Management

Front 1

Social Capital

Back 1

a capacity to get things done with the support and help of others

Front 2

Effective communication Occurs when ??

Back 2

the intended meaning of the sender is identical to the interpreted meaning of the receiver.

Front 3

Persuasive communication

Back 3

presents in a manner that causes support

Front 4

Efficient communication

Back 4

-Occurs at a minimum resource cost.

Front 5

Noise

Back 5

anything that interferes with the effectiveness of communication

Front 6

Filtering

Back 6

distortion of info to make it appear more favorable to the recipient (telling the boss what they want to hear)

Front 7

Role ambiguities

Back 7

job expectations unclear - causes conflict

Front 8

Structural Approaches to conflict Resolution

Back 8

Appealing to superordinate goals.
Making more resources available.
Changing the people.
Altering the physical environment.

Front 9

Conflict Management Styles

Back 9

accommodating
collaboration
compromise
avoidance
competition/authority

Front 10

Four negotiation rules

Back 10

1)Separate the people from the problem
2)Focus on interests not on positions
3)generate many alternatives before deciding what to do
4)insist that results be based on some objective

Front 11

Common negotiation pitfalls

Back 11

Falling prey to the myth of the “fixed pie.”
Nonrational escalation of conflict.
Overconfidence and ignoring other’s needs.
Too much “telling” and too little “hearin

Front 12

Motivation

Back 12

level, direction, persistence of effort expended at work

Front 13

ERG theory

Clayton Alderfer

Back 13

Any/all needs can influence behavior at one time.

Existence
Relatedness
Growth

Front 14

Two-factor theory

Back 14

Developed by Frederick Herzberg.
Hygiene factors:
Elements of the job context.
Sources of job dissatisfaction.
Satisfier factors:
Elements of the job content.
Sources of job satisfaction and motivation.

Front 15

Acquired needs theory

Back 15

Developed by David McClelland.
People acquire needs through their life experiences.
Needs that are acquired:
Need for Achievement (nAch)
Need for Power (nPower)
Need for Affiliation (nAff)

Front 16

Types of process theories

Back 16

Equity theory.
Expectancy theory.
Goal-setting theory

Front 17

Equity theory

Back 17

When people believe that they have been treated unfairly in comparison to others, they try to eliminate the discomfort and restore a perceived sense of equity to the situation.

Front 18

Expectancy theory

Back 18

Key expectancy theory variables:
Expectancy — belief that working hard will result in desired level of performance.
Instrumentality — belief that successful performance will be followed by rewards.
Valence — value a person assigns to rewards and other work related outcomes.

Front 19

Goal-setting theory

Back 19

Properly set and well-managed task goals can be highly motivating.
Motivational effects of task goals:
Provide direction to people in their work.
Clarify performance expectations.
Establish a frame of reference for feedback.
Provide a foundation for behavioral self-management.

Front 20

Key issues and principles in the goal-setting process

Back 20

Set specific goals.
Set challenging goals.
Build goal acceptance and commitment.
Clarify goal priorities.
Provide feedback on goal accomplishment.
Reward goal accomplishment.

Front 21

Self-Efficacy Theory

Back 21

A person’s belief that he or she is capable of performing a task

Front 22

Reinforcement theory

Back 22

Reinforcement theory focuses on the impact of external environmental consequences on behavior.
Law of effect — impact of type of consequence on future behavior.

Front 23

Position Power Used by Managers

Back 23

Reward Power
Coercive Power
Legitimate Power

Front 24

Personal Power Used by Managers

Back 24

Expert Power
Reference Power

Front 25

AUTHORITY-OBEDIENCE MANAGEMENT

Back 25

Efficiency in operations result from arranging conditions of work in such a way that human elements interfere to a minimum degree.

Front 26

COUNTRY CLUB MANAGEMENT

Back 26

Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo.

Front 27

TEAM MANAGEMENT

Back 27

Work accomplishment is from committed people interdependent through a “common stake” in an organizational purpose which leads to relationships of trust and respect.

Front 28

IMPOVERISHED MANAGEMENT

Back 28

Exertion of minimum effort to get required work done is appropriate to sustain organization membership.

Front 29

MIDDLE OF THE ROAD MANAGEMENT

Back 29

Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level.

Front 30

Hersey-Blanchard situational leadership model.

Back 30

Leaders adjust their styles depending on the readiness of their followers to perform in a given situation.

Front 31

FIVE PRINCIPLES OF VISIONARY LEADERSHIP

Back 31

Challenge the process
Be enthusiastic
Help others to act
Set the example
Celebrate achievements

Front 32

Characteristics of transformational leaders

Back 32

Vision.
Charisma.
Symbolism.
Empowerment.
Intellectual stimulation.
Integrity.