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final Flashcards

1
Q

groups

A

Have a clear leader and two war members who perform independent jobs with individual accountability evaluation and rewards

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2
Q

teams

A

our groups whose members share leadership and whose members perform interdependent jobs with individual and group accountability rewards

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3
Q

Group performance model

A

Performance is a function of organizational context, group structure, group process, and group development stage

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4
Q

Group structure dimension

A

Group leadership, type size, composition, and objectives

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5
Q

Group types

A

Formal or informal, functional or cross, functional and command or task

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6
Q

command Group

A

Managers and their staff

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7
Q

tasks groups

A

Compose a staff who work on specific objectives they are committees

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8
Q

task forces or ad hoc Committees

A

Temporary groups form for a specific purpose

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9
Q

standing commitees

A

Our permanent group that work on ongoing organizational issues

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10
Q

True or false there is an ideal group size

A

False, no idea ideal group size

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11
Q

social loafers or free riders

A

Let others see the work

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12
Q

Group composition

A

Mix a member of skills and abilities

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13
Q

Group process dimensions/Group dynamics/Relational dynamics

A

Are rules, norms, cohesiveness, status, decision-making, and conflict resolution

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14
Q

job roles

A

Shared expectations of how group members will fulfill the requirements of their position

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15
Q

Group role

A

Focus on how people interact as they do their job

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16
Q

task role

A

action oriented behaviors

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17
Q

maintenance role

A

relationship oriented, people oriented behaviors

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18
Q

self interest role

A

help themselves but hurt group

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19
Q

norms

A

groups shared expectations of members behavior

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20
Q

Group cohesiveness

A

extent to which member stick together

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21
Q

six factors influence cohesiveness

A

objectives call mom size, homogeneity, participation, competition, success

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22
Q

status

A

is the perceived ranking of one member relative to other members in the group?

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23
Q

status is based on factors

A

performance, job, title, salary, seniority, expertise, people, skills, appearance, and education

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24
Q

status congruence

A

Acceptance and satisfaction that members received from their status in the groups team performance

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25
Q

six group processes (affect systems into relationships)

A

Cohesiveness, status, decision-making, conflict, resolution,roles, norms

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26
Q

stages of group development

A

orientation, dissatisfaction resolution, production, and termination

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27
Q

describe the five major stages of group development in the leadership style appropriate for each stage

A

stage one: orientation – autocratic leadership style
stage two dissatisfaction – consultative leadership style
stage three resolution – participative leadership style
Stage four production – empowerment leadership style
Stage five termination/adjorning

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28
Q

how to plan a meeting

A

Set objectives select participants make assignments set the agenda and time and place,lead the meeting

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29
Q

three parts to an effective meeting

A

meeting on time and identify objectives, cover agenda, items in priority order, summarize, and review assignments and in media on time

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30
Q

identify problem members in a group

A

silent ones, talkers, wanderers, argue, the board, social loafers

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31
Q

Communication

A

Process of transmitting information and meeting. Foundation of people skills.

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32
Q

formal channel informal channel

A

formal channel flows vertically and horizo, which is between coworkers and informal through the grapevine and many directions

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33
Q

four steps in the communication process

A

Sender, encodes message, sender transmits the message use a formal communication to send the message to the receiver, the receiver decodes a message by translating the message into a meaningful form, receiver may give feedback

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34
Q

barriers to communication

A

The words, we choose information overload, logic and order, the channel shoe doesn’t fit, trust, credibility, failure to listen, our emotions, distortion, language, and culture

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35
Q

channels

A

convey information and meaning

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36
Q

nonverbal communication

A

Setting body language, Vakill quality,gestures, posture

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37
Q

oral channels

A

Face-to-face communications, meetings, presentations, telephone, and cell phone calls, voicemail

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38
Q

written channels

A

Memos, letters – snail mail, which is formal messages to people outside the organization – faxes and skinny attachments, reports for formally conveyed information, evaluation, analysis and recommendations, newsletters for convey general information to the entire organization, bulletin board notices for supplementing other channels, and for wide dissemination of public info, signs or posters for permanent reminders of important info, such as mission statements, safety, instructions, and universal symbol, such as hexagonal stop sign

