management test 4

groups + teams vs individuals / advantages

-more effort resources
-greater variety (knowledge, skillfulness)

groups + teams vs individuals / disadvantages

-changes timeline because you can't make a decision in the moment
-ambiguous responsibility

groups

common identity and common purpose

teams

common identity, purpose, and are interdepedent

interdependent

outcome is dependent on each other

synergy

group output is greater than inputs ; good team dynamic

process losses

the dynamic of the team makes the output worse ; bad team dynamic

status effects

we infer status based on what we see or hear before we know people ; has an unfavorable effect

groupthink

pressure to agree

abilene paradox

failure to participate fully

domination

one person forces their opinion on others could be bc of groupthink or accommodation

accommodation

you don't want to be the person who creates the problem

avoidance

avoiding conflict but you need to face conflict

compromise

no one gets exactly what they want but everyone can deal with the decision

integration / collaboration

requires more effort and more time but looks beyond compromise

first stage of team development

forming - process of getting orientated

second stage of team development

storming - emergence of individual personalities and rules and conflicts within the group

third stage of team development

norming - conflicts are resolved and relationships within the team are formed ; group will be formed into a team and norms / rules are created for the team

fourth stage of team development

performing - leader focuses on empowering the team to do the job

fifth stage of team development

adjourning - members prepare for disbandment

dysfunctional conflict

conflict that hinders the organization's performance or threatens its interests

functional conflict

conflict that benefits the main purposes of the organization and serves its interests and team members can discuss and settle disagreements without fear

programmed conflict

conflict designed to elicit different opinions without inciting people's personal feelings

devils advocate

taking the side of an unpopular point of view for the sake of argument

dialectic method

role-playing two sides of a proposal to test whether it is workable

manager

person whose/influence on others is based on appointed managerial authority of their position

leader

person with personal power who can influence others beyond that associated with their formal authority alone

legitimate authority

formal authority that comes with job title

reward

give good things to people who perform well

coercive

can punish or demote someone to someone performing poorly, power in a person

expert

special knowledge or skills

referent

power of your personality ; leader's have this

attitude

reflects leadership and is contagious

positive attitude

ability to recognize problems but not to dwell and complain about them

negative attitude

always looks at the downsides

humility

putting people first

strong work ethic

willing to work hard

people focus

earn the respect of people so they can follow you

appreciation

highly effective and very inexpensive

character

power reveals a person's true character

charisma

special quality of personality that inspires allegiance and devotion

charismatic leadership

compelling vision that inspires their followers

transformational leadership

enthusiastically and effectively communicate their vision to others and transforms employees to pursue organizational goals over self interest

servant leadership

putting other's first and serving others

follower ship

leading through a willingness to help those in leadership positions ; importance of the first follower

personalized power

power directed at oneself

socialized power

power directed at helping others

narcissism

a self-centered perspective

machiavellianism

a cynical view of human nature and condoning opportunistic and unethical ways of manipulating people

psychopathy

a lack of concern for others

passive leadership

not real leadership

transactional leadership

leadership style that focuses on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance

communication

transfer and understanding of information from one person to another

sender

person saying the message

reciever

person getting the message

message

idea being communicated

encoding

communicating in a way that can be understood

decoding

how the message is being interpreted

channel

the media in which the message is being communicated ; ie face to face

feedback

return message from the sender to the reciever

noise

anything that interrupts the effectiveness of the message

intentional filtering "spin"

deliberately manipulating the message so it is more favorable to receiver

perpetual filtering

when a receiver hears part of the message and their frame of reference impacts what and how much of the message they pick up on / in the decoding process

information overload

the brain can only absorb so much information

language

without intonations, it's hard to accurately understand the message

how to give an effective presentation / 1

know your audience

how to give an effective presentation /2

focus more on content and prepare likely questions in the presentation

how to give an effective presentation / 3

give conclusions first

how to give an effective presentation / 4

use visual communication like data

nonverbal communication / visually

how you look and body language

nonverbal communication / vocally

how you sound

nonverbal communication / verbally

the actual words you speak

non verbal communication fact

90% of accurate information is communicated non verbally

media richness

how much information is communicated

leaned media

conveys much less information like letter

when it's important to use rich media

when information is sensitive

issues with lean media

lack of nonverbal communication and lack of feedback

grapevine

informal communication channel like in person

jargon

terminology specific to a particular profession or group

linguistic style

a person's characteristic speaking patterns—pacing

paraphrasing

form of communication that occurs when people restate in their words the crux of what they heard or read / part of feedback

mindlessness

a state of reduced attention expressed in behavior that is rigid

empathy

represents the ability to recognize and understand another person's feelings and thoughts

emotional empathy

ability to physically feel what another feels

compassionate empathy

we grasp a person's predicament and feel their feelings but also moved to help in some way

cognitive empathy

you can identify how another person feels and consider what they may be thinking

management by exception

control principle that states that managers should be informed of a situation only if data show a significant deviation from standards

three levels of control / 1

strategic control

three levels of control / 2

tactical control

three levels of control / 3

operational control

balanced scorecard

gives top managers a fast but comprehensive view of the organization via four indicators: financial

strategy map

a visual representation of the four perspectives of the balanced scorecard that enables managers to communicate their goals so that everyone in the company can understand how their jobs are linked to the overall objectives of the organization

budget

states the organizations planned activities for a given period of time in quantitative terms

total quality management

dedicated to continuous quality improvement

people orientation

everyone involved in organization should focus on delivering value to customers

improvement orientation

everyone should focus continuously improving the work processes

statistical process control

a statistical technique that uses periodic random samples from production runs to see if quality is being maintained within a standard range of acceptability

benchmarking

a process in which a company prepares its performance with others

balance sheet

summarizes an organization's financial worth (assets and liabilities) at a certain point in time

income statement

summarizes an organization's financial results (revenues and expenses) over a specified amount of time