final Flashcards
(146 cards)
1
Q
groups
A
Have a clear leader and two war members who perform independent jobs with individual accountability evaluation and rewards
2
Q
teams
A
our groups whose members share leadership and whose members perform interdependent jobs with individual and group accountability rewards
3
Q
Group performance model
A
Performance is a function of organizational context, group structure, group process, and group development stage
4
Q
Group structure dimension
A
Group leadership, type size, composition, and objectives
5
Q
Group types
A
Formal or informal, functional or cross, functional and command or task
6
Q
command Group
A
Managers and their staff
7
Q
tasks groups
A
Compose a staff who work on specific objectives they are committees
8
Q
task forces or ad hoc Committees
A
Temporary groups form for a specific purpose
9
Q
standing commitees
A
Our permanent group that work on ongoing organizational issues
10
Q
True or false there is an ideal group size
A
False, no idea ideal group size
11
Q
social loafers or free riders
A
Let others see the work
12
Q
Group composition
A
Mix a member of skills and abilities
13
Q
Group process dimensions/Group dynamics/Relational dynamics
A
Are rules, norms, cohesiveness, status, decision-making, and conflict resolution
14
Q
job roles
A
Shared expectations of how group members will fulfill the requirements of their position
15
Q
Group role
A
Focus on how people interact as they do their job
16
Q
task role
A
action oriented behaviors
17
Q
maintenance role
A
relationship oriented, people oriented behaviors
18
Q
self interest role
A
help themselves but hurt group
19
Q
norms
A
groups shared expectations of members behavior
20
Q
Group cohesiveness
A
extent to which member stick together
21
Q
six factors influence cohesiveness
A
objectives call mom size, homogeneity, participation, competition, success
22
Q
status
A
is the perceived ranking of one member relative to other members in the group?
23
Q
status is based on factors
A
performance, job, title, salary, seniority, expertise, people, skills, appearance, and education
24
Q
status congruence
A
Acceptance and satisfaction that members received from their status in the groups team performance
25
six group processes (affect systems into relationships)
Cohesiveness, status, decision-making, conflict, resolution,roles, norms
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stages of group development
orientation, dissatisfaction resolution, production, and termination
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describe the five major stages of group development in the leadership style appropriate for each stage
stage one: orientation – autocratic leadership style
stage two dissatisfaction – consultative leadership style
stage three resolution – participative leadership style
Stage four production – empowerment leadership style
Stage five termination/adjorning
28
how to plan a meeting
Set objectives select participants make assignments set the agenda and time and place,lead the meeting
29
three parts to an effective meeting
meeting on time and identify objectives, cover agenda, items in priority order, summarize, and review assignments and in media on time
30
identify problem members in a group
silent ones, talkers, wanderers, argue, the board, social loafers
31
Communication
Process of transmitting information and meeting. Foundation of people skills.
32
formal channel informal channel
formal channel flows vertically and horizo, which is between coworkers and informal through the grapevine and many directions
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four steps in the communication process
Sender, encodes message, sender transmits the message use a formal communication to send the message to the receiver, the receiver decodes a message by translating the message into a meaningful form, receiver may give feedback
34
barriers to communication
The words, we choose information overload, logic and order, the channel shoe doesn't fit, trust, credibility, failure to listen, our emotions, distortion, language, and culture
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channels
convey information and meaning
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nonverbal communication
Setting body language, Vakill quality,gestures, posture
37
oral channels
Face-to-face communications, meetings, presentations, telephone, and cell phone calls, voicemail
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written channels
Memos, letters – snail mail, which is formal messages to people outside the organization – faxes and skinny attachments, reports for formally conveyed information, evaluation, analysis and recommendations, newsletters for convey general information to the entire organization, bulletin board notices for supplementing other channels, and for wide dissemination of public info, signs or posters for permanent reminders of important info, such as mission statements, safety, instructions, and universal symbol, such as hexagonal stop sign
39
ecomm
commonly used for all written channels, technology
40
writing tips
organize your thoughts, decide content, Check out line,
follow the one – 5–15 rule limit each paragraph to one topic with the average of five sentences the average 15 words right in active voice
41
Sport information department SID
Responsible for organizing and writing press releases
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media richness
Amount of info in meaning that channel can transmit face-to-face talk is the richest channel
43
message sending process
develop report, state your communication, objective, transmit your message, check, receivers, understanding, commitment, and follow up
44
feedback
process of verified messages and feeds back to send her the original info, meaning or intent transmitted in the message
45
most common reason that messages failed to communicate
Lack of feedback
46
how can the sender ask the receiver Check Understanding
Questioning, paraphrasing, and Celestine comments and suggestions are always you can
47
why do people not like to solicit feedback?
