Ss Exam 1

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Chapter 1

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x

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1. Personal Effectiveness

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a. Is the foundation of great management, and the skills presented in the chapters that follow this one all stem from a base of personal excellence.

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b. Actionable knowledge and behavior

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– things you can actively learn and do to improve your personal competence.

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2. Social Learning Theory (person, environment, behavior)

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a. Bandura’s theory suggests that the learning of any new behavior is the result of three main factors-the person, the environment, and the behavior- and they all influence each other. Behavior is not simply the result of the person and the behavior.

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b. Bandura suggests that, in fact, most learning is actually done through ____.

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observation and modeling of the behaviors of others.

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3. Bandura's Four (4) Critical Components Required to Learn Through Observation

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a. (Attention, Retention, Reproduction, Motivation)

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i. Attention:

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First challenge is to focus.

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ii. Retention

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If you can relate your observations to a theory or framework, and understand why what you observed was effective or ineffective, you have a better chance of retrieving it when you need it.

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iii. Reproduction:

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Most critical contribution of social learning theory to developing management skills is it highlights the importance of practice, or actual demonstration, of a skill.

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iv. Motivate:

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MOTIVATD TO PERSIST AND STAY WITH IT.

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4. Model of Self-Management

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Self-Observation; SMART goals

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a. SELF-MANAGEMENT

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as a process of modifying one’s own behavior by systematically altering how we arrange different cues in our world, how we think about what we hope to change, and how we attach behavioral consequences to our actions.

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b. Self-observation: involves

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determining when, why, and under what conditions you currently use certain behaviors.

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c. SMART GOALS

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which represents specific, measurable, attainable, relevant, and time-bound.

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d. Positive self-talk

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the idea is to create a frame of mind that energizes your self-confidence and gets you beyond self-defeating and negative feelings that can accompany learning difficult tasks.

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5. Self-Awareness

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a. The best managers are not only consistently seeking feedback to know themselves better and what areas they need to improve, but also to isolate their personal strengths and preferences so they can best position themselves for success.

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b. Ability

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– can be simply defined as what a person is capable of doing

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c. Personality

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represents the pattern of relatively enduring ways in which a person thinks, acts, and behaves.

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d. Cognitive ability

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– is the capacity to learn and process cognitive information such as reading comprehension, mathematical patterns, and spatial patterns.

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6. Emotional Intelligence

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– refer to the ability to accurately identify emotions (in self and others) as well as understand and manage those emotions successfully.

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Cultural Intelligence

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– represents a person’s capability to function effectively in situations characterized by cultural diversity.

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i. CQ-strategy

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is how a person interprets and understands intercultural experiences

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ii. CQ-knowledge

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is a person understands of how cultures are similar and different.

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iii. CQ-motivation

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is a person’s interest in experiencing other cultures and interacting with people from different cultures.

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iv. CQ-behavior

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is a person’s capability to modify their own verbal and nonverbal behavior so it is appropriate for different cultures.

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7. Big Five Dominant Personality Traits (list)

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a. Are extraversion, emotional stability, agreeableness, conscientiousness, and openness to experience.

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8. Personality Preferences (list)

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a. Rather choices we make (mostly unconsciously) to navigate the world.

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b. Extraversion or Introversion

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People with a preference for extraversion prefer to direct their attention and energy toward people and things, whereas introversion preferences usually involve direction energy inwards toward ideas and concepts.

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c. Sensing or intuition

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one’s preferred method of taking in or seeking information. Sensing preferences lead people to desire actual data and well-documented experience and to pay attention to detail. Intuition preferences lead individuals to seek out the “big picture” and complex patterns rather than minute details.

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d. Thinking or Feeling

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– Thinking preferences lead individuals toward the use of logic, impartiality, and utility to make decisions. People with a preference for feeling often base decisions on human values and needs and personalize decisions.

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e. Judgment or Perception

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Those preferring judgment orientation tend to deal with their outside world in planned ways, focusing on task completion and goal attainment. Perception preferences often lead individuals toward spontaneity and curiosity.

