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Org B 320 > 320 Final > Flashcards

320 Final Flashcards

1
Q

Promote people until they “peter out” or become ineffective in their role.

A

The Peter Principle (p. 178)

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2
Q
  1. Expectancy theory

2. Goal Setting theory

A

Motivation Theories

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3
Q

4 Keys (1st)

A
  1. Select for Talent
  2. Define the Right Outcomes
  3. Focus on Strengths
  4. Find the Right Fit
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4
Q

3 Questions to Define Right Outcomes

A
  1. What’s right for customer
  2. What’s right for Organization
  3. What’s right for Individual
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5
Q

False Assumptions about Climbing the Ladder (p. 180-181)

A
  • A little more TRAINING makes you fit for the next rung
  • COMPETITION brings the best fit for the next rung
  • VARIED EXPERIENCES lead to the best fit for the next rung
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6
Q

Creating Heroes in Every Role (p. 184-192)

A
  • Graded Levels of Achievement
  • Broadbanding
  • Mentoring & Creativity
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7
Q
  • Level the Playing Field
  • Hold Up the Mirror
  • Get to Know the Employees
  • Create a Safety Net
  • Give Tough Love
A

Manager’s Role in Finding the Right Fit

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8
Q

is the shared assumptions, values, and beliefs that shape the attitudes and behaviors of organizational members.

A

ORGANIZATIONAL CULTURE

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9
Q

3 Components

A
  1. Assumptions
  2. Values
  3. Artifacts
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10
Q

Types of Artifacts

A
  • Mission Statement
  • Rituals
  • Rules and Policies
  • Stories
  • Physical Layout
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11
Q

Pros & Cons of a Strong Culture (Table 12-2)

A
  • May be on e its strongest assets or its biggest liability
  • May be related to increased performance
  • A rare and hard to imitate culture may lead to a competitive advantage
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12
Q
  1. Mentoring

2. Realistic Job Preview (RJP)

A

Socialization (2 steps orgs can take)

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13
Q
  • Times of Crisis
  • Change in Leadership
  • Young & Small Organizations
  • Weak Culture
A

Changing Culture – 4 Conditions (see slide)

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14
Q

3 Types of Noise

A 
•EXTERNAL
     o	Distractions
     o	Volume
     o	Info. Overload
•INTERNAL
      oPerceptions
     o	Stress
     o	Lack of Focus
•SEMATIC 
     o	Jargon (Hot buttons)
     o	Ambiguity
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15
Q

is the amount of information that can be transmitted during a communication episode.

A

Channel richness

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16
Q

Management by Walking around

• Learn things that are not going to come to you (Enhances Upward Communication)

A

MBWA

17
Q

Keep It Simple Stupid

A

KISS

18
Q

5 Approaches

A
  1. Competing
  2. Accommodating
  3. Compromising
  4. Collaborating (WIN –WIN)
  5. Avoiding
19
Q

Situational Considerations (see slide)

A
  1. Level of Competitiveness
  2. Level of Cooperation
  3. Relative Power
  4. Time Constraints
20
Q

Employee & Employer Responsibilities (slide)

A

EMPLOYEE
• Look in the Mirror Often – seek feedback frequently
• Muse – 20-30 minutes per month (NO…per week…ponder!)
• Discover Yourself (refine your brand)
• Build Your Constituency – guiding coalition? advisory board?
• Keep Track – learning notebook
• WOM Advocate for your Peers
EMPLOYER
• Keep the Focus on Outcomes
• Value W-C Performance in Every Role
• Study Your Best – internal university of best practices
• Teach the Language of Great Managers

21
Q

7 Deadly Sins -Reasons 2, 4, 6

A

b. Tying the Review to Pay – do we hear anything except the $$$?
d. Standardization – ignoring individual differences in function or talent
f. Disrupts Teamwork – power, communication, and trust issues

22
Q

3 Key Principles

A
  1. Clarify your plan and then execute it.
  2. Clarify expectations and then exceed them.
  3. Clarify your brand and then strengthen it.
23
Q

Making Your First Year a Success

A
  • Clarify Expectations
  • Demonstrate Integrity, Professionalism, & Positive Attitude
  • Obtain Performance Feedback (don’t let reviews slide)
  • Consistently Exceed Expectations
  • Network with “Internal Customers” whoever relies on my job – treat them like your boss
  • Consider Multiple Mentors
  • Show up before time, be someone others can count on, and work really, really hard
24
Q

Work-Life Balance Principles

A
  1. Honestly Assess How Much Balance You Want
  2. Choose a Talented, Supportive Spouse
  3. Clearly Communicate Career Expectations
  4. Manage Work Expectations (set boundaries)
  5. Refresh Yourself Regularly (take vacations, avoid burnout)
  6. Include your Spouse in Every Major Career Decision
  7. Seek Companies that Value What You Value (alignment)
  8. Recognize there will be Tradeoffs
25
Q

PASSION + PRACTICE è PERFORMANCE è PAYOFFS

A

4 P’s (the Passion – Payoff process)

26
Q

Peters article (Brand You)Main Points

A
  • Brand meaning –how are you thought of by coworkers, bosses, network, etc. (reputation)
  • Brand awareness – how well known is your brand (you) in the marketplace (visibility)
  • Brand = Promised Value = Trust
  • Stand out; what makes you different; competitive edge
27
Q

TEVO

A
  1. Teammate
  2. Exceptional expert
  3. Visionary
  4. Outcomes Obsessed
28
Q

“We have to forego some good things in order to choose others that are better or best because they develop faith in the Lord Jesus Christ and strengthen our families.”

A

(Elder Dallin H. Oaks “Good, Better, Best”)

29
Q

“My dear brothers and sisters, we would do well to slow down a little, proceed at the optimum speed for our circumstances, focus on the significant, lift up our eyes, and truly see the things that matter most.”

A

(President Dieter F. Uchtdorf “Of Things That Matter Most”)

30
Q

“Life offers you two precious gifts—one is time, the other freedom of choice, the freedom to buy with your time what you will…Every day, every hour, every minute of your span of mortal years must sometime be accounted for. And it is in this life that you walk by faith and prove yourself able to choose good over evil, right over wrong, enduring happiness over mere amusement. And your eternal reward will be according to your choosing.”

A

Elder Richard L. Evans “Man’s Search for Happiness

Org B 320 (1 decks)

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