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Organisational Behaviour > Lecture 5 > Flashcards

Lecture 5 Flashcards

1
Q

What are the attributes and qualities of a manager?

A
  1. TECHNICAL COMPETENCE
    – Application of knowledge to tasks
  2. SOCIAL AND HUMAN SKILLS
    – Interpersonal relationships and judgement
  3. CONCEPTUAL ABILITY
    – Understanding the complexities of the organisation as a whole and its environment
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2
Q

What is the combination of attributes of a manager? Draw diagram

A

Slide 4

Y. ORGANISATIONAL LEVEL:
COMMUNITY, MANAGERIAL, TECHNICAL

X. ATTRIBUTES:
CONCEPTUAL, SOCIAL AND HUMAN, TECHNICAL COMPETENCE

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3
Q

What are the key strategies that contribute to the ability to exert positive influence according to Mann?

A
  1. Listening skills
  2. Empowering skills
  3. Respect
  4. Self-confidence
  5. Nurturing skills.
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4
Q

Future managers will need ____

A

…influencing skills

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5
Q

What are the characteristics of Managerial efficiency?

A

Efficiency

  1. Concerned with ‘doing things right’
  2. Focus is on the input and output requirements of the job
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6
Q

What are the characteristics of Managerial effectiveness?

A

Effectiveness

  1. Concerned with ‘doing the right thing’
  2. Focus is on the manner by which results are achieved and the effects on people
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7
Q

What are the measures and indicators of managerial effectiveness?

A

Measures

  1. The strength of motivation and the morale of staff
  2. The success of their training and development
  3. The creation of an organisational environment in which staff work willingly and effectively

Indicators

  1. The level of staff retention
  2. The incidence of sickness
  3. Absenteeism
  4. Level of complaints
  5. Poor timekeeping
  6. Accidents at work
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8
Q

What are the measures of managerial effectiveness?

A

Measures

  1. The strength of motivation and the morale of staff
  2. The success of their training and development
  3. The creation of an organisational environment in which staff work willingly and effectively
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9
Q

What are the indicators of managerial effectiveness?

A

Indicators

  1. The level of staff retention
  2. The incidence of sickness
  3. Absenteeism
  4. Level of complaints
  5. Poor timekeeping
  6. Accidents at work
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10
Q

What are the four basic styles of managerial behaviour according to the 3D Model?

DIAGRAM!

A

Slide 9

Relationship orientation (RO) - Task Orientation (TO)

  1. RELATED (HIGH RO)
  2. INTEGRATED (HIGH TO & RO)
  3. SEPARATED (LOW TO & RO)
  4. DEDICATED
    (HIGH TO)
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11
Q

What is Apparent and personal effectiveness according to Reddin?

A

Apparent effectiveness
• The extent to which the behaviour of the manager, for example, punctuality, giving prompt answers, tidiness, making quick decisions and good public relations, gives the appearance of effectiveness.

  • Personal effectiveness
    • The extent to which the manager achieves personal objectives, for example, power and prestige, rather than the objectives of the organisation.
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12
Q

What is the definition of apparent effectiveness according to Reddin?

A

Apparent effectiveness
• The extent to which the behaviour of the manager, for example, punctuality, giving prompt answers, tidiness, making quick decisions and good public relations, gives the appearance of effectiveness.

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13
Q

What is the definition of personal effectiveness according to Reddin?

A

Personal effectiveness
• The extent to which the manager achieves personal objectives, for example, power and prestige, rather than the objectives of the organisation.

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14
Q

Why is time management important?

A

‘Effective time management can help you to gain more control over your activities, increase your efficiency, improve your work/life balance and become proactive rather than reactive in preventing or dealing with problems. Getting to grips with time management should help you to reduce work pressures so that you will feel more relaxed, and others will be more likely to perceive you as calm and well-organised’.

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15
Q

What is the manager’s checklist according to Stewart?

A

Review questions that help to assess effective time management

  1. Am I giving adequate attention to current activities, to reviewing the past and to planning for the future?
  2. Am I dividing my time correctly between different aspects of my job?
  3. Have I changed what I am trying to do?
  4. Am I doing work that I ought to have delegated?
  5. Who are the people that I ought to be seeing?
  6. Do I organise my working day and week, as far as possible, according to priorities?
  7. Am I able to complete a task or am I constantly interrupted?
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16
Q

According to Senge, what are the characteristics of the learning organisations?

A

Basic features of a learning organisation include:

  1. Systems thinking
  2. Personal mastery
  3. Mental models
  4. Shared vision
  5. Team learning
17
Q

According to Garratt, what are the characteristics of the learning organisations?

A
  1. It encourages people at all levels of the organisation to learn regularly and rigorously from their work.
  2. It has systems for capturing and learning information and moving it where it is needed.
  3. It values its learning.
  4. It is able to transform itself continuously.
18
Q

What are the Key attributes of a learning organisation: Lane et al.?

