bma 357 - jterm
Help!
|
|
||||
|---|---|---|---|---|---|
| Japan Group Dynamics | Groups of workers solve own problems
Workers monitor and control quality
Task is assigned to group then divided among members
Members work for group instead of for themselves
Group members strive to help one another
🗑
|
||||
| US Group Dynamics | Managers provide solutions
Official inspectors check for quality
Task assigned to manager who delegates
Workers strive for own success
Group members strive to do better than each other
🗑
|
||||
| Group Factor: Size | leadership demands, membership clicks, formalized process, social loafing/free riding
🗑
|
||||
| Group Factor: Members Composition & Roles | role perception, role expectations, role conflict
🗑
|
||||
| Group Factor: Interactions Among Roles | positive actions, attempted answers, questions, negative actions
🗑
|
||||
| Group Factor: Norms | aids in survival of group, simplifies group behavior, expresses control & values of group
🗑
|
||||
| Group Factor: Conformity | behavior becomes of group because of pressure
🗑
|
||||
| Group Factor: Cohesiveness | degree attracted to group + person remains in a group, groupthink (decisions without sufficient info) -> potential for groupthink can be reduced by having demographic heterogeneity
🗑
|
||||
| Group Factor: Leadership | Task-oriented – concern with accomplishing goals + Relationship-oriented – concerned with personal needs
🗑
|
||||
| Group Factor: External Forces | Organization Strategy, Corporate Culture, Incentive, Resources
🗑
|
||||
| Groups tend to be more | accurate, slower, creative, less efficient, and reduce resistance to change
🗑
|
||||
| Communication Styles | denying, protecting, exposing, bargaining, actualizing
🗑
|
||||
| Self denying style | when individual isolates/withdraws from others => introvert
🗑
|
||||
| Self protecting style | when individual only probes other, not themselves
🗑
|
||||
| Self exposing style | always encouraging others to focus on them and to give feedback
🗑
|
||||
| Self bargaining style | a person who is willing to open up and give feedback, only if others do the same
🗑
|
||||
| Self actualizing style | a person who provides appropriate amount of information about themselves, while providing constructive feedback to others
🗑
|
||||
| NON VERBAL COMMUNICATION (Kinesics) | Many times can be stronger than verbal communication
🗑
|
||||
| Physical contact/motion | touching, gestures
🗑
|
||||
| Personal characteristics | posture
🗑
|
||||
| Location | distance in conversation, seating arrangements, bosses desk
🗑
|
||||
| Audio quality | monotone, volume, laughing, silence
🗑
|
||||
| EFFECTIVE/ACTIVE LISTENING 1 | Have a reason or purpose for listening
Suspend judgment initially
Make eye contact
Exhibit gestures when you understand (head nod)
Resist noise
🗑
|
||||
| EFFECTIVE/ACTIVE LISTENING 2 | Pause before responding
Rephrase, in your own words, messages that are unclear
Occasionally acknowledge speaker
Repeat for better clarification
Make smooth transitions
🗑
|
||||
| EFFECTIVE FEEDBACK | Must be based on trust
Must be specific not general
Offered when receiver is ready to accept it
Include things receiver has control over
🗑
|
||||
| FACTORS AFFECTING THE AMOUNT OF FEEDBACK | Detrimental Factors
Beneficial Factors
🗑
|
||||
| Detrimental Factors | Aura of power
Distancing of relationships
Structural isolation
Autonomy
🗑
|
||||
| Beneficial Factors | Reduce power differences
Encourage constructive criticism
Reward subordinates that speak out
🗑
|
||||
| EFFECTIVE COMMUNICATION | Using the voice effectively
Employing nonverbal accompaniments
Structuring the message
Eliminating random
Developing audience rapport
🗑
|
||||
| STEPS IN EFFECTIVE NEGOTAITION | PREPARATION
CREATE VALUE
CLAIM VALUE
🗑
|
||||
| Preparation | Do background research:
Find out why a roadblock exists
Align negotiation with organization goals
Develop goals and strategies for upcoming negotiation
Develop Rapport to encourage trust:
Creates an environment for a win/win situation
🗑
|
||||
| Create Value | Identify superordinate goals
Work toward an amendable solution for both parties
Work together to develop goals
Educate your opponent
Brainstorm to identify alternatives
🗑
|
||||
| CLAIM VALUE | Good person/bad person
The nibble
Limited or no authority ® time constraint ® fast decisions
Take it or leave it approach
Puppy-dog approach
🗑
|
||||
| Negotiation Skills | Developing and Maintaining Rapport
Listening to Others
Display sensitivity to Others
Elicit Ideas, Feelings, and Perceptions of Others
Present Feedback
🗑
|
||||
| Developing and Maintaining Rapport | Create a relationship of mutual trust
Helps to build confidence
🗑
|
||||
| Listening to Others 1 | Have a reason or purpose for listening
Suspend judgment initially
Make eye contact
Exhibit gestures when you understand (head nod)
Resist noise
Pause before responding
Rephrase, in your own words, messages that are unclear
🗑
|
||||
| Listening to Others 2 | Occasionally acknowledge speaker
Repeat for better clarification
Make smooth transitions
🗑
|
||||
| Display sensitivity to Others | Understand the needs/feeling of others
Helps to build confidence
🗑
|
||||
| Elicit Ideas, Feelings, and Perceptions of Others | Use open-ended questions
🗑
|
||||
| Present Feedback | Must be based on trust
Must be specific not general
Offered when receiver is ready to accept it
Include things receiver has control over
🗑
|
||||
| GROUP FORMATION | Forming
Storming
Norming
Performing
Adjourning
🗑
|
||||
| Forming | test each other out
🗑
|
||||
| Storming | intragroup hostility
🗑
|
||||
| Norming | sense of concern + cohesion
🗑
|
||||
| Performing | members come to understand roles
🗑
|
||||
| Adjourning | sense of loss = party
🗑
|
Review the information in the table. When you are ready to quiz yourself you can hide individual columns or the entire table. Then you can click on the empty cells to reveal the answer. Try to recall what will be displayed before clicking the empty cell.
To hide a column, click on the column name.
To hide the entire table, click on the "Hide All" button.
You may also shuffle the rows of the table by clicking on the "Shuffle" button.
Or sort by any of the columns using the down arrow next to any column heading.
If you know all the data on any row, you can temporarily remove it by tapping the trash can to the right of the row.
To hide a column, click on the column name.
To hide the entire table, click on the "Hide All" button.
You may also shuffle the rows of the table by clicking on the "Shuffle" button.
Or sort by any of the columns using the down arrow next to any column heading.
If you know all the data on any row, you can temporarily remove it by tapping the trash can to the right of the row.
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
Created by:
876040441
Popular Management sets