They don't want the center to feel ignorant they don't want themselves to feel ignorant or they are ignorant
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how to solicit feedback
paraphrasing, no dumb questions, tune into your own nonverbal and receivers nonverbal, receiver questions
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message receiving process
listening, analyzing, (wait to evaluate)and checking and understanding (paraphrase, watch nonverbals)
50
how to become a better listen
process of giving the speaker, your undivided attention
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retentive listening
Results and remembering the message by concentrating and undivided attention
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response styles
advisor, diverter, prober, reassure, reflector
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Advisor response
Close, limit, or redirect the flow of communication
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diverter's response
Switch to focus to a new message – what we commonly call, changing the subject. Tend to redirect, or limit the flow of communication.
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prober response
Ask her to give more info about some aspect of the message so the proper can better understand the situation
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reassure response
Makes statements to reduce the intensity of the emotions associated with the message in order to be able to sinners confidence. They say things like don't worry Everything will be OK
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reflector response
Reflecting, paraphrases the message and communicates understanding and acceptance. One reflecting, do not use the sinners exact words it is mimicking and dust patronizing.
Reflecting needs the most effective communication and the best human relations
Coaches, athletes and general managers can improve communication performance by practicing good reflection skills
58
True or false our brain cannot be both rational and highly emotional at the same time – emotions
true. Rationality is not about getting rid of emotions. It's about analyzing them and taking them into consideration when making decisions.
59
facts about feeling
Subjective and that they reveal peoples attitudes and needs, often disguise as factual statements. This topic is boring rather than I'm feeling bored by this topic and neither So don't judge others feelings, or let them tell you how to feel
60
how to deal with a lot of emotions
No response is best option
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perception and congruent is attribution
misunderstood words
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how to calm an emotional person
Be an empathetic listener
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compassion
Is about helping others deal with their emotional situation, especially their hurts or pain
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empathy
Is the ability to understand and relate to someone else's situation and feelings
empathetic responders were of feelings, content in the underlying meaning expressing the message. Good listeners and don't assume and identify them verbally and prayer phrase the feeling to the person.
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Communication affects performance and feedback is used to improve performance and getting and given feedback in the form of criticism can lead to emotional responses
idk just know
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how to give criticism
goal of criticism should be to improve performance get people to ask for your criticism and three parts of criticism is
State is specific behavior that can be improved, specified the improved behavior, train and coaches needed
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motivation
willingness to achieve organizational objectives, managers, influence, employees motivation
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motivational process
People will go from need to motivate to behavior to consequence and finally either satisfaction or dissatisfaction
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self fulfilling prophecy
Our thought lead to self-confidence to perform a task, but we have to belive realistic based on hard work
😓 but
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pygmalion effect
expectations and treatment of people affect their motivation enhancer performance
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Motivation process loop
Need motive behavior, consequence satisfaction, or satisfaction feedback
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Performance equation
Performance equals ability X motivation Xresources
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for maximum performance need three things
High levels of ability, motivation, and resources
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The importance of theory
Helps us to understand, explaining, and predict behavior. Theory to improve practice, or you can use theories to motivate yourself and others
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Content based motivation theories
Focus on identifying and understanding people's needs. He to success is to meet the needs of the workforce and objectives of the organization.
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classification of theories: content based motivation theories – the focuses on identifying and understanding people's needs
maslow– Hierarchy of knees theory – people are motivated by five levels of needs: physiological, safety, social, esteem, and self actualization
Alderfer–ERG Theory – people are motivated by three needs: existence, relativeness, and growth
Herzberg– Two factor theory – motivator factor (Higher level needs) Are more important than maintenance factors ( Lower level needs)
Acquired needs theory-McClealland-– people are motivated by their need for achievement, power, and affiliation
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process based theories – the focus is on how people choose behaviors to fulfill their needs
Equity theory – people are motivated when they they perceived inpurs= outputs
Goals theory –Locke- edifficult goals, motivate people
expectancy theory-
Vroom-People are motivated when they believe they can college a task and when the rewards for doing it, so are worth the effort
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Reinforcement theory – the focuses on consequences for behavior Skinner
Positive reinforcement – attractive consequences for desirable performance encourage continue behavior
Avoidance – negative consequences for poor performance encourage continue desirable behaviors
Holding reinforcement for an undesirable behavior, reduces or eliminate behavior
Punishment– Undesirable consequences for undesirable behavior, prevent the behavior
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in goal setting theory, what are the three types of goal
Do your best and difficult but people and GE stretch goals
80
equation expectancy theory
motivation
= expectancy X instrumentality
X Valence
expectancy – is perception of our ability to accomplish an objective
Instrumentality – is a relationship between performance and outcome or reward
Valance – value place on the outcome or reward a.k.a. it's importance
The higher reward the higher, our motivation
81
One minute manager
showed how to give one minute a feedback in the form of praise because praise motivates because it meets our needs for esteem, self actualization, growth, and achievement, and encourage to repeat the performance
82
give praise process
Tell the person exactly what was done correctly, tell the person why the behavior is important, stop for a moment of silence, encourage repeat