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39
Q

ecomm

A

commonly used for all written channels, technology

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40
Q

writing tips

A

organize your thoughts, decide content, Check out line,

follow the one – 5–15 rule limit each paragraph to one topic with the average of five sentences the average 15 words right in active voice

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41
Q

Sport information department SID

A

Responsible for organizing and writing press releases

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42
Q

media richness

A

Amount of info in meaning that channel can transmit face-to-face talk is the richest channel

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43
Q

message sending process

A

develop report, state your communication, objective, transmit your message, check, receivers, understanding, commitment, and follow up

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44
Q

feedback

A

process of verified messages and feeds back to send her the original info, meaning or intent transmitted in the message

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45
Q

most common reason that messages failed to communicate

A

Lack of feedback

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46
Q

how can the sender ask the receiver Check Understanding

A

Questioning, paraphrasing, and Celestine comments and suggestions are always you can

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47
Q

why do people not like to solicit feedback?

A

They don’t want the center to feel ignorant they don’t want themselves to feel ignorant or they are ignorant

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48
Q

how to solicit feedback

A

paraphrasing, no dumb questions, tune into your own nonverbal and receivers nonverbal, receiver questions

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49
Q

message receiving process

A

listening, analyzing, (wait to evaluate)and checking and understanding (paraphrase, watch nonverbals)

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50
Q

how to become a better listen

A

process of giving the speaker, your undivided attention

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51
Q

retentive listening

A

Results and remembering the message by concentrating and undivided attention

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52
Q

response styles

A

advisor, diverter, prober, reassure, reflector

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53
Q

Advisor response

A

Close, limit, or redirect the flow of communication

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54
Q

diverter’s response

A

Switch to focus to a new message – what we commonly call, changing the subject. Tend to redirect, or limit the flow of communication.

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55
Q

prober response

A

Ask her to give more info about some aspect of the message so the proper can better understand the situation

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56
Q

reassure response

A

Makes statements to reduce the intensity of the emotions associated with the message in order to be able to sinners confidence. They say things like don’t worry Everything will be OK

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57
Q

reflector response

A

Reflecting, paraphrases the message and communicates understanding and acceptance. One reflecting, do not use the sinners exact words it is mimicking and dust patronizing.

Reflecting needs the most effective communication and the best human relations

Coaches, athletes and general managers can improve communication performance by practicing good reflection skills

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58
Q

True or false our brain cannot be both rational and highly emotional at the same time – emotions

A

true. Rationality is not about getting rid of emotions. It’s about analyzing them and taking them into consideration when making decisions.

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59
Q

facts about feeling

A

Subjective and that they reveal peoples attitudes and needs, often disguise as factual statements. This topic is boring rather than I’m feeling bored by this topic and neither So don’t judge others feelings, or let them tell you how to feel

60
Q

how to deal with a lot of emotions

A

No response is best option

61
Q

perception and congruent is attribution

A

misunderstood words

62
Q

how to calm an emotional person

A

Be an empathetic listener

63
Q

compassion

A

Is about helping others deal with their emotional situation, especially their hurts or pain

64
Q

empathy

A

Is the ability to understand and relate to someone else’s situation and feelings

empathetic responders were of feelings, content in the underlying meaning expressing the message. Good listeners and don’t assume and identify them verbally and prayer phrase the feeling to the person.

65
Q

Communication affects performance and feedback is used to improve performance and getting and given feedback in the form of criticism can lead to emotional responses

A

idk just know

66
Q

how to give criticism

A

goal of criticism should be to improve performance get people to ask for your criticism and three parts of criticism is
State is specific behavior that can be improved, specified the improved behavior, train and coaches needed

67
Q

motivation

A

willingness to achieve organizational objectives, managers, influence, employees motivation

68
Q

motivational process

A

People will go from need to motivate to behavior to consequence and finally either satisfaction or dissatisfaction

69
Q

self fulfilling prophecy

A

Our thought lead to self-confidence to perform a task, but we have to belive realistic based on hard work
😓 but

70
Q

pygmalion effect

A

expectations and treatment of people affect their motivation enhancer performance

71
Q

Motivation process loop

A

Need motive behavior, consequence satisfaction, or satisfaction feedback

72
Q

Performance equation

A

Performance equals ability X motivation Xresources

73
Q

for maximum performance need three things

A

High levels of ability, motivation, and resources

74
Q

The importance of theory

A

Helps us to understand, explaining, and predict behavior. Theory to improve practice, or you can use theories to motivate yourself and others

75
Q

Content based motivation theories

A

Focus on identifying and understanding people’s needs. He to success is to meet the needs of the workforce and objectives of the organization.

