Management Skills Flashcards
1
Q
Management
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is the process of coordinating work activities so they are completed efficiently and effectively, with and through other people.
2
Q
True or False
Friedrick Taylor is known as the father of the Scientific School of Management.
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True
3
Q
What was Frederick Taylor’s belief?
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that there was one best way to proceed
4
Q
What were the four Principles of Scientific Management that Frederick Taylor developed?
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- Instead of executing tasks based on habit or past practice, work processes should be studied to determine the most efficient way to perform specific tasks.
- Workers should be assigned to their jobs based on their capabilities and motivation.
- Managers should monitor worker performance and provide training, instruction, and supervision to ensure that the most efficient methods of working are used.
- Managers should spend their time planning, organizing, and training to ensure that workers perform their tasks most efficiently.
5
Q
Who were the three leaders that developed the Classic School of Management during the Industrial Revolution?
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- Max Weber
- Henri Fayol
- Mary Parker Follett
6
Q
The idea of bureaucracy, as characterized by:
1. A well-defined hierarchy or chain of command with trained managers
2. Division of labor based on skills
3. Promotions based on competence
4. Complete records and written rules, procedures, and regulations.
was introduced by what management thought leader?
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Max Weber
7
Q
Who is considered the grandfather of modern management theory because he proposed general management principles applicable to all fields. Focusing on describing and explaining managerial activities.
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Henri Fayol
8
Q
Multiple Choice
Which of the following are considered principles of management according to Fayol?
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- Division of Work, Authority and Responsibility
- Discipline, Unity of Command
- Unity of Direction, Subordination, Remuneration
- Centralization, Scalar Chain, Order
- Equity, Stability, Initiative; Esprit de Corps
- All of the above
9
Q
Multiple Choice
Fayol’s managerial functions were grouped around what activities?
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- planning
- organizing
- commanding
- coordinating
- controlling
- All of the above
6
10
Q
Optimum performance with minimal effort is attained by dividing a job into individual steps or tasks and assigning workers to those segments.
14 principles of management - 1
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Division of work
11
Q
Authority comes with certain responsibilities
14 principles of management - 2
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Authority and Responsibility
12
Q
Employees must respect and obey their superiors
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Discipline
13
Q
Every employee must receive instructions from only one manager
14 principles of management - 4
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Unity of Command
14
Q
If there is a group of tasks with a common objective, then there must be a single person in charge and a single plan
14 principles of management - 5
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Unity of Command
15
Q
An individual’s interest is secondary to the general interest.
14 principles of management - 6
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Subordination
16
Q
Wages must afford maximum satisfaction to both the employee and the organization
14 principles of management - 7
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Remuneration
17
Q
The amount of authority that senior management will retain and what will be dispersed in the organization
14 principles of management - 8
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Centralization
18
Q
The formal line of authority from highest to lowest rank is a straight line that specifies which information is communicated
14 principles of management - 9
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Scalar Chain
19
Q
All employees and processes must have an appointed place
14 principles of management - 10
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Order
20
Q
Managers must strive for equity and equality of treatment. They must display a combination of kindness and justice
14 principles of management - 11
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Equity
21
Q
Managers must try to reduce employee turnover
14 principles of management - 12
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Stability of Tenure of Personnel
22
Q
Managers must take initiative
14 principles of management - 13
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Initiative
23
Q
There must be an emphasis on teamwork and effective communication for achieving it
14 principles of management - 11
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Esprit de Corps
24
Q
Who’s, key goal of an organization was to integrate the individual efforts of its employees into a synergistic whole and who’s idea was that shared goals and objectives should be set for all employees?
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Mary Parker Follett
25
# True or False
Mary Parker Follett did not promote two-way communication and to accomplish tasks, managers and workers did not need to adapt processes and assignments to each situation?
## Footnote
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False
| Promote two-way communication and adapt to each situation.
26
By changing aspects of the work environment workers respond positively and become more productive, this is known as the...
## Footnote
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Hawthorne Effect
27
# True or False
The Hawthorne Effect demonstrates that human behavior needed to become an important component in the study of management.
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True
28
# Multiple Choice
What psychological factors cause changes in human behavior within organized groups.
