Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
23 Cards in this Set
- Front
- Back
|
Managerial Roles
|
Agenda and network
Characteristics of managerial work -great quantity at Rapid pace -action oriented |
|
|
Role
|
expectations attached to a position vary from official job description
|
|
|
self management
|
self knowledge
developmental orientation monitoring |
|
|
workplace socialization (learning a culture)
|
thick skin
promote self, ability to negotiate avoid perfectionism (can affect priorities) countinue need to establish network |
|
|
Leadership (management)
|
creating vision
long term creating culutre inspriing basedon personal power as facilitator interactive communication independence change, effectiveness |
|
|
Management
|
planning budgeting
organizing and staffing producing/selling goods and services via position power as conformity stability |
|
|
Generally development....
|
manager before leader
|
|
|
Inherent dilemmas of a company
|
individual goals vs organizational goals
organizations requirement for control vs. individual needs organization need for change vs. need for stability |
|
|
Organization perspectives
Instrumental and Institutional |
Instrumental
official goals formal structure formal processes technology (changing inputs to outputs) -- operations, materials, knowledge market Institutional social processes (org. politics) informal structure history culture |
|
|
Determinants of Attributes
And categories of attributes |
Heredity
Socialization -personality -values -abilities -physical -attitudes -goals |
|
|
Values
|
abstract ideas that define what is good, what is important
enduring very basic not easily changed individual values, family values, societal values hardwork, indiviudaly values can conflict |
|
|
Attitudes
|
respond favorable or unfavorably to condition
task, liking/disliking; approval/disapproval evaluative statements favorable or unfavorable concerning objects, people or events |
|
|
Flow chart of values and attitudes
|
value+belief(information)+belief(information) = attitude --> behavioral intention -- 1) norms, 2) behavior, 3)situation
|
|
|
Norms
|
expectations or preferences about the behavior of some group
|
|
|
attitudes are learned, therefore able to changer
|
attitues and behaviors both affect each other
|
|
|
Type A Personality
|
always rushing, urgency, always competitive, aggressive, outcome oriented
impatient egocentric difficulty relaxing chronic sense time urgency (always a struggle) |
|
|
Type B Personality
|
opposite of Type A.
Tolerant |
|
|
Major disadvantage of Type B Boss
|
when boss wants to represent unit to gain resources (Type A bosses prevail)
|
|
|
Personality Dimensions
|
submissive ---- dominant
timid ------- venturesome trusting ----- suspicious group dependent ---- self-sufficient relaxed ------ tense |
|
|
2 emotions needed in workplace
|
enthusiasm
optism Not good anger upset fear frustration |
|
|
Managing Workplace Diversity
|
acknowledging different culutres
charts demographic profile (employment records) Survey perceptions and attitudes of employees assessment of company's policies/practices training - change organizational culutre |
|
|
attitude affect behavior
|
only slightly related
variables: importance - fundamental values, self interest or ID with individuals or groups that person values specificity - more specific the attitude, more specific behavior, stronger the link is accessibility - easily remembered attitudes have great effect social pressures - attitudes and behaviors can conflict (organizations) direct experience - more significant if there is direct personal experience |
|
|
Big 5 Model for personality
|
Extroversion
Agreeableness Conscientiousness Emotional stability Openness to experience |
