MGMT 3000 Guhde Test 3

Organizing

the deployment of organizational resources to achieve strategic goals

Organizational Chart

The visual representation of an organization's structure

Organization Structure includes three things...

- (TASKS) the set of formal tasks assigned to individuals and departments

- (RELATIONSHIPS) formal reporting relationships

- (STRUCTURE) the design of systems to ensure effective coordination of employees across department

Division of Labor

the degree to which organizational tasks are subdivided into separate jobs

Chain of Command

an unbroken line of authority that links all employees in an organization and shows who reports to whom

Authority

the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve outcomes/goals

Responsibility

the duty to perform the task or activity assigned

Accountability

willingness or obligation to accept responsibility

Delegation

the process that managers use to transfer authority and responsibility down the hierarchy

Line Authority

managers have formal authority to direct and control immediate subordinates - connected via a line in the organizational chart

Line Departments

perform tasks that reflect the organization's mission- generate revenue

Staff authority

authority that includes the right to advise, recommend, and counsel in the staff specialists' area of expertise.

Staff departments

support line departments- cost center

Span of Management

the number of employees reporting to a supervisor

Tall Structure

span of management is narrow and therefore has many hierarchical levels, many layers of management

Flat Structure

span of management is wide and therefore has few hierarchical levels, fewer layers of management

Centralization

decision authority is located near the top of the organization

Decentralization

decision authority is pushed downward to lower organization levels

Departmentalization

basis for grouping positions into departments in the total organization

Vertical Functional Structure

the grouping of activities by common function

Divisional Structure

departments are grouped together based on similar organizational outputs such as product/service OR geographic

Matrix Approach

combines both functional and divisional approaches simultaneously, in the same part of the organization

Team Approach

consist of employees from various functional departments who are responsible to meet as a team and resolve mutual problems

Coordination

the managerial task of collaborating across departments

Collaboration

joint effort between people from two or more departments to produce outcomes that meet a common goal or shared purpose and that are typically greater than what could be achieved working alone to achieve synergy

Blind Hiring

managers focus on an applicant's job skills and performance rather than educational credentials, appearance, or prior experience

Artificial Intelligence

Algorithms used to reduce bias in hiring decisions

Employer Brand

promoting an organization as a highly desirable place to work

Matching Model

match between what the organization has to offer and the needs of the individual

Human Resource Planning

the forecasting of HR needs and the projected matching of individuals with expected job vacancies

recruiting

activities or practices that define the characteristics of applicants to whom selection procedures are ultimately applied

Job Analysis

systematic process of gathering and interpreting information about the essential duties, tasks, responsibilities, and context of a job

Job description

summary of the tasks, duties, and responsibilities of a job

Realistic Job Preview

gives applicants all pertinent and realistic information about the job and the organization

Internship

arrangement whereby an intern exchanges free or low-cost labor for the opportunity to explore a career or gain valuable work experience in a particular field

one-way video interview platforms

receive questions on the screen and then record answers

Structured Interview

set of standardized questions that are asked of every applicant so comparisons can easily be made

Behavioral Questions

ask people to describe how they have performed a certain task or handled a specific problem

Employment Test

such as cognitive ability tests, physical ability tests, personality inventories, and other assessments

background check

search a candidates' criminal record, credit history, and other indications of honesty, integrity, and stability as well as view candidate's presence on social media

Training

teaching employee the skills, abilities, knowledge, to perform current job

Development

developing employees for future promotions

Self-Awareness

being aware of the internal aspects of yourself, including personality traits, beliefs, emotions, and perceptions, and appreciating how your patterns affect other people

What are two keys to Self-Awareness

1. Soliciting Feedback

2. Using Self-Assessment

Blind Spots

attributes of ourselves that we aren't aware of or don't recognize as problems--which limit our effectiveness and hinder our success.

Self-Confidence

general assurance in one's own ideas, judgement, and capabilities

Self-Efficacy

an individual's strong belief that he or she can accomplish a specific task or outcome successfully

Job Satisfaction

the degree to which a person finds fulfillment in his or her job

The highest job satisfaction rate ever was recorded in 2019. What was it?

54%

Organizational Commitment

refers to an employee's loyalty to and engagement with the organization

What percent of people say that they strongly trust their top management?

20%

Perception

the cognitive process that people use to make sense out of the environment by selecting, organizing, and interpreting information from that environment.

What are the three steps to the Perception Process?

1. Observe

2. Screen

3. Organize

Perception Process: Observe

Observing information via the senses

Perception Process: Screen

screening the information and selecting what to process

Perception Process: Organize

organizing the selected data into patterns for interpretation and response

Perceptual Distortions

errors in perceptual judgement that arise from inaccuracies in any part of the perception process

Stereotyping

the tendency to assign an individual to a group or broad category and then attribute widely held generalizations about the group to the individual

The Halo Effect

occurs when the perceiver develops an overall impression of a person or situation based on one characteristic, either favorable or unfavorable

Attributions

judgements about what caused a person's behavior--something about the person or something about the situation.