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1. what motivates them
2. their relationships at work
3. group dynamics
4. the role of the manager as a leader
5. the managers understanding
6. None of the above
7. All of the above
| 7
29
The leading figures in the behavorist/human relations school of management were?
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Chester Barnard and Frederick Herzberg
30
Who developed the idea of the “informal organization,” which stressed that effective communication and improved coordination among employees were essential and in fact the success of any organization depends on the cooperation of its employees. This is also known as what?
## Footnote
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Chester Barnard
Theory of Authority
31
# Multiple Choice
Barnard focused on the study of organizations as collaborative systems and argued that...
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1. Managers need to establish an effective communication system
2. systematically hire and retain competent workers
3. motivate employees
4. All of the above
32
Who proposed the two-factor theory, called the motivator-hygiene theory?
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Frederick Herzberg
33
# True or False
According to Herzberg, there are some job factors that result in satisfaction (motivation), while other job factors prevent dissatisfaction (hygiene)
| pay is a hygiene factor but leads to dissatisfaction when inadequate
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True
34
# Multiple Choice
Modern school of management thinking has put forth what concepts?
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1. corporate culture
2. emotional intelligence
3. Six Sigma
4. performance standards
5. employee motivation
6. All of the above
| 6
35
Peter Drucker and Tom Peters are the two leaders of what school of management?
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Modern
36
Hailed as the father of modern management and the first influential modern management thought leader
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Peter Drucker
37
Drucker believed the managers work should be defined by five basic operations.
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1. Setting objectives
2. Organizing
3. Motivating and communicating
4. Measuring
5. Developing people, including managers
38
Common factors identified by this co-author of **In search of Excellence**, the best business book of the 20th century
* staying close to the customer
* fostering innovation and nurturing “champions”
* using hands-on
* value-driven management
* sticking close to core competencies
* flattening the hierarchy
* empowering employees to make decisions
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Tom Peters
39
# True or False
Contemporary management blends and adapts scuentific, classic, human relations, and modernmanagement theories to respond to unique forces in today's workplace?
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True
40
# True or False
In the past few decades workplaces in the United States added more than 25 million computers, and the number of cellphone users jumped from zero in 1983, to 16 million by the end of 1993, to more than 300 million in 2018
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True
41
What is social capital?
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determined not just by what you know and can do but also by how connected you are to others and to what they know and can do.
42
The progression of a business through a series of phases over time is known as what?
## Footnote
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The Business Life Cycle
43
Launch, growth, shake-out, maturity, and decline or renewal are known as what?
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Five stages of the business life cyclce
44
Phase One: Launch
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Every organization begins by moving from planning and conceptualization to operations—the launching of new products or services.
45
Phase Two: Growth
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organizations experience rapid growth. Challenges include managing revenue, managing work and people effectively, and dealing with competition.
46
Phase Three: Shake-Out
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growth continues but at a slower rate, usually because of market saturation or new competitors. A decline in profits is often seen.
47
Phase Four: Maturity
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During this stage, organizations may seek to expand their customer base or invest in new technologies or emerging markets to extend their life cycle.
48
Phase Five: Decline or Renewal
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In the final stage of the business life cycle, sales, profit, and cash flow all decline. Organizations may accept their inability to adapt to the changing environment and exit the market. Many businesses decide it IS time to reinvent themselves and re-engineer the business (renewal).
49
# Multiple Choice
Forces affecting organizational design and dynamics
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1. Information
2. The speed of technological development
3. Change is rapid and constant
4. Technology, competition, and social and economic systems are global
5. Workforce and work are fluid and diverse
6. Performance imperatives have shifted from hierarchies and individuals to teams
7. Customers expect customization, convenience adn speed
8. Organizational structures and processes are constantly evolving
50
Global Human Capital Trends
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describes the rise of social enterprise organizations whose missions combine revenue growth and profit-making with respecting and supporting the environment and meeting the needs of the stakeholder network.
51
# True or False
The **culture of an organization** is manifested in the environment in which it operates.
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True
52
a situation that determines who becomes the leader of the group is called
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Situational leadership
53
Leaders that emerge based on their ability to meet the group's needs is called?
