Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
144 Cards in this Set
- Front
- Back
Critical thinking |
ability to diagnose situations and predict patterns of behavior |
|
7 steps to changing behavior with critical thinking |
behavior change, observe, interpret, analyze, Infer, Evaluate, Explain, Meta-Think |
|
observe |
recognize behavior |
|
interpret |
understand the cause and effects of behavior |
|
Analyze |
investigate the causes and effects of behavior |
|
infer |
propose paths to change behavior |
|
evaluate |
assess the consequences of changing behavior |
|
meta-think |
consider the process used to propose this behavior change |
|
Management |
process of working with people and distributing resources to achieve goals efficiently and effectively |
|
4 Success factors |
Access Resources Effective Leadership Competent Team Interested Consumers and Advocates |
|
Four Management functions |
planning, organizing, leading, controlling |
|
planning |
defining what the organization wants and setting goals for the future |
|
organizing |
orchestrating people, actions, resources, and decisions to achieve goals |
|
leading |
effectively motivating and communicating with people to achieve goals |
|
controlling |
process of monitoring activities, measuring results, correcting performance |
|
Sustaining |
seeing, analyzing, and designing systems to achieve long term organizational, community, and environmental health |
|
Managerial roles |
interpersonal, informational, decisional |
|
interpersonal |
build relationships |
|
informational |
gather, access, and communicate information to individuals and teams |
|
decisional |
making judgement based on information and analysis |
|
small organization |
fewer than 100 employees |
|
mid-size |
between 100-500 employees |
|
large |
more than 500 employees |
|
start-up company |
no operational history |
|
multinational corporations |
usually more than 10,000 employees, in multiple countries |
|
Growth companies |
increases its annual revenue faster than its competitors |
|
Nonprofit |
reinvest all profits back into the organization |
|
Vision |
1-10 years |
|
Mission |
Life of the leader, organization's central purpose |
|
values |
beliefs that shape employee and organizational behaviors, timeless |
|
Top Management skills |
More Conceptual, Less technical |
|
Middle Manager skills |
More relational, even technical and conceptual |
|
First-line manager |
more technical, less relational, little less conceptual |
|
conceptual |
ability to think through complex systems and problems |
|
Technical skills |
ability to perform job-specific tasks |
|
relational skills |
ability to collaborate and communicate with other effectively |
|
successful management |
effective, efficient, and skilled |
|
Wealth of a nation |
adam smith, division of labor |
|
corporation |
legal entities formed and structured to achieve goals |
|
Bureaucratic Management |
Max weber, german |
|
advantages of division of labor |
workers knew what to do managers increased production over 2000% |
|
disadvantages of division of labor |
managers overanalyzed work workers tired/bored |
|
disadvantages of managerial hierarchy |
managers mistook authority for power, used for personal gain |
|
career orientation advantages |
managers invested in the long term welfare of people |
|
career orientation disadvantages |
managers and employees felt entitled to their jobs |
|
impersonality advantages |
managers focused on the responsibility and authority of their position |
|
impersonality disadvantages |
managers mistook this for being cruel, distant |
|
Administrative management |
Henri Fayol, must gain both responsibility and authority through a greater set of skills |
|
unity of command |
one boss
|
|
unity of direction |
one manager and one plan |
|
remuneration |
reasonable pay for reasonable performance |
|
centralization |
employees take orders from hierarchical management |
|
Scalar chain |
authority, top-down approach |
|
stability of tenure of personnel |
managers train employees and encourage them to stay |
|
Initiative |
managers create the direction |
|
Esprit de corps |
managers avoid conflict to keep work attitude high |
|
Quantitative approach |
applying objective methods to enhance decision making |
|
Two types of soldiering |
Natural and systematic |
|
natural soldiering |
taking it easy |
|
systematic soldiering |
organized underwork for a purpose |
|
Scientific Management |
Frederick W. Taylor, using quantitative approach to maximize productivity |
|
principles of scientific management |
scientific way to measure performance, select workers, train employees on measurable standards, work closely |
|
scientific management and the mind |
lillian m. gilbreth |
|
visualizing management |
henry gantt |
|
quality movement |
continuous improvement |
|
Hawthorne Studies |
ilumination study, relay-assembly test room study, interviewing program |
|
4 types of conflict resolution |
1. group sits silently, and avoid conflict 2. struggle for victory 3. Compromise 4. Integration |
|
Douglas Mcgregor |
motivation theory x and y |
|
theory x |
coerce and intimidate employees into getting the job done |
|
theory y |
motivate and nurture employees |
|
entropy |
loss of social and market-based energy, decline in the organization |
|
negative entropy |
social and market based energy that builds and maintains a system |
|
Jay W. Forrester |
subsystem and open system |
|
Systems thinking |
use to understand interconnected cause-and-effect relationships that change the organization |
|
5 disciplines described by Senge |
Personal mastery, mental models, building a structure, team learning, and systems thinking |
|
personal mastery |
focus, patience, holding on to our vision |
|
Mental models |
perceptions we form about the world |
