Pages 14-16 Flashcards
Emotional Exhaustion
Maslach Burnout Inventory
Measures feelings of being emotionally overextended and exhausted by
one’s work
Depersonalization
Maslach Burnout Inventory
Measures an unfeeling and impersonal response toward recipients of
one’s service, care treatment, or instruction
Personal Accomplishment
Maslach Burnout Inventory
Measures feelings of competence and successful achievement in one’s
work.
Forming
Tuckman’s Stages of Group/Team Development
Testing serves to identify the boundaries of both interpersonal and task behaviors. Coincident with testing in the interpersonal realm is the establishment of dependency relationships
with leaders, other group members, or preexisting standards. It may be said that orientation, testing, and dependence constitute the group process of forming.
Storming
Tuckman’s Stages of Group/Team Development
Conflict and polarization around interpersonal issues, with concomitant emotional
responding in the task sphere. These behaviors serve as resistance to
group influence and task requirements and may be labeled as storming.
Norming
Tuckman’s Stages of Group/Team Development
Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop, new standards evolve, and new roles are adopted. In the task realm, intimate, personal opinions are expressed.
Performing
Tuckman’s Stages of Group/Team Development
Fourth and final stage in which interpersonal structure becomes the tool of task activities. Roles become flexible and functional, and group energy is channeled into the task. Structural issues have been resolved, and structure can now become supportive of task performance.
Adjourning
Tuckman’s Stages of Group/Team Development
The group dissolves, hopefully, with all of the members feeling good
about the team/group experience.
Differentiation
Generic Strategies
Organizations attempt to distinguish their products or services from others in the industry. An organization may use advertising, distinctive product features, exceptional service, or new technology to achieve a
product perceived as unique.
Low Cost Leadership
Generic Strategies
The low-cost leadership strategy tries to increase market share by keeping costs low compared to competitors. With a low-cost
leadership strategy, the organization aggressively seeks efficient facilities, pursues cost reductions, and uses tight controls to produce products or services more efficiently than its competitors.
Focus Strategy
Generic Strategies
The organization concentrates on a specific regional market or buyer
group. The company will try to achieve either a low-cost advantage or a
differentiation advantage within a narrowly defined market.
Supplier Power
Porter’s Five Forces
An assessment of how easy it is for suppliers to drive up prices. This is driven by the: number of suppliers of each essential input; uniqueness of their product or service; relative size and strength of the supplier; and cost of switching from one supplier to another.
Buyer Power
Porter’s Five Forces
An assessment of how easy it is for buyers to drive prices down. This is driven by the: number of buyers in the market; importance of each
individual buyer to the organization; and cost to the buyer of switching from one supplier to another. If a business has just a few powerful buyers, they are often able to dictate terms.
Competitive Rivalry
Porter’s Five Forces
The main driver is the number and capability of competitors in the market. Many competitors, offering undifferentiated products and services, will reduce market attractiveness.
Threat Of Substitution
Porter’s Five Forces
Where close substitute products exist in a market, it increases the likelihood of customers switching to alternatives in response to price increases. This reduces both the power of suppliers and the attractiveness of the market.
