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144 Cards in this Set
- Front
- Back
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Critical thinking |
ability to diagnose situations and predict patterns of behavior |
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7 steps to changing behavior with critical thinking |
behavior change, observe, interpret, analyze, Infer, Evaluate, Explain, Meta-Think |
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observe |
recognize behavior |
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interpret |
understand the cause and effects of behavior |
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Analyze |
investigate the causes and effects of behavior |
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infer |
propose paths to change behavior |
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evaluate |
assess the consequences of changing behavior |
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meta-think |
consider the process used to propose this behavior change |
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Management |
process of working with people and distributing resources to achieve goals efficiently and effectively |
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4 Success factors |
Access Resources Effective Leadership Competent Team Interested Consumers and Advocates |
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Four Management functions |
planning, organizing, leading, controlling |
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planning |
defining what the organization wants and setting goals for the future |
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organizing |
orchestrating people, actions, resources, and decisions to achieve goals |
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leading |
effectively motivating and communicating with people to achieve goals |
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controlling |
process of monitoring activities, measuring results, correcting performance |
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Sustaining |
seeing, analyzing, and designing systems to achieve long term organizational, community, and environmental health |
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Managerial roles |
interpersonal, informational, decisional |
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interpersonal |
build relationships |
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informational |
gather, access, and communicate information to individuals and teams |
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decisional |
making judgement based on information and analysis |
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small organization |
fewer than 100 employees |
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mid-size |
between 100-500 employees |
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large |
more than 500 employees |
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start-up company |
no operational history |
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multinational corporations |
usually more than 10,000 employees, in multiple countries |
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Growth companies |
increases its annual revenue faster than its competitors |
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Nonprofit |
reinvest all profits back into the organization |
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Vision |
1-10 years |
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Mission |
Life of the leader, organization's central purpose |
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values |
beliefs that shape employee and organizational behaviors, timeless |
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Top Management skills |
More Conceptual, Less technical |
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Middle Manager skills |
More relational, even technical and conceptual |
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First-line manager |
more technical, less relational, little less conceptual |
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conceptual |
ability to think through complex systems and problems |
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Technical skills |
ability to perform job-specific tasks |
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relational skills |
ability to collaborate and communicate with other effectively |
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successful management |
effective, efficient, and skilled |
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Wealth of a nation |
adam smith, division of labor |
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corporation |
legal entities formed and structured to achieve goals |
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Bureaucratic Management |
Max weber, german |
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advantages of division of labor |
workers knew what to do managers increased production over 2000% |
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disadvantages of division of labor |
managers overanalyzed work workers tired/bored |
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disadvantages of managerial hierarchy |
managers mistook authority for power, used for personal gain |
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career orientation advantages |
managers invested in the long term welfare of people |
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career orientation disadvantages |
managers and employees felt entitled to their jobs |
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impersonality advantages |
managers focused on the responsibility and authority of their position |
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impersonality disadvantages |
managers mistook this for being cruel, distant |
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Administrative management |
Henri Fayol, must gain both responsibility and authority through a greater set of skills |
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unity of command |
one boss
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unity of direction |
one manager and one plan |
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remuneration |
reasonable pay for reasonable performance |
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centralization |
employees take orders from hierarchical management |
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Scalar chain |
authority, top-down approach |
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stability of tenure of personnel |
managers train employees and encourage them to stay |
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Initiative |
managers create the direction |
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Esprit de corps |
managers avoid conflict to keep work attitude high |
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Quantitative approach |
applying objective methods to enhance decision making |
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Two types of soldiering |
Natural and systematic |
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natural soldiering |
taking it easy |
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systematic soldiering |
organized underwork for a purpose |
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Scientific Management |
Frederick W. Taylor, using quantitative approach to maximize productivity |
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principles of scientific management |
scientific way to measure performance, select workers, train employees on measurable standards, work closely |
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scientific management and the mind |
lillian m. gilbreth |
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visualizing management |
henry gantt |
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quality movement |
continuous improvement |
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Hawthorne Studies |
ilumination study, relay-assembly test room study, interviewing program |
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4 types of conflict resolution |
1. group sits silently, and avoid conflict 2. struggle for victory 3. Compromise 4. Integration |
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Douglas Mcgregor |
motivation theory x and y |
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theory x |
coerce and intimidate employees into getting the job done |
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theory y |
motivate and nurture employees |
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entropy |
loss of social and market-based energy, decline in the organization |
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negative entropy |
social and market based energy that builds and maintains a system |
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Jay W. Forrester |
subsystem and open system |
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Systems thinking |
use to understand interconnected cause-and-effect relationships that change the organization |
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5 disciplines described by Senge |