|
Building a structure |
share vision of the future to inspire |
|
team learning |
open dialogue |
|
systems thinking |
integrates personal mastery, mental models, building a structure, and team learning |
|
BOT diagrams |
behavior over time |
|
stock diagram |
material or info that can be measured |
|
inflow |
increase value of stock |
|
outflow |
decrease the value of stock |
|
system change |
causes delay |
|
feedback loops |
reactionary force that causes fluctuations in behavior |
|
balancing loops |
reactionary force that seeks stabilization toward a stock level |
|
Reinforcing loops |
a self-multiplying reactionary force that amplifies change in stock level |
|
systems behavior |
balancing, runaway |
|
balancing behavior |
discrepancy, relative to an equilibrium |
|
runaway behavior |
exponential growth or decay, when stock increases or decreases relative to its size |
|
stabilizing a runaway feedback loop |
introduce a balancing loop |
|
causal loops |
map out the structure of the system and show components |
|
Building a culture of change |
Understand mission Comprehend purpose of subsystems Acknowledge the imbalances or discrepancies that feedback oops impose Design a plan to achieve balance Communicate to all relevant employees |
|
senges eight archetypes |
limits to growth shifting the burden eroding goals escalation success to the successful tragedy of the commons fixes that fail growth and underinvestment |
|
limits to growth |
external or internal force restricts the ability to expand a service or product |
|
shifting the burden |
short term fixes that result in long term problems |
|
eroding goals |
short term solutions leading to a decline in long term goals |
|
escalation |
lose-lose |
|
success to the successful |
more successful today gets more support |
|
tragedy of commons |
self interest overrides a collective solution |
|
fixes that fail |
worse than shifting the burden |
|
growth and underinvestment |
reduce resource allocation to increase profits, with the unintended consequence of losing equilibrium in the market |
|
Internal environment |
forces inside an organization, employees roles, how company interacts with stakeholders and responds to external environment |
|
organizational culture |
collection of beliefs that individuals and groups share to help their organization |
|
Conscious culture |
seen or heard, dress code, slogans |
|
unconscious |
beliefs, perceptions, values |
|
slogan |
repetitive phrase about mission, vision, or values |
|
rituals |
formalized activity intended to communicate and teach the organizations culture |
|
ceremony |
event that provides one or more stakeholders with a sense of purpose and meaning towards the organization |
|
3 stages of heroes |
leaving home for adventure, facing barriers that question success, and returning home successful |
|
external environment |
specific and general factors outside an organization |
|
specific environment |
industry focused part of the external enviornment |
|
3 ways managers respond to customer needs |
Reactive, proactive, and interactive engagement |
|
Reactive engagement |
monitoring positive and negative customer feedback |
|
Proactive engagement |
creating a product or service as an alternative to enhance customers experience |
|
Interactive engagement |
collaborating with consumers to develop future products and services |
|
Crowdsourcing |
employing the efforts of customers and the public to innovate |
|
Advocacy group |
set of people dedicated to instituting change based on their concerns or interests |
|
government activism |
governments active role in encouraging business to behave in ways that are in the public interest |
|
general enviornment |
external forces that affect all organizations in an economy, managers have little to no power to effect change |
|
citizens united |
corporations are covered by the first amendment |
|
sociocultural forces |
behaviors and beliefs associated with demographic groups that comprise an organizations talent and customers |
|
demographics |
age, gender, etc. |
|
resistant to change |
personal threat, uncertainty/mistrust, fear and doubt about abilities, and clashing perspectives |
|
Personal threat |
some people fear change as personal |
|
uncertainty and mistrust |
will resist change when they do not understand or trust the new idea |
|
fear and doubt about abilities |
people have low tolerance for change have fear they don't have the skill |
|
Clashing perspectives |
differences of opinion between management and workers |
|
art of persuasion |
provide emotional support, time off or option to work at home, additional training, financial incentives, manipulation, coercion |
|
manipulation |
enlisting support from top management |
|
coercion |
to force change |
|
driving forces |
help to provide motivation toward achieving a goal |
|
restraining forces |
barriers to change impede the progress of the goal |
|
force field analysis |
aid in decision making process by analyzing the forces for and against change |
|
stages of change |
unfreeezing, changing, refreezing |
|
unfreezing |
process by which managers inform their staff of the change and why it is needed |
|
changing |
strategy to help reinforce the need for change |
|
refreezing |
when people embrace the change and adopt the behaviors and attitudes needed to generate successful results |
|
putting the pressure on |
communicate sense of urgency |
|
forming a guiding coalition |
coalition of a management team to lead the change effort can encourage others |
|
creating a vision |
clear, easily understood, and inspirational |
|
celebrating short term wins |
large scale changes take years, could lose momentum if you wait that long to celebrate employees efforts |
|
3 p's |
planet, people, profit |