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Bomi 7 > Review > Flashcards

Review Flashcards

1
Q

Executive level

A

Solves problems at policy and strategic level

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2
Q

3 communication behaviors

A

Assertive - Open and respectful of others rights

Aggressive - Open/closed, gives little consideration to others

Passive - inhibited, self denying

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3
Q

Lewins change model

A

Unfreezing - manager collects data

Movement - Manager identify plan (Timeline)

Refreezing - Change becomes the new status quo

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4
Q

Activates associated with conscious communication

A

Thinking - Senses internally, how one remembers

Behaving - Seen, felt, heard

Feeling - emotional, physiological. State of mind

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5
Q

4 types of general stress

A

Survival
Internal
Enviormental and job
Fatigue and burnout

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6
Q

Strategies to manage

A

Level 1 - Presentations - Q & A Sessions

Level 2 - Listening to dialogue, persuasive

Level 3 - Building of relationships prior to new ideas being presented

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7
Q

Jung Influence

A

Sensing types - Step by step, patient with details

Intuitive - Little patience, generate enthusiasm

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8
Q

4 types of problem solving

A

Appreciation techniques - Simple problem solving

Drill down technique - Break down complex problems. Simplified tree approach

5 Whys - 5 times, root cause problems quickly

Cause and effect diagrams - Who, what, where when. Fishbone diagrams

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9
Q

5 stages of team development

A

Forming - Roles and tasks defined

Storming -Tasks and function organized

Norming - Members exchange ideas. Cohesiveness begins to occur vs groupthink

Performing- interdependence occurring - problem solving

Adjourning - Dissolving team

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10
Q

4 Different communication

A

Facilitative - least expensive, not effective with rapid change

Educational - Public relations, announce proposed changes. Group to most likely accept things

Persuasive - Advertising. Dispelling fear of change

Coercive - Stringent and direct. Met with resistance. Requirements enforcement

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11
Q

Conflict Management

A

Long term- Focus on mediation or grievance not resolution

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12
Q

4 types of trail and error

A
  • Solution
  • Problem Specific
  • Non-Optimal
  • Needs little Knowledge
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13
Q

Swot Analysis

A

Strengths
Weakness
Opportunities
Threats

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14
Q

2 Types or organizational communication channels

A

Formal - Upward, downward, horizontal, external

Informal - Grapevine/Liaison, management walking around

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15
Q

Successful planning process

A 
Budgeting
Priorities
Conflict 
Resolution 
Determining policy
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16
Q

Constraint Factor

A

Natural - Bound by nature

External - Enforced by outside influences

Perceived - Assumed impossible, undesirable

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17
Q

Types of meetings

A

Routine - scheduled, boring

Info sharing - Can be training

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18
Q

Various types of planning

A

Strategic - To shape what organization is

Long Range - Development of plan to accomplish goal over the span of years

Tactical - Implemented quickly. Details to achieve strategic elements

Operational - engineering/Focus. day to day to support strategic plans

Singe-use/Shortage - one task, one function/goal. Developed by lower levels of management

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19
Q

Reverse Brainstorming

A
  • Helpful for difficult problems

- Look at cause vs solution

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20
Q

Roles of Various Members

A

The star - “Go to” person

The liaison - Group cohesiveness , link among sub groups

The Bridge - Knows individual members. Manage conflicts with in group.

The gatekeeper - offers current trends to outside world

Isolate - removes himself from network

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21
Q

Three classifications of goal commitment

A

1 - Official - Top management

2 - Operative - Mid management

3 - Operational - Identify performance expectations.

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22
Q

3 Levels of resistance

A

Level 1 - Based on facts and figures. Fear of rational environment being threatened

Level 2 - Resistance is physiological and emotional body physically reacts with out being recognized

Level 3 - Resistance is personal - Interpersonal

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23
Q

Two tools to resolve ethical dilemmas

A

1 - Step method - Logical, sequential, approach

2 - Check list method - Evaluate questions on 1 - 5 scale.

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24
Q

ERG Theory

A

Existence - Basic physiological needs and safety levels of Maslow

Relatedness - Interpersonal relationships - Esteem level of Maslow

Growth - Personal growth

Needs met simultaneously vs met one at a time

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25
Q

Key management functions

A

Planning
Organizing
Leading
Controlling

26
Q

3 negative listening beliefs

A

Hopelessness - Way it has always been

Worthlessness - Don’t feel worthy

Helplessness - Alone without support

27
Q

Heuristic model

A

“if then” flow chart approach

28
Q

Negotiation Strategic

A

Win/win
Win/lose
Third party

29
Q

Herzberg theory builds on Maslows

A

External hygiene - Pay and job security

Internal - Achievement

Doesn’t think its need to build from level to level but grouped into two categories