Internal Attribution

says that characteristics of the person led to the behavior

External Attribution

says that something about the situation caused the person's behavior

fundamental attribution error

we tend to underestimate the influence of external factors and overestimate the influence of internal factors when evaluating the mistakes of others, BUT we typically overestimate the influence of external factors and underestimate the influence of internal factors when evaluating our own mistakes.

Self-Serving Bias

people give themselves too much credit when they do well, and give external forces too much blame when they fail.

personality

the set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment.

Big Five Personality Factors

1. Extroversion

2. Agreeableness

3. Conscientiousness

4. Emotional Stability

5. Openness to Experience

The Four Key Personality Areas for Managers

1. Grit

2. Authoritarianism

3. Machiavellianism

4. Problem-Solving Styles

The Four Key Personality Areas for Managers: Grit

an individual's passion and persistence for achieving a long-term goal

The Four Key Personality Areas for Managers: Authoritarianism

the belief that power and status differences should exist within the organization

The Four Key Personality Areas for Managers: Machiavellianism

the acquisition of power and the manipulation of other people for purely personal gain

2 Ways people gather information

1. Sensation

2. Intuition

2 Ways people make judgements about information

1. Thinking

2. Feeling

Sensation-Thinking

Emphasizes details, is decisive, focuses on short term goals, and develops rules and regulations for judging performance

Intuitive-Thinking

Prefers dealing with theoretical problems, is creative and progressive, focuses on possibilities, is able to consider a number of options simultaneously

Sensation-Feeling

Shows concern for real-life human problems, is pragmatic and analytical, emphasizes detailed facts, and focuses on structuring organizations for the benefit of people

Intuitive-Feeling

Avoids specifics, is charismatic, people-oriented, broad themed, and decentralizes decision making, developing few rules and regulations

2 ways people prefer to conclude information

1. Judging

2. Perceiving

Judging

preferring closure and completion in making decisions

Perceiving

preferring to explore many alternatives with flexibility and spontaneity, dislike deadlines, and may change their minds several times

Myers-Briggs Type Indicator

a personality test that taps four characteristics and classifies people into 1 of 16 personality types

2 Most prominent Myers-Briggs qualities in effective managers

1. Thinking

2. Judging

emotion

a mental state that arises spontaneously within a person based on interaction with the environment rather than through conscious effort and is often accompanied by physiological changes

Emotional Contagion

the tendency of people to absorb and express the emotions, moods, and attitudes of those around them.

Negativity Bias

the term used in psychology to describe how the human mind reacts more quickly and strongly to perceived bad things than it does to good things.

4 Components of Emotional Intelligence

1. Self-Awareness

2. Self-Management

3. Social Awareness

4. Relationship Management

Self-Management

the ability to control disruptive or harmful emotions and balance your moods so that worry, anxiety, fear, and anger do not cloud your thinking and get in the way of what needs to be done.

Social Awareness

the ability to understand others and practice empathy, which means being able to put yourself in someone else's shoes, to recognize what others are feeling without them needing to tell you.

Relationship Management

the ability to connect to others, build positive relationships, respond to the emotions of others, and influence others.

3 Basic Principles of Self-Management

1. Clarity of Mind

2. Clarity of Objectives

3. An Organized System

Clarity of Mind

Anything you consider unfinished needs to be placed in some kind of trusted system outside your head.

Clarity of Objectives

be clear about exactly what you need to do and decide the steps to take toward accomplishing it.

An Organized System

keep reminders in a well-organized system

5 Steps to Getting Organized

1. Empty your head

2. Decide the next action

3. Get Organized

4. Perform a weekly review

5. Now do it.

5 Steps to Getting Organized: Empty your head

to clear your mind, you first have to see all the many things weighing on it.

5 Steps to Getting Organized: Decide the Next Action

for each item in your buckets, decide the real, specific, physical action that you need to take next.

3 steps to Deciding the Next Action

1. Do it - if something can be done in less than two minutes, do it.

2. Delegate it - if someone else can do this, delegate it to them.

3. Defer it - if something will take longer than two minutes, defer it to a to-do list.

5 Steps to Getting Organized: Get Organized.

organize all items that you've deferred

5 Steps to Getting Organized: Perform a weekly review.

review your complete "next actions" list and your calendar for the coming week to prepare yourself.

4 actions to take during a personal weekly review.

1. Collect and process all the new stuff

2. Review your entire system

3. Revise your lists

4. Get clear, up to date, and complete about what needs to be done next.

5 Steps to Getting Organized: Now do it.

Actually do what you say you're going to do.