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Management by Objectives- A goal setting program based on interaction and negotiation between employees and managers |
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Process of defining, measuring, appraising, providing feedback on, and improving perforamcne |
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The evaluation of a person's performance |
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A process of self-evaluation and evaluations by a manager, peers, direct reports, and possibly customers. |
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Unconscious preparation to fight or flee that a person experiences when faced with any demand |
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The person or event that triggers the stress response |
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The adverse psychological, physical, behavioral, and organizational consequences that may arise as a result of stressful events |
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What are the 4 approaches to stress? |
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Homeostatic/ Medical Approach, Cognitive Appraisal Approach, The person-environment fit Approach and the Psychoanalytic Approach |
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Cognitive Appraisal Approach |
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A steady state of bodily functioning and equilibrium |
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The embodiment of a person's perfect self |
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How a person sees himself or herself, both positively and negatively |
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Preventative Stress Management |
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An organization philosophy according to which people and organizations should take joint responsibility for promoting health and preventing distress and strain. |
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A complex of personality and behavioral characteristics, including competitiveness, time urgency, social status insecurity, aggression, hostility, and a quest for achievement. |
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Personality characterized by commitment, control and challenge and, hence, resistant to distress |
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A way for managing stressful events by changing them into less subjectively stressful events |
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A healthy, secure, interdependent pattern of behavior related to how people form and maintain supportive attachments with others |
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An unhealthy, insecure pattern of behavior that leads to separation in relationships with other people |
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Carefully listening to a message and immediately repeating it back to the speaker |
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Barriers to Communication |
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Factors that distort, disrupt, or even halt successful communication |
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Gateways to Communication |
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Openings that break down communication barriers
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Messages that are aggressive malevolent, passive, or withdrawn |
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Nondefensive Communication |
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Messages that are assertive, direct, and powerful |
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Two or more people with common interests, objectives, and continuing interaction |
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A group of people with complementary skills who are committed to a common mission, performance goals, and approach for which they hold themselves mutually accountable |
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The standards that a work group uses to evaluate the behavior of its members |
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The failure of a group member to contribute personal time, effort, thoughts, or other resources to the group |
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Whether through self management or teamwork empowerment requires the development of certain skills if it is to be enacted effectively |
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A devil's advocate who keeps top management on track by challenging conventional thinking |
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A simple, routine matter for which a manager has an established decision rule |
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A new, complex decision that requires a creative solution |
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Z Problem-solving model: 4 Steps |
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Examine facts and details
Generate alternatives
Analyze the alternatives objetively
Weigh the impact |
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The tendency to continue to support a failing course of action |
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An individual's preference for gathering information and evaluating alternatives |
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The tendency to choose options that entail fewer risks and less uncertainty |
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A fast, positive force in decision making that is utilized at a level below consciousness and involves learned patterns of information |
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A process influenced by individual and organizational factors that results in the production of novel and useful ideas, products, or both |
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5 Interpersonal Forms of Power |
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Reward Power
Coercive Power
Legitimate Power
Referent Power
Expert Power |
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Power based on an agents ability to control rewards that a target wants |
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Power that is based on an agents ability to cause an unpleasant experience for a target |
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Based on position and mutual agreement; agent and target agree that the agent has the right to influence the target
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An elusive power that is based on interpersonal attraction |
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The power that exists when an agent has specialized knowledge or skills that the target needs |
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Power used for personal gain |
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Power used to create motivation or to accomplish group goals |
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Used for impression management, individuals use influence tactics to control other's impression of them.
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8 Examples of Influence Tactics |
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Definition
Pressure
Upward Appeals
Exchange
Coalition
Intigration
Rational Persuasion
Inspirational Appeals
Consultation |
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Sharing power in such a way that individuals learn to believe in their ability to do the job |
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5 Styles of Conflict Management |
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Competing, Collaborating, Compromising, Avoiding and Accommodating |
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Doing nothing in hopes that a conflict will disappear |
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Attempting to hide a conflict or an issue that has the potential to create conflict |
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An attempt to label or discredit an opponent |
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An organizational goal that is more important to both parties in a conflict rather their individual or group goals |
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3 Types of Defense Mechanisms |
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Aggressive Mechanisms
Compromise Mechanisms
Withdrawal Mechanisms |
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Fixation
Displacement
Negativism |
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Compensation
Identification
Rationalization |
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Flight/ Withdraw
Conversion
Fantasy |
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