Term
What makes a group a TEAM?
(4 things)
EEG |
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Definition
1. Interactive – (all team members)
2. Goal oriented – (individual and team)
3. Individual accountability – (shared purpose)
4. Synergistic - (outputs more than typical)
•EEG
•Engage
•Empowerment
•Growth |
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Term
What are some characteristics of Social Loafing?
(he listed 7) |
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Definition
-Diffused responsibility and free riders
-Varied motivations and interests
-Varied skills and efforts
-Varied schedules
-Communication problems
-Personality conflicts
-Outside pressures and obligations. |
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Term
Team Synergy. What are the 3 characteristics?
- also a few more tips (he listed 7) |
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Definition
1. Different ideas - Diversity
2. Share ideas - Process
3. Do something about it - Action
•more employee involvement
•more and different ideas
•more new approaches
•increased acceptance
•improved communications
•greater commitment to decision
•broader and higher quality solutions |
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Term
Tuckmans Team Stages Model
what is:
1.forming
2.storming
3.norming
4.performing
5 (what is the 5th he added?) |
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Definition
1. Forming: Introduction and purpose
2. Storming: power and communication
3. Norming: rules and expectations
•team building stage
4. Performing: individual and team goals
•goal achievement stage
5. Adjourning |
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Term
What are some characteristics of Team Leaders?
(EEG) |
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Definition
Empower- self direct team members
Engage- team collaboration, allow all team members to be involved
Grow- support and help individual development of team members |
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Term
What are some characteristics of Teams?
Norming-?
Performing-?
Empowering-? |
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Definition
Norming: frequently review team rules of conduct and open discussion of member expectations.
Performing: make specific assignments to specific team members that identify accountability and then provide follow up.
Empowering: you personally as a member of the team. Effective team leadership must be felt by each team member as an individual |
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Term
Teams:
Majority Rule vs Consensus
defn and which is better? |
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Definition
1.Majority decisions always leave “minority feelings”
2.Consensus decisions require discussion and rationale to strengthen relationships – best choice. |
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Term
| Steps to making Team Decisions (5) |
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Definition
1.Default – absence of decision
2.Authority – the boss
3.Majority – by vote
4.Consensus – acceptable to all
5.Unanimity – preferred by all |
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Term
Perception (impression management)
what are the 4 characteristics? |
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Definition
1. Stereotyping (groups vs. individuals)
2. Halo effect (first impressions)
3. Selectivity (our own interests)
4. Projection (our reasons vs others’ reasons). |
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Term
| What is impression management? |
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Definition
-Your actions do influence the perceptions and behavior of others.
-That should matter to you as a manger.
-Learn to honor your values and your integrity |
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Term
Tuckmans Team stages model
Test Question
Norming vs performing |
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Definition
Norming- associated with team building
Performing- associated with goal achievement
Test Question- if the option for an answer is "I AM" then choose that (I think it implies I am responsible for team performance) |
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Term
| What are the 5 characteristics of Personality (not easily changed) |
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Definition
1. Extraversion – outgoing, social, happy
2. Agreeableness – good nature trusting
3. conscientiousness – reliable and shit
4. Emotion stability – relaxed unworried
5. Openness to experience – curious and imaginative |
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Term
What are the personality tests... what do they test?
Extravert vs....
Sensing vs...
Thinking vs...
Judging vs... |
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Definition
-Extravert vs. introvert (outgoing or quiet)
-Sensing vs. intuitive (how you gather data, details oriented vs. bigger picture).
-Thinking vs. feeling (decision making processes, reliance on logic or emotions in decision making
-Judging vs. preceding: work style |
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Term
| Defn Perception traits (3) |
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Definition
-your personality traits do influence others
-your personality traits do impact your performance
-thus understanding your own personality and that of others is very important to you as a manger |
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Term
Attitudes
- 3 elements
- what do attitudes do? |
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Definition
1.Cognitive – beliefs
2.Affective – emotion feelings
3.Behavioral – feelings and emotions tied in with actions
•Your attitudes will change your world
•Your attitudes greatly influence your actions and reactions and thus determine the impact you have on yourself and on others. |
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Term
Emotion and stress
- what is contagious?
- two types of stress are?
- stress management leads to... |
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Definition
-Moods are contagious
oThere are two types of stress
•Destructive stress
•Constructive stress
Stress management leads to personal wellness |
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Term
Communication Channel Options
- there are 5, put them in order from most effective/rich to least effective/rich |
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Definition
1. Person to Person
2. Telephone/IM
3. Email/Voicemail
4. Memos/Texts
4. Bulletins/Report |
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Term
Communication Process
(sender/receiver) |
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Definition
oSharing ideas- sender encoded (sent) idea to receiver decoded (received)
- making sure the encoding matches the decoding to ensure the same idea is transferred |
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Term
Communication Barriers(NOISE)
3 types |
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Definition
•1. Communication channels p. 350
consciously decide which channel is best
•2. Words vs. non-verbal p. 350
be aware of and seek congruence between words and body language
•3. Information filtering (status effect) 349
remember this goes both ways |
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Term
How do you improve you communications if you are intimated by another person?