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Group approach leadership
54
A leader that has three intertwined goals: to achieve the task, to build and maintain an effective team, and to develop the skills of the team members is called?
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Action-centered leadership
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It is the “where”: where you want to go or where you want to take an initiative, is called what?
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Vision
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The description of steps to be taken to arrive at the vision. It shows the path to get there.
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Mission
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The beliefs and ideals shared by the team which create a shared culture and identity.
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Values
58
# The following defines what?
The ability to adapt to the workplace or situation so everyone is empowered to contribute creatively to executing the mission and achieving the vision.
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Leadership
59
Leadership....
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* is adaptive
* empowers
* recognizes contribution of others
* fosters creativity
* is about solving problems
60
Managerial objectives
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* Maintaining performance and productivity
* Planning and monitoring work to
* Building teamwork and collaboration
* Collecting and managing relevant information
* Making decisions based on data for the good of the organization
* Establishing and maintaining credibility in order to be able to influence others
* Creating a shared purpose and inspiring others to move toward it
61
# True or False
The ability to reach out to other individuals and teams for information, advice, or problem solving is called human capital.
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False
| Social Capital
62
# True or False
The human capital of an organization or a team is the sum of what employees know and can do.
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True
63
DOCA is the acronym for...
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Decisive, Optimistic, Calm and Analytical the four social/behavior style models
64
1. Assess yourself
2. Create a feedback report card
3. Document your decisions
4. Ask others
5. Understand how to build strength from differences
are all ways you can become....
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self-aware
65
Decisive **(D)**
| Characteristics of the Four Behavior Styles
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* Direct
* Determined
* Confident
* Forceful
* Independent
* Strong willed
* Inquisitive
* Goal oriented
* Competitive
* Fast paced
66
Optimistic **(O)**
| Characteristics of the Four Behavior Styles
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* Stimulating
* Friendly
* Talkative
* Spontaneous
* Enthusiastic
* Poised
* Articulate
* Creative
* Gregarious
* Positive
67
Calm **(C)**
| Characteristics of the Four Behavior Styles
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* Cooperative
* Patient
* Relaxed
* Accepting
* Empathetic
* Easy going
* Consistent
* Loyal
* Reliable
* Steady
68
Analytical **(A)**
| Characteristics of the Four Behavior Styles
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* Organized
* Factual
* Tactful
* Systematic
* Sensitive
* Precise
* Careful
* Disciplined
* Accurate
* Quality oriented
69
A few quick comparions of the four behavior styles
| Characteristics of the Four Behavior Styles
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* D’s and O’s are more outgoing.
* D’s and A’s are more task oriented.
* C’s and A’s are more reserved.
* O’s and C’s are more people oriented.
70
Every style has strengths and contributions
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* D's get it done.
* O's talk it through
* C's work it out
* A's think it through
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Warning: When we overuse our strengths, they can become weaknesses.
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* D's may run over others, become demanding and impatient
* O's may become overly agreeable or emotional
* C's may be slow to change course or decide
* A's may procrastinate, become 'nitpicky', be unduly stressed
72
# Adopt different approaches to working with different behavioral styles
With Decisives
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* Get to the point
* give them challenging projects
* variety and a fast pace
* recognize their results
* give them choices
* understand their need for control
* Encourage them to be aware of how their behavior is perceived
73
# Adopt different approaches to working with different behavioral styles
With Optimistics
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* Connect personally
* Be optimistic and enthusiastic
* Provide public recognition and attention
* Listen
* Minimize solitary work and isolated workspaces
* Understand their need for belonging
* Encourage themto develop details, deadlines and systems
74
# Adopt different approaches to working with different behavioral styles
With Calms
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* Provide complete information - what, why, how and when
* Voice appreciation for their contributions and support
* Give them time to think and prepare
* Provide opportunities to lead and to teach
* Ask them to develop challenging goals
* Understand their need for harmony
* Encourage them to start projects and make decisions more quickly.
75
# Adopt different approaches to working with different behavioral styles
With Analytics
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* Explain why
* Give them a problem to solve
* Give them time to plan and to check their work
* Avoid criticizing their work
* Support their quality focus
* Understand their need for accuracy and detail
* Encourage them to overcome perfectionism and procrastination
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Team
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A team has a shared purpose, an understood task or mission, relationships that are productive and interdependent and members who interact regularly.
