Org. Management

Front 1

-conflict over
work behaviors
who is responsible for what?
priority goals
competition for leadership

Back 1

storming

Front 2

Defining and understanding goals

Back 2

forming

Front 3

-Employees who work together daily on similar tasks
-often work in the same department or functional area

Back 3

functional team

Front 4

-Social Behaviors:
Hostility and withdrawl
the key is to manage conflict well-conflict can be good

Back 4

storming

Front 5

-Share information
-accepting different opinions
-set roles by which team will operate

Back 5

norming

Front 6

Diversity of experience and information is important to the problem and acceptance of the decision by all team members is critical

Back 6

team problem solving is likely to be better than individual

Front 7

-employees from various work areas meet to solve mutual problems and is most effective in situations that require innovation and a focus on customer needs

Back 7

cross functional teams

Front 8

-team that work oegether to produce an entire product or service.
-members have discretion and belive the work is impt.
-power to fundamentally change how work is done

Back 8

self managed teams

Front 9

small number of employees with complimentary skills who are committed to common performance goals and working relationships

Back 9

team

Front 10

-Social Behaviors
-keep feelings to themselves
-act more secure than they really feel
-be nice and polite
-evaluate personal benefits of group work

Back 10

Forming

Front 11

2-16 people small enough so that each ream member communicates withe ach other one on one

Back 11

team

Front 12

teams are often given "mgt. responsibilities such as
-scheduling
-assigning tasks to others
-ordering materials
-evaluating the work of other members

Back 12

empowered team members

Front 13

- employees from the same functional area who mee to talk about specific issues and develop solutions
-empwered to act with in certain limits delegated by mgt.

Back 13

problem solving team

Front 14

-the process of living by values that support those ideas and visions
-developing ideas and a vision
-incluencing others to embrace the values and behave accordingly

Back 14

leadership

Front 15

Social Behaviors-
empathy
concern
cohesion
cooperation

Back 15

norming

Front 16

One has to react calmly and cannot attack or run away
"fight or flight"

Back 16

reaction inconsistent with way body reacts to stress

Front 17

-End of Teamwork
-some teams never adjourn

Back 17

adjourning

Front 18

-Individual roles are accepted and understood
-team performs at its potential

Back 18

performing

Front 19

excitement feeling of anxiety and or demands placed on an indicidual are thought to exceed their ability to cope

Back 19

stress

Front 20

\-breathing and deart reate change so that body can operate at a high physical level
-brain wave activity goes up to max brain functionality
-hearing and sight become acute

Back 20

stress reactions physiological

Front 21

means available for sending/receiving messages
-usually one of the senses:
hearing, touching...etc...so it can be verbal or nonverbal

Back 21

transmitter and receptors

Front 22

transmitted data and coded symbols that give meaning to the data.
symbols help convey the meaning of the message to receiver
symbols have no meaning of their own, situation gives them meaning

Back 22

messages

Front 23

personality traits that help counter stress
-welcome life changes with optimism and curiousity
-attribute own behavior to internal causes

Back 23

hardy personality

Front 24

introversion, low agreeableness, low adjustment

Back 24

barrier of comm. - PERSONALITY

Front 25

once received, messages are changed from symbolic form

Back 25

meaning

Front 26

no consistent pattern of personality traits that are related to effective leadership, there are over 100 personality factors to effective leadership

Back 26

limitation of trait model

Front 27

-the oldest form of leadership

Back 27

traits

Front 28

receiers response to the message let's the sender know whether the message was received as intended

Back 28

feedback

Front 29

perceive potentially sressful events as not stressful

Back 29

hardy personality

Front 30

means by which messages t ravel from sender to receiver

Back 30

channel

Front 31

-senders intended message=receivers interpretation of message
-more likely when there are fewer differences in goals attitudes and beliefs

Back 31

accurate communication

Front 32

trait models imply that physical characteristics can predict effective leadership ability and physical characteristics are situational

Back 32

limitation of trait model

Front 33

preparing a meaningful message to be sent

Back 33

encoding

Front 34

-output of communication, words or letters
-becomes information when it influences the sender's understanding

Back 34

data

Front 35

leadership is a complex phenomenon and cannot accurately be desribed by traits

Back 35

limitation of trait model

Front 36

interpreting meaning from a received message

Back 36

decoding

Front 37

interests & abilities
personality traits
physical characteristics

Back 37

things that are different b/w effective and ineffective leaders

Front 38

capacity for a communication approach to transmit cues and provide feedback

Back 38

media richness

Front 39

intelligence
maturity and breadth
achievement drive
honesty

Back 39

traits of a good leader

Front 40

transmission and reception of thoughts, facts, beliefs, that produce a reponse

Back 40

interpersonal communication

Front 41

same word has different meanings

Back 41

semantics - barrier of comm

Front 42

Most effective when:
-task is routine and employees get no satisfaction from the task
-team members must learn something new
-employees feel like involvement in decision making is legitimate
-desire for no status difference

Back 42

consideration

Front 43

allow group to decide w/o the manager

Back 43

delegate - leadership style

Front 44

mgr. consults employees individually then makes decisions

Back 44

consult indiv. leadership style

Front 45

ups the productivity in the short term

Back 45

initiating structure

Front 46

focuses on what leaders do and how they behave

Back 46

behavorial model of leadership

Front 47

exten to which leaders define/describe the roles of subordinates in order to accomplish goals
-planning
-scheduling
-assigining

Back 47

initiating structure

Front 48

perceptual defense, projection

Back 48

perception- barrier of comm.

