Management Skills Midterm - Rutgers University

Management

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

Emotional Intelligence (EI)

The ability to perceive and express emotions, to understand and use them to help shape results, and to manage emotions in oneself and other people.

Key Qualities

Self Awareness

Self Regulation

Motivation

Empathy

Social Skills

Self Awareness

having 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 makeup of people

Social Skills

proficiency in managing relationships and networks

Why Managers Fail

Rigidity and Poor Relationships

Important Qualities

Self Motivation, Working well under pressure, Leading and Collaborating, being flexible and adaptable, ethical, willing to learn, team player

Team Effectiveness Model #1 (4 parts)

Context, Composition, Work design, Process

Context

adequate resources, leadership, structure, climate of trust, performance evaluations, and reward systems

Composition

abilities of members, personalities, allocation of roles, diversity, size of teams, member flexibility, member preferences

Work design

autonomy, skill variety, task identity, and task significance

Process

common purpose, specific goals, team efficacy, conflict levels, social loafing

Team Effectiveness Model #2

Also known as the Hackman Model

Conditions of the Hackman Model

Real Team, Compelling Direction, Enabling Structure, Supportive Context, Expert Coaching

Real Team

The team must be collectively and consciously aware of the goal, how they work together, the hierarchy of the group (if present) and the roles of each member.

Compelling Direction

The team needs to be motivated and in the right direction in terms of performance and goals.

Enabling Structure

The structure of the team needs to allow all to contribute and be motivated. Norms and values must be discussed and diversity is ideal.

Supportive Context

Is there a team reward or individual reward? The team needs access to many resources and documents for information as well as training to help develop skills that contribute to the overall goal.

Expert Coaching

Is coaching available to help members by providing feedback, answering questions, and asking team members how they are doing?

Personality

stable pattern of behaviors, thoughts, and emotions shown by an individual

Self Awareness #2

knowing your motivations, preferences, personality, and understanding how these factors influence your judgement, decisions, and interactions with other people

Personality Traits (O.C.E.A.N)

Openness to Experience

Conscientiousness

Extraversion

Agreeableness

Neuroticism

Openness to Experience

Inventive & Curious vs. Consistent & Cautious

Conscientiousness

Efficient & Organized vs. Easy-going & Careless

Extraversion

Outgoing & Energetic vs. Solitary & Reserved

Agreeableness

Friendly & Compassionate vs. Cold & Unkind

Neuroticism

Sensitive & Nervous vs. Secure & Confident

Type A Personality

Very outgoing, performs well under time pressure, good at solitary work, very competitive

Type B Personality

Complex Judgements, pensive, values accuracy more than speed

Positive Affectivity

Life is good, people are great, better decisions, better relationships

Negative Affectivity

Dwells on mistakes and focuses on the negatives. First to be laid off, more likely to retaliate when feeling injustice

Self Image (Conditions)

High Self-Esteem, High Self-Efficacy, and Locus of Control

High Self-Esteem

Very Positive and takes on challenges, more satisfied with jobs and more resistant to influence

High Self-Efficacy

Takes on challenges, motivated, more satisfied, and better performers

Locus of Control

Internal and External

Internal Locus of Control

The belief by an individual that they can influence outcomes and events . Typically more satisfied and better performers

External Locus of Control

The belief that fate or other people control what will happen. They tend to blame outside forces for everything.

High Achievement Motivation

determination to win

good - gets things done, works hard, gets promoted quickly

bad - focuses on their own success and doesn't delegate

Myers Briggs Type Indicator

Introvert vs Extrovert

Sensor vs Intuitive

Thinker vs. Feeler

Judger vs Perceiver

Sensor

Prefers information that is tangible, concrete, specific, detailed, and factual. They trust experience and highly value data

Intuitive

Interested in possibilities and the future. They trust information that is abstract or theoretical, inspirational and challenging.

Thinker

Makes decisions from a more detached and impersonal manner. Uses reason, logic, and consistency. Often uses the cost-benefit analysis and is very hard headed.

Judger

prefers schedules and planning ahead which is more orderly and controlled. values structure and organization

Perceiver

prefers flexible schedules. they are spontaneous and adaptable, energized in last minute pressures. Options are kept open to allow spontaneity

Self-Regulation

The importance of regulating negative emotions. Good self-regulation is very helpful as a manager. Helps with resolving conflicts internally and between other parties.

