Managing Marketing Performance

Front 1

What attributes distinguish a group or team from a random collection of individuals?

Back 1

The members have a sense of identity. They are loyal to the group and conform to the norms of behavior and attitude that bind the group together. Most groups have a purpose or set of objectives and will, spontaneously or formally, choose individuals or sub-groups to lead them towards those goals.

Front 2

What are the functions of groups from the point of view of the organization?

Back 2

Performing tasks which require collective skills of more than one person; testing and ratifying decisions made outside the group; consulting or negotiating, especially to solve disputes w/n the organization; creating ideas; collecting and transmitting info and ideas; coordinating the work of different individuals or other groups; motivating individuals to devote more energy and effort into achieving the organization's goals

Front 3

What are the main issues to be taken into account when managing a group?

Back 3

Three overlapping set of needs need to be satisfied, including task needs, group maintenance needs and individual needs.

Hint 3

TASK NEEDS: initiating, information-seeking, diagnosing, opinion-seeking, evaluating, decision-making; INDIVIDUAL NEEDS: goal-setting, feedback, recognition, counseling, training; GROUP NEEDS: encouraging, peace-keeping, clarifying, standard-seeking

Front 4

What stages does a team go through at it matures?

Back 4

Forming, storming, norming, performing, mourning or adjourning

Front 5

What happens during the norming stage?

Back 5

Group cohesion increases as roles (including leadership) are established. Norms and processes are evolved for group functioning: work sharing, output levels, interactions, decision-making and

Front 6

What does Handy mean by the term "outcomes" in his contingency approach?

Back 6

Ideally, the group and its work will be managed so that efforts towards high productivity will also lead to the satisfaction of personal and group needs such as job satisfaction, respect and cohesion.

Front 7

List 4 of the characteristics you would expect in an ideally functioning group.

Back 7

(i) skills, info and ideas are shared (ii) each individual gets the support of the team and a sense of identity and belonging (iii) there is group discussion for decision making and problem solving (iv) each individual is involved in and committed to the team's activities

Front 8

What is meant by the term group think and why is it a problem?

Back 8

Group think refers to ultra-cohesive group completely absorbed with its own maintenance, members and priorities. It is a problem because of its various symptoms:a sense of invulnerability and blindness to the risk involved in pet strategies; rationalization of inconsistent facts; moral blindness and a feeling that might is right; a tendency to stereotype outsiders and enemies; strong group pressure to quell dissent; self-censorship by members; mutual support and solidarity to guide decisions.

Front 9

Give 4 different use of budget.

Back 9

(i) as a forecast of the expected performance of the company to help managers look into the future (ii) as a means of allocating resources (iii) as a yardstick against which to compare actual performance for control action to intervene when necessary (iv) as a target for achievement to motivate work force.

Front 10

What were the 4 leadership styles identified by Huneryager and Heckman?

Back 10

dictatorial, autocratic, democratic, laissez-faire

Front 11

What leadership style, if any, do employees prefer?

Back 11

The consults style of leadership

Front 12

What are the axes of the management grid?

Back 12

It addresses the balance of management thinking based on 2 aspects of managerial behavior: concern for production (the task) and concern for people and human relations

Front 13

What is Theory X?

Back 13

Theory X held that the average human being has an inherent dislike of work and will avoid it if possible. Human beings prefer to be directed, wishing to avoid responsibility. They have relatively little ambition and want security above all. They are self-centred, with little interest in the company's needs. They are resistant to change and must be coerced, controlled, directed, offered reward or threatened with punishment to get them to put forth adequate effort towards the achievement of the company's objectives.