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Team members....
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* Operate with a high degree of interdependence
* Share authority and responsibility for self-management
* Are accountable for the collective performance
* Work toward a common goal and shared rewards
78
The signs of a stagnant, ineffective team are as follows:
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* Lack results
* complain/dissatisfied
* interpersonal conflicts/hostility
* confussion about assignments, missed signals and unclear relationships
* decisions misunderstood or not carried through properly
* apathy and general lack of interest, involvement or motivation
* being late or missing meetings
* lack of communication
* lack of initiative, imagination or innovation
* negative reactions to leadership
* rejects new ideas
79
High performing teams...
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* Work toward challenging goals
* Are accountable as a group
* Communicate frequently and informally
* Have team members with expertise, interpersonal competence, and problem-solving skills
* Work across functional boundaries
* Exchange information and ideas
* Share recognition and influence
* Exhibit high levels of trust
* Agree on some behavioral ground rules
80
Effective teams members and leaders act in certain ways that lead to good performance.
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* Be on time.
* Come prepared.
* Pay attention to your colleagues.
* Minimize distractions when communicating; put smartphones away.
* Share opinions and feelings.
* Be loyal.
* Admit mistakes.
* Act for the good of the team.
* Say only what you mean.
* Express and resolve differences.
* Keep disagreements and arguments within the team.
* Criticize ideas, not people.
* Be open to other views.
* Ask for and offer help as needed.
* Ask, “Who else is affected? Who else needs to know?”
81
Who introduced the model *PHASES OF TEAM DEVELOPMENT*
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psychologist, Bruce Tuckman
82
Describe the model that is widely accepted and known as the *Phases of Team Development*
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Forming, Storming, Norming, and Performing
83
# True of False
These phases (Forming, Storming, Norming, and Performing) are all necessary and inevitable: they enable a team to grow, face challenges, tackle problems, find solutions, plan their work, and deliver results.
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True
84
Phase 1: Forming
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* often referred to as the 'honeymoon period'
* members are positive and polite
* required to remind them of the teams purpose and direction
* to clarify what the task is and what its accomplisments will be.
85
Phase 2: Storming
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* when people start to push against the boundaries
* the 'storm' usually starts as a conflict between team members
* people work and communicate differently and its at this phase these differrences may cause problems
* indicators your team is in this phase is the emergence of negative feelings and challenges to initial hopes and expectations.
* Your authority may also be challenged
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Phase 3: Norming
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* this is when team members start to resolve their differences, appreciate others strengths and respect you as a leader.
* characterized by open discussion
* conflicts are resolved and are seen as opportunities not obstacles.
* the team shows and feels mutual respect
* team task accomplishments begin to grow and are attained more regularly.
* socialize, ask one another for help and provide constructive feedback.
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Phase 4: Performing
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* the team reaches this phase when hard work leads, without friction, to acheive the team's goals.
* you will see evidence of strong relationships and strong team identity.
* they have confidence in their ability
* leadership is shared
* there is mutual support
* most important, the team is high-performing and successfully acheiving results
* you can delegate much of your work, and you can concentrate on developing the skills of team members.
88
The following are characteristics of what?
* Clear goals
* Open communication
* Effective role performance
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High performing teams
89
Characteristics of Task Roles: Deciding and Gaining Consensus
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* initiate activity
* obtain facts about the issues and information about members' feelings
* clarify and elaborate
* summarize
90
Characteristics of People/Process Roles: Climate Setting and Involving Team Members
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* support and encourage others
* set norms/gatekeeping
* harmonize and compromise
91
***Teams perform at their best when team leaders create conditions that encourage team members to manage themselves*** is the belief of one of the world's leading experts on group and organizational behavior.
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Richard Hackman
92
Hackman identifies 5 essential conditions for group success
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1. stable group composition
2. a clear and engaging direction
3. an enabling team structure
4. a supportive organizational context
5. the availability of competent coaching
93
Team Leadership: 10 tips for being a leader, peoplpe want to support.
