MGMT 310 Test 1 Flashcards
What are management skills?
Technical
Human
Conceptual
What are management functions?
Planning- goals, strategies, plans to coordinate activities
Organizing- tasks to be done, who is to do them, how tasks are grouped, who reports to whom, where decisions are made.
Leading- motivating, directing, selecting effective comm channels, and resolving conflicts
Controlling- monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations
Technical skills
-the ability to apply specialized knowledge or expertise.
Human skills
the ability to work with, understand, and motivate other people, both individually and in groups
Conceptual skills
mental ability to analyze and diagnose complex situations
What are management roles?
Interpersonal Roles
- figurehead
- leadership
- liaison
Informational Roles
- monitor
- disseminator
- spokesperson
Decisional Roles
- entrepreneur
- negotiator
- resource allocator
- disturbance handler
Primary levels of Analysis
Traditional management- decisions, planning, controlling
Communication- exchanging routine info and processing paperwork
Human resource management- motivating, disciplining, conflict, staffing, training
Networking- socializing, interacting with outsiders
Independent vs. dependent variables.
Independent- doesn’t depend on any other factors
Dependent- depends on other factors.
Effective vs. Efficient Productivity
Effective- when it successfully meets the needs of its clients
Efficient- when it can do so at a low cost
Random Assignment
Assigning employees to different jobs
Turnover
More satisfied employees are less likely to quit.
Absenteeism
Negative relationship between satisfaction and absenteeism
Productivity
An organization is productive if it achieves its goals by transforming inputs into outputs at the lowest cost.
Requires effectiveness and efficiency
Manager
An organizational member who achieves goals through other people
Organization
A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals
Organizational citizenship behavior
Discretionary behavior that is not part of an employee’s formal job requirements, and that contributes to the psychological and social environment of the workplace.
Forces for change in organizations today
Technical Innovation
Globalization
Changing demographics and diversity
Employee Empowerment
Organizational commitment
Employee identifies with a particular organization and its goals and wishes to maintain membership in the organization
Empowerment
Increasing economic strength
Capacity
The ability or power to do, experience, or understand something.
Ability
An individual’s capacity to perform the various tasks in a job
Kinds of ability
Intellectual Ability (intelligence) -the capacity to do mental activities
Physical Abilities
-Strength, stamina, speed, flexibility
Job-ability fit
Employee’s abilities
Meeting
Job’s ability requirements
Levels of diversity
Surface-level
-not thoughts and feelings, can perceive one another through stereotypes and assumptions.
Deep-level
Sharing personality and values.
Disadvantages
Ambiguity Complexity Confusion Miscommunication Difficulty in reaching agreement
Advantages of Diversity
Multiple perspectives Greater openness to new ideas New markets Increased creativity Increased flexibility Increased problem-solving skills
Effective diversity management
- Initiate conversations about differences
- Ask people about needs and preferences
- offer options
- personalize your style
- build on strengths
- pursue different perspectives
Predicting human behavior
Systematic Study- looking at relationships, attempting to attribute causes and effects, and basing our conclusions on scientific evidence
Terminal Values
Desirable end states of goals
Type of life or feelings.
Instrumental Values
The ways/means for achieving one’s terminal goals
Adjectives describing a person
Power distance
Degree to which people in a country accept that power in institutions and organizations is distributed equally.
High power- low equality (Mexico)
Low power- high equality (US)
Individualism vs. collectivism
Individualism- degree to which people prefer to act as individuals rather than as members of groups
Collectivism- tight social framework in which people expect others in groups of which they are a part to look after them and protect them
Masculinity vs. Femininity
Masculinity- culture favors traditional masculine work roles of achievement, power, and control. Values are characterized by assertiveness and materialism
Femininity- little differentiation between male and female roles; a high rating indicates that woman are treated as the equals of men in all respects of the society.
Uncertainty Avoidance
Society feels threatened by uncertain and ambiguous situations and tries to avoid them.
Time orientation
Long-term: culture attribute that emphasized the future, thrift, and persistence.
Short: culture emphasized the past and present, respect for tradition, and fulfillment of social obligations
Affect
Emotions- intense feelings that are directed at someone or something
Moods- feelings that tend to be less intense than emotions and that lack a contextual stimulus
3 Attitude Types
Cognitive- opinion or belief
Affective- emotional or feeling
Behavioral- intention to behave in a certain way toward someone or something.
3 things that impact job satisfaction
Pay, but only up to about $40,000 per year
Self-efficacy: competence and confidence
Overall resilience and optimism
Attitudes and their components
.
Job satisfaction and its effects
Describes a positive feeling about a job, resulting from an evaluation of its characteristics
Cognitive dissonance
Any incompatibility between two or more attitudes or between behavior and attitudes.
Impact of satisfied and dissatisfied employees
Exit
Voice
Loyalty
Neglect
Exit
Directs a behavior toward leaving the organization, including looking for a new position as well as resigning
Voice
Actively and constructively trying to improve conditions, including suggesting improvements, discussing problems with superiors, and undertaking some forms of union activity
Loyalty
Passively, but optimistically waiting for conditions to improve, including speaking up for the organization in the face of external criticism and trusting the org and its agreement to “do the right thing”
Neglect
Passively allows conditions to worsen and includes chronic absenteeism or lateness, reduced effort and increased error rate
Surface Acting vs. Deep Acting
Surface acting- hiding inner feelings and forgoing emotional expressions to appear happy.
Deep acting- trying to modify inner feelings.
Displayed emotions v. FELT emotions
Displayed- facial expressions. Changing outside appearance.
Felt- emotions that we feel.
Affective Events Theory
Employees react emotionally to things that happen to them at work, and this reaction influences their job performance and satisfaction
5 dimensions of Emotional intelligence
1) self-awareness- know how you feel
2) self-management- manage your emotions and impulses
3) self-motivation: can motivate yourself and persist
4) empathy: sense and understand what others feel
5) social skills: can handle the emotions of others
10 keys to happiness
Learn that wealth doesn't create happiness. Take control of your time Act happy Seek tasks that engage your skills and cultivate flow Exercise Get enough sleep Give priority to close relationships Focus beyond yourself Focus on gratitude Nurture your spiritual or connected self
Dimensions of intellectual ability
1) perceive emotions in self and others
2) understand the meaning of these emotions
3) regulate one’s emotions accordingly in a cascading model
Personality
The sum total of ways an individual reacts and interacts with others; measurable traits a person exhibits
Values
Specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence
Myers-Briggs type indicator
Extroverted v. Introverted
Sensing v. Intuitive
Thinking v. Feeling
Judging v. Perceiving
Should not be used as a selection tool
Big Five Model
Extroversion- sociable, assertive
Agreeableness- trusting, cooperative
Conscientiousness- responsible, persistent, organized
Emotional stability- calm, self-confident, secure under stress
Openness to Experience- curious, artistic, sensitive
Hofstede’s dimensions of cultural differences
Power Distance Individualism v. Collectivism Masculinity v. Femininity Uncertainty avoidance Long-term and short-term Orientation
What creates personality
Heredity
Environment
Situation
How does understanding personality and values improve our ability to manage, inspired and communicate with others in the workplace?
Provide understanding of the attitudes, motivation, and behaviors of individual cultures
Influence our perception of the world around us
Represent interpretations of “right” and “wrong”
Impact our judgements and decisions and how we interact with others.
Internal locus of control, conscientiousness
Use this factor to help decide on hiring
Affect vs. Emotions vs. Moods
Affect-broad range of feelings people experience, including emotions and moods.
Emotions- intense feelings directed at someone or something
Moods- less intense than emotions and often (not always) arise without specific events acting as a stimulus
