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  1. Personality Styles
    • Director (what)
    • Socializer (with whom)
    • Relator (how)
    • Thinker (why)
  2. Director Style
    Decisive actions/decisions, likes control, action, freedom to manage self, independant, competive, low tolerance for feelings and advice of others.
  3. Socializer
    Spontaneous actions/decisions, involvement, dislikes being alone, generalizes, dreams, jump from one activity to another, good persuasive skills
  4. Relator
    Slow at taking action/decisions, close and personal relationships, dislikes conflict, supports and listens to others, weak and self direction and goal setting
  5. Thinker
    Cautious actions/decisions, organization and structure, prefers objective task oriented and intellectual working environment, works slowly and precisely alone
  6. Getting along with: Director
    Be businesslike and achieve desired results, precise efficient and well orangized, argue facts not feelings
  7. Getting along with: Socializer
    allow tangents in conversation, be intersted in ideas and dreams, avoid conflicts and arugments, and compliment appearance
  8. Getting along with: Thinkers
    Well prepared, solid factual evidence, support their approach, allow time for analysis and deliberation
  9. Getting along with: Relators
    Warm and sincere, listen to concern and feelings, compliment on teamwork and ability to get along with others
  10. Range of Expression
    No two people are alike in how they express their thoughts and feelings and emotions. Become more effective by adjusting to interact with people at their range by either becoming more expressive or less expressive.

    Highest-socializer,director, relator, thinker-Lowest
    • The assignment of specific tasks to individuals along with the authority to carry out those duties.
    • Entrust responsibility that the task will be completed and leader kept informed of the progress
  12. When to Delegate
    • Time
    • Pressure
    • Favourtism
    • Responsibilities
    • Involvement
  13. Delegating - Time
    When you are willing totake the time and effort to do a skillful job of delegating
  14. Delegating - Pressure
    When your under pressure and must get rid of some of your responsibilities to protect/maintain your physical, emotional, mental, or spiritual health and wellbeing
  15. Delegating - Favourtism
    When delegating will be seen as fair and will not show favourtism or damage relationships with others
  16. Delegating - Responsibilites
    When you need more time for other responsibilites that only you can do especially things that will contribute more to you achieving your goals and your organizations goals, than the thing being delegated
  17. How to Delegate
    • Select the task carefully
    • Select the person carefully
    • Individual delegation meeting
    • group delegating meeting
    • follow up support
  18. The Pinch Theory
    • 1) Goals
    • 2) Roles
    • 3) Productivity
    • 4) Pinch
    • 5) Avoiding
    • 6) Feelings
    • 7) Crunch
    • 8) Smoothing over
    • 9) Pretending-Stalemate
    • 10) Quitting
    • 11) Negotiating, Mediating, Counselling
    • 12) Partings
    • 13) Prevention
  19. Motivation
    Vrooms Expectency Theory:

    • Efforts --> Performance --> Organizational Rewards --> Personal Goals
    • Expectancy --> Instrumentality --> Valence ( all happen in between above points )
  20. Expectancy
    Can I do the job?
  21. Instrumentality
    If I do the job, will it lead to rewards
  22. Valence
    How important are the rewards to me? do they match my personal goals?
  23. Adams Equity Theory
    Employees compare their inputs/outputs and job outcomes with those of referent others and then respond to eliminate any inequalities
  24. Adams Equity Theory - Principle of Fairness
    If a person feels inequitably or unfairly treated, the person will be motivated to reduce the inequity. They may reduce effort and not work as hard or as long, increase effort and work harder and longer, or quit
  25. Maslows Hierarchy of Needs
    • Physciological Needs
    • Safety Needs
    • Social Needs
    • Esteem Needs
    • Self-Actualization Needs
  26. Physiological Needs
    Basic of all human needs: food, water, sex
  27. Safety Needs
    Security, protection and stability ex. security, fire escapes
  28. Social Needs
    Need for love, affection, sense of belonging in ones relationships with others ex. rewards, parties, events
  29. Esteem Needs
    Esteem of others, respect, prestige, recognition, self esteem, mastery ex. promotions, responsibility
  30. Self-Actualization Needs
    Highest level, need to full fill oneself, grow and use abilities to the fullest. Ex. creative freedom, autonomy
  31. Email Etiquette
    • Proffessionalism - Spelling, Grammer, Structure, gender neutrality, not over using reply all, never resolve conflict
    • Efficiency - answer swiftly, avoid long sentences, meaningful subject
    • Effectiveness - Answer all questions, concise and to the point, personal, use cc field sparingly
    • Protection and Liability - Dont attach useless files, add disclaimers, dont reply to spam
  32. Diversity
    An array of physical and cultural differences that constitute the spectrum of human differences. Important because it provides youth and adults experience to increase their knowledge, understanding, and appreciation of difference; helps organizations develop by gaining a bigger pool of talent, skills, and ideas
