Exam Revision Flashcards
what are the big five personality types (personality factors)
conscientiousness, emotional stability, agreeableness, extroversion, openness
what are the Myers Briggs personality types
1) extroversion / introversion; 2) judge / perceive; 3) think / feel; 4) sense / intuition
what can the Big Five personality types indicate
more stable indicators of character insight
what do the Myers Briggs personality types show
approach to life; perceiving and assimilating data, making decisions, solving problems
what are the benefits of personality testing
depersonalise conflict, improve communication and collaboration, capitalise on diversity, divergent and convergent thinking, accept differences, improve hiring decisions
what are the weaknesses of personality testing
doesn’t reflect ability, intelligence or performance, personality shifts in different situations, not genuine personality at workplace
how can personality be valued in management
Robbins [avoid comfortable clone]; Kerr [emotional intelligence most valuable; self awareness, self regulation, motivation, empathy, social skill]
Motivation can make people ____
committed, productive, efficient, effective
what are some motivation models
Boxall & Purcell [P = f(AMO)]; Rollinson [direction, intensity, persistence]
what are some content theories (WHAT satisfies needs)
Theory X, Theory Y; Two Factor Theory; Theory of Needs; PAA [Power, Achievement, Affiliation]
what are some weaknesses of content theories
X&Y = polarised; Theory of needs = not progressive, limited pool of people general; 2 Factor = satisfaction - better performance; PAA - no cultural considerations
what are some process theories
equity theory; expectancy theory; goal theory; self concordance; self determination
why are psychological contracts necessary
Osborn - more motivation; lower turnover/recruitment cost; improve communication; stability - managing expectations better
how can managers improve employee motivation
communicating link between performance and reward; provide mentors; provide feedback; provide intrinsic and extrinsic reward; set goals; identify needs
what should some negotiation aims be
1) create win win situations; 2) engage in wise agreement; 3) focus on long term; improve/not damage relationship; 4) be efficient; 5) remain flexible
what are some negotiating pitfalls
1) locking into position; 2) position bargaining; 3) inefficiency; 4) lack of empathy; 5) assuming rationality; 6) assuming fixed outcome; 7) confrontation; 8) endanger existing relationship
what does principled negotiation involve
1) focus on interests 2) separate people from problem 3) hard on problem soft on people 4) set objective criteria 5) alternatives for mutual gain
what are some different negotiating outcomes
distributive, congruent, integrative
what does competitive bargaining involve
1) high initial demand 2) self concerned economic interests 3) guard information 4) identify opponent’s weaknesses
what does BATNA stand for
Best Alternative Two Negotiated Agreement
what does problem solving bargaining involve
1) accommodating for the other side 2) focus on long term interests 3) focus on target not BATNA 4) enable other side to get to BATNA favourable for you 5) give and take information 6) identify mutually acceptable criteria
what does claiming value in negotiating involve
short term, opposed interests, single issue; estimate BATNA; set reservation price; plan arguments
what does creating value in negotiating involve
being soft; long term relationship; convergent aims; reveal information; set priorities; understand other group’s priorities
what cultural factors affect negotiation
hierarchical, individualistic, collectivistic, egalitarian [doctrine of changed circumstances]
what factors inform group formation
nominal, informal, formal, identification, psychological, comparison
how can diversity improve profitability
creative and innovative types welcome, recruitment attraction, prevents conflict and discrimination
what are some problems associated with diversity
relationship conflict, task conflict, strong faultlines [creative abrasion]
how can diversity be managed
set common goal, set common guidelines, allow time for divergent and convergent thinking
what are the stages of group activity
forming, stormin, norming, performing, adjoining
how can we resolve conflict re diversity
focus on task; switch between relationship and task orientation; diagnose probability of faultlines appearing; identify - uneven distribution of power/inclusion and exclusion/areas of affection
what do Belbin’s team roles involve
spread of mental abilities and personal attributes linked to optimising outcomes; coordinator, plant, resource allocator, implementer
what are some negative group processes
conflict, social loafing, scapegoating, polarised views, pressure, lack of synergy
what are the symptoms of groupthink
morality, invulnerability, dismissing opposing ideas, pressure to conform [Janis - reality testing, moral judgement, mental efficiency]
what are some ways of overcoming groupthink
1) expression of doubt 2) devil’s advocate 3) some subgroup work 4) brainstorm 5) authority speaks last 6) accepting criticism
what are some successful team attributes
1) cohesiveness 2) shared goal 3) effective interpersonal relationships 4) clear procedures 5) interdependence 6) diversified team mix
what are the challenges of leadership according to O’Reilly
managing up and out, managing down, managing oneself, managing disappointment
what are some criticisms of how management is taught
One size fits all; Hill - temperament and feeling; McCall - focus on lessons; Gladwell - experience, practice, coaching
