MGMT100 WEEK 7

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Anonymous
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241393
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MGMT100 WEEK 7
Updated:
2013-10-18 16:07:05
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Week 7
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  1. Culture (2 types)
    • Observable culture
    • Core culture -core  values that influence behaviuour and give rise to observable culture
  2. Observable culture
    • Stories - tales about events that convry core values
    • Heroes - people past and present that convey core values (special attention for accomplishments, includes founders and role models)
    • Rites and rituals - celebration and events that convey core values, ceremonies, meetings,traditions, weekly shit
    • Symbols - language and other symbols that convey core values (jargon, dress codes, logos)
  3. Leaders in culture
    Leaders should establish and maintain a desired culture
  4. Criteria for values
    • 1. Relevance: Core values should support key performance objectives
    • 2. Persuasiveness: Core values should be known by all members of organisation and group
    • 3. Strength:Core values should be accepted by everyone involved
  5. Communication is essential for: (6)
    • 1 – establishing and maintaining interpersonal relationships
    • 2 – listening to others
    • 3 – gaining the information needed to create an inspirational workplace
    • 4 – handling conflict
    • 5 – negotiating successfully
    • 6 – leading successfully.
  6. Noise (6)
    • 1. Semantic problems
    • 2. Absence of feedback
    • 3. Improper channels
    • 4. Physical distractions
    • 5. Status effects
    • 6. Cultural differences
  7. Perceptual distortions
    • Stereotypes
    • Halo effects
    • Selective perception
    • Projection
  8. Effective vs Efficient communication
    • Effective: Intended meaning is identical to the interpreted meaning
    • Efficient:  Occurs at a minimum cost
  9. High richeness Communication
    • Personal
    • Two way
    • Slow
  10. Low richness communication
    • Impersonal
    • One way
    • Fast
  11. Rules for active listening (5)
    • Listen to message content
    • Listen for feelings
    • Respond to feelings
    • Note all cues verbal and non verbal
    • Paraphrase and restate
  12. Proxemics and space design
    Interpersonal space is an important verbal cue
  13. Conflict - disagreement between people on:
    • Substantive issues- e.g goals
    • Emotional issues- e.g distrust and personality clash
  14. Functional Conflict
    • Moderate intensity conflict
    • Constructive, stimulates people towards greater work efforts, cooperation and creativity
  15. Dysfunctional Conflict
    • Low intensity and very high intensity conflict
    • Destructive, hurts task performance
  16. Conflict management styles
    • 1. Avoidance
    • 2. Accommodation (smoothing)
    • 3. Competition (authoritative command)
    • 4. Compromise
    • 5. Collaboration (problem solving)
  17. Open systems model for team effectiveness -inputs (4 points)
    • Nature of task
    • Organisational setting
    • Team size
    • Membership characteristics
  18. Group processes (the way the team interact and work together to transform inputs in to outputs) (5 points)
    • Communication 
    • Decision making
    • Norms
    • Cohesion
    • Conflict
  19. Open systems model for team effectiveness: Outputs (3points)
    • Task effectiveness
    • Member satisfaction
    • Team viability
  20. Stages of team development
    • 1. Forming
    • 2. Storming
    • 3. Norming
    • 4. Performing
  21. How to increase cohesiveness (6)
    • 1- Induce agreement on team goals.
    • 2– Increase membership homogeneity.
    • 3– Increase interaction among members.
    • 4– Decrease team size.
    • 5– Introduce competition with other teams.
    • 6– Reward team rather than individual results
  22. Problems in teams
    • Personality conflicts
    • Differences in work styles
    • Task ambiguity
    • Social Loafing - reduction in individual effort when working with others
    • Free rider effect
  23. Manager's roles in teams
    • Supervisor- appointed head of unit
    • Network facilitator- peer leader
    • Helpful participant- contributing member
    • External coach - mentor

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