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Management T1
| Question | Answer |
|---|---|
| collection of people working together to achieve common purpose | organization |
| Intellectual capital examples | KSA- knowledge skills abilities |
| 3 Parts of Management | 1. Organizational Behavior 2. Human Resources 3. Strategy |
| Basic functions of Human Resources management (7) | 1. Planning 2. Recruitment 3. Selection 4. Onboarding and socialization 5. training and development 6. performance mgmt 7. compensation |
| Person who supports, activates, & is responsible for work of others | manager |
| 4 jobs of managers | planning, organizing, leading, controlling |
| Why should you care ab management? | 1. You will someday be managed 2. It affects the bottom line 3. most ppl arent good managers |
| Parts of the strategic mgmt process? | 1. Analyze 2. Formulate 3. Implement |
| Porter's 5 forces? | 1. industry competition 2.new entrants 3.substitute products or service 4.bargaining power of suppliers 5.bargaining power of customers |
| Father of science mgmt | Fredrick Taylor |
| "Theory of Beurocracy" | Max Weber |
| Push pull strategies | Mary Parker Follett |
| 2 big things from the Hawthorne studies: | 1. It was first big commissioned study 2. One of the first real studies with hard data |
| Theory X, Theory Y | Douglas Mcgregor, pos or neg views of employees |
| Contingency thinking | situational thinking, looks at situation |
| The DNA of the company, always there but not usually thought about | Organizational culture |
| Observible culture, can be verbal or non verbal such as symbols or structures (heroes rituals, language) | artifacts |
| Importance of organizational structure | Control structure, social glue, sense making, gives identity |
| Individual differences | perception, personality, attitude, affect |
| The way people explain events and observations | Attribution |
| When you blame someone for internal failure or success | Fundamental attribution |
| My success is internal | self-serving bias |
| 4 main perception tendancies | 1.stereotypes 2.halo effect 3.selective perception 4.projection |
| Big 5 of personality?? | 1. Extraversion 2. Agreeableness 3. Conscientiousness 4. Emotional Stability 5. Openness to Experience |
| How ppl relate to their environment based on their environment | personal conception |
| how people handle stress | emotional adjustment trait |
| Predisposition to act a certain way | attitude |
| Idea that our attitudes and beliefs don't match our behaviors | cognitive dissonance |
| 3 ways to reduce cognitive dissonance | 1. Change behavior 2. Change attitude 3. Justification |
| Summary of moods and emotions | affect |
| Moods and Emotions | Moods- long, low intensity, not directed at a thing....Emotion- short, intense, directed at a thing |
| Tuckmans model: | Forming, Storming, Norming, Performing, Adjorning |
| Three concerns of teams | Task performance, member satisfaction, future viability |
| Expected way of behavior in a team | norm |
| Types of teams | Committee, project team, virtual team, task force, self-managing, cross functional |
| IPO | Inputs, Processes, Outputs |
| Team effectiveness equation | Effectiveness = inputs + (process gains - process losses) |
| Process loss reasons 1 | 1. Composition of team not carefully considered & goal not clearly defined |
| Occurs when individual contribution isn't recognized | social loafing |
| Process loss reasons 2 | 2. improper team norms are established |
| How tight nit a group is | cohesiveness |
| Process loss reasons 3 | 3. Team members fail to understand social facilitation |
| Triplet and Milgram | Triplet: behavior is different in teams Milgram: did shock test |
| Process loss reasons 4 | 4. Team members tend to deindividualize and conform to groups |
| Symptoms of Groupthink | Illusions of invulnerability, collective rationalization, belief in teams inherent morality, self censorship, mind guarding, illusions of unanimity |
| Key to successful teams | Key is not what team communicates but how the team communicates |
| 3 E's to team communication | energy, engagement, exploration |
Created by:
themarshman
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