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1. make leadership part of your job
2. empower the team
3. don't blame, criticize, humiliate or complain about people
4. don't brush off complaints
5. praise improvements, even minor ones
6. be a good listener
7. stand up for your team members
8. respect other people's ideas and opinions
9. admit when you are wrong or make a mistake
10. be upbeat, project confidence and optimisim
94
Understanding motivation: motivated employees are more engaged. There are three types of employees.
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1. Engaged: work with passion and feel a connection to their company
2. Not engaged: essentially are 'checked-out.' They sleepwalk through their day, no energy or passion for their work.
3. Actively disengaged: not happy at work and, in fact. are busy acting out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish. Actively disengaged employees do the most damage.
95
The following describes what?
Our most basic needs must be fulfilled before higher-level incentives motivate us.
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Maslow's Hierarchy of Needs
96
Maslow's heirarchy is commonly illustrated as a pyramid, from the **bottom upward**, the needs are:
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* Physiological (food, water, warmth, rest)
* Safety (security, safety)
* Love and Belonging (intimate relationships, friends)
* Esteem (prestige & accomplishment)
* Self-Actualization (achieving one's full potential including creative activities)
97
What is Douglas ***McGregor's Theory X?
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**Theory X**: a pessimistic view of employees' nature and behavior at work. These managers believe employees need to be controlled and monitored closely because they will try to get away with doing as little work as possible.
98
What is Douglas ***McGregor's Theory Y***?
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**Theory Y**: an optimistic view of employees' nature and behavior at work and encourages decentralization of authority, teamwork, and participatory decision making. These managers believe employees want to do a good job and that they need to be encouraged and recognized.
99
# The following defines....
A satisfied employee is not necessarily a motivated employee, but a dissatisfied employee is definately not motivated.
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Herzberg's Two Factor Theory
100
Herzberg's two factors are:
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1. Hygiene factor
2. Motivation factor
101
Herzberg's hygiene factors are...
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extrinsic conditions or environmental factors that determine the satisfaction or dissatisfaction level of employees. **Negative hygiene factors** are, low pay, poor working conditions or lack of job security. **Positive hygiene factors** are, status, good ergonomics and worker friendly policies.
102
Herzberg's motivation factors are...
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positive extrinsic or intrinsic influences that cause an employee to want to do a better job. **Extrinsic motivating factors** such as recognition, advancement, and increasing levels of responsibility and **intrinsic motivating factors** such as acheivement, growth, and interest are equally motivating.
103
Factors related to job satisfaction:
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* acheivement
* recognition
* the work itself
* responsibility
* advancement
* growth
104
Factors related to job dissatisfaction:
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* company policies
* supervision
* relationships with supervisor/peers
* work conditions
* salary and status
* security
105
# Motivating Different Behavior Styles
DECISIVES
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* allow them opportunities for decision making and authority
* assign challenging projects
* set a fast pace and provide variety
* recognize their achievements and results
106
# Motivating Different Behavior Styles
OPTIMISTS
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* encourage them to express themselves
* offer public recognition
* get to know them and be optimistic
* give them assignments that provide social interaction
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# Motivating Different Behavior Styles
ANALYTICALS
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* provide procedures and details
* recognize their effort and accuracy
* reinforce the importance of upholding quality and standards
* give advance notice of changes and then give them time to plan
108
# Motivating Different Behavior Styles
CALMS
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* off them teaching and team leader roles
* appreciate their contributions
* explain 'why'
* give them some time to think and work alone
109
The 7-step process to delegate a task
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1. identify what can be delegated
2. match the task to the employee
3. provide clear, detailed instructions
4. ask the delegate to paraphrase the instructions to check their understanding
5. express confidence in the delegate's success
6. monitor the progress
7. recognize their contributions, efforts, and results
110
# True or False
It is best practice to meet in person or through the use of a webcam when delegating a task, email is the worst medium to use.