Front 49

sender knowingly attempts to influence the perceptions of the receiver to the sender's benefit

Back 49

impression managment

Front 50

concern for meeting performance standards, m ost effective when task satisfies the employees

Back 50

initiating structure

Front 51

mgr. presents problems to the group and guides the interaction to help group decide for themselves

Back 51

facilitate - leadership style

Front 52

any interference in the channel

Back 52

noise - barrier of comm.

Front 53

consieration and initiating structure

Back 53

behaviroal factors of good leaders

Front 54

the sender states what is believed to be false to misled the receiver

Back 54

lying - barrier of comm.

Front 55

exten to which leaders have relationships with employees characterized by mutual trust, 2 way comm., respect for employees, and empathy

Back 55

consideration

Front 56

-don't account for environmental/situation
-suggests the same behaviors are equally appropiate in all situations

Back 56

downfalls of the behavioral model

Front 57

mgr. consults employees as a whole then makes decision

Back 57

consult team - leadership style

Front 58

manager makes decision

Back 58

1 of 5 leadership styles = decide style

Front 59

in b/w lying and complete honesty, vague language

Back 59

distoriton- barrier of comm.

Front 60

communication patterns that become routine, convenient reduce time and effort, can result in distortion

Back 60

language routines - barrier of comm.

Front 61

-monitor followers
-take corrective action if deciation from standard occurs

Back 61

active mgt. by exception

Front 62

proper leadership depends on the specific situation

Back 62

contingency theory

Front 63

behaviors depend on one situation variable: - followers readiness-subord. ability/willingness to perform the task

Back 63

amount of task relationship - Hershey / Blanchard situational model

Front 64

-must be able to communicate complex vision/ values in a simple manner
-east to understand messages
-allow employees to internalize values
-identifying with leader

Back 64

communication

Front 65

-create a common bond among followers
-shared values create a sense of "who we are"
-a social network that supports the leaders' vision

Back 65

promote shard identity

Front 66

insufficient at developing maximum leadership potential, does not provide a lot of intrinstic motivation, does not inspire emp. to work exceptionally hard to be innovative, necessary but insufficient

Back 66

downfalls of transactional

Front 67

leader intervenes only when problem is serious and brought to their attention

Back 67

passive mg.t by exception

Front 68

leaders listen, provide support, involve subord.

Back 68

relationship behaviors - Hershey / Blanchard situational model

Front 69

-contingent rewards
-active mgmt. by exception
-passive mgmt. by exception

Back 69

transactional leadership

Front 70

leaders tell subordinates what to do and how to do it.

Back 70

task behaviors - Hershey / Blanchard situational model

Front 71

less task that selling; more supportive and comm. oriented, followers are able but not fully confident

Back 71

participating - - Hershey / Blanchard situational model

Front 72

must behave in a manner consistent w/ the values
-leader can easily lose following if inconsistently is defected
-leaders behaviors serve as an example

Back 72

exhibit desired behaviors

Front 73

provide clear specific instruction, followers are either unable or unwilling

Back 73

telling - Hershey / Blanchard situational model

Front 74

-link achievement of goals to rewards
-clarify expectations
-provide approp. resources to meet goals

Back 74

contigent rewards

Front 75

-emphasizes shared vision and values
-create a vision of a desireable future state
-diagnose the types of values that would be consistent with the future state
-adopt those values personally
-integrate those values into the org.

Back 75

5 competencies of charismatic leaders

Front 76

-leaders expresses self confidence optimism, determination
-these strengths allow the followers to buy into the leaders values
-creates belief that the leader will succeed

Back 76

reflect strength

Front 77

-motivating and directing followers by developing in then a strong emotional committment to a vision and asset of shared values
-are passionate and attempt to appeal to the follower's emotions

Back 77

charismatic leadership

Front 78

good at clarifying goals, expected haviors, consequences of meeting objectives

Back 78

evaluation of transactional

Front 79

motivating and directing followers primarily through contingent rewards

Back 79

transactional leadership

Front 80

in addtion to task, intimate 2 way comm. builds confidence, follower is willing but unable

Back 80

selling - Hershey / Blanchard situational model