Culture

shared knowledge, experience, beliefs, values, attitudes, meanings, hierarchies, notions of time, roles, spatial relations, and concepts of the universe acquired by a group

Diversity

specific human qualities that differ between groups of people

Faultlines

subgroups or coalitions that emerge naturally within teams, typically along various demographic lines.

Excessive Homogeneous

Similarities allow them to work together well in the short run. Limited diversity inhibits learning and performance in the long run. Selects group members based on similarities.

Excessive Heterogeneous

Rich talent but may be tough to harness due to different ways of thinking. Takes time to establish so ineffective in the short run.

Paradox of Diversity

the very nature of team diversity often creates challenges that reduce team innovation and lessen overall team effectiveness.

High/Low Power Distance

Distribution of Power and what is acceptable throughout the hierarchy

Universalism/Particularism

rule based and looks to fulfill rules and obligations of relationships and circumstances

High/Low Context Communication

High - interpersonal and close relationships where implied messages are understood

Low - more rigid, focus on each person individually and very rule oriented

Report vs. Rapport Talk

Report - information based and straightforward.

Rapport - interpersonal to develop relationships and a connection

Monochronic vs Polychronic Time

Monochronic - one task at a time, schedule oriented, distinguished play and work time

Polychronic - flexible schedules where social and work life are intertwined

Instrumental Values

Standards of behavior by which we achieve desired outcomes

Terminal Values

Outcomes or goals that we want to achieve (tangible things)

Tangible

material things

Intangible

ideals that you strive for

Ethical/Moral

what is right and proper

Nonethical

what we desire or find important (status, fame, pleasure)

Organizational Justice

a personal evaluation about the ethical and moral standing of managerial conduct

Distributive Justice

employee judgements about the appropriateness of resource allocation

Procedural Justice

employee judgements about the appropriateness of how decisions are made and implemented

Interactional Justice

employee judgements about the appropriateness of how one person treats another; informational and interpersonal

Managers emphasize ...

Distributive Justice

Employees are more concerned with ...

Procedural and Interactional Justice

Feedback

results of behavior relayed to individuals for their use and learning

Coaching

provides feedback and helps people see their options

Maslow's Need Hierarchy Theory

5 Basic Needs:

Physiological

Safety

Love

Esteem

Self-Actualization

McGregor's Theory X

People dislike work so they have to be coerced and threatened with punishment. They need close direction and prefer it that way out of the interest in security

McGregor's Theory Y

Work is a natural activity just like play or rest. People are capable or self direction and control if they are committed to objectives. That is promoted in organizations with awards.

Alderfer's ERG Theory

Existence - psychological and materialistic well being

Relatedness - meaningful relationships with others

Growth - grow as a human being and use one's abilities to their fullest potential

McClelland's Needs Theory

Need for Achievement

Need for Affiliation

Need for Power

Herzberg's Motivation Hygiene Theory

There are separate and distinct clusters of factors associated with job satisfaction and dissatisfaction. Satisfaction is not the opposite of dissatisfaction and vice versa, only a lack of such.

Motivators

Hygiene Factors - working environment related

Goal Setting Theory

Motivation through goals that are acceptable and attainable.

S.M.A.R.T. Goals

Specific, Measurable, Attainable, Realistic, Time Bound

Self-Efficacy Theory

an individual's belief that they are capable of performing a task. Influenced by assignments of managers and self confidence.

Expectancy Theory

Level of motivation depends on the individual's expectations about their ability to perform tasks, receive desired awards, and meet personal goals.

Effort -> Performance ->Rewards-> personal goal satisfaction

Equity Theory

Employees compare what they have/qualifications and the outcomes they receive with those of others.

Outcomes/Inputs should be equal between employees. When it is not an employee will try to restore equity.

Job Enlargement

increase the range of tasks (horizontal)

Job Enrichment

increase the depth of tasks (vertical)

Job Rotation

move employees between jobs to increase variety

Job Characteristics Model

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback

Extrinsic Rewards

external, tangible forms of recognition (pay, promotions, bonuses, praise)

Intrinsic Rewards

internal, non-quantifiable personal satisfaction