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9. Occupational Fit

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a. Is a condition that exists when there is relative agreement among the parties ( for example, between an organization’s values and individual’s values) about what is most important.

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i. Career orientation

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– is a preference for a specific type of occupation and work context.

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ii. Multi-source feedback

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feedback provided by many sources other than yourself, such as a boss, co worker, customer, and subordinate. It enhances self-knowledge and consequently improves managerial behavior.

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10. Stress Management

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(eustress, daily hassles, types of hardiness

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a. Stress

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is a pattern of mental and physical responses to conditions of uncertainty and perceived threat. .

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b. Eustress

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which he defined as a controlled or productive stress.

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c. Daily hassles

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are annoying events that occur during the workday that make accomplishing work more difficult.

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d. Physical hardiness
e. Psychological hardiness

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e. the ability to remain psychologically stable and healthy in the face of significant stress.

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11. Time Management

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(80/20 Rule; swiss cheese method)

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a. 80/20

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– holds that only 20 percent of the work produces 80 percent of the value, 80 percent of sales come from 20 percent of customers, so on.

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b. Swiss cheese method

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refers to poking small holes in the A project and those holes are what Lakein calls instant tasks. An instant task requires 5 min or less of your time and makes some sort of hole in your high-priority task.

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12. Audience Analysis

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(Ethos, Pathos, Logos)

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a. ethos

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– based on personal credibility.

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b. Pathos

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emotional appeals

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c. Logos

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logical argument.

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13. Five (5) S's of Effective Presentations

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(strategy, structure, support, style, supplement

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a. Strategy

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formulate a strategy for your specific audience

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b. Structure

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develop a clear structure

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c. Support –

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support your points with evidence

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d. Style

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– Combine ideas with an enhancing presentation style

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e. Supplement

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– with informed responses to questions

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14. Information Richness

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is the potential information-carrying capacity of a communication channel, and the extent to which it facilitates developing a common understanding between people.

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15. Choosing Your Medium

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written vs verbal

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a. Written when

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i. A number of people must receive consistent instruction or information
ii. You are concerned about legal, regulatory, or other documentation requirements.
iii. You want your position on something to be perceived as formal.
iv. Your recipient has a history of problems with verbal instruction

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b. Communicate verbally wen

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i. You want immediate and direct feedback and input
ii. You don’t want or need a written record of the communication.
iii. Delivering the message in person will enhance its sense of urgency.
iv. Your message may spark an emotional reaction that you need to acknowledge

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16. E-mail

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a. Email you write on any computer owned by your employer can be monitored by your employer, and likely is.
b. The message you send and some of those you receive are routinely saved and stored whenever your employer backs up data.
c. Make sure it is complete, clear, and not easily misinterpreted.

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17. Assertive

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means being clear about your needs and expressing them respectfully to others.

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b. Crisis communication.

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i. Choose language that is clear and accurate
ii. Know your audience
iii. Be prepared to talk about emotions
iv. Communicate consistently.

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18. Active Listening and Principles of Good Listening

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a. Hearing refers to the physical reality of receiving sounds.
b. Listening is an active process that means a conscious effort to hear and understand.
c. Active listening involves interaction and good questioning.

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d. Barriers and traps to active listening

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i. The tendency to evaluate
ii. Misreading nonverbal cues
iii. Personal focus
iv. Thinking is faster than speaking
v. Selective perception/filtering
vi. Tendency to advise.

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e. Principles of good listening

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i. Know your objective
ii. Actively interact
iii. Stay focused

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CHAPTER 3

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xx

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19. Intuition

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(ladder of interference, fundamental attribution error)a. Represents a collection of what we’ve learned about the world, without knowing we actually learned it.

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b. Fundamental attribution error

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people tend to over-attribute behavior to internal rather than external causes.

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c. Self-serving bias

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where we attribute personal successes to internal causes and personal failures to external causes.

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ix (6) Ways People Exercise Poor Judgment

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a. Availability bias

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bias clouds our judgment because things more readily available to us (that is, they can be more easily brought to mind) are likely to be interpreted as more frequent or important.