performance
83
motivation theories within the motivation
Need
Content base theories
Hierarchy of needs the
ERG theory
Two factor theory
Acquired needs theory
2. Motive.
Process based theories
Equity theory
Goal setting theory
Expectancy theory
3. Behavior.
– Employees action to satisfy need
4. Consequence
(manager behavior or natural outcome of employee action
Reinforcement theory
5. Satisfaction or dissatisfaction there's agreed to switch. The need is met for how long before dissatisfaction create an unmet need
84
Leaders
influence people to work to achieve the organization objectives
85
trait theorist
investigate characteristics that makes leaders effective such as physical, psychological qualities appearance, aggressiveness, self reliance, persuasiveness, and dominance
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effective leaders have 6 traits
supervisory ability such as planning or organizing, leading and controlling, and a need for occupational achievement, intelligence, decisiveness, self assurance, and initiative
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moralize leadership
Traits such as personality, values level moral development, affect a leader's use of ethical or unethical behavior
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leadership style
So the combination of traits, skills, and behaviors that managers used to interrupt with employees
autocratic
democratic
lassiez faire
89
two dimensional leaders
Structuring and consideration styles
Structuring is the assent to us. A leader takes charged to plan organize leading control as the employee performs a task.; Job centered style
Consideration is extent to which a leader, communicates to develop trust, friendship, support, and respect focus on developing relationships or rapport with employees so; employee centered style
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two dimensional leaders
Focus on job structure and employee considerations, a focus that result in four possible leadership styles
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leadership grid
Production and concern for people and ideal leadership cells have and
Measures two dimensions on a scale from one to 981 combos possible from the categorize five major leadership styles of the two digital model leadership
So you have improv leader shows low concern for both production and people, minimum required to remain employed
Authority – compliance leader show high concern for protection, and low concern for people treat people like machines
Country club leader show low concern for production and concern for people contained friendly atmosphere
Middle of the road leaders, balance or concerns for production and people they strive for performance and morale levels that are minimally satisfactory
Team leaders show high concern for both production of people; max performance and employee Satisfaction
92
leader member Exchange theory
Emphasizes unique 1 oh1 relationships that develop between managers and each of their subordinates create a positive relation with each person
93
Visionary leaders
Innovative, change and affect the future, top level managers
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Charismatic leaders
Create enthusiasm to achieve adjectives by developing strong relationships with followers they may not even know personally, producing strong loyalty, that influences followers, behaviors, and performance; top level manager
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Transformational leaders
Emphasize continuous learning and making innovative changes, top level executives
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Transactional leaders
Focus on stability as the implement change by creating standing plans to standardize policies, procedures, and rules transactional leaders emphasize exchange exchanges about rewarding or punishing based on following performance
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Symbolic leaders
Establish maintain a strong organizational culture. Organization, workforce learner, organizations, culture shared values place assumption how workers would be the organization through its leadership. Leadership starts with management and flows down to middle first line manager.
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Servant leaders
Look out for the employees and organization interest rather than their own
99
Authentic leaders
Develop open honest, trusting relationships, leading by example
100
Contingency leaders
Task or relationship oriented, and their style should fitthe situation
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Situational favorableness
Degree which situation enables leaders to exert influence over followers
Leader member relations
Task structure is easy or hard
Position power
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seven major styles from which leaders can choose based on the continual model of leadership
1. leader makes decision and announces it to employees autocratic stylr
2. Leader makes decision and sells it to employee through a presentation and why it's a good idea
3. Leader represents ideas and invites employees questions
4. Leader represents tentative decision, subject to change
5. Presents problem gets suggested solution and makes decision
6. Leader defines limits and ask employees to make a decision
7. Leader permits employees to make ongoing decisions within them to five limits, a.k.a. the participative
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continuum leaders
Choose their style based on a range between Boss centered, autocratic, or employee centered, participative leadership for the given situation
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path goal leaders
Determine employee objectives and achieve in one of four styles
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subordinate situational characteristics
Author, a ism did agree to which employee defer and want to be told what to do and how to do the job
Locus of control the distant to believe they and not others goal achievement (Internal versus external locus of control)
Ability the sin of employees ability to form task to achiebe goals
106
environmental situational factors
Task structure the degree of competitiveness of the job
formal Authority of the leaders, power and three group extent to which coworkers contribute to job sat
107
Leadership styles
Directive – high structure and have task behavior rules. Directive leadership is appropriate when a subordinate one authority have external local control and have low ability.