  33. 6 Dimensions of of Diversity
    race, gender, mental/physical ability, age, sexual orientation, and ethnic heritage
  34. How to Promote Diversity
    • Internally: (1) hire more diverse individuals (2) Reducing the amount of turnover of diverse individuals (3) offer rewards and recognize diversity
    • Externally: affirmative action status; helping community, promoting externally
  35. 8 Point Summary of Diversity
    Embracing diversity, recruiting broadly, selecting fairly, provide orientation and training, sensitize all employees, be flexible, motivate individually, and reinforce employee differences
  36. Situational Leadership
    • Follower Readiness:
    • Low Readiness
    • Moderate Readiness
    • Moderate-High Readiness
    • High Readiness
  37. Leadership Styles
    • Telling - directive, provide task communication
    • Selling - increase in two way communcation control over decision making
    • Participating - consultative or concensus
    • Delegating - non-directive, little communication
  38. Subordinate Goal Setting
    • 1) Specify the general objective and tasks to be done, what, how, outcomes
    • 2) Specify how performance will be measured-physical units
    • 3) Specify the standard or target to be reached - level of performance/targets
    • 4) Specify the time span involved - deadlines, time, short/long term
    • 5) Prioritize goals - order of importance
    • 6) Rate goals accordingly to their difficulty and importance - emphasize right goals
    • 7) Determine coordination requirements - suboridnate and manager coordination
  39. Politicking
    The actions you can take to influence, or attempt to influence, the distribution of advantages within your organization
  40. Politicking Analysis
    • 1. Assess your organizations culture-learn as much as you can about the appraisal system
    • 2. Assess the power of others-know who controls what
    • 3. Assess your own power-what is your persona power level-expertise, info, charisma
  41. How to Politick
    • Frame arguments in terms of organizations goals, not your self interests
    • Develop the right image -dress, risk taker
    • Gain control of scarce resources- budgets, ect.
    • Make yourself indispensable
    • Be Visible
    • Get a Mentor
    • Develop Powerful allies
    • Avoid tainted members
    • Support your boss
  42. Ethical Decision Making - Ethics
    commonly thought of as rules or principles that define right and wrong conduct
  43. Ethical Screening
    • 1. Gather the facts
    • 2. Define the ethical issues
    • 3. Identify the affected parties
    • 4. Identify the consequences
    • 5. Consider character and integrity
    • 6. Think creatively about alternatives
    • 7. Check intuition
    • 8. Prepare to defend the decision/action
  44. Managing Change - Kotters stages of Change
    • 1. Establish a sense of urgency
    • 2. Form a powerful guiding coalition
    • 3. Develop a compelling vision and strategy
    • 4. Communicate the vision widely.
    • 5. Empower the employees to act on the vision
    • 6. Generate short-term winds
    • 7. Consolidate gains and create greater change
    • 8. Institutionalize changes in the organizational culture
  45. Overcoming resistance to change
    Education/Communication, Participation/Involvement, Support/Facilitation, Negotiation/Agreement, Cooperation, Explicit/Implicit, Coercion
  46. How to Fire an Employee
    • Corrective Action
    • 1. Verbal Warning
    • 2. Written Warning
    • 3. Written Suspension
    • 4. Written Termination
  47. Rules of Firing an Employee #1
    Must show "just cause" and "due process" otherwise you and your organization will be sued for wrongful dismissal
  48. Rules of Firing an Employee #2
    Document all incidents of corrective action -- verbal warning, written warning, and written suspension. Remember to have the employee signs these.
  49. Rules of Firing an Employee #3
    After you decide to fire the person get top management support, human resources support, and legal advice
  50. Rules of Firing an Employee #4
    Once the termination decision is made prepare for the firing day. There is no going back
  51. Rules of Firing an Employee #5
    Realize you will probably have a poor sleep the night before you terminate the person
  52. Flexible Work Arrangements
    • Compressed Work Week
    • Flex time
    • Job sharing
    • Telecommuting/telework
  53. How to Persuade
    • 1. Credibility
    • 2. Logical Reasoning
    • 3. Emotional Appeal
    • 4. Social Proof
    • 5. Ingratiation
  54. Social Proof
    Demonstrate to them that others are taking the same actions
  55. Ingratiation
    Getting someone to like you through flattery and compliments
  56. Logical Reasoning
    • Must pass three tests
    • 1. must uphold what your proposing
    • 2. must be supportable by facts
    • 3. must have an impact on the person your trying to persuade
  57. Emotional Appeal
    useing languages that touches peoples emotions, appeal to their fears, loves, joys, and fustrations
  58. Credibility
    character, being ethical, industrious, and dependable, and can be enhanced through charisma
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