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True
111
Four types of delegates
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The delegate has:
1. low motivation and low ability
2. low motivation and high ability
3. high motivation and low ability
4. high motivation and high ability
112
Delegation style to use for each of the four types of delegates
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Situation 1: Low Motivation and Low Ability
Delegation Style to Use: **Guiding**
Situation 2: Low Motivation and High Ability
Delegation Style to Use: **Encouraging**
Situation 3: High Motivation and Low Ability
Delegation Style to Use: **Coaching**
Situation 4: High Motivation and High Ability
Delegation Style to Use: **Advising**
113
Giving critical and constructive feedback
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Explore and clarify your ideas before the feedback session by reflecting on the following:
* What went wrong, and more importantly, why was it wrong?
* Is the issue for me about how the employee did the task or about the outcome?
* If the outcome was achieved, does it matter if it was done differently than I would have done it?
* Did I explain clearly the way I wanted the task done, in a step-by-step manner that the performer could follow?
* How do I know the employee understood this information?
* Will the feedback stimulate change or build resentment?
* Do I want to give this feedback because it will make me feel better and possibly have the opposite effect on the other person?
114
Feedback best practices
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* Avoid critical feedback provided spur of the moment.
* Be aware of your tone of voice, facial expressions, and body language.
* Don’t assume there is only one way to proceed.
* Base feedback on observable behavior that can be changed.
* Be specific. Describe what you saw, heard, and felt.
* Be descriptive, not judgmental. Talk about observable behavior, not perceptions or attitude.
* Do not use accusatory language.
* State your goal for the meeting and what you hope the outcome will be.
* Limit discussion to the most important aspects of performance.
* Acknowledge the employee’s emotions and ideas.
* Encourage the employee; reinforce what they are doing well.
* Ask questions for clarification.
* Engage in a dialogue, not a monologue.
* Determine if there are any obstacles to good performance facing the employee: people, resources, time, skills, or knowledge.
* Ask the employee to provide solutions.
* Get a commitment to the next steps.
* Draw out the consequences of each option after you have generated all of them.
* Summarize the agreement and timeline.
115
10 ways ineffective managers provide feedback:
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1. criticizing or disciplining in public
2. postone or avoid confronting the issue
3. making threats
4. focusing on the person instead of the behavior or performance
5. not supporting or acknowledging improvement efforts
6. giving lectures and refusing to listen
7. being wishy-washy and reluctant to be direct
8. not providing clear instructions
9. setting unclear expectations and priorities
10. not providing employees the resources they need
116
Guiding employees to improve their work performance based on their behavior style. DECISIVES
## Footnote
MOD4: Management Skills
* put plans in writing and fill in details
* estimate time needed more realistically
* cooperate more and compete less
* slow down when making decisions and interacting
117
Guiding employees to improve their work performance based on their behavior style. OPTIMISTS
## Footnote
MOD4: Management Skills
* put time aside to plan and schedule
* finish what they start and make note of the promises they make
* clean and organize your office
* be on time; reduce time spent socializing
118
Guiding employees to improve their work performance based on their behavior style. CALMS
## Footnote
MOD4: Management Skills
* start sooner and finish faster
* stay focused under pressure
* try new ways
* decide more quickly
119
Guiding employees to improve their work performance based on their behavior style. ANALYTICALS
## Footnote
MOD4: Management Skills
* act more and rely less on planning
* set time limits on tasks
* tolerate imperfection
* make decisions, even when they feel they need more information
120
The following 7 habits of highly effective people are based on whose book?
1. Be proactive
2. Begin with the end in mind
3. Put first things first
4. Think win/win
5. Seek first to understand and then to be understood
6. Synergize
7. Sharpen the saw
## Footnote
MOD4: Management Skills
Stephen Covey
" The 7 Habits of Highly Effective People"
121
# Define
Goal
## Footnote
MOD4: Management Skills
a clearly defined outcome that describes what you want to accomplish.
122
Goals also provide...
## Footnote
MOD4: Management Skills
* direction
* measurement of progress
* context for coaching and feedback
123
What does SMART stand for?
## Footnote
MOD4: Management Skills
S - smart
M - measurable
A - achievable
R - relevant, realistic, results oriented
T - time-bound
124
# **S**MART
Specific
## Footnote
MOD4: Management Skills
Refers to your entire goal statement. It should clearly describe the expectation, how success will be measured, and by when it will be achieved.
125
# S**M**ART
Measurable
## Footnote
MOD4: Management Skills
Describes the measures that indicate achievement of the goal. It should be clear and not open to interpretation.
