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36 Cards in this Set
- Front
- Back
management |
coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively |
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managers |
someone who coordinates and oversees the work of other people so that organizational goals can be accomplished |
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Effectiveness |
attainment of goals |
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efficency |
means of getting things done |
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What effective managers do (4) |
Plan Organize lead work (control) |
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Plan |
define goals, establish strategies, develop plans to integrate goals and strategies |
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Organize |
arrange and structure work to accomplish goals |
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Lead |
work with and through people |
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Work (control) |
monitor, compare, correct |
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What skills effective managers need |
Technical human conceptual |
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Technical Skills |
knowledge and proficiency in specific field |
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Human Skills |
work well with others |
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Conceptual Skills |
ability to think and to conceptualize about abstract and complex situations |
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Teams perform BETTER than their AVERAGE member |
WEAK synergy |
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Teams perform WORSE than their BEST member |
STRONG synergy |
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Team performance and Satisfaction Model |
Input-> process -> output give something -> do something -> get something |
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Team Information Processing |
Information shared Individual Output Discussion Sharing Team Response |
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2 types of problems |
Structured Unstructured |
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Structured problems |
programmed decisions ie. procedure, rule, policy |
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Unstructured Problems |
non programmed |
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Two Perspectives on decision making |
Normative - under optimal conditions Descriptive - under less than optimal conditions |
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Over confidence bias |
self-exploratory |
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availability bias |
weigh info that comes easily and need to always be devils advocate |
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Two decision making styles |
Linear - using external data Non-linear - internal sources and insights blend both for good decisions |
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Sources of power for a Leader (5) |
Legitimate (position) coercive (punish) reward (money) Expert Referent (resources available towards) |
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Goal Setting Theory |
when people accept and commit to goals specific and difficult goals increase the effort self-efficacy goal commitment |
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Self-efficacy |
self belief one can complete a task |
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Job Design Theory |
characteristics of jobs create psychologically meaningful experiences that motivate employees good for employees with high growth need job enrichment feedback channels |
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Expectancy Theory |
When people put in greater effort they expect greater rewards |
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Leadership |
process of influencing others to achieve goals |
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Leaders |
those who can influence others |
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Leadership (types) |
Transformational Transactional |
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Transformational Leadership |
leaders who inspire to change others way of thinking to get task done |
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Transactional Leadership |
guide or motivate followers in the direction of established goals by clarifying role and task requirements |
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Leadership Roles |
Coach Conflict manager Liaison with External Constituencies Troubleshooter |
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Path-Goal Contingency Theory |
Leaders job to assist followers in attaining goals take on different leadership styles depending on the situation |