Personal mastery, mental models, building a structure, team learning, and systems thinking |
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personal mastery |
focus, patience, holding on to our vision |
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Mental models |
perceptions we form about the world |
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Building a structure |
share vision of the future to inspire |
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team learning |
open dialogue |
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systems thinking |
integrates personal mastery, mental models, building a structure, and team learning |
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BOT diagrams |
behavior over time |
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stock diagram |
material or info that can be measured |
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inflow |
increase value of stock |
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outflow |
decrease the value of stock |
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system change |
causes delay |
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feedback loops |
reactionary force that causes fluctuations in behavior |
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balancing loops |
reactionary force that seeks stabilization toward a stock level |
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Reinforcing loops |
a self-multiplying reactionary force that amplifies change in stock level |
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systems behavior |
balancing, runaway |
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balancing behavior |
discrepancy, relative to an equilibrium |
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runaway behavior |
exponential growth or decay, when stock increases or decreases relative to its size |
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stabilizing a runaway feedback loop |
introduce a balancing loop |
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causal loops |
map out the structure of the system and show components |
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Building a culture of change |
Understand mission Comprehend purpose of subsystems Acknowledge the imbalances or discrepancies that feedback oops impose Design a plan to achieve balance Communicate to all relevant employees |
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senges eight archetypes |
limits to growth shifting the burden eroding goals escalation success to the successful tragedy of the commons fixes that fail growth and underinvestment |
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limits to growth |
external or internal force restricts the ability to expand a service or product |
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shifting the burden |
short term fixes that result in long term problems |
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eroding goals |
short term solutions leading to a decline in long term goals |
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escalation |
lose-lose |
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success to the successful |
more successful today gets more support |
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tragedy of commons |
self interest overrides a collective solution |
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fixes that fail |
worse than shifting the burden |
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growth and underinvestment |
reduce resource allocation to increase profits, with the unintended consequence of losing equilibrium in the market |
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Internal environment |
forces inside an organization, employees roles, how company interacts with stakeholders and responds to external environment |
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organizational culture |
collection of beliefs that individuals and groups share to help their organization |
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Conscious culture |
seen or heard, dress code, slogans |
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unconscious |
beliefs, perceptions, values |
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slogan |
repetitive phrase about mission, vision, or values |
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rituals |
formalized activity intended to communicate and teach the organizations culture |
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ceremony |
event that provides one or more stakeholders with a sense of purpose and meaning towards the organization |
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3 stages of heroes |
leaving home for adventure, facing barriers that question success, and returning home successful |
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external environment |
specific and general factors outside an organization |
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specific environment |
industry focused part of the external enviornment |
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3 ways managers respond to customer needs |
Reactive, proactive, and interactive engagement |
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Reactive engagement |
monitoring positive and negative customer feedback |
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Proactive engagement |
creating a product or service as an alternative to enhance customers experience |
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Interactive engagement |
collaborating with consumers to develop future products and services |
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Crowdsourcing |
employing the efforts of customers and the public to innovate |
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Advocacy group |
set of people dedicated to instituting change based on their concerns or interests |
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government activism |
governments active role in encouraging business to behave in ways that are in the public interest |
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general enviornment |
external forces that affect all organizations in an economy, managers have little to no power to effect change |
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citizens united |
corporations are covered by the first amendment |
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sociocultural forces |
behaviors and beliefs associated with demographic groups that comprise an organizations talent and customers |
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demographics |
age, gender, etc. |
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resistant to change |
personal threat, uncertainty/mistrust, fear and doubt about abilities, and clashing perspectives |
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Personal threat |
some people fear change as personal |
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uncertainty and mistrust |
will resist change when they do not understand or trust the new idea |
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fear and doubt about abilities |
people have low tolerance for change have fear they don't have the skill |
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Clashing perspectives |
differences of opinion between management and workers |
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art of persuasion |
provide emotional support, time off or option to work at home, additional training, financial incentives, manipulation, coercion |
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manipulation |
enlisting support from top management |
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coercion |
to force change |
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driving forces |
help to provide motivation toward achieving a goal |
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restraining forces |
barriers to change impede the progress of the goal |
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force field analysis |
aid in decision making process by analyzing the forces for and against change |
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stages of change |
unfreeezing, changing, refreezing |
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unfreezing |
process by which managers inform their staff of the change and why it is needed |
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changing |
strategy to help reinforce the need for change |
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refreezing |
when people embrace the change and adopt the behaviors and attitudes needed to generate successful results |
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putting the pressure on |
communicate sense of urgency |
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forming a guiding coalition |
coalition of a management team to lead the change effort can encourage others |
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creating a vision |
clear, easily understood, and inspirational |
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celebrating short term wins |
large scale changes take years, could lose momentum if you wait that long to celebrate employees efforts |
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3 p's |
planet, people, profit |
