Final Exam Flashcards
Estimated prevalence of email and meetings
23% of daily tasks involved ‘email’, average emails sent daily is 145 billion (15% spam), average 3 meetings daily for 158 minutes
Ranking US Influences
- Rational persuasion 2. exchange 3. integration
China
- Rational persuasion 2. integration 3. coalition 4. exchange 5. gifts/favors
Leadership
Inspiring, influencing, guiding others in a common effort
Management
Planning, organizing, controlling, and allocating resources in a common effort
Common traits in leaders
drive, desire, honesty/integrity, self-confidence, emotional stability, cognitive abilities, knowledge of business, (height)
Two general leader behaviors from Ohio State studies
concern for people & concern for production
4 Components of transformational leadership
Idealized influence, inspirational motivation, intellectual stimulation, individual consideration
Barling et al. study
Proved that transformation leadership can be learned. Pre-training and post-training comparisons
Situation 1
unable, unwilling, insecure - TELLING - high initiating structure & low consideration
Situation 2
moderate
unable, willing, confident
selling
high initiating structure & consideration
Situation 3
Moderate Able, unwilling, insecure Participating Low initiating structure High consideration
Situation 4
High
able, willing, confident
delegating
low initiating structure & consideration
Frederick W. Taylor
Use thorough study and testing to identify the best, most efficient way to do a job
Frank and Lillian Gilbreth
Motion studies to eliminate unnecessary movements in work
Henry L. Gantt
Refined production control and cost-control techniques
Max Weber
Exercising control with knowledge, seven elements of bureaucracies
Henri Fayol
Administrative abilities essential, fourteen principles of management
Hawthrone Studies
(Human Relations) studies’ results showed for the first time that productivity was strongly affected by workers’ attitudes and social relationships
Industrial Humanism (who)
Mary Parker Follett, Elton Mayo, Chester Barnard
System
parts operating independently to achieve a common purpose. Parts affect each other for good (synergy) or bad (undermining)
Competing Values (components/organization)
top: flexibility, bottom: stability, left: internal, right: external
Internal + flexibility
Cohesion, human relations
Flexibility + external
Innovation, systems
Internal + Stability
Control, administrative
External + stability
Productivity, scientific
Peter Drucker
First management guru
Problems w/ management by best seller
selective inclusion of anecdotal evidence & can encourage simplistic “do it because i said so” and “one-size fits all” thinking
Self-management process
Self assessment and planning, goal setting, self and environmental control, evaluating and rewarding progress
Morgenstern’s time management tips
delete, delay, diminish, delegrate
Frederick Taylor’s Four principles of scientific development
- develop a science for each element of work, 2. scientifically select, train, teach, and develop workers to help them reach their full potential 3. cooperate with employees to ensure that the scientific principles were actually implemented 4. divide work and responsibility equally
soldering
when workers deliberately slow their pace or restrict their work output
Rate buster
a group member whose work pace is significantly faster than the normal pace in his or her group
Max Weber’s Elements of Bureacratic Organizations
qualification based hiring, merit-based promotion, chain of command, division of labor, impartial application of rules and procedures, recorded in writing, managers separate from owners
