Management Chapters 14-16 Study Guide
Management Chapters 14-16 Study Guide MGT 2010
Popular in Principles of Management
verified elite notetaker
Popular in Business, management
verified elite notetaker
This 7 page Study Guide was uploaded by Alicia Notetaker on Friday April 15, 2016. The Study Guide belongs to MGT 2010 at Clemson University taught by Tina Robbins in Spring 2016. Since its upload, it has received 72 views. For similar materials see Principles of Management in Business, management at Clemson University.
Reviews for Management Chapters 14-16 Study Guide
Report this Material
What is Karma?
Karma is the currency of StudySoup.
You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!
Date Created: 04/15/16
Management Chapter 14-16 Study Guide Ideas and terms to know for exam 4 Leadership Leadership Managerial leadership Coping with complexity Budgeting and planning Staffing and organizing Controlling and problem solving Coping with change Set direction Communicate new direction motivate and inspire Sources of power o Personalized power o Socialized power o Legitimate power o Reward power o Coercive power o Expert power o Referent power Influence o Rational persuasion o Inspirational appeals o Consultation o Integrating tactics o Personal appeals o Exchange tactics o Coalition tactics o Pressure tactics o Legitimating tactics Trait approaches o “dark side” traits Narcissism Machiavellianism Psychopathy Women executives o Pros and cons Why are there less women executives? o Unwillingness to compete and sacrifice o Modesty o Lack of mentor o Starting at lower levels, more likely to quit Transformational leadership o Inspirational motivation Charisma Charismatic leadership o Idealized influence o Individualized consideration o Intellectual stimulation o Positively associated with measures of organizational productivity leadership effectiveness and job satisfaction employee identification with leaders and work groups commitment to organizational change higher levels of intrinsic motivation, group cohesion, work engagement, setting goals consistent with those of the leader, proactive behavior. o Can improve results for both individuals and groups o Can be used to train employees at any level o Requires ethical leaders. Full range leadership Communication Communication o Efficient o Effective Sender(encoding)messagereceiver(decoding) o Encoding o Decoding o Medium o Feedback Paraphrasing o Noise Media richness Mediums o rich o lean Formal communication channels o Vertical communication Upward Downward o Horizontal communication o External communication Informal Communication Channels o Grapevine o Management by wandering around Multicommunicating “Always on” generation/Millenials Digital communication o Video conferencing Telepresence technology o Telecommuting Benefits? o Teleworking Downsides of digital age o Security o Privacy Identity theft o Email poor communication Social Media o Advantages Connect with stakeholders Connect with various sources of expertise within organization Connect with various sources of expertise outside organization Crowdsourcing o Disadvantages Distraction Leaving wrong impression Replacing real conversation Effective listening o Active listening o Appreciative listening o Empathetic listening o Comprehensive listening o Discerning style o Evaluative style Effective reading o Speed reading does NOT work o Top-Down reading Make meaningful connections between what you know and what you’re reading Effective writing o Essential management skill o Don’t show ignorancecheck spelling and grammar o Understand your strategy before writing Most to least important Least to most controversial Negative to positive o Start with purpose-what do you expect of the reader? o Write simply, concisely, and directly o Powerful layout Highlight, bold, capitalize for emphasis White space to make it look clean, attractive, and easy to read Effective speaking o One-on-one conversations to meetings to formal presentations o Many have trouble controlling their nerves o Good speaking skills helps with success and upward mobility in organization o Tell the audience what you’re going to say Say it Tell them what you said Control Controlling Why is control needed? o Adapt to change/uncertainty o Discover irregularities and errors o Reduce costs, increase productivity, add value o Detect opportunities o Deal with complexity o Decentralize decision-making and facilitate teamwork Control systems steps o Establish standards Control standards Narrow or broad Quantifiable o Measurable performance Written reports Oral reports Personal observation o Compare performance to standards Above or below? By how much? Management by exception o Take corrective action Make no changes Recognize and reinforce positive performance Take action to correct negative performance Levels of control o Strategic control by top managers o Tactical control by middle managers o Operational control by first line managers Areas of control o Physical area o Human resources area o Informational area o Financial area o Structural area Bureaucratic control Decentralized control o Cultural area Total quality Management (TQM) o Quality should be aimed at the needs of the customers o Aim at improving system, not blaming the employees o Improved quality o Quality can be improved on the