Management Exam 1

Front 1

management

Back 1

coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively

Front 2

managers

Back 2

someone who coordinates and oversees the work of other people so that organizational goals can be accomplished

Front 3

Effectiveness

Back 3

attainment of goals

Front 4

efficency

Back 4

means of getting things done

Front 5

What effective managers do (4)

Back 5

Plan

Organize

lead

work (control)

Front 6

Plan

Back 6

define goals, establish strategies, develop plans to integrate goals and strategies

Front 7

Organize

Back 7

arrange and structure work to accomplish goals

Front 8

Lead

Back 8

work with and through people

Front 9

Work (control)

Back 9

monitor, compare, correct

Front 10

What skills effective managers need

Back 10

Technical

human

conceptual

Front 11

Technical Skills

Back 11

knowledge and proficiency in specific field

Front 12

Human Skills

Back 12

work well with others

Front 13

Conceptual Skills

Back 13

ability to think and to conceptualize about abstract and complex situations

Front 14

Teams perform BETTER than their AVERAGE member

Back 14

WEAK synergy

Front 15

Teams perform WORSE than their BEST member

Back 15

STRONG synergy

Front 16

Team performance and Satisfaction Model

Back 16

Input-> process -> output

give something -> do something -> get something

Front 17

Team Information Processing

Back 17

Information shared

Individual Output

Discussion Sharing

Team Response

Front 18

2 types of problems

Back 18

Structured

Unstructured

Front 19

Structured problems

Back 19

programmed decisions ie. procedure, rule, policy

Front 20

Unstructured Problems

Back 20

non programmed

Front 21

Two Perspectives on decision making

Back 21

Normative - under optimal conditions

Descriptive - under less than optimal conditions

Front 22

Over confidence bias

Back 22

self-exploratory

Front 23

availability bias

Back 23

weigh info that comes easily and need to always be devils advocate

Front 24

Two decision making styles

Back 24

Linear - using external data

Non-linear - internal sources and insights

blend both for good decisions

Front 25

Sources of power for a Leader (5)

Back 25

Legitimate (position)

coercive (punish)

reward (money)

Expert

Referent (resources available towards)

Front 26

Goal Setting Theory

Back 26

when people accept and commit to goals

specific and difficult goals increase the effort

self-efficacy

goal commitment

Front 27

Self-efficacy

Back 27

self belief one can complete a task

Front 28

Job Design Theory

Back 28

characteristics of jobs create psychologically meaningful experiences that motivate employees

good for employees with high growth need

job enrichment

feedback channels

Front 29

Expectancy Theory

Back 29

When people put in greater effort they expect greater rewards

Front 30

Leadership

Back 30

process of influencing others to achieve goals

Front 31

Leaders

Back 31

those who can influence others

Front 32

Leadership (types)

Back 32

Transformational

Transactional

Front 33

Transformational Leadership

Back 33

leaders who inspire to change others way of thinking to get task done

Front 34

Transactional Leadership

Back 34

guide or motivate followers in the direction of established goals by clarifying role and task requirements

Front 35

Leadership Roles

Back 35

Coach

Conflict manager

Liaison with External Constituencies

Troubleshooter

Front 36

Path-Goal Contingency Theory

Back 36

Leaders job to assist followers in attaining goals

take on different leadership styles depending on the situation