126
# SM**A**RT
Achievable
## Footnote
MOD4: Management Skills
Is not part of the goal statement, but is the criterion that the goal can be reached.
127
# SMA**R**T
Relevant/Realistic/Results Oriented
## Footnote
MOD4: Management Skills
Is also not part of the goal statement. It has been proven many times that people are motivated to accomplish goals when they see their connection to the outcome and feel they are contributing to a successful result.
128
# SMAR**T**
Time-bound
## Footnote
MOD4: Management Skills
Refers to the deadlines and milestone dates.
129
What is planning?
## Footnote
MOD4: Management Skills
Planning:
* defines the course of action
* gives a rough estimate of the time required for work
* gives a clear idea of what is to be done
* helps to avoid duplication of effort
* allows you to manage time efficiently
* enables you to check that the resources required are available and suitable
130
# Multiple Choice
Planning includes which of the following elements?
## Footnote
MOD4: Management Skills
1. The objective/goal statement
2. The people
3. Communication
4. Resources/Methods
5. History
6. Time/Safety
7. All of the above
## Footnote
Correct answer - 7, All of the above
131
How do you know what task takes precedence over eveything else?
## Footnote
MOD4: Management Skills
Ask yourself these questions...
1.If I could do only one of the tasks on my list right now, which one would I choose?
2.Why?
3.What is the impact of choosing this task over another one—on me, on my team, on the department, on the organization?
4.Knowing this, would I still choose this task?
If you answered **YES** to the last question that is the task you should do right now.
132
# Multiple Choice
Which of the following will help you respond to shifting priorities?
## Footnote
MOD4: Management Skills
1. Don't take it personally, keep your cool
2. communicate clearly with management
3. use good management applications
4. track progress of projects closely
5. All of the above
## Footnote
Correct answer - 5, All of the above
133
The following are steps to what?
1. Write down the goal of the project
2. Establish a date for completion
3. Break the project down into steps then tasks
4. arrange the tasks in proper order
5. Break the tasks down further
6. Work backward from the deadline to set dates
7. Assign the steps and tasks
8. Schedule each task into the master list
9. Monitor progress; check in with others
## Footnote
MOD4: Management Skills
***Creating a Work Plan*** , which creates accountabilty for every detail of the task or project
134
What are some examples of objectives that are measurable
## Footnote
MOD4: Management Skills
* deadlines met
* accuracy reports
* error reports
* proposals
* sales reports
* plans
135
# The following is the definition of?
The process of making reasoned judgements that are logical, analytical, and well thought out. A way of thinking in which you do not automatically accept arguments and conclusions you are presented with, but rather question their reasoning in order to draw your own conclusions. Requires wanting to know what evidence supports a particular argument or conclusion.
## Footnote
MOD4: Management Skills
Critical Thinking
136
# The following is the definition of?
The process of finding solutions to overcome a specific problem.
## Footnote
MOD4: Management Skills
Problem Solving
137
The process of evaluating and making a choice between a number of options, is called?
## Footnote
MOD4: Management Skills
Decision Making
138
The ability to generate new ideas and/or new connections between ideas, is called?
## Footnote
MOD4: Management Skills
Creativity
139
Ideas that are formed without valid evidence to back them up, are called?
## Footnote
MOD4: Management Skills
Assumptions
140
Critical thinking is characterized by...
## Footnote
MOD4: Management Skills
* logic
* accuracy
* process
141
People who are critical thinkers are...
## Footnote
MOD4: Management Skills
* open minded
* informed
* mindful of alternatives
* clarifying and probing to formulate reasonable responses
142
# True or False
Questions allow us to gather information, uncover motives, encourage expression of ideas and thoughts and facilitate problem solving.
## Footnote
MOD4: Management Skills
True
143
When you ask questions, they....
## Footnote
MOD4: Management Skills
* engage us
* invite others to participate
* you are bound to learn something new
* help us get the most out of interactions with others
144
Asking the right question at the right time is called?
## Footnote
MOD4: Management Skills
an Intelligent Question
145
The following are steps of what system?