(3 tips) |
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Definition
1.Take hard, honest look at yourself
•are you giving your best offer?
2. Write down all specific information you receive from them.
•And do additional research before your next communication.
3. Create opportunities to talk with them more frequently
•too often your intimidation comes from not building good relationships. |
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Term
What is Persuasive Communication?
Dont forget 3 factors-
Expertise
Information
Relationships |
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Definition
-commanding belief (changing others opinions)
-Presents a message in a manner that causes the other person to support it.
-Results in a recipient agreeing with or supporting the message being presented. |
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Term
| What makes communication CREDIBLE? |
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Definition
deserving / impressive / trustworthy
o Building long-term relationships.
o Earns trust, respect, and integrity in the eyes of others.
•To build credibility you must be knowledgeable about the issue in question.
o Influencing others to agree and/or support message being presented
o Earning the trust and respect of others. |
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Term
| 3 Steps to communication skills |
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Definition
1. Process
2. Perception
3. Credible persuasion |
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Term
Conflict Management Skills
- what to do under a conflict
- what cant you do, what can you do? |
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Definition
oResponse options (choices)
oThird party options (loss of choice)
oYou may not be able to control the level of conflict in your life
oBut you can always choose how you will respond to the conflicts that you encounter…
oand it is your attitude (perceptions) that will allow you to make those choices. |
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Term
Response: Perception
4 responses |
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Definition
•stereotyping (grouping of individuals)
•halo effect (first impressions)
•selectivity (our own points-of-view)
•projection (believing others are like us) |
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Term
| Two issues with responses/conflicts |
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Definition
o1. Solving the problem: achieving your position, interest, or goal (compete)
o2. Building the relationship: the relationship that exists that the other party after the problem is resolved (accommodate). |
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Term
Conflict: Third party options
Negotiation Skills(3) |
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Definition
oPeople: separate the person from the problems
oInterests: you may discuss issues, but try to negotiate interests…and move from win/lose to win/win
oOptions: interests create options, and collaborations (win/win) will consider more options. |
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Term
| 3 steps to resolving the conflict |
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Definition
1. Understand what the problem “really” is.
•Double check perceptions
2. Resolve the problem and build relationship
•you choose your response
3. Focus on interests rather than issues
•collaboration considers more options
•options are often “outside the box” |
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Term
| Conflict Response Rules (2) |
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Definition
#1. Try to understand and always respect the other persons point of view
#2. Be open for new ideas and be willing to learn from the experience. |
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Term
Resolving Conflicts (Traditional dispute)
Power-?
Rights-?
Interests? |
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Definition
Power- imposing requirements on another party, or threatening to do so
Rights- basic human rights should ALWAYS be honored (some are req through law or contract)
Interests- needs/desires/concerns/fears
tangible items that establish positions that influence behavior |
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Term
| Negotiation goals/Approaches (3) |
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Definition
1. Substance goals (outcomes vs. process goals (relationships
2. Disruptive (win or lose) vs. principled (win/win)
3. Third party resolution options |
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Term
| 4 types of conflict resolution continuum |
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Definition
1. Negotiation: discussions between two parties in attempt to resolve the conflict
2. Mediation: third party encouragement
3. arbitration: third party review with “binding decision” last chance before court
4. Litigation: lawsuit (legal action through the courts) |
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Term
| 3 tips to managing conflicts |
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Definition
1. Conflict can be beneficial – approach it positively
2. Conflict is often more perception than substance (seek first for understanding)
3. And you need to choose your response. |
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Term
What is critical thinking?
(4)
think for yourself |
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Definition
1.Summarize your own perspectives, assumptions, and conclusions
2.You gather and then analyze more relevant information
3.Integrate diverse perspectives and ideas into your own concepts
4.Effectively communicate your own conclusions implications and consequences |
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Term
The best managers are CRITICAL THINKERS!
- what is deep thinking
- 4 ways to be a critical thinking manager |
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Definition
odeep thinking requires your attention and your effort, but you can learn to improve both the frequency and the quality at your management insights.
