MGT 320 Exam 1

Quadrant D

- holistic, intuitive, integrating, synthesizing, conceptual, sees big picture not details - visionary, imaginative, speculate and break rules, risks, impulsive - "artist"

Quadrant C

- interpersonal, feeling-based, kinesthetic, emotional, intuitive, emotional thought process - sensitive to others, enjoys interacting & teaching others - "teacher"

Quadrant A

- logical, analytical, fact-based, quantitative, processes numbers - rational, realistic, thinks critically, directive, authoritative - "scientist"

Quadrant B

- organized, sequential, planned, detailed, reliable, neat - likes to establish plans and procedures and get things done on time - "manager"

Fatal Flaws that cause derailment

1. Performance problems 2. Problems with relationships 3. Difficulty changing 4. Difficulty building and leading a team 5. Too narrow management experience

Authoritarian Management

A leadership style in which the leader dictates policies and procedures, decides what goals are to be achieved, and directs and controls all activities without any meaningful participation by the subordinates.

Participative Management

Type of management in which employees at all levels are encouraged to contribute ideas towards identifying and setting organizational-goals, problem solving, and other decisions that may directly affect them

Democratic

a leader who delegates authority to others, encourages participation, relies on subordinates' knowledge for completion of tasks and depends on subordinate respect for influences; effecitive if subordinates posses decicion-making skills; effective when the skill difference between the leader & subordinates is high

Derailment

a phenomenon in which a manager with an impressive track record reaches a certain level but goes off track and cant advance because of a mismatch between job needs and personal skills and qualities

Leadership

an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes; vision of the future; long-term results

Stereotyping

assigning and individual to a group and attributing generalizations about the group to the individual

Problems with relationships

being insensitive, manipulative, critical, and not trustworthy in relationships with peers, direct reports, customers, and others

Leader

committed to the common good rather than self-interest, firm in their beliefs

Performance problems

failing to meet business objectives because of too much time promoting themselves and playing politics, a failure to fulfill promises , or a lack of hard work

Too narrow management experience

inability to work effectively or collaborate outside their current function, failing to see big picture when moved into general management position over several functions

Entrepreneurship Leaders

initiating a business venture, organizing the necessary resources and assuming the associated risks and rewards; driven, enthusiastic, driven by vision, persistent, independent, action orientated, innovative, creative, self-motivated

Attributions

judgments about what caused an event or behavior; something about the person or something about the situation; help people decide how to handle a situation

Post-conventional

level of personal moral development in which leaders are guided by an internalized set of principles universally recognized as a right

Difficulty changing

not learning from feedback and mistakes to change old behaviors; defensives, unable to handle pressure, and unable to change management style to meet new demands

Halo Effect

overall impression of a person or situation based on one characteristic

Difficulty building and leading a team

poor management of direct reports, inability to get work done through others, not identifying and hiring the right people

Cognitive approaches

preferences that are not necessarily rigid, but most people tend to have only a few preferred habits of thought

Qualities of effective leaders and effective followers

self-thinkers who do assignments with energy & enthusiasm, committed to something outside their own-self interest, have courage to stand up for what they believe, not "yes people" who blindly follow a leader

Derailed managers

successful people who excelled in a functional area and were expected to go far, but they reached a plateau, were fired, or were forced to retire early

Projection

tendency to see one's own personal traits in others

Cultural Intelligence

the ability to use reasoning and observation to interpret unfamiliar situations and devise appropriate behavior responses

Management

the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resource; short-term results

Pre-conventional

the level of personal moral development in which individuals are egocentric and concerned with receiving external rewards and avoiding punishments

Conventional

the level of personal moral development in which people learn to conform to the expectations of good behaviors as defined by colleagues, family, friends, and society