76
Q

classification of theories: content based motivation theories – the focuses on identifying and understanding people’s needs

A

maslow– Hierarchy of knees theory – people are motivated by five levels of needs: physiological, safety, social, esteem, and self actualization

Alderfer–ERG Theory – people are motivated by three needs: existence, relativeness, and growth

Herzberg– Two factor theory – motivator factor (Higher level needs) Are more important than maintenance factors ( Lower level needs)

Acquired needs theory-McClealland-– people are motivated by their need for achievement, power, and affiliation

77
Q

process based theories – the focus is on how people choose behaviors to fulfill their needs

A

Equity theory – people are motivated when they they perceived inpurs= outputs

Goals theory –Locke- edifficult goals, motivate people
expectancy theory-
Vroom-People are motivated when they believe they can college a task and when the rewards for doing it, so are worth the effort

78
Q

Reinforcement theory – the focuses on consequences for behavior Skinner

A

Positive reinforcement – attractive consequences for desirable performance encourage continue behavior

Avoidance – negative consequences for poor performance encourage continue desirable behaviors

Holding reinforcement for an undesirable behavior, reduces or eliminate behavior

Punishment– Undesirable consequences for undesirable behavior, prevent the behavior

79
Q

in goal setting theory, what are the three types of goal

A

Do your best and difficult but people and GE stretch goals

80
Q

equation expectancy theory

A

motivation
= expectancy X instrumentality
X Valence

expectancy – is perception of our ability to accomplish an objective

Instrumentality – is a relationship between performance and outcome or reward

Valance – value place on the outcome or reward a.k.a. it’s importance

The higher reward the higher, our motivation

81
Q

One minute manager

A

showed how to give one minute a feedback in the form of praise because praise motivates because it meets our needs for esteem, self actualization, growth, and achievement, and encourage to repeat the performance

82
Q

give praise process

A

Tell the person exactly what was done correctly, tell the person why the behavior is important, stop for a moment of silence, encourage repeat
performance

83
Q

motivation theories within the motivation

A

Need
Content base theories

Hierarchy of needs the
ERG theory
Two factor theory
Acquired needs theory

  1. Motive.

Process based theories
Equity theory
Goal setting theory
Expectancy theory

  1. Behavior.
    – Employees action to satisfy need
  2. Consequence
    (manager behavior or natural outcome of employee action
    Reinforcement theory
  3. Satisfaction or dissatisfaction there’s agreed to switch. The need is met for how long before dissatisfaction create an unmet need
84
Q

Leaders

A

influence people to work to achieve the organization objectives

85
Q

trait theorist

A

investigate characteristics that makes leaders effective such as physical, psychological qualities appearance, aggressiveness, self reliance, persuasiveness, and dominance

86
Q

effective leaders have 6 traits

A

supervisory ability such as planning or organizing, leading and controlling, and a need for occupational achievement, intelligence, decisiveness, self assurance, and initiative

87
Q

moralize leadership

A

Traits such as personality, values level moral development, affect a leader’s use of ethical or unethical behavior

88
Q

leadership style

A

So the combination of traits, skills, and behaviors that managers used to interrupt with employees

autocratic
democratic
lassiez faire

89
Q

two dimensional leaders

A

Structuring and consideration styles

Structuring is the assent to us. A leader takes charged to plan organize leading control as the employee performs a task.; Job centered style

Consideration is extent to which a leader, communicates to develop trust, friendship, support, and respect focus on developing relationships or rapport with employees so; employee centered style

90
Q

two dimensional leaders

A

Focus on job structure and employee considerations, a focus that result in four possible leadership styles

91
Q

leadership grid

A

Production and concern for people and ideal leadership cells have and

Measures two dimensions on a scale from one to 981 combos possible from the categorize five major leadership styles of the two digital model leadership

So you have improv leader shows low concern for both production and people, minimum required to remain employed