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b. representative bias

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– is that people pay more attention to descriptors they believe to be more representative of the person’s career choice than the key base rate information that leads to the better choice.

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c. Anchoring and adjustment

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different starting points lead to different end results.
d. Confirmation bias – represents people’s tendency to collect evidence that supports rather than negates our intuition before deciding.

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e. Overconfidence bias

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bias leads us to believe we posses some unique trait or ability that allows us to defy odds, whereas others simply don’t have such a trait.

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f. Escalation of commitment

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People are likely to continue to invest additional resources (time, money, and so on) in failing courses of action even though no foreseeable payoff is evident.

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i. Hasty generalization fallacy

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people often draw inappropriate general conclusions from specific cases because they do not realize (or they think you don’t realize) their specific example is not necessarily so in all, or even most, cases.

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21. Overcoming Judgment Biases

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a. To attach an estimate of confidence to beliefs held by ourselves and others.
b. Trial and error
c. Approach all decisions and presented evidence with healthy skepticism.

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d. Bounded rationality

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our brains’ limitations constrain our thinking and reasoning ability, and, thus, it is impossible to consider simultaneously all information relevant to any decision or problem

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e. Satisficing

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determining the most acceptable solution to a problem, rather than an optimal one.

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22. PADIL Problem Solving Framework

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a. Problem, alternatives, decides, implement, and learn.

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b. Stakeholder

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– is literally anyone who has a stake in the problem or solution

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c. Black and white fallacy

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which assumes our choices are clear and limited to two (it’s either black or white), when in reality there may be many other choices (shades of gray).

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a. System

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a perceived whole whose elemnts “hang together” because they continually affect each other over time and operate toward a common purpose.

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b. Systemic structure

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– a pattern of interrelationships among the system components.

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c. Mental models –

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the prevailing assumptions, beliefs, and values that sustain current systems.

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d. Inquiry skills

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allow you to examine your own mental models as well as others.
e. Histogram

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a. Ethical commitment

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refers to your level of dedication or desire to do what is right even in the face of potentially harmful personal repercussions.

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b. Ethical consciousness

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in which you develop an ability to understand the ramifications of choosing less ethical courses of action.

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c. Ethical competency

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which involves a thoughtful consideration of ethics in each stage of the problem solving process.

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a. Economics

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economically based decisions will not be seen universally as fair by stakeholders. Relate to supply and demand.

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b. Equality

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to treat everyone and everything as equal. Doesn’t necessary make a decision fair or ethical?

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i. Distributive Justice

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is perceived when people view fairness of a particular outcome.

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ii. Procedural justice

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is perceived when the process used to make the decision was fair.

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iii. Interactional justice

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is perceived when people treat others respectfully and explain decisions adequately.

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26. Moral Intensity (6 factors

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xxx

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a. Magnitude of consequences

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the sum of the cost-benefit to the object of the action in question.

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b. Social consensus of evil/good

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the amount of social agreement toward the action

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c. Probability of harm/benefit

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the likelihood that the act in question will actually happen and produce the predicted harm/benefit.

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d. Temporal immediacy

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– the time between the act and the onset of the consequences.

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e. Proximity

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the feeling of nearness people have to the object of the action.

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f. Concentration of effect

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the magnitude of the action on those involved

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i. Downsizing

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– terminating large numbers of employees to recapture losses or gain some form of competitive advantage. Does not work.

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27. Moral Imagination

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a. Is the ability to: 1. Step out of your situation and see the possible ethical problems present, 2. Imagine other possibilities and alternatives, and 3. Evaluate from an ethical standpoint the new possibilities you have envisioned.

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28. Rationalizations and Ethical Traps

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a. If it’s legal, it’s ethical.
b. I was only trying to help.
c. Everyone else does it.
d. It’s owed to me
e. As long as I don’t gain

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29. Ethics questions and Perspective tests

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a. Is my action legal?
b. Am I behaving fairly?
c. Is my decision in line with my own values?
d. Will others be negatively impacted?