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Midterm 1 Review
ALL eligible content for the final exam
| Term | Definition |
|---|---|
| Types of Managers | Top, Middle, First Line, Team Leaders |
| Top Manager | responsible for setting vision for the company |
| Middle Manager | responsible for executing company's big picture goals |
| First Line Managers | responsible for training + supervising entry level employees |
| Team Leader | managers responsible for facilitating teams towards goals while being responsible for... - plan + schedule team work - work efficiently w/ each other |
| What are the 3 Models? | 1. Types of Managers --> types 2. What Managers Do --> functions 3. What Skills Managers Have --> skills |
| 4 Functions | Planning = determining goals + strategies Organizing = deciding who does what + when Leading = motivating +inspiring employees Controlling = ways to stay on track to meet goals |
| Top 3 Mistakes Managers Make | 1. insensitive; bullying + intimidating 2. cold, aloof, arrogant 3. betrays trust |
| Transition to Management | Beginning: Have expectations of being a doer 6 Months In: expectations are wrong, not used to fast pace and heavy workload, overwhelmed 1 Year: delegate work, get the hang of it, and learn job is people development |
| What are the stages of self-management? | Self Assessment + Planning, Goal Setting, Self-and-Environment, Evaluating and Rewarding Progress |
| Self Assessment and Planning | assessing where you are, envisioning where you want to be, and assessing how you will get there * mimics the Planning Function |
| Goal Setting | setting small steps to achieve goals; SMART GOALS * mimics Organizing Function |
| Self-And Environment | keeping yourself motivated * mimics Leading Function |
| Evaluating Yourself + Rewarding Progress | seeing progress + rewarding yourself *mimics Controlling Function |
| Emotional Control Activities | 1. Count your blessings - write down 3 good things that happened that day; helps improve mood + reduce stress 2. Autobiographical Reflection - think about unique strengths and use it once a day for a week; improves mood + reduces stress |
| Team Productivity Equation | Actual Productivity = (Potential Productivity + Process Gains) - Process Losses |
| Process Gains | accomplish more in a team then if a person worked alone; information exchange, social facilitation, load balancing |
| Process Losses | accomplish less in a team then if a person worked alone; social loafing, group maintenance, production blocking |
| Norms | informal rules of expected behavior in a team |
| Setting + Maintaining Norms | Setting; team charter or through team leader exhibiting expectations Maintaining; repeated behaviors + actions |
| What are the two main roles team members play? | Task Roles - used to complete work or reach goals Social Roles - behavior used to build team cohesion and cooperation |
| How to maximize benefits of diversity in teams? | - get to know each others backgrounds - create time / space for questions - assume best intentions |
| Marshmallow Principle | start with a prototype (draft) then refine (revise) |
| Ethics | set of principles that define what is right and wrong for a person or groups |
| Ethical Behavior | behavior that conforms to a society’s accepted principles of right and wrong |
| Ethical Intensity | degree of concern people have about an issue |
| Factors of Ethical Intensity | top 2: magnitude of consequences, social consensus probability effect, temporal immediacy, proximity of effect, concentration of effect |
| How to encourage ethical behavior? | hire ethical behavior through testing, code of ethics, training, ethical climate, measure and enforce |
| Ethical Decision Making Model | 1. Identify the Problem 2. Identify the constitutes 3. dianose the situation 4. analyze the situation 5. make your choice 6. act |
| Shareholder View | Miltion Friedman; purpose of business is to maximize profit; only worry about the stockholder |
| Stakeholder View | Edward Freedman; purpose of business is to create value for society; worry about multiple shareholders |
| Social Responsibility | business obligation to pursue policies, make decision, and take actions that benefit society |
| CSR relationship w/ economic performance | There is generally a small positive relationship between social responsibility and economic performance. |
| Responsibility Strategies | Reactive - deny responsibility, do less than expected Defensive - admit responsibility, do bare minimum Accommodative - accept responsibility, do what is expected Proactive - embrace social responsibility, anticipate issues and do more than expected |
| Environmental Scanning | Systematically searching the environment for events that affect an org - routine, plan, or habit |
| Components of General Environment | Economy, Technology, Sociocultural, Political / Legal |
| Components of Specific Environment | Customers, Competitors, Suppliers, Advocacy Groups, Industry Regulation |
| General Environment | affects all businesses |
| Specific Environment | only affects specific firm / industry |
| Culture Formation | company founders imprint with own beliefs, attitudes, and values |
| Culture Maintenance | use stories, heroes, and ceremonies to emphasize culturally consistent actions, achievements, or changes |
Created by:
Zetiris
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