Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
18 Cards in this Set
- Front
- Back
|
Strategies for Communicating about Change : Spray and Pray
|
Management showers employees with all kinds of info and hope they will pick out significant and insignificant information
|
|
|
Strategies for Communicating about Change : Tell and Sell
|
Management tells employees about issues and sells employees on the wisdom of the chosen approach.
|
|
|
Strategies for Communicating about Change : Underscore and Explore
|
Focuses on fundamnetal issues related to change and allows employees to be creative to explore possibilities
|
|
|
Strategies for Communicating about Change : Identify and Reply
|
Management listens to and identifies key concerns of employees then responds to those issues as they are brought up.
|
|
|
Strategies for Communicating about Change : Withhold and Uphold
|
Withholds info as much as possible the uphold asap when asked about it.
|
|
|
Reactions to Organization Change : Management Support
|
When senior management is not seen as backing the change it is unlikely that a change effort will be successful.
|
|
|
Reactions to Organization Change : Resistance
|
Behavior intended to prevent change from happening. ex. New teaching method for reading, teachers would be resistant because of belief in existing methods and long investment to a certain method.
|
|
|
Reactions to Organization Change : Uncertainty
|
Clear that uncertainty leads to anxiety on the workers. Study shows employess would rather have NEGATIVE info on an org chance than NO info at all
|
|
|
Models of Leadership : Traits Theory
|
Leaders are Born not Made. theory that certain qualities will tend to be associated with leaders.
|
|
|
Models of Leadership : Style Theories
|
Leaders have particular behavioral styles that make them more effective leaders.
|
|
|
Models of Leadership : Contingency Theory
|
Leader has certain focus that makes him better in a certain situation. Ex. Leader who focus on task would be better in structured situations vs one who concectrated more on relationships.
|
|
|
Models of Leadership : Transformational Leadership Model
|
Makes a distinction between transactional leader and transformational leader.
1) Transactional - exchange between leader and follower. ex. pay raise for hard work. 2) Transformational - creates relationship to help follower reach full potential and potentially transform both leader and follower. |
|
|
Models of Leadership : Framing Model
|
Ways leaders frame their language. Notion that leadership is not about events or situations, but instead a process of managing meaning.
|
|
|
Tools for Framing : Metaphors
|
Show a subjects likeness with something else.
|
|
|
Tools for Framing : Jargon / Catchphrases
|
Frame a subject in familiar terms
|
|
|
Tools for Framing : Contrast
|
It describes a subject in terms of its opposite
|
|
|
Tools for Framing : Spin
|
It puts a subject in a positive or negative light.
|
|
|
Tools for Framing : Stories
|
They frame a subject by example
|