30
Q

8 Plans of planning cycle

A 
1- Analyzing your current position
2- Define your goal
3- exploring/evaluating options
4- Selecting best alternative 
5- Establishing a plan to achieve a goal
6- Review plan - "go" or "no go" decision
7- Implementing plan 
8- Solidifying plan
31
Q

5 Elements of SMART

A 
Specific 
Measurable 
Attainable 
Result 
Time
32
Q

Conscious communication includes

A

Thinking
Behaving
Feeling

33
Q

3 types of organizational change

A
  • Adaptive - least complex, hiring new staff
  • Innovative - Medium level and greater resistance focus on culture - flex time
  • Change management - process of developing a planned approach to change
34
Q

4 types of conflict

A

1 - Intrapersonal - needs not being met
Internal and unplanned

2- Structural - Conflicts due to departmental goals not induvial
External and unplanned

3- Interpersonal - Barriers to communication - exchange this type of conflict
external and unplanned

4- Strategic - Result from promotion or self interest. Seek goal regardless of whos in way.

35
Q

4 types of decision making

A
  • Optimizing
  • Satisfaction
  • Maximum
  • Minimum
36
Q

Strategic planning includes

A

Analysis, choice, implementation

37
Q

3 steps in controlling

A

Measuring - Determining progress

Evaluating - Comparing performance

Correcting - Taking action

38
Q

Conflict resolution

A

Short term. One or both parties satisfied

39
Q

Heathy Organization

A

Resilient
Just in Time
Military Precision

40
Q

Adams Equity Theory

A

Employees being motivated by appreciation.

What employees contribute is equal to the appreciation reward they receive.

41
Q

3 Components of organization culture

A

Beliefs
Styles
Norms

42
Q

3 Listening Competencies

A

Skill - Proficiency

Knowledge - Facts and Range

Attitude - Way a person acts, feels thinks

43
Q

Different approaches

A

1- Planned - response to environmental pressures
2- Unplanned - Difficult to predict, more frequently to planned
3- Tactical vs strategic - short term, for the moment
4- Strategic - Long term, org culture, mission and future
5- Evolutionary vs revolutionary - Occurs gradually w/ existing parameters
6-Revolutionary - Transformational change

44
Q

Gnatt chart - Bars

A
  • Easy to understand
  • Support spread sheet
  • Clear lines
45
Q

Control systems classified

A
  • Type of input
  • Dimension of control - Quality, time, cost, quantity
  • Timing controls
46
Q

Keys supportive team environment

A

Cooperation

Collaboration

Coordination

47
Q

Steps involved in change

A

Proposal- Determine need for change

Planning- Invite participation

Approval- Make final decision

Pre-implementation - Create climate change

Implementation- Implement the program

Maintenance - Adjust, on going monitoring of new program

48
Q

5 levels of Maslows Hierarchy

A

1- Physiological - basic needs. Food, water etc.

2- Safety - Physiological needs. Shelter, standard of living

3- Social- middle of hierarchy focus on the need to belong to a group.

4- Esteem - Once needs are met. Manager appreciation, feeling respected.

5- Self-Actualization - Highest level. All needs met, employee is motivated.

49
Q

Stress management is requirement

A

Physical
Emotional
Mental
Behavioral

50
Q

Manager level

A

Solves during implementation policy

51
Q

Pert Chart - Circles

A
  • Over see large projects
  • Focus on scheduling, cost controlling
  • Use to plan Gnatt Chart
52
Q

3 Elements of brain storming

A
  • Finding facts
  • Generating ideas
  • Finding solutions
53
Q

3 needs in McClelland Achievement

A

Focus on how individuals learn habits related to achieving

1- Achievement- Desire to excel at job. Achievement more important then finical reward.

2- Power - Desire to take control. Leadership offer opinions freely.

3- Affiliation- Develop close interpersonal relationships. Interest in coworker development.

54
Q

Delphi

A

Series of questions

Seeks to get participant opinions

55
Q

MBO - Management by Objective

A

Comprehensive planning, evaluating, development and control. Intent to create “Sense of ownership”

56
Q

Rational model

A

Focuses on sequence of steps

57
Q

Supervisor Level

A

Solves at procedural level

58
Q

Groupthink

A

Focus on conformity with in a team and occurs as a result of low levels in confidence and trust.

59
Q

Vrooms Expectancy model

A

Performance reward - performing at certain level results in reward

Effort performance - Certain effort acceptable performance can be achieved

Both can be negative or positive

60
Q

History of Organization

A

History
Environment
Staffing
Early Socialization Process

Bomi 7 (7 decks)

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