1. Be more willing to take calculated risks- poker is a better risk then lottery
2. Practice thinking of new and different ideas – be curious and ask more questions
3. Be more aware of your environments and seek additional information about everything- be aware and get more data.
4. Give yourself a chance to think more deeply- gain more energy show more enthusiasm, and take more self-initiative. |
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Term
| Why do we use control systems? |
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Definition
oTo ensure that plans are fulfilled and that actual performance and achievements meet or surpass goals and objectives
•To encourage organization potential is achieved
•To ensure employees are meeting and surpassing goals and objectives
•But demand performances
•Access progress and evaluate results and then give rewards and redirection as needed. |
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Term
Effective Control Systems
(3 requirements) |
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Definition
1. Focus on results (rather than activities)
2. Encourage clear reporting (make assessments measurable so everyone can agree on progress toward goals)
3. Establish self-controls (self-regulation provides best motivation. |
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Term
| Which employees should managers reward? |
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Definition
1) those who accomplish most
2) those who can show work progress
3) those who don’t need constant supervision to succeed
4) those who contribute new ideas and suggestions |
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Term
| Feedback Controls vs Feed Forward controls |
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Definition
oFeedback controls
•Post action control system that focus on assessing past performances, measurable achievements, and actual results
oFeed forward controls
•Preliminary control systems that set directions and standards for future effort and accomplishment. |
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Term
| Characteristics of Feedback systems |
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Definition
•Profitability measures
•Customer service ratings
•Quality measures
•Production efficiency (cost) measures
•Productivity assessments
•Bowling example: |
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Term
Feed Forward Systems
(3 things with DEFN) |
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Definition
feedforward proceeds feedback data
Goal setting is future oriented- results
•Goal setting is a management responsibility
•SMART
Action planning is at employee level- actions
•Action planning works best when it is the employee responsibility
•STAR- steps, times, accountability, resources
EMPOWER |
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Term
Control Processes and systems summary
(4) |
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Definition
•Establish goals and standards- plans
•Measure performance results- results
•Compare result to plans
•Recognize and improve |
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Term
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Definition
•Organization goals
•Organization objectives
•Individual goals
Action plans
•Future oriented- measurable |
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Term
Feedback PLANS (4)
-action plan progress |
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Definition
•Productivity measures
•Organization achievements
•Individual achievements
Action plan progress
•Actual results- measures |
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Term
| Effective Control Systems |
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Definition
•Managers set and communicate goals
•Employees build action plans
•Actual results are compared to goals
•Then both managers and employees must do something- to reward and /or improve achievements |
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Term
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Definition
oGoal setting is a management responsibility.
•1. Requires consideration of the whole organization. Whether or not you are allowed to participate is often not your choice. (goal setting is for managers)
1. Specific
2. Measurable
3. Achievable
4. Reaching (challenging)
5. Time-limited |
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Term
Action Planning
- when does it work best
- what you can do
- 4 steps |
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Definition
oWorks best when it is an employee responsibility
•Is almost always your choice and can be increased through your own efforts and successes in achieving the desired results (action planning is for employees).
1. Specific steps needed to accomplish the goal
2. Deadline times set for each step
3. Person accountable identified for each step
4. Specific resources needed to succeed. |
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Term
Human Resource management:
Learning Organizations |
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Definition
1. Everyone is aware of and interested in the whole organizations success.
o Long term and future oriented
2. Everyone is willing to work together as a team to move the organization forward.
oTrue to your values
3. Everyone is open to change
o willing to change
4. Everyone is interested in growing and developing
o value self and others |
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Term
Managing Human Resources
- 3 steps
- Exam question |
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Definition
1. Obtaining a qualified workforce
o attracting and hiring quality employees
2. Developing a quality workforce
o helping them be productive
o what are the two most important things in climbing/work force
o higher better people and quality job **EXAM** |
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Term
Characteristics for hiring quality employees
(4) |
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Definition
•1. Job analysis
to identify qualifications needed
2. Employment planning
•to plan for future hiring needs
3. Recruiting activities
•to attract the best
4. Selection decisions
-to hire the best. |
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Term
Helping employees be productive
(4)
- getting people done.....".." test question |
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Definition
1. Job design – accountabilities
2. T and d – growth and development
3. Perf. Appraisal - improvement
4. Compensation- pay for performance
•“Getting people done through work”
•number one priority is to build learning organizations. |
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Term
Human resource Legislation
- what are the 2 acts? |
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Definition
1964 civil rights act (title VII)
Executive order 11246 (1965) |
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Term
Civil acts right
- what year
- title (...)
- what is it
- 3 characteristics |
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Definition
-1964
- title (VII)
(laws to prevent unfair discrimination)
first legislated enforcement agency – eeoc
1. Laws passed by legislative bodies
2. EEOC enforcement agency
3. Court penalties from unfair discrimination lawsuits |
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Term
Executive Order
- order #
- year
- what is it?
- 3 characteristics |
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Definition
-order #: 11246
-Year: 1965
not laws – but affirmative action requirements.
First legislated auditing agency – ofccp
1. Not laws but requirements to contact with the government
2. OFCCP audit review agency
3. Penalty is the loss of government contract
•to encourage affirmative action. |
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