1. Know your purpose
2. The delivery
3. Listening
4. Evaluation
5. The payoff
## Footnote
MOD4: Management Skills
The Question System, what makes a question intelligent
146
The 5-Approaches **to** probelm solving
## Footnote
MOD4: Management Skills
* I solve it myself: individuals who figure it out for themselves
* You solve it: individuals who want others to figure it out
* Wait and See: individuals who avoid addressing the problem and postpone decision making
* I/We Solve it: individuals who include others
* We Solve it Together: individuals who share the problem-solving and decision-making processes
147
The 7-Step Process **for** Problem Solving
## Footnote
MOD4: Management Skills
1. define the problem
2. gather and analyze information
3. determine standards for the solution
4. generate alternative solutions
5. choose the best alternative
6. implement
7. evaluate and follow-up
148
A team effort in which multiple ideas and strategies are offered as possibilities to solve a problem or reach a goal is called?
## Footnote
MOD4: Management Skills
Brainstorming
149
Pros and Cons list identifies....
## Footnote
MOD4: Management Skills
* factors that support or work against the solution to an issue/problem
* highlights the positives and the negatives to be eliminated, reduced , or addressed
150
Blue sky thinking is also known as?
## Footnote
MOD4: Management Skills
"What-if" scenarios
151
# Define
Decision fatigue
## Footnote
MOD4: Management Skills
when the quality of decisions deteriorates. This happens when people have to make numerous decions in a short period of time.
152
How to avoid decision fatigue
## Footnote
MOD4: Management Skills
* let it go!
* take mental breaks
* narrow the choices as quickly as possible
* use checklists
* pass it on - delegate, then DO NOT micromanage
* give yourself a time limit
* when appropriate - sleep on it
153
# True or False
Innovation is the fuel for growth. When a company runs out of innovation, it runs out of growth.
## Footnote
MOD4: Management Skills
True
154
**Disruptive innovation** is an innovation that breaks new ground and introduces an entirely new structure, product, or capability such as....
## Footnote
MOD4: Management Skills
Uber, Netflix, Wikipedia, and, in their day, Google and Amazon
155
Convergent thinking
## Footnote
MOD4: Management Skills
relies on reason and logic to find the one best answer to a question or problem.
156
**Diver**gent thinking
## Footnote
MOD4: Management Skills
focuses on producing a broad variety of ideas (**DIVER**SE)
157
# True or False
Innovation is not key to productivity, achievement and high performance of the individual employee; it's only for strategists and researchers.
## Footnote
MOD4: Management Skills
False
## Footnote
It is KEY and IS NOT only for...
158
# True or False
**Intelligent risk taking** relies on a mindset that allows for the possibility of mistakes, and sets the expectation that mistakes will be quickly acknowledged and addressed.
## Footnote
MOD4: Management Skills
True
159
TWO-STEP RISK ASSESSMENT PROCESS
## Footnote
MOD4: Management Skills
1. Examine the risk - what could happen? how likely is this to happen? what are the consequences if it does?
2. Manage the risk - what can be done? what are the pros and cons? what are the impacts
160
High performers who rely on the data to be right and question the details can be described as which behavioral style?
## Footnote
MOD4: Pratice Quiz
1. results-oriented
2. implementer
3. none of the above
4. quality & task focused
5. visionary
## Footnote
4 - quality and task focused
161
Your role as manager when your team is in the Storming Phase of Team Development is to:
## Footnote
MOD4: Pratice Quiz
1. shift away from managing to supporting and giving the team more autonomy.
2. give up more control, delegate much of your work and concentrate on developing team members
3. remind the team about the team's purpose, set realistic goals and clarify each individual's role and expectations.
4. none of the above
5. redefine the team's goals, expectations, and continued training.
## Footnote
5 - redefine the team's goals, expectations, and continued training
162
Advice or intervention questions include:
## Footnote
MOD4: Pratice Quiz
1. What? How many? Who? When? Tell me more; can you give me an example?
2. What would happen if…? Why do you think they did it that way?
3. None of the above
4. What do you think we should do about this? Have you thought about doing this? Is there anything else you can do?
5. What happened to cause this result? How do you feel about that? What do you think it means? How do you know?
## Footnote
4 - What do you think we should do about this? Have you thought about....