Supportive – high consideration and employee maintenance behavior roles. Appropriate when subordinates do not want autocratic leadership have internal locus, control, and highly confident, and therefore do not need directives
Recip – solicit employee input with shared leadership. Appropriate, when subordinates want to be involved have internal control, high inability.
Oriented – set difficult, but achievable goals, exert course subordinance to perform at their highest level, and reward them for doing so.
108
Normative leaders
Use one of five decision-making styles appropriate for the situation
Decide
Consult individuals
Consult group
Facilitate
Delegate
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Contingency managers
Analyze the employee capability level and select the autocratic consultative participative or empowerment style for the situation.
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two distinct aspects of employee capability
Ability and motivation
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How is employee capability measured?
Continuum from low, moderate high and outstanding
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two dimensions of behavior and for management styles of the contingency management
Direct behavior where manager focuses on getting the task done by training, directing control and behavior and closely overseen performance
Where the manager focuses on developing relationships by encouraging and motivate behavior without telling employee, what to do
The four management styles are autocratic consulted, participative, and empowerment
Autocratic style is highly directive and has a little concern with building
Consult of style is highly directive and highly supportive behavior and is appropriate when you're interacting with moderately capable employees
Participative style is characterized by last directive, but still highly supported behavior and is appropriate when you're interacting with highly capableemployees
Interesting and empowerment style requires, providing very little direction support for employees and as appropriate when you're interacting with outstanding employees
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substitutes for leadership
Characteristics of subordinance characteristics of task characteristics of organizationi'm
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TQMR total quality management
Processing which everyone in an organization focuses on the customer to continually improve value
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The international organization for standardinzation ISO
World's largest developer and publisher of voluntary international standards. Require suppliers, which they do business to be certified to ensure quality.
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Controlling the system process
Inputs preliminary control transformation process, concurrent control, output for reward control, customer stakeholder, satisfaction, damage control, and feedback
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prelimnary con
t anticipate and prevent possible problems by effective planning and organizing also called feed forward control; preventive maintenance
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concurrent controls
Actions taken during transformation to ensure that standards are quality control
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Rework controls
Actions taken to fix output you need to rework something when preliminary and concurrent control fail
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damage contr
actions taken to minimize negative impacts on customer attributable to faulty output
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feedback
Important control and use it every stage of the system to continue improve performance, such as customer evaluation
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could coaches and sport managers know that controls in which two areas are important
preliminary and concurrent control
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Feedback process
Feedback is essential if the system is to improve
Information, marketing, human resources, finances, operations
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Control process
Same for any organization, provides knowledge for continuous improvement Set objectives and standards because standards identify performance expectations and minimize negative impact and customers attribute to faulty output by controlling quantity quality time cost behavior and it's important to use metrics
No, the quantity the quality time cost and behavior that are appropriate
An important part of control monitoring is measuring performance
Success factors are pivotal areas in which satisfactory results one for successful achievement of the objective for standard such as customer satisfaction
Compare performance of standards
Correct or reinforce is the last step of the control proce
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constant controls
Continuous use include self control, clan control, and standing plants
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self control
For some reason, use contingency management and balance, self control versus impose control, which is external for managers
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clan control
It's about organizational culture and norms, which are powerful ways to shape our behavior
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standing plans
Policies, procedures and roles exist to influence behavior and recurring predictable situations and can't be thought of as a taco
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periodic controls
Use on a regular fixed basis, such as an hourly daily weekly monthly quarterly orally so regular schedule report budget and pa prelimnary
130
budgets
Common in a central control tool new budgets are preliminary controls, but as as the year progresses, they become concurrent control
131
audits
Organization uses two type of objects, internal and external
Internal auditing department, whose responsibilities to make sure assets are reported accurately
A certified public accountant auditor to verify their financial states two major type of accounting management and then verify the organization's financial statement through an external accounting audit
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management audit
Analyze the organization planning, organizing leading controlling function for improvements
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occasional controls
Observation so designated people, video
Exception principal is a principal about placing control in the hands of staff unless problems occur in which case people go to their supervisor for help
When problems and especially opportunities identified management option request these by a single employee, a committee or outside consultants and can be verbal discussions
134
project contr
when non-recurring projects project managers need to install controls ensure that such projects are completed on time and on budget therefore types of control financial control, managing people, managing problems, employees, and product
135
What are the two most important control tools?
Budgets and financial statements
135
Accounting
Is the process of recording, summarize and analyzing and reporting financial transactions of an organization?
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budg
plants for allocated resources to specific activities
138
Who overseas the budget?
The chief finance officer, CFO usually cover a year and divided by month
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The master budget
Operating budgets – forecast revenues – budget operating expenses based on incoming revenues
Construction, assisting facilities, and other
– Balance sheet
140
profit margin equation
profit margin = Totsl Revenue-Total Expenses
141
fix cost
cost do not change business activity fluctuate
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ostc
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