Authority – compliance leader show high concern for protection, and low concern for people treat people like machines

Country club leader show low concern for production and concern for people contained friendly atmosphere

Middle of the road leaders, balance or concerns for production and people they strive for performance and morale levels that are minimally satisfactory

Team leaders show high concern for both production of people; max performance and employee Satisfaction

92
Q

leader member Exchange theory

A

Emphasizes unique 1 oh1 relationships that develop between managers and each of their subordinates create a positive relation with each person

93
Q

Visionary leaders

A

Innovative, change and affect the future, top level managers

94
Q

Charismatic leaders

A

Create enthusiasm to achieve adjectives by developing strong relationships with followers they may not even know personally, producing strong loyalty, that influences followers, behaviors, and performance; top level manager

95
Q

Transformational leaders

A

Emphasize continuous learning and making innovative changes, top level executives

96
Q

Transactional leaders

A

Focus on stability as the implement change by creating standing plans to standardize policies, procedures, and rules transactional leaders emphasize exchange exchanges about rewarding or punishing based on following performance

97
Q

Symbolic leaders

A

Establish maintain a strong organizational culture. Organization, workforce learner, organizations, culture shared values place assumption how workers would be the organization through its leadership. Leadership starts with management and flows down to middle first line manager.

98
Q

Servant leaders

A

Look out for the employees and organization interest rather than their own

99
Q

Authentic leaders

A

Develop open honest, trusting relationships, leading by example

100
Q

Contingency leaders

A

Task or relationship oriented, and their style should fitthe situation

101
Q

Situational favorableness

A

Degree which situation enables leaders to exert influence over followers

Leader member relations

Task structure is easy or hard

Position power

102
Q

seven major styles from which leaders can choose based on the continual model of leadership

A
  1. leader makes decision and announces it to employees autocratic stylr
  2. Leader makes decision and sells it to employee through a presentation and why it’s a good idea
  3. Leader represents ideas and invites employees questions
  4. Leader represents tentative decision, subject to change
  5. Presents problem gets suggested solution and makes decision
  6. Leader defines limits and ask employees to make a decision
  7. Leader permits employees to make ongoing decisions within them to five limits, a.k.a. the participative
103
Q

continuum leaders

A

Choose their style based on a range between Boss centered, autocratic, or employee centered, participative leadership for the given situation

104
Q

path goal leaders

A

Determine employee objectives and achieve in one of four styles

105
Q

subordinate situational characteristics

A

Author, a ism did agree to which employee defer and want to be told what to do and how to do the job

Locus of control the distant to believe they and not others goal achievement (Internal versus external locus of control)

Ability the sin of employees ability to form task to achiebe goals

106
Q

environmental situational factors

A

Task structure the degree of competitiveness of the job
formal Authority of the leaders, power and three group extent to which coworkers contribute to job sat

107
Q

Leadership styles

A

Directive – high structure and have task behavior rules. Directive leadership is appropriate when a subordinate one authority have external local control and have low ability.

Supportive – high consideration and employee maintenance behavior roles. Appropriate when subordinates do not want autocratic leadership have internal locus, control, and highly confident, and therefore do not need directives

Recip – solicit employee input with shared leadership. Appropriate, when subordinates want to be involved have internal control, high inability.

Oriented – set difficult, but achievable goals, exert course subordinance to perform at their highest level, and reward them for doing so.

108
Q

Normative leaders

A

Use one of five decision-making styles appropriate for the situation

Decide

Consult individuals

Consult group

Facilitate
Delegate

109
Q

Contingency managers

A

Analyze the employee capability level and select the autocratic consultative participative or empowerment style for the situation.

110
Q

two distinct aspects of employee capability

A

Ability and motivation

111
Q

How is employee capability measured?