A

A learning organisation:

  1. Understands that teams are the fundamental learning unit, not individuals.
  2. Develops a shared vision through which a singular purpose is established and learning is based on this purpose.
  3. Place learning in the mainstream of their operations.
  4. Has a culture that embraces questioning and change.
  5. Learning takes place in anticipation of change, not as a tactical response to problems.
  6. Technology serves the workforce, not vice versa.
  7. Learning is intentional and focused on strategy.
  8. Structure their processes and systems so that learning and teaching are included in the day-to-day work role making learning pervasive.
19
Q

What is TQM, Total Quality Management?

A
  • TQM is a way of life for an organisation as a whole, committed to total customer satisfaction through a continuous process of improvement, and the contribution and involvement of people.
  • Deming emphasised the importance of visionary leadership to TQM.
20
Q

What is Kaizen?

A
  • Kaizen is a Japanese concept which means improvement.
  • The Kaizen approach:
    1. analyses every part of a process to the smallest
    detail;
    2. sees how every part of the process can be improved;
    3. looks at how employees’ actions, equipment and materials can be improved;
    4. looks at ways of saving time and reducing waste.
21
Q

What is the kaizen approach?

A

The Kaizen approach:
1. analyses every part of a process to the smallest
detail;
2. sees how every part of the process can be improved;
3. looks at how employees’ actions, equipment and materials can be improved;
4. looks at ways of saving time and reducing waste.

22
Q

What is the balanced scorecard?

A

-> Aims to combine both qualitative and quantitative indicators of performance which recognises the expectations of various stakeholders.

‘The balanced scorecard does still include the hard financial indicators, but it balances these with other, so-called soft measures, such as customer acquisition, retention, profitability and satisfaction; product development cycle times; employee satisfaction; intellectual assets and organisational learning’.
Vliet Van de

23
Q

What are the underlying influences of employee engagement and commitment?

A
  1. People differ in work ethic and the manner of their involvement with work.
  2. People’s behaviour and level of commitment is influenced by the psychological contract and perceptions of its fairness.
  3. The nature of the reward system and satisfaction of needs and expectations in terms of economic rewards, intrinsic satisfaction and social relationships.
24
Q

Draw the Virtuous circle of employee engagement

A

Slide 20

THE ENGAGED COMPANY

CREATES

ITS CONDITIONS OF ENGAGEMENT

CREATES THE ENGAGED EMPLOYEE

CREATES

THE ENGAGED COMPANY

25
Q

What is ACAS related to Engagement and the people factor?

A

The people factor that influences employee engagement is about:

  1. Creating a vision, or story, that everyone feels part of.
  2. Understanding what motivates and engages employees 3. is it pay, flexibility or having a say?
  3. Giving employees a voice – in one-to-one dialogue, team meetings and via employee representatives or trade unions.
26
Q

What are the nine criteria of the EFQM model?

A

The EFQM model helps organisations understand their key strengths and potential gaps across nine criteria:

  1. Leadership
  2. Strategy
  3. People
  4. Partnership and resources
  5. Processes products and services
  6. Customer results
  7. People results
  8. Society results
  9. Business results
27
Q

What does the EFQM do?

A

The EFQM model helps organisations understand their key strengths and potential gaps across nine criteria.

28
Q

Draw the EFQM Model diagram

A

Slide 22

29
Q

There is now a solid body of research evidence that shows that firms with a more
qualified management workforce and a dedicated programme of management
development…

A

…perform better and have more sophisticated and higher quality product market strategies’

30
Q

What is the aim of succession planning?

A

Succession planning aims to ensure a sufficient supply of appropriately qualified and capable people are available to meet the future needs of the organisation.

31
Q

What should career progression include?

A
  1. Training and experience to equip managers to assume a level of responsibility compatible with their ability.
  2. Practical guidance and support to realise potential and satisfy career ambitions.
32
Q

What is CPD?

A

Continuing professional development

  1. Lifelong learning should be the concern of all employees in the organisation.
  2. Self-development is a key part of the CPD process.
  3. Relies on an organisational climate that will encourage people to develop themselves.
  4. Delegation and projects enable managers to provide others with opportunities for self- development.
33
Q

What is the key part of of CPD?

A

Self-development is a key part of the CPD process.

34
Q

What does CPD depend on?

A

Relies on an organisational climate that will encourage people to develop themselves.

35
Q

What are the top ten characteristics needed by managers

A
  1. Clear sense of purpose
  2. Strong values and personal integrity
  3. Commitment to developing others
  4. Champion of diversity
  5. Ability to engage and communicate across all levels
  6. Self-awareness and reflection
  7. Collaboration, networked and non-hierarchical
  8. Agile and innovative, technologically curious and savvy
  9. Personal resilience and grit
  10. Excellent track record of delivery
36
Q

Successful organisations and people; a reciprocal relationship
STEWART

A

‘People modify the working of the formal organization, but their behaviour is also influenced by it…. The method of work organization can determine how people relate to one another, which may affect both their productivity and their morale. Managers, therefore, need to be conscious of the ways in which methods of work organization may influence people’s attitudes and actions. Before behaviour is put down to individual or group cussedness, managers should look for its possible organizational causes’.

Organisational Behaviour (9 decks)

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