person?"

Big Five Personality Traits

openness, conscientiousness, extraversion, agreeableness, neuroticism

POLC Models of management

planning= setting the right goal organizing= Work together leading= Energizing others controlling= Evaluating others

Precontrols

prevent deviation from a desired plan of action before work actually begins.

First line Managers

supervise rank-and-file employees and carry out day-to-day activities within departments

Radical candor

that you're caring personally about the other person at the same time that you're challenging them directly

Executive Managers

the top of the hierarchy and are responsible for the entire organization, especially its strategic direction.

emotional intelligence

very important and will enhance your team's reputation and ability to navigate stakeholders within the organization.

Adaptation

which is working with or around differences.

Middle Managers

who are at the middle of the hierarchy, are responsible for major departments and may supervise other lower- level managers.

Motion Studies

would film various motions while someone worked on the job. To determine the most efficient way to perform a task,

Feedback Group

you know, open up with some praise, and then criticism comes in the middle, and then a slice of praise again, so we start and end on a high note

Reflective self exercise

Ask someone to reflect on you when you thought you were at your best

Reciprocity Ring

Circle of give and take mutually beneficial to everyone involved

Henri Ford

focused on top managers, who set strategy,

Hawthorne Studies

important in shaping ideas concerning how managers should treat workers

dormant ties

individuals who were strong ties in the past, but with whom you have drifted away from.

cultural intelligence

is a competency and a skill that enables individuals to function effectively in cross-cultural environments

Management by Objectives (MBO)

is a philosophy of management, a planning and controlling technique, and an employee-involvement program

Max Weber

middle managers, who implement strategy.