A

Continuum from low, moderate high and outstanding

112
Q

two dimensions of behavior and for management styles of the contingency management

A

Direct behavior where manager focuses on getting the task done by training, directing control and behavior and closely overseen performance

Where the manager focuses on developing relationships by encouraging and motivate behavior without telling employee, what to do

The four management styles are autocratic consulted, participative, and empowerment

Autocratic style is highly directive and has a little concern with building

Consult of style is highly directive and highly supportive behavior and is appropriate when you’re interacting with moderately capable employees

Participative style is characterized by last directive, but still highly supported behavior and is appropriate when you’re interacting with highly capableemployees

Interesting and empowerment style requires, providing very little direction support for employees and as appropriate when you’re interacting with outstanding employees

113
Q

substitutes for leadership

A

Characteristics of subordinance characteristics of task characteristics of organizationi’m

114
Q

TQMR total quality management

A

Processing which everyone in an organization focuses on the customer to continually improve value

115
Q

The international organization for standardinzation ISO

A

World’s largest developer and publisher of voluntary international standards. Require suppliers, which they do business to be certified to ensure quality.

116
Q

Controlling the system process

A

Inputs preliminary control transformation process, concurrent control, output for reward control, customer stakeholder, satisfaction, damage control, and feedback

117
Q

prelimnary con

A

t anticipate and prevent possible problems by effective planning and organizing also called feed forward control; preventive maintenance

118
Q

concurrent controls

A

Actions taken during transformation to ensure that standards are quality control

119
Q

Rework controls

A

Actions taken to fix output you need to rework something when preliminary and concurrent control fail

120
Q

damage contr

A

actions taken to minimize negative impacts on customer attributable to faulty output

121
Q

feedback

A

Important control and use it every stage of the system to continue improve performance, such as customer evaluation

122
Q

could coaches and sport managers know that controls in which two areas are important

A

preliminary and concurrent control

123
Q

Feedback process

A

Feedback is essential if the system is to improve

Information, marketing, human resources, finances, operations

124
Q

Control process

A

Same for any organization, provides knowledge for continuous improvement Set objectives and standards because standards identify performance expectations and minimize negative impact and customers attribute to faulty output by controlling quantity quality time cost behavior and it’s important to use metrics

No, the quantity the quality time cost and behavior that are appropriate

An important part of control monitoring is measuring performance

Success factors are pivotal areas in which satisfactory results one for successful achievement of the objective for standard such as customer satisfaction

Compare performance of standards

Correct or reinforce is the last step of the control proce

125
Q

constant controls

A

Continuous use include self control, clan control, and standing plants

126
Q

self control

A

For some reason, use contingency management and balance, self control versus impose control, which is external for managers

127
Q

clan control

A

It’s about organizational culture and norms, which are powerful ways to shape our behavior

128
Q

standing plans

A

Policies, procedures and roles exist to influence behavior and recurring predictable situations and can’t be thought of as a taco

129
Q

periodic controls

A

Use on a regular fixed basis, such as an hourly daily weekly monthly quarterly orally so regular schedule report budget and pa prelimnary

130
Q

budgets

A

Common in a central control tool new budgets are preliminary controls, but as as the year progresses, they become concurrent control

131
Q

audits

A

Organization uses two type of objects, internal and external

Internal auditing department, whose responsibilities to make sure assets are reported accurately

A certified public accountant auditor to verify their financial states two major type of accounting management and then verify the organization’s financial statement through an external accounting audit

132
Q

management audit

A

Analyze the organization planning, organizing leading controlling function for improvements

133
Q

occasional controls

A

Observation so designated people, video

Exception principal is a principal about placing control in the hands of staff unless problems occur in which case people go to their supervisor for help

When problems and especially opportunities identified management option request these by a single employee, a committee or outside consultants and can be verbal discussions

134
Q

project contr

A

when non-recurring projects project managers need to install controls ensure that such projects are completed on time and on budget therefore types of control financial control, managing people, managing problems, employees, and product

135
Q

What are the two most important control tools?

A

Budgets and financial statements

135
Q

Accounting

A

Is the process of recording, summarize and analyzing and reporting financial transactions of an organization?

136
Q
A
137
Q

budg

A

plants for allocated resources to specific activities

138
Q

Who overseas the budget?

A

The chief finance officer, CFO usually cover a year and divided by month

139
Q

The master budget

A

Operating budgets – forecast revenues – budget operating expenses based on incoming revenues

Construction, assisting facilities, and other

– Balance sheet

140
Q

profit margin equation

A

profit margin = Totsl Revenue-Total Expenses

141
Q

fix cost

A

cost do not change business activity fluctuate

142
Q
A
142
Q

ostc

A
143
Q
A
144
Q
A

Org.admin. class (6 decks)

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