Frame of Reference

people perceive words and concepts differently because their vantage points and                                     perspectives differ

Paradigm

a model, framework, viewpoint, or perspective

Active Listening

a process that passes through several stages: hearing, focusing on the message,                                          comprehending and interpreting, analyzing and evaluating, responding, and remembering

Impression Management

to create desired impressions by using appropriate behaviors

modes of transmission of nonverbal communication

                              1. Environment

                              2. Interpersonal distance

                              3. Posture

                              4. Gestures

                              5. Facial Expressions

                              6. Voice Quality

                              6. Personal appearance

Assertiveness

individuals who are able to stand up for their own rights ina  way that also recognizes the                                      concurrent right of others to do the same

Aggression

an effort to attain objectives by attacking or hurting others

                                             - trample on others with threats, verbal attacks, intimidation, outburst, explosiveness

Acquiescence

avoiding interpersonal conflict entirely either by giving up and giving in or by expressing                                     one’s needs in an apologetic way

qualities associated with assertiveness

involves direct, frank statements of one’s own goals and feelings; a willingness to address  the interests of others in the spirit of mutual problem solving

Abilene Paradox

members tend to assume that whichever direction a group begins to take must be desired by all of its members, and so they perpetuate the movements in that direction regardless of their person reservations

four principles of stewardship

1. Reorient toward a partnership assumption

               2. Localize decisions and power to those closest to the work and the customer

               3. Recognize and reward the value of labor

               4. expect core work teams to build the organization

Characteristics of Servant Leaders

1. Put service before self—interest

               2. Listen first to affirm others

               3. Inspire trust by being trustworthy

               4. Nourish others and help them become whole

Core values of the Naval Service

               1. Honor

                              - honesty

                              - integrity

                              - responsibility

               2. Courage

                              - concern for people

                              - competence

                              - teamwork

               3. Commitment

                              - patriotism

                              - loyalty

                              - valor

Alienated Follower

a passive yet independent, critical thinker

Conformists

participates actively in the organization but does not utilize critical thinking skills in his         task behavior

Pragmatic Survivor

has qualities of all 4 extremes, depending on which style fits with the situation

Passive Follower

exhibits neither critical, independent thinking, nor active participation

Effective Follower

both a critical and independent thinker and active in the organization

Seven Habits of Highly Effective People

               Habit 1 – Be proactive – be responsible for your own life

Habit 2 – Begin with the end in mind – start with a clear mental image of your destination

Habit 3 – Put first things first – encourages people to gain control of time and events by relating them to goals

Habit 4 – Think Win-Win – understand that without cooperation, the organization cannot succeed

Habit 5 – Seek first to Understand, then to be understood – effective communication

Habit 6- Synergize – the combined action that occurs when people work together to create new alternatives         and solutions

Habit 7 – Sharpen the Saw – process of using the physical, mental, spiritual, and social aspects of your life

Characteristics of effective teams

1. Clear goals

2. Relevant skills

3. Mutual trust

4. Unified commitment

5. Good communication

6. Negotiating skills

7. Appropriate leadership

8. Internal and External support

How managers build trust

               1. Communicate

2. Be supportive

3. Be respectful

4. Be fair

5. Be predictable

6. Demonstrate Competence

Five basic needs in Maslow’s Hierarchy

1. The Physiological Needs – starting point for the motivation theory

               - hunger, thirst, sleep, comfort

2. The Safety Needs – physical, emotional security, routine and rhythm, fairness, justice

3. The Love Need – love (both giving and receiving, separate from sex), affection, belonging, friendship

4. The Esteem Needs – desire for strength, achievement, adequacy, confidence, freedom, independence,    and the Desire for reputation, prestige, recognition, attention, importance, appreciation

5. The Need for Self-Actualization – meeting personal potential (satisfied  people who we expect the fullest            and healthiest creativity)

Motivators

fulfill high-level needs and include achievement, recognition, responsibility and opportunity                                              for growth

Hygiene

elements such as working conditions, pay, policies, interpersonal relationships

Horizontal Job Loading

a superficial change in the assignment of a subordinate.  The new assignment has no greater                                  complexity or importance and amounts to a change in scenery

Vertical job loading

a realizable change in the assignment of a subordinate. The new assignment may involve a                                    greater level of complexity or   carry a more significant impact

Three basic situational variables

1. Task – what am I supposed to do?

               2. Organization – Which organization or command are you in and how is it run?

               3. Environment – What is the tactical situation, climate/weather, politics

Seven task characteristics

1. Skill Variety – degree to which job involves performing a variety of different activities or skills

2. Task Identity – degree to which a situation or task requires completion of a while unit ofwork from       beginning to end with a visible outcome

3. Task Significance – degree to which a job substantially impacts others’ lives

4. Autonomy – degree to which a job provides an individual with some control over what he does and how      he does it

5. Feedback – degree to which a persona accomplishing a task receives information about performance        from performing the task itself

6. Task Structure

Structured - known procedures for accomplishing the tasks/ there are rules governing the procedure

Unstructured – solving a morale problem with no clear cut method for solving it

7. Task Interdependence – degree to which tasks require coordination and synchronization in order for              workgroups or teams to accomplish desire goals

Schein’s four key organizational factors (Organizational Culture)

1. Myths and Stories – are the tales about the organization that are passed down over time and                communicate the               organization’s underlying values

2. Symbols and Artifacts – are objects that can be seen and noticed and that describe various aspects of the      culture

3. Rituals- are recruiting events or activities that reflect important aspects of the underlying culture

4. Language – concerns the jargon or idiosyncratic terms of an organization and can serve several different                purposes relevant to culture