Management skills

Management

The act of coordinating the efforts of people to accomplish desired goals and objectives using available resources efficiently and effectively.

The Right Work

Identifying and communicating tasks and objectives.

Done Well

What skills does a manager need to do his/her job well?

Consequences of Poor Management

Lower trust, lower morale, decreased productivity, increased turnover.

Emotional Intelligence (EI)

A primary driver of leadership success.

Self-Awareness

A deep understanding of one's emotions, needs, strengths, weaknesses, values, and goals.

Self-Regulation

Ability to control or redirect disruptive impulses and moods.

Motivation

Work for reasons beyond money or status; pursue goals with persistence.

Empathy

Ability to understand the emotional make-up of people.

Social Skills

Proficiency in managing relationships and networks.

Groups

Single leader with individual focus, work products, and accountability.

Teams

Single or shared leadership roles with both individual and mutual accountability.

Problem Solving Team

Generate ideas on improving work processes but lack authority to implement ideas.

Self Managed Teams

Teams that solve problems and have the authority for decision-making.

Cross Functional Teams

Teams comprised of different areas in an organization to solve a problem.

Virtual Teams

Teams comprised of members who are not physically located together.

Team Characteristics

Include autonomy, function, structure, and proximity.

Team Effectiveness Model

Includes context, adequate resources, leadership, trust, and performance evaluation.

Work Design

Refers to autonomy, skill variety, task identity, and task significance.

Common Plan and Purpose

Essential for team efficacy.

High Self-Esteem

Value you place on yourself, leading to taking on challenges and job satisfaction.

High Self-Efficacy

Belief you can successfully do something.

Locus of Control

Perception of control over the outcome of events.

Emotional Stability

Feeling confident, secure, and steady.

High Achievement

Attraction to moderately challenging tasks.

Low Achievement

Attraction to easy or very difficult tasks.

Myers-Briggs Type Indicator (MBTI)

A tool for measuring people's preferences for gathering and processing information.

Extrovert

Prefer frequent interaction with others.

Introvert

Prefer quality interaction, often private and reserved.

Sensor

Trust experience and detailed, concrete information.

Intuitive

Interested in abstract possibilities and theoretical information.

Thinker

Decides things from a detached and logical manner.

Feeler

Decides things by empathizing with others.

Judger

Prefer structure, planning, and order.

Perceiver

Prefer flexibility and spontaneity.

Diversity

Differences and similarities based on various factors like ethnicity, gender, and education.

Fault Lines

Subgroups that emerge within teams, often leading to conflict.

Excessive Homogeneous

Teams that work well together but lack a mix of talent.

Excessive Heterogeneous

Rich talent but may struggle to use it effectively.

Stereotyping

Assigning identical characteristics to individuals within a group.

Discrimination

Making decisions based on group membership rather than individual ability.

Culture

Set of attitudes, customs, and beliefs defining a group of people.

Independence

Individualism: prioritizing one's own interests.

Interdependence

Collectivism: prioritizing the group's interests.

High Power Distance

Hierarchical expectations of social inequality.

Low Power Distance

Egalitarian expectations empowering employees.

Formal

Respect shown through adherence to decorum.

Informal

Casual communication style.

High Context

Emphasizes intent behind words.

Low Context

Emphasizes spoken words and facts.

Neutral Emotional Displays

Show no emotion.

Expressive Emotional Displays

Emotions used to emphasize points.

Monochronic Time Orientation

Focus on one task at a time.

Polychronic Time Orientation

Engaging in multiple tasks simultaneously.

Focus on Past

Emphasis on tradition.

Focus on Present

Short-term thinking and seizing the day.

Focus on Future

Long-term planning for success.

Inductive Reasoning

Emphasizes data and logical proof.

Deductive Reasoning

Emphasizes abstract thinking and symbolism.

Consistency

Belief that something must be right or wrong.

Contradictions

Maintaining opposing views to understand complexity.

High Uncertainty Avoidance

Seeking stability over change.

Low Uncertainty Avoidance

Comfortable with change and risk.

Live to Work

Viewing work as a calling.

Work to Live

Seeing work as a means to an end.

Effective Multicultural Manager

Learns language, work norms, cultural taboos, and engages in social contexts.

Values

Core beliefs that guide attitudes and actions.

Instrumental Values

Standards of behavior to achieve desired ends.

Terminal Values

End states or goals we want to achieve.

Tangible Values

Material possessions that are valued.

Intangible Values

Ideals we aspire to.

Ethical/Moral Values

Beliefs about what is right and proper.

Nonethical Values

Desires and important things in life.

Ill-Conceived Goals

Goals that unintentionally encourage negative behaviors.

Motivational Blindness

Overlooking unethical behavior when beneficial.

Indirect Blindness

Less accountability for unethical behavior through third-parties.

Slippery Slope

Gradual decrease in the perception of unethical behavior.

Overvaluing Outcomes

Justifying unethical behavior due to good outcomes.

Organizational Justice

Personal evaluation of the ethical standing of managerial conduct.

Dimensions of Organizational Justice

Distributive, procedural, and interactional justice.

Distributive Justice

Fairness of resource allocation decisions.

Procedural Justice

Fairness of the processes used to determine outcomes.

Interactional Justice

Fairness in how individuals treat one another.

Motivation

Intensity, direction, and persistence of effort toward a goal.

Content Theories

Focus on what motivates individuals.

Process Theories

Focus on how motivation occurs.

Maslow's Hierarchy Theory

A theory of human motivation based on a hierarchy of needs.

Theory X

Pessimistic view of employees.

Theory Y

Positive view of employees.

ERG Theory

Existence, relatedness, growth needs of individuals.

Need for Achievement

Desire to excel and accomplish difficult tasks.

Need for Affiliation

Desire for social relationships and group activities.

Need for Power

Desire to influence and encourage others.

Motivators

Job characteristics associated with job satisfaction.

Hygiene Factors

Job characteristics associated with job dissatisfaction.

Management by Objectives (MBO)

Collaboratively set goals that are measurable.

Self-Efficacy

Belief in one’s capability to perform a task.

Equity Theory

Comparison of inputs and outcomes to assess fairness.

Job Enlargement

Increasing the breadth of tasks involved in a job.

Job Enrichment

Increasing the depth of tasks to gain more responsibility.