320 Final Flashcards
Promote people until they “peter out” or become ineffective in their role.
The Peter Principle (p. 178)
- Expectancy theory
2. Goal Setting theory
Motivation Theories
4 Keys (1st)
- Select for Talent
- Define the Right Outcomes
- Focus on Strengths
- Find the Right Fit
3 Questions to Define Right Outcomes
- What’s right for customer
- What’s right for Organization
- What’s right for Individual
False Assumptions about Climbing the Ladder (p. 180-181)
- 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
Creating Heroes in Every Role (p. 184-192)
- Graded Levels of Achievement
- Broadbanding
- Mentoring & Creativity
- Level the Playing Field
- Hold Up the Mirror
- Get to Know the Employees
- Create a Safety Net
- Give Tough Love
Manager’s Role in Finding the Right Fit
is the shared assumptions, values, and beliefs that shape the attitudes and behaviors of organizational members.
ORGANIZATIONAL CULTURE
3 Components
- Assumptions
- Values
- Artifacts
Types of Artifacts
- Mission Statement
- Rituals
- Rules and Policies
- Stories
- Physical Layout
Pros & Cons of a Strong Culture (Table 12-2)
- 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
- Mentoring
2. Realistic Job Preview (RJP)
Socialization (2 steps orgs can take)
- Times of Crisis
- Change in Leadership
- Young & Small Organizations
- Weak Culture
Changing Culture – 4 Conditions (see slide)
3 Types of Noise
•EXTERNAL
o Distractions
o Volume
o Info. Overload
•INTERNAL
oPerceptions
o Stress
o Lack of Focus
•SEMATIC
o Jargon (Hot buttons)
o Ambiguityis the amount of information that can be transmitted during a communication episode.
Channel richness
Management by Walking around
• Learn things that are not going to come to you (Enhances Upward Communication)
MBWA
Keep It Simple Stupid
KISS
5 Approaches
- Competing
- Accommodating
- Compromising
- Collaborating (WIN –WIN)
- Avoiding
Situational Considerations (see slide)
- Level of Competitiveness
- Level of Cooperation
- Relative Power
- Time Constraints
Employee & Employer Responsibilities (slide)
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
7 Deadly Sins -Reasons 2, 4, 6
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
3 Key Principles
- Clarify your plan and then execute it.
- Clarify expectations and then exceed them.
- Clarify your brand and then strengthen it.
Making Your First Year a Success
- 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
Work-Life Balance Principles
- Honestly Assess How Much Balance You Want
- Choose a Talented, Supportive Spouse
- Clearly Communicate Career Expectations
- Manage Work Expectations (set boundaries)
- Refresh Yourself Regularly (take vacations, avoid burnout)
- Include your Spouse in Every Major Career Decision
- Seek Companies that Value What You Value (alignment)
- Recognize there will be Tradeoffs
