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44 Cards in this Set
- Front
- Back
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organizing |
arranging tasks, people and other resources to accomplish the work |
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3 elements of structure |
1. divide work. 2. arrange resources 3. coordinate activities |
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staff professionals |
play important support roles but do not directly bring in revenue - legal department -accountant -human resources manager |
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line professionals- - |
responsible for core business functions involved in making, developing and selling the products - manufacturing manager -marketing employee |
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functional structure |
*most popular* people having similar skills and performing similar tasks are grouped together into formal work units
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chimneys and silos |
problem with functional structure lack of communication and coordination across functions functional units may compete or work self idly on functional goals rather than organizational objectives |
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divisional structure |
groups together people working on the same product, in the same area or with similar customers - product -geographical -customers |
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matrix structure |
FUNCTIONAL + DIVISIONAL combines functional and divisional structures to emphasize project/product teams - performance accountability is more easily defined -better communication across function - |
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team structure |
uses permanent and temporary cross functional teams to improve lateral relations |
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netowork structures |
uses information technology to link networks outside suppliers and service contractors -too much reliance on outsourcing which gives hidden costs
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MANAGER = |
EXECUTION |
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LEADER= |
VISION/STRATEDGY |
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Book definition of leadership |
communicate vision, build enthusiasm, motivate commitment and handwork
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professor definition of leadership |
when one individual influences a group of individuals to want to reach an important (big) goals |
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3 R's of leadership |
right experiences right training right attitude/ambition |
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position power is composed of |
rewards coercion legitamacy
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personal power consists of |
expert-special knowledge referent- people like and respect u |
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jack welch on visionary leadership |
have a simple and repeated vision need a vision to rally people around a cause |
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fiedlers contingency model combines what two things |
style and situation ` |
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behavior leadership style chart two axis' |
y axis- concern for people x-axis- concern for task |
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3 variables of fielder contingency model |
-leader to member relationship -task structure -position power
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hersey blanchard model depends on what two things |
style and follower readiness/maturity |
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axis' of hersey blanchard contingency model |
y axis- relationship behavior/amnt of support needed x axis- task behavior/amount of guidance required |
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bass' for elements of transformational leadership |
-intellectual stimulation -idealized influence -inspirational motivation -individualized consideration |
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hersey blanchards four leadership styles |
participating selling delegating telling |
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interactive leadership |
strong in communication, participating, and dealing with problems through teamwork
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moral leadership |
has integrity and appears to other s as "good" or right by ethical standards |
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servant leadership |
means serving others and helping them use their talent to help organizations benefit society
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emotional intelligence |
ability to understand and manage emotions in you and others
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emotional intelligence equation |
TQ+IQ doesn't = EQ |
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the big 5 personality traits |
extraversion agreeableness concientousness emotional stabilty openness to experience |
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MBTI measures which personality dimensions |
extraversion vs introversion sensing vs intuitive thinking vs feeling judging vs perceiving |
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locus of control |
extent to which one believes what happens to them is within their control |
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internal locus of control |
takes responsibility and is self confident |
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external locus of control |
prone to blame others or outside forces when bad things happen to them |
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machiavellism |
degree to which someone uses their power manipulatively |
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attitude |
predisposition to act in a certain way based on a DECIDED internal state |
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performance equation |
P=F(AxM) ability alone is not enough you must have motivation to do the work and put in the time and effort to have good performance |
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ability motivation equation |
A=f(A X (T+E)) ability = (aptitude) (training+experience) |
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Aldefer ERG needs theory |
-existence -relatedness - growth all occurring at the same time
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david Mclelland acquired needs |
achievment personal/social power affiliation |
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expectancy and motivation |
M=ExIxV if any of these are 0 then your motivation will be 0 |
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SMART goals |
specific measurable attainable realistic time bound |
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locke goals criteria |
clarity challenge commitment feedback task complexity |
