Management Skills Final Exam

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95 Terms

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Feedback

Results of behavior related to individuals for their use and learning; focuses on past behavior, given in the present, with the goal of influencing the future.

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Effective feedback

Feedback that is understood, accepted, actionable, work-related, documented, timely, frequent, constructive, balanced, given in an appropriate setting, interactive, avoiding comparisons to others, and dealing with emotional reactions.

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Receiving feedback

Process that involves understanding different perspectives, not taking things personally, checking body language, listening, asking for clarification, and being open to suggestions for improvement.

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Why tell stories?

Stories are simple, timeless, contagious, easy to remember, inspire, appeal, and engage.

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STAR method

A framework for storytelling that includes situation, task, action, and result.

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Power

The authority to get things done, which may not generate respect; related to positional power.

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Influence

The ability to persuade others, generating respect and creating an impact without requiring a formal position.

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Interpersonal influence

Influencing other individuals or groups by establishing credibility and emotionally connecting.

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Procedural influence

Managing the rules or procedures used to exchange information and make decisions in a group.

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Cialdini’s 6 Principles of Influence

Liking, reciprocity, social proof, consistency, authority, scarcity.

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Effective leadership

Leadership that aligns actions with personal values.

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Group dynamics

The study of how people in a group conform, polarize, think collectively, or loaf socially.

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Conformity

Change in belief or behavior in order to fit in with a group.

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Group polarization

The tendency for group members' opinions to become more extreme than their privately held beliefs.

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Social comparison theory

The tendency for individuals to shift their opinions to gain approval or acceptance.

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Persuasive argument theory

A theory stating that shifts in opinion occur due to the introduction of new persuasive arguments.

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Groupthink

The tendency for group members to prioritize consensus and cohesion over critical evaluation.

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Social loafing

The tendency for individual effort to decline as group size increases.

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Decision making

The process of identifying and choosing alternative solutions that lead to desired results.

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The rational model

A decision-making process that involves identifying the problem, generating alternatives, evaluating them, and selecting the optimal solution.

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The non-rational model

Involves bounded rationality and chaotic decision-making where solutions are often not optimal.

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Simon’s Normative Model/Bounded Rationality

The idea that decision-makers have limited information and settle for 'good enough' solutions.

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Garbage can model

A chaotic model of decision-making where solutions and problems are not well-defined.

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Biases

Preferences or inclinations that can hinder impartial judgment.

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Heuristics

Mental shortcuts or rules of thumb that simplify decision-making but can lead to errors.

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Self-serving bias

The tendency to view oneself in a positive light and attribute successes to internal factors.

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Egocentric bias

The belief that one contributes more to a situation than others perceive.

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False uniqueness

The belief that one is unique or different from others in a favorable way.

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Illusion of control

The false perception of controlling situations more than one actually does.

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Overconfidence

Excessive confidence in one’s abilities and judgments.

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Halo effect

The tendency to assign positive attributes based on one attractive trait.

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Forked tail effect

The tendency to assign negative attributes based on one undesirable trait.

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Primacy effect

The phenomenon that the first information learned alters perception.

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Negativity effect

The bias towards giving greater weight to negative information about someone.

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Fundamental attribution error

The tendency to attribute behavior to personality rather than situational factors.

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Confirmation bias

The inclination to seek information that confirms pre-existing beliefs.

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Availability bias

The tendency to base decisions on information that is readily available rather than comprehensive data.

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Hindsight bias

The belief that an event was predictable after it has happened.

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Base rate fallacy

Relying on a single, vivid data point instead of more reliable information.

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Insensitivity to sample size

Assuming small samples are representative of the whole.

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Representativeness

Making judgments based on stereotypes rather than thorough analysis.

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Anchoring and adjustment

Basing decisions primarily on initial information received.

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Framing

The tendency to perceive risks based on how information is presented.

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Escalation of commitment

Continuing an ineffective course of action due to previously invested resources.

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Evidence based decision making

Using reliable data and evidence to make managerial decisions.

