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Review Flashcards

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1
Q

Executive level

A

Solves problems at policy and strategic level

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2
Q

3 communication behaviors

A

Assertive - Open and respectful of others rights

Aggressive - Open/closed, gives little consideration to others

Passive - inhibited, self denying

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3
Q

Lewins change model

A

Unfreezing - manager collects data

Movement - Manager identify plan (Timeline)

Refreezing - Change becomes the new status quo

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4
Q

Activates associated with conscious communication

A

Thinking - Senses internally, how one remembers

Behaving - Seen, felt, heard

Feeling - emotional, physiological. State of mind

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5
Q

4 types of general stress

A

Survival
Internal
Enviormental and job
Fatigue and burnout

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6
Q

Strategies to manage

A

Level 1 - Presentations - Q & A Sessions

Level 2 - Listening to dialogue, persuasive

Level 3 - Building of relationships prior to new ideas being presented

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7
Q

Jung Influence

A

Sensing types - Step by step, patient with details

Intuitive - Little patience, generate enthusiasm

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8
Q

4 types of problem solving

A

Appreciation techniques - Simple problem solving

Drill down technique - Break down complex problems. Simplified tree approach

5 Whys - 5 times, root cause problems quickly

Cause and effect diagrams - Who, what, where when. Fishbone diagrams

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9
Q

5 stages of team development

A

Forming - Roles and tasks defined

Storming -Tasks and function organized

Norming - Members exchange ideas. Cohesiveness begins to occur vs groupthink

Performing- interdependence occurring - problem solving

Adjourning - Dissolving team

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10
Q

4 Different communication

A

Facilitative - least expensive, not effective with rapid change

Educational - Public relations, announce proposed changes. Group to most likely accept things

Persuasive - Advertising. Dispelling fear of change

Coercive - Stringent and direct. Met with resistance. Requirements enforcement

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11
Q

Conflict Management

A

Long term- Focus on mediation or grievance not resolution

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12
Q

4 types of trail and error

A
  • Solution
  • Problem Specific
  • Non-Optimal
  • Needs little Knowledge
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13
Q

Swot Analysis

A

Strengths
Weakness
Opportunities
Threats

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14
Q

2 Types or organizational communication channels

A

Formal - Upward, downward, horizontal, external

Informal - Grapevine/Liaison, management walking around

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15
Q

Successful planning process

A 
Budgeting
Priorities
Conflict 
Resolution 
Determining policy
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16
Q

Constraint Factor

A

Natural - Bound by nature

External - Enforced by outside influences

Perceived - Assumed impossible, undesirable

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17
Q

Types of meetings

A

Routine - scheduled, boring

Info sharing - Can be training

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18
Q

Various types of planning

A

Strategic - To shape what organization is

Long Range - Development of plan to accomplish goal over the span of years

Tactical - Implemented quickly. Details to achieve strategic elements

Operational - engineering/Focus. day to day to support strategic plans

Singe-use/Shortage - one task, one function/goal. Developed by lower levels of management

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19
Q

Reverse Brainstorming

A
  • Helpful for difficult problems

- Look at cause vs solution

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20
Q

Roles of Various Members

A

The star - “Go to” person

The liaison - Group cohesiveness , link among sub groups

The Bridge - Knows individual members. Manage conflicts with in group.

The gatekeeper - offers current trends to outside world

Isolate - removes himself from network

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21
Q

Three classifications of goal commitment

A

1 - Official - Top management

2 - Operative - Mid management

3 - Operational - Identify performance expectations.

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22
Q

3 Levels of resistance

A

Level 1 - Based on facts and figures. Fear of rational environment being threatened

Level 2 - Resistance is physiological and emotional body physically reacts with out being recognized

Level 3 - Resistance is personal - Interpersonal

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23
Q

Two tools to resolve ethical dilemmas

A

1 - Step method - Logical, sequential, approach

2 - Check list method - Evaluate questions on 1 - 5 scale.

