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52 Cards in this Set
- Front
- Back
- 3rd side (hint)
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Leading |
Work that managers perform to influence people to take effective action |
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Activities of Leading |
* Decision Making * Communicating * Motivating * Selecting People * Developing People |
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Principle for Leading |
Principle of Human Reaction |
Close to 3rd law of motion |
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Every action directed at another person tends to evoke a similar and increasing reaction in the terms in which it is understood |
Principle of Human Reaction |
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Work that managers perform to reach the conclusions and judgements necessary for people to act |
Decision making |
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Types of Decisions |
* Spontaneous * Rational |
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Based on intuition rather than on a careful analysis of facts |
Spontaneous Decisions |
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Based on systematic study and analysis of the problem |
Rational Decisions |
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Principles for Decision Making |
* Principle of Definition * Principle of Differing Perception * Principle of Adequate Evidence |
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The more accurately a problem is defined, the more effective the decision leading to its solution tends to be. |
Principle of Definition |
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Facts may appear to differ, depending upon the point of view and the point in time from which they are observed. |
Principle of Differing Perception |
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A logical decision must be valid in terms of the evidence upon which it is based. |
Principle of Adequate Evidence |
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Logical Decision-Making Technique |
* Steps for making the decision * Steps for implementing the decision |
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Making the Decision |
1. Identify the problem as it seems 2. Seek the facts 3. Identify the real problem 4. Generate alternative solutions to the problem 5. Assess the alternative 6. Decide on the best solution |
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Implementing the Decision |
1. Determine the course of action 2. Implement the course of action 3. Evaluate the outcome of the decision |
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The work that managers perform to create understanding among people so that they can act effectively. |
Communicating |
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Understanding |
Asking, Telling, Listening |
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One sent using words |
Verbal message |
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One sent through voice tone, facial expressions, gestures, posture, and so forth |
Non-verbal Message |
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Verbal or nonverbal message that tells the sender how his or her message is affecting the receiver. |
Feedback |
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Barriers to Communication |
Physical Barriers System Design Attitudinal Barriers Ambiguity of words/phrases Individual linguistic ability Physiological Barriers Presentation of Information |
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Principles of Communication |
Principle of Emotional Appeal Principle of Application Principle of Line Loss |
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Guidelines for Communicating |
Know What You Want to Say Know your Audience Gain Favorable Attention Secure Understanding Ensure Retention Encourage Feedback Stress Application |
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The work that managers perform to inspire, encourage, and impel people to take required action |
Motivating |
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Emphasis was largely on the work itself. Little attention was paid to the workers. |
Taylorism |
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Social and psychological factors, not physical factors, have the greatest influence on willingness to work. |
Hawthorne Studies |
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The need to integrate individual and organization objectives and to help people feel an emotional ownership in their work. |
Theory X and Theory Y |
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By providing conditions that will allow a person to satisfy some of these needs on the job, manager can help to instill a positive attitude in people about their work. |
Heirarchy of Needs |
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Work that managers perform to find and to choose people for positions in the organization and for advancement |
Selecting people |
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People are motivated to perform work to the extent that they expect it to lead to the achievement of desired personal goals. |
Expectancy theory |
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People tend to be motivated to achieve the results that you want to achieve to the extent that you show interest in the results that they want to achieve |
Principle of Reciprocated Interest |
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Motivation to achieve results tends to increase as people are given opportunities to participate in the decisions affecting those results. |
Principle of Participation |
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Motivation to achieve results tends to increase as people are informed about matters affecting those results |
Principle of Communication |
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Motivation to achieve results tends to increase as people are given recognition for their contribution to those results |
Principle of Recognition |
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People tend to contribute to group objectives to the extent that they find in them satisfaction of their own personal objectives |
Principle of Job Satisfaction |
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Motivation to achieve results tends to increase as people are given authority to make decisions affecting those results. |
Principle of Delegated Authority |
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The manager should |
Find the best people available Evaluate candidates against appropriate standards Be willing to recommend for promotion qualified members of his own team |
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Principle for Selecting People |
Principle of Future Characteristics |
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Technique for Selecting People |
Make certain that the job is necessary Specify position qualifications Solicit applications Review applications Conduct initial interview Check the employment history Conduct final interview Follow up on the job Evaluate your selection |
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The work that managers perform to help people improve their knowledge, attitudes, and skills. |
Developing People |
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Basics of Developing People |
All people can be developed Self-development is best Managers develop on the job Good managers develop good managers Management training is not a guarantee of success |
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Prerequisites of a Sound Management Development Program |
There is an identifiable management system There is a sound organization There is an established compensation plan that rewards managers for doing management work |
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Principle for Developing People |
Principle of Self-Evaluation |
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Three Segments of Developing People |
Performance Appraisal Performance Counselling Development Activities |
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Work that managers perform to evaluate the performance capabilities of themselves and their people |
Performance Appraisal |
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Four steps in Performance Appraisal |
Establish Objectives and Standards Measure Progress and Results Evaluate Performance Conduct Performance Appraisal Interview |
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Have the power to make employees want to do better |
Motivators |
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Include fringe benefits, job security, working conditions, pay, and fair treatment on the job |
Hygiene factors |
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People tend to repeat behavior that is rewarded and to avoid behavior that is not rewarded |
Conditioned learning |
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Three Major Needs |
- Achievement - Affliation - Power |
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Forms of need for power |
Personalized power Socialized power |
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Principle for Motivating |
- Principle of Human Reaction - Principle of Reciprocated Interest - Principle of Participation - Principle of Communication - Principle of Recognition - Principle of Job Satisfaction - Principle of Delegated Authority |
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