Management final study guide ch. 13-16

ch. 13-16

Tuckman’s 5 stage model

Stages meant to represent the process by which new or start-up teams evolve into fully function teams that achieve their goals.

• These stages aren’t of the same duration or intensity, and they don’t always follow the sequence

• When you join a team the team is most likely operating in there performing stage

5 stages

• Forming

• Storming

• Norming

• Performing

• Adjourning

Forming

The first of the five stages in which people get oriented and get acquainted. High degree of uncertainty

Storming

The second of five stages in which individual personalities, roles, and conflicts within the group arise. May be oof short duration or painfully long, depending on the goal clarity and commitment & maturity of members

Norming

The third of five stages in which conflicts are resolved, close relationships develop, and unity and harmony emerge. A “we feeling” of group cohesiveness emerges during this stage

Performing

Fourth of five stages in which members concentrated on solving problems and completing the assigned task, The duration of this stage depends on the complexity of the team’s goals and how well the team attends to team management processes

Adjourning

Fifth of five stages in which members prepare for disbandment. The leader can help ease the transition by rituals celebrating “the end” ad “new beginnings.” Parties, award ceremonies, graduations, or nock funerals

How to stimulate constructive conflict

Can be productive when:

• Your work group seems uninterested and unengaged, resulting in low performance

• There’s a lack of new ideas and resistance to change

• There are a lot of yes-people (expressing group think) in the work unit

• Employee turnover is high

• Managers seem overly concerned with peace, cooperation, compromise, consensus, and their own popularity rather than achieving work objectives

One of the most effective strategies to stimulate constructive conflict is to program it using devil’s advocacy and the dialectic method

Devil’s advocacy

Role-playing criticism to test whether a proposal is workable

Dialectic method

Is the process of having two people or groups play opposing roles in a debate in order to better understand a proposal

“Dark triad” of interpersonal attrivutes

• Narcissism

• Machiavellianism

• Psychopathy

Narcissism

Is defined as “a self-centered perspective, feelings of superiority, and a drive for personal power and glory.” Tend to have inflated views and seek to attract the admiration of others and fantasize about control

Machiacellianism

Displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles. Associated with counterproductive work behaviors

Psychopathy

Is characterized by a lack of concern for others, impulsive behavior, and a lack of remorse when the psychopath’s actions harm others. Can be a truly toxic influence in the work place

Trait approach to leadership

Attempts to identify distinctive characteristics that account for the effectiveness of leaders. Effective leaders are born with specific, inherent personality and psychological characteristics

Behavioral leadership approaches

Attempts to determine the key behaviors displayed by effective leaders. Effective leadership is determined by what leaders do, and not who they are

Fielders contingency leadership model

A model that determines if a leader’s style is (1) task-oriented, or (2) relationship-oriented and if that style is effective for that situation at hand

Task-oriented style

Focuses on achieving goals, ensuring efficiency, and completing projects effectively. Works best in either high-control or low-control situations.

• High control- leaders’ decisions produce predictable results because they can influence work outcomes

• Low control- leaders; decisions can’t produce predictable results because they can’t really influence outcomes

Relationship-oriented style

Focuses on building interpersonal trust, team cohesion, and collaboration. Works best in situations of moderate control

Encoding

Translating a message into understandable symbols or language

Decoding

Interpreting and trying to make sense of a message

Media richness

Indication of how well a particular medium conveys information and promotes learning

Rich media

Involves elements such as images, videos, and animations, which can enhance communication by providing context, emotion, and visual interest.

Lean media

Involves text-based communication such as emails and text messages, which are quick and efficient but may lack concern or emotion

Balanced scorecard

Gives top managers a fast but comprehensive view of the organization via four indicators: (1) financial measures, (2) customer outcomes, (3) internal business processes, and (4) the organizations innovation and learning activities

Financial measures

Focuses on measuring financial performance metrics such as revenue, profit margins, and return on investment

Customer outcomes

Focuses on measuring how well a company serves its customers

Internal business perspective

Focuses on the internal operational goals and the processes that drive performance within a company

Innovative learning perspective

Focuses on organizational improvement, innovation, and employee development

Balance sheet

Summarizes an organization’s overall financial worth- that is, assets and liabilities- at a specific point in time

Income statement

Summarizes an organization’s financial results- revenues and expenses- over a specific period of time, such as a quarter or a year

Father of quality management

W. Edwards Deming

Deming management

Proposed ideas for making organizations more responsive, more democratic, and les wasteful.

• Quality should be aimed at the consumer’s needs

• Companies should aim to improve the system, not blame workers

• Improved quality leads to increased market share, business opportunities, and employment

• Quality can be improved on the basis of hard data song the PDCA cycle