Management final

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Management final
2011-12-19 19:08:05

Chapter 11, 14 - 17
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  1. Stages of group development
    • Forming - define
    • Storming - conflict
    • Norming - closeness
    • Performing - fully functional
    • Adjourning - wrapup
  2. self managed work team
    essentially independent, have own tasks as well as traditional managerial responsibilities
  3. conflict
    • perceived incompatible differences resulting in interference or opposition
    • moderate level good = fuctional, viable, self-critical, innovative
  4. group member resources
    knowledge, skills, abilities, personal traits
  5. group size
    • affects performance and satisfaction
    • small faster and more cohessive
    • large more diverse with social loafers
  6. group cohesiveness
    the degree to which group memebers are attracted to one another and share group goals
  7. interpersonal communication process
    • sender encodes message by chosen medium to receiver who decodes to get message.
    • feedback to sender
    • noise is interference
  8. barriers to communication
    • filtering
    • emotions
    • information overload
    • defensiveness
    • language
    • national culture
  9. active listening
    listening to the full meaning without making premature judgements or interpretations
  10. motivation
    process by which a person's efforts are energized, directed, and sustained toward attaining a goal
  11. two-factor theory
    Heizberg, motivation - intrinsic factors are related to job satisfaction, extrinsic factors are associated with job dissatisfaction
  12. Theory Y and X
    • Y = assumes employees are creative, enjoy work, responsible
    • X = assumes employees dislike work, lazy, unresponsible
  13. goal-setting theory
    specific goals increase performance and that difficult goals when accepted result in higher performance
  14. Job Characteristics Model
    • a framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships, and impact their outcomes
    • skill variety
    • task identity
    • task signifigance
    • autonomy
    • feedback
  15. equity theory
    employee compares his job imput:outcomes ratio with that of relevant others and corrects any inequity
  16. expectancy theory
    individual tends to react in certain way based on expectation that the act will be followed by a given outcome and on attractiveness of that outcome
  17. trait theories
    • drive
    • desire to lead
    • integrity
    • self-confidence
    • intelligence
    • job-knowledge
    • extraversion
  18. behavioral theories
    • identify behaviors that differentiate effective leaders from ineffective leaders
    • task - people
  19. situational leadership theory
    focuses on followers readiness - extent to which people have ability and willingness to accomplish tasks
  20. transactional leaders
    leaders who lead primarily by using social exchanges or transactions
  21. transformational leaders
    leaders who stimulate and inspire or transform followers to achieve extraordinary outcomes
  22. control process
    measure, compare, take managerial action
  23. controls
    • feedforward - before
    • concurrent - in progress
    • feedback - after
  24. benchmarking
    search for best practices among competitors or noncompetitors that lead to their superior performance
  25. organizational effectiveness
    a measure of the appropriateness of organizational goals and how well those goals are met