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85 Cards in this Set
- Front
- Back
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Managers' challenges in the 21st century
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SOBC sequence
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Terminal and instrumental values
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Characteristics of internalisers and externalisers
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Work preference of persons high in need for achievement, affiliation and power
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The performance-job satisfaction relationship
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General Adaptation Syndrome (Selye model)
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The stress model
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Classical profiles of type A and type B behavioural patterns
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Maslow's hierarchy of needs
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Herzberg's two-factor theory of motivation
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The expectancy theory of employee motivation
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Individual and organisational factors in motivation
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Key concepts in BMod
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Contingencies of reinforcement
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Schedules of reinforcement
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Pros and cons of BMod
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Alternatives to the use of punishment
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Effective use of punishment
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Effects of performance appraisal
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Actual and measured performance
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Errors in PA
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Forms of validity
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Aspects of the goal-setting process
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The MBO cycle
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Intrinsic and extrinsic rewards in organisations
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Examining reward practices in firms
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Consequences of downsizing and delayering
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How the Rucker Plan fits in a plan to strengthen competitive advantage in the firm
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Herzberg's principles of job design
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Job depth and job range
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The job characteristics model (JCM)
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Job content factors
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Self-directed teams are replacements for a traditional ‘X’ control structure
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Contrasting the participative and non-participative organisation
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Factors causing group formation
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Features of cohesive and incohesive work groups
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Cohesiveness, goals and work group performance
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Managerial principles for controlling work group norms and member conformity
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Examples of personal and position status in firms
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Group size, performance and process losses
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Stages of work group development
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Belbin’s roles in highly successful, value-adding SDTs
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Factors influencing risk-taking in group decisions
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Factors which contribute to low group creativity
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How Delphi groups differ from nominal groups
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Situation characteristics of task activities and maintenance activities
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Stages of development and the emphasis on task and maintenance activities in work groups
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The Vroom–Yetton–Jago normative decision model
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Sources of interpersonal power and an example of each
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How employees gain power
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A taxonomy of political behaviour in firms
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Strengthening your work relationship with your boss
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Managerial roles
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Examples of leadership traits
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Fiedler's contingency theory of leader effectiveness
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How leaders can change the situation they face
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Substitutes for leadership and control in work relationships
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The entrepreneurial profile
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Differentiating entrepreneurial behaviour from bureaucratic behaviour
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Fundamental issues in organisational design
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The functional design
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Combined product and territorial design
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The matrix design in a medical products firm
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Forms of departmentalisation
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Strenghts and weaknesses of decentralised designs
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Problems caused by external process controls
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The MBO process in delayered organisations
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Creating a boundaryless (horizontal) design
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The goods-services continuum
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A graphical representation of service design strategies
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The range of services and the extent of service customisation
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Perspectives on empowering employees to deliver excellent service
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Building a strong performance-oriented culture in the firm
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How to build a strong, adaptive work culture in the firm
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Ways to change a firm's culture
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The life-cycle of the firm
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Understanding environmental uncertainty
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Qualities of planned change in organisations
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The key features of the organisational change process
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Multi-level diagnosis in planned change
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How to tell if the OD programme did any good
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Why T-groups do not work in firms
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Objectives of team-building
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The managerial grid
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