Copy of ESP Ch 02 - Sheet1 Flashcards
ffective Supervisory Practices
Four categories of Competing Values Framework
clan skills, adhocracy skills, market skills, hierarchy skills
ffective Supervisory Practices
Two axes of Competing Values Framework
Internal maintenance vs external positioning and Flexibility/Change vs Stability/Control
ffective Supervisory Practices
Flexibility/Change skills in Competing Values Framework
Clan skills and Adhocracy skills
ffective Supervisory Practices
External Positioning skills in Competing Values Framework
Adhocracy skills and Market skills
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Stability/Control skills in Competing Values Framework
Hierarchy skills and Market skills
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Internal Maintenance skills in Competing Values Framework
Clan skills, and Hierarchy skills
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Where do Clan skills fall on the Competing Values Framework
Internal - Change
ffective Supervisory Practices
Where do Adhocracy skills fall on the Competing Values Framework
External - Change
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Where do Hierarchy skills fall on the Competing Values Framework
Internal - Stability
ffective Supervisory Practices
Where do Market skills fall on the Competing Values Framework
External - Stability
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Clan skills include
Communicating supportively, Building teams and teamwork, Empowering
ffective Supervisory Practices
Adhocracy skills include
solving problems creatively, articulating a vision, fostering innovation
ffective Supervisory Practices
Market skills include
motivating others, gaining power and influence, managing conflict
ffective Supervisory Practices
Hierarchy skills include
managing personal stress, managing time, managing self-awareness, analytical problem solving
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Leaders ______, ______, _________.
set direction, articulate orgs vision, and transform individuals and the org
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Managers ______, ______, _______ and______.
administer, monitor, direct, and refine current performance.
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Managers __________; Leaders ________.
Managers do things right, Leaders do the right things.
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A mission statement generally describes what an organization ____ __ ___.
wants to do
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A vision statement generally describes what an organization ___ ___ ___.
wants to be
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What does a goal state?
What must be done, who must do it, and when it must be completed.
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Who is often the best source of ideas on how to get the job done effectively and efficiently?
Employees, who are closest to the work
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Employees who _____ do what needs to be done even when the supervisor is not present.
self-manage
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Four characteristics of supervisors who have the best chance of ID’ing and resolving problems early on?
- approachable 2. constantly evaluate risks and problems 3. actively watch for small signs of trouble 4. look for trends or patterns
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To catch problems while they are still small, it is important to develop _______.
empathy
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Although it is often assumed that what workers want most is more money, over a hundred studies conducted during the past forty years have shown…
…that employees also want to have more control over their work.
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One excellent way to mak jobs more interesting is to ____ ____ the members of your work team.
cross-train
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Be a ____, not a ____.
be a leader, not a boss.
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Involve employees in _____ ______ _____ for the work group.
Involve employees in setting clear goals for the work group.
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Where possible, integrate employees’ _____ ______ with those of the organization.
personal goals
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Build and ____ a work team.
maintain
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Delegate ____ _____ authority while maintaining your ______ authority.
Delegate task-related authority while maintaining your supervisory authority.
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Strive to make jobs more ____ and ____.
intersting and challenging