What can change the dynamic of a managerial role
role transitions, changing business context, personal transition
What does a manager’s job involve
discontinuity, brevity, variety; rely on judgement and tuition; rely on verbal media not aggregated documents; ritual and ceremony
what forms of leadership must managers assume
interpersonal, informal, decisional, informational
how can managers optimise their roles
share privileged information; turn obligations into advantages; turn interests into obligations; consider broad strategic picture
what do leaders aim to do
be transformative; change systems and challenge; empower; maintain strategic big picture; introduce novelty (Grint)
what do managers do
are transactional; focus on procedure; maintaining control; monitor; short term focus; execute routine and maintain stability
what are leadership functions
align people, motivate, produce change, establish direction
what are management functions
planning, organising, controlling
what does transformational leadership involve
idealised influence; inspirational motivation; intellectual stimulation; individualised consideration
what does transactional behaviour involve
contingent reward; active management by exception; passive management by exception
what are some leadership discourses
controller, therapist, messiah, eco leader
what does followship involve
1) systematic devaluation of followers 2) obedience 3) romanticised leadership role 4) negative connotations
what are some team leadership theories
1) action centred leadership 2) country club 3) impoverished 4) authority compliance 5) team
what are the factors of situational leadership
telling, selling, participating, delegating
what are some weaknesses of situational theories
no consideration of context; leader can seem fickle; can leaders actually adapt; implicit leadership theory contributes
what are the different definitions of power
persuasion, power over others, power from within
how can authority be justified
linked to managerial position; right of subordinates to make decisions themselves as the manager would
what are the types of responsibility
role-related obligation; fulfil a task to avoid reprimand
what are the types of power
coercive, reward, legitimate, referent, expert
what are the principles of persuasion
liking, social proof, reciprocity, consistency, authority, scarcity
what are some potential reactions to power
cognitive dissonance; submission to perceived authority
what do social networks enable
tacit/hard knowledge; homophily; success [HC + FC + SC]; power [degree centrality, degree closeness, bridging gaps]; consider competition; diffuse innovation
what are the benefits of social capital
bridging structural holes; career enhancing reputation; gain new ideas; exposure to opportunities; positively related to career success and salary
what is the criteria for a useful social network
entrepreneurial network higher value; density is redundant; diversity is more important than size; structure is more important than size; protection against groupthink; process, collect and digest information
what are the different kinds of network focus
global, affiliation, work/family
what are the characteristics of an internally focused group
trust, cooperation, better for tacit information, subject to groupthink, bad for gathering resources
what are the characteristics of an externally focused group
entrepreneurial, weak links, open, bad for developing consensus and common mission
how can social networks improve career progression
weak ties more beneficial (Pfeffer); access diversity information; share social identity; share little information
what are the benefits of degree centrality
more power; control information being shared; control decision making process
what are some definitions of culture
appropriate attitudes and behaviours (O’Reilly); accepted and expected behaviour (Drennan); traditions, policies, values (McLean)
how is culture manifest
artifacts; espoused values; basic underlying assumptions
what can culture shape
1) relation to authority 2) conception of self 3) relationship between individual and society 4) masculinity and femininity 4) managing conflict
what does strong culture reflect
core values shared widely
what does weak culture reflect
little agreement on values, not internalised
what does culture mean for an organisation
means of control; component of organisational success; part of managing change
what are the factors of the nesting of cultures
national culture, professional culture, company culture, work unit culture
what can culture be reflected in
jargon, dress, physical location, rituals, language
what are the elements of culture
values, norms, behaviour
what forms the internal organisation
values; leadership styles; behavioural norms; power/politics; informal groupings
what is Handy’s typology of culture
power; role; task; person
what is Deal & Kennedy’s typology of culture
tough guy; work hard play hard; bet your company; process
what is Miles & Snow’s typology of culture
prospector, defender, analyser, reactor
where do cultural dimensions differ the most?
1) performance orientation; 2) assertive 3) future orientation 4) humane orientation 5) institutional collectivism 6) in group collectivism 7) gender egalitarianism 8) power distance 9) uncertainty avoidance
what are the dangers of culture typing
1) ecological fallacy 2) attributionist fallacy 3) stereotyping 4) subcultures 5) cultural range
what are the weaknesses of cultural assessment
aggregation; weak explanation of differences; national differences relevant