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24
Q

ERG Theory

A

Existence - Basic physiological needs and safety levels of Maslow

Relatedness - Interpersonal relationships - Esteem level of Maslow

Growth - Personal growth

Needs met simultaneously vs met one at a time

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25
Key management functions
Planning Organizing Leading Controlling
26
3 negative listening beliefs
Hopelessness - Way it has always been Worthlessness - Don't feel worthy Helplessness - Alone without support
27
Heuristic model
"if then" flow chart approach
28
Negotiation Strategic
Win/win Win/lose Third party
29
Herzberg theory builds on Maslows
External hygiene - Pay and job security Internal - Achievement Doesn't think its need to build from level to level but grouped into two categories
30
8 Plans of planning cycle
``` 1- Analyzing your current position 2- Define your goal 3- exploring/evaluating options 4- Selecting best alternative 5- Establishing a plan to achieve a goal 6- Review plan - "go" or "no go" decision 7- Implementing plan 8- Solidifying plan ```
31
5 Elements of SMART
``` Specific Measurable Attainable Result Time ```
32
Conscious communication includes
Thinking Behaving Feeling
33
3 types of organizational change
- Adaptive - least complex, hiring new staff - Innovative - Medium level and greater resistance focus on culture - flex time - Change management - process of developing a planned approach to change
34
4 types of conflict
1 - Intrapersonal - needs not being met Internal and unplanned 2- Structural - Conflicts due to departmental goals not induvial External and unplanned 3- Interpersonal - Barriers to communication - exchange this type of conflict external and unplanned 4- Strategic - Result from promotion or self interest. Seek goal regardless of whos in way.
35
4 types of decision making
- Optimizing - Satisfaction - Maximum - Minimum
36
Strategic planning includes
Analysis, choice, implementation
37
3 steps in controlling
Measuring - Determining progress Evaluating - Comparing performance Correcting - Taking action
38
Conflict resolution
Short term. One or both parties satisfied
39
Heathy Organization
Resilient Just in Time Military Precision
40
Adams Equity Theory
Employees being motivated by appreciation. What employees contribute is equal to the appreciation reward they receive.
41
3 Components of organization culture
Beliefs Styles Norms
42
3 Listening Competencies
Skill - Proficiency Knowledge - Facts and Range Attitude - Way a person acts, feels thinks
43
Different approaches
1- Planned - response to environmental pressures 2- Unplanned - Difficult to predict, more frequently to planned 3- Tactical vs strategic - short term, for the moment 4- Strategic - Long term, org culture, mission and future 5- Evolutionary vs revolutionary - Occurs gradually w/ existing parameters 6-Revolutionary - Transformational change
44
Gnatt chart - Bars
- Easy to understand - Support spread sheet - Clear lines
45
Control systems classified
- Type of input - Dimension of control - Quality, time, cost, quantity - Timing controls
46
Keys supportive team environment
Cooperation Collaboration Coordination
47
Steps involved in change
Proposal- Determine need for change Planning- Invite participation Approval- Make final decision Pre-implementation - Create climate change Implementation- Implement the program Maintenance - Adjust, on going monitoring of new program
48
5 levels of Maslows Hierarchy
1- Physiological - basic needs. Food, water etc. 2- Safety - Physiological needs. Shelter, standard of living 3- Social- middle of hierarchy focus on the need to belong to a group. 4- Esteem - Once needs are met. Manager appreciation, feeling respected. 5- Self-Actualization - Highest level. All needs met, employee is motivated.
49
Stress management is requirement
Physical Emotional Mental Behavioral
50
Manager level
Solves during implementation policy
51
Pert Chart - Circles
- Over see large projects - Focus on scheduling, cost controlling - Use to plan Gnatt Chart
52
3 Elements of brain storming
- Finding facts - Generating ideas - Finding solutions
53
3 needs in McClelland Achievement
Focus on how individuals learn habits related to achieving 1- Achievement- Desire to excel at job. Achievement more important then finical reward. 2- Power - Desire to take control. Leadership offer opinions freely. 3- Affiliation- Develop close interpersonal relationships. Interest in coworker development.
54
Delphi
Series of questions Seeks to get participant opinions
55
MBO - Management by Objective
Comprehensive planning, evaluating, development and control. Intent to create "Sense of ownership"
56
Rational model
Focuses on sequence of steps
57
Supervisor Level
Solves at procedural level
58
Groupthink
Focus on conformity with in a team and occurs as a result of low levels in confidence and trust.
59
Vrooms Expectancy model
Performance reward - performing at certain level results in reward Effort performance - Certain effort acceptable performance can be achieved Both can be negative or positive
60
History of Organization
History Environment Staffing Early Socialization Process

Bomi 7 (7 decks)

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