Exam 1 Flashcards
(48 cards)
Management
getting work done through others
Top Managers
-CEO, Vice President, President, Chief executive officer
-Set the overall vision and direction of the company
-Create employee buy-in for that direction
Middle Managers
-Advertising director, sales director, production director, personnel (HR) manager
-Take overall vision and translate that into different strategies
first-line managers
-Sales manager, production supervisor, assistant HR manager
-To help teach intro level employee how to do their jobs and creating short term plans
4 functions of managements
planning
organizing
leading
controlling
Model/Theory
Useful simplification of reality
2 main differences between types of managers
-Their time horizons- how far in the future the manager is planning for
-scope of influence- number of people they influence with their decisions
managerial skills
-conceptual- thinking skills
-human- people skills
-technical- task skills
How to improve manger skills
- reading
- reflection
- relationships
- real experience
team leader
take responsibility of first-line managers to lead their team
Mintzberg’s 3 main managerial roles
-interpersonal roles- figurehead, leader, liaison
-informational roles- monitor, disseminator, spokesperson
-decisional roles- entrepreneur, disturbance handler, resource allocator, negotiator
Motivation to manage
an assessment of how enthusiastic employees are about managing the work of others
Top 3 mistakes managers make
1) insensitive to others: abrasive, intimidating, bullying style
2) cold, aloof, arrogant
3) betray trust
Transition into management
-Initial expectations (3 months)- be the boss, formal authority, manage tasks, job is not managing people
-After 6 months of being manager- initial expectations were wrong, fast pace, heavy workload, job is to be a problem solver
-After year of being manager- no longer a doer, communication/listening/positive reinforcement, learning to adapt/control stress, job is people development
Stages of self-management
1) Self-Assessment & Planning
tips- ask yourself personal questions
mistakes- not having any standards and ignoring important parts of our identity
2) Goal Setting
tips- find out what you need to do to get where you want and use S.M.A.R.T. goals
mistakes- failing to set goals, setting vague goals, failing to go through with a goal
3) Self- and Environmental-Control
Self
tips- find out what is important and what is urgent
mistakes- allowing negative emotions or habits derail us
Environmental
tips- Proactively structure work environment to increase likelihood of success
mistakes- Allowing others to control your time
4) Evaluating and Rewarding Process
tips- Determine what you’ve accomplished and reward yourself accordingly
mistakes- Rewarding yourself too early, too late, or too much, Punishing yourself if you fail
Why do we ask FranklinCovey’s questions
We ask these questions because it is drawing out the visual side of our brain so we use all of our brain through this exercise
Emotional control activities
1) Count Your Blessings: study done by Martin Seligman; had group write down 3 things every day that went well and the causes, happiness increased as they tried to repeat the things that caused happiness
2) Autobiographical Reflection: concentrate on the things that you do well, find activities that use your strengths… will make you confident and you will perform better
Time management tips
-delete- get rid of it
-delay- put it off to a later date
-diminish- does not have to be done 100%
-delegate- can ask someone else to do it
Advantages of Teams
-improve customer satisfaction
-product and service quality
-speed and efficiency in product development employee job satisfaction
-decision making
Team Productivity Equation
Actual Productivity = Potential Productivity + Process Gains - Process Losses
Process gains
-information exchange
-load balancing
-social facilitation
Process losses
-group maintenance
-social loafing
-production blocking
Norms
-Formal written agreements made early in team formation
-Team manager’s repeated actions
-Team’s responses to critical events
Groupthink
members of highly cohesive groups feel intense pressure not to disagree with each other so that the group can approve a proposed solution
