Exam 3 Flashcards
Observational Approach
identify the roles that manager are typically assigned;
Fayol’s 5 management functions and Mintzberg’s managerial roles
Fayol’s 5 management functions
1) planning
2) organizaing
3) commanding
4) coordinating
5) controlling
Empirical approach
relies on a descriptive questionnaire
Integrated Competency Model
based on interviews of over 2,000 managers in 12 organizations; focuses on managerial competencies; 21 competencies that are grouped into 6 categories
Integrated Competency Model 6 categories
HR management, leadership, goal and action management, directing subordinates, focuses on others, specialized knowledge
4 approaches to understanding the job of managing
1) Characteristics
2) Observational
3) Empirical
4) Integrated Competency Model
3 desired linkages to making management development strategic
1) the link between the business environment and business strategy
2) the link between business strategy and the organization’s management development strategy
3) the link between the management development strategy and management development activities
Characteristics of effective MD
1) Opportunism
2) Individualism
3) Long-term perspective
4) Encouragement of self-motivation
5) Online approach
What is organizational development?
It’s a process used to both enhance the effectiveness of an organization and the well-being of its members through planned interventions
Planned Interventions
Sets of structured activities in which selected organizational units engage with a task or sequence of tasks where the task goals are related directly or indirectly to organizational improvement
3 Steps to the Change Process Theory (Lewin’s)
1) Unfreezing- getting people to accept the change
2) Moving- where the change happens
3) Refreezing- making the changes permanent
4 concepts of Implementation Theory
1) Human Process Based Intervention Theory (team building and survey feedback)
2) Techno-Structural Intervention Theory (job enrichment, job enlargement, alternate work schedules)
3) Sociotechnical System Designs (Total Quality Management)
4) Organizational Transformation (culture change, strategic change, continuous learning)
New vs. Old Employment Relationship
a. New- employees bear all responsibility for advancing career
b. Old- people could work for a company for the entire career and would get raises and promotions as long as they did their jobs; entitlement mentality
Career
pattern of work-related experiences that span the a course of a person’s life
Career Planning
deliberate process of:
a. Becoming aware of self, opportunities, constraints, choices, and consequences
b. Identifying career-related goals
c. Programming work, education, and related developmental experiences to provide the direction, timing, and sequence of steps to attain specific career goal
Career Management
an ongoing process of preparing, implementing, and monitoring career plans undertaken by the individual alone or in concert with the organization’s career systems.
Table 12-3 Career Management Activities (8)
1) Career Exploration- gathering information about one’s self and environment
2) Awareness of self and environment- understanding of both opportunities and constraints present in the environment
3) Goal setting
4) Strategy development- developing the action plan for accomplishing the goal(s) identified in the goal setting activity
5) Strategy implementation- carrying out the strategy
6) Progress toward the goal- extent to which the individual is nearing the career goal
7) Feedback from work and non-work sources
8) Career appraisal
Multiple Career Concept Model
1) Linear-progression of movement up an organizational hierarchy to positions of greater responsibility and authority
2) Expert-devotion to an occupation; motivated by desire for competence and stability
3) Spiral-A lifelong progression of periodic (seven to ten years) moves across related occupations, disciplines, or specialties
4) Transitory-A progression of frequent (three to five years) moves across different or unrelated jobs or fields