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Decision making styles

The combination of how individuals perceive and respond to information.

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Value orientation

The extent to which an individual focuses on tasks or people during decision-making.

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Tolerance for ambiguity

The degree to which an individual prefers structure or is comfortable with uncertainty.

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Analytical style

High tolerance for ambiguity and emphasis on task value, often leading to over-analysis.

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Directive style

Low tolerance for ambiguity, focused on task and efficient decision-making.

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Conceptual style

High tolerance for ambiguity, focusing on social aspects and creativity.

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Behavioral style

Low tolerance for ambiguity, prioritizing social interactions and consensus.

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Decisional balance sheet

A tool used to weigh gains and losses for self and others.

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Decision tree

A visual map of potential choices and their outcomes.

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Bazerman’s problem definition

A method to broaden the perspective on problems through comprehensive search and criteria definition.

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Osland pre-mortem exercise

A method to foresee potential failures by generating reasons for why a plan might fail.

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Programmed decisions

Decisions that have straightforward, objective answers based on established guidelines.

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Non-programmed decisions

Complex decisions requiring tailored solutions and creative insight.

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Stages of decision making

Phases including situational analysis, problem analysis, solution analysis, and implementation analysis.

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Kolb model of group problem solving

Suggests that problem-solving is iterative rather than linear, involving expansions and contractions.

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Situation analysis

Identifying the right problem and exploring various viewpoints.

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Problem analysis

Thoroughly understanding and defining the nature of the problem.

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Solution analysis

Generating feasible solutions and assessing their effectiveness.

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Implementation analysis

The execution phase that requires clarity in assigning tasks and responsibilities.

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Consultative leadership

A style where leaders seek input from team members.

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Consensus leadership

A leadership approach that encourages collective problem-solving.

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Democratic leadership

Empowering group members to make decisions collectively.

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Brainstorming

A method for generating alternative solutions without judgment.

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Nominal group technique

A structured approach to group problem-solving involving silent idea generation and voting.

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Delphi technique

A method for obtaining input anonymously, typically using surveys.

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Devil’s advocate

A role assigned to challenge ideas and decisions critically.

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The dialectic method

A structured debate of opposing views to guide better decision-making.

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Conflict

A process that arises when one party feels harmed or threatened by another's actions.

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C-type conflict

Cognitive conflict that enhances understanding and creativity.

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A-type conflict

Affective conflict detrimental to team effectiveness.

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The conflict process

Stages including potential opposition, cognition & personalization, intention, behavior, and outcomes.

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Personal barriers

Individual attributes that hinder effective communication.

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Physical barriers

Obstacles to communication that stem from the physical environment.

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Semantic barriers

Communication issues arising from jargon or unclear language.

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Cognition & personalization

How individuals perceive and emotionally respond to conflict.

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Intention to manage conflict

Strategies like dominating, compromising, or collaborating to manage conflict.

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Negotiation

The process where parties discuss their concerns and interests to reach mutual agreement.

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Positions in negotiation

Stances that each party holds on issues.

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Interests in negotiation

Underlying concerns that affect the resolution of negotiations.

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BATNA

The Best Alternative to a Negotiated Agreement, representing the next best option if negotiations fail.

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Reservation resistant price

The least favorable point at which one would accept an agreement.

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Bargaining zone (ZOPA)

The range between parties' reservation prices that allows for potential agreement.

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Target price

The ideal outcome that one hopes to achieve in negotiations.

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Distributive bargaining

A competitive negotiation strategy focused on dividing fixed resources.

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Integrative bargaining

A cooperative negotiation strategy aimed at creating joint value and maintaining relationships.

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Distributive approach

An approach that assumes a fixed amount of resources to be divided.

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Integrative approach

An approach that seeks mutually beneficial outcomes for both parties.

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Congruent approach

A negotiation style where both parties desire the same outcome.

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Fixed-pie bias

The mistaken belief that resources are limited and must be won or lost.

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Asymmetrical information

A situation in which sellers have more information than buyers, influencing negotiations.