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Define Work Group.
-Two or more interacting/interdependent individuals who come together to achieve specific goal.
The two examples of Formal Work Groups
- -Command Groups
- =groups determined by organization chart and composed of individuals who report directly to given manager.
- -Task Groups
- =groups composed of individuals brought together to complete a specific job task
- =existence usually temporary because after completion group breaks up
Name the five stages of group development and describe each
- -Forming (two phases)=P1, occurs as people join group
- =P2, defining groups purpose, structure, leadership
- -Storming=conflict over who will control group and what needs to be done
- -Norming=close relationships develop and group becomes cohesive
- =group structure is in place and accepted by group members
- =group prepares to disband
What four things make a team effective?
- =adequate resources
- =level of trust
- =performance eval./rewards
- -Work Design
What are Cross-Functional Teams?
-Groups that bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each other's jobs.
Describe the three main points of Self-Managed Teams
- -Groups that are essentially independent
- -Take on traditional managerial responsibilities, like hiring
- -Evaluate Performance
-Management function where you monitor activities to ensure completion
Control is important because it involves these three things...
- -Empowering employees potential
- -Protecting the workplace
Name the dimensions of "the planning-controlling link" in order
Name the three steps of the control process
- -Measure actual performance
- -Compare actual performance against standard
- -Take managerial action to correct deviations or to address inadequate standards
What are the four ways that managers measure?
- -Personal observation
- -Statistical reporting
- -Oral reports
- -Written reports
What do managers measure?
-This determines what people in the organization will attempt to excel at
What are the two main ways of correcting actual performance, describe each.
- -Immediate corrective action
- =corrects problem at once
- =gets performance back on track
- -Basic corrective action
- =how and why performance deviated before correcting the source of deviation
What are the three types of control, describe
- -Feed forward control
- =anticipates problems
- =prevents problems
- =takes place be the actual activity
- -Concurrent control
- =corrects problems as they happen
- -Feedback control
- =corrects problems after they occur
You already know it, but what does S.M.A.R.T. stand for?
- -Results based
- -Time sensitive
What is the S.B.I. message? Describe the three parts
- -Standard Behavior Impact
- =can be used in reinforcing/corrective feedback
- =overall requirements, common standards
- =in relation to standards and performance
- =how it makes the audience feel, takeaways
Describe a leader
- -Someone who can influence others
- -Someone with managerial authority
-Process of leading a group and influencing that group t achieve its goals
What is the Traits Theory of Leadership?
-Theories that isolate characteristics (traits) that differentiate leaders from non-leaders
Define the behavioral theory of leadership and name the four main styles of leadership
- -Theories that isolate behaviors that differentiate affective leaders from ineffective leaders
- -Autocratic, Democratic, Laissez-Faire, Human Relation
What is the Situational Leadership Theory (SLT)?
-Leadership contingency theory that focuses on followers' readiness
What is unique about situational leadership theory (SLT)?
- -Focuses on the followers as opposed to the leader
- -Acknowledges that followers accept/reject the leader
Identify and define the four situational leadership styles.
- =defines roles/tells people what, how, when, where to do tasks
- =provides both directive/supportive behavior
- =leader and follower share decision making
- =main roll of leader is to facilitate and communicate
- =provides little direction/support
Identify and define the four stages of follower readiness
- =people are both unable/unwilling to take responsibility
- =followers aren't competent or confident
- =people are unable, but willing to do necessary tasks
- =followers are motivate, but lack appropriate skills
- =people are able, but unwilling to do what leaders wants
- =followers are competent, but don't want to do something
- =People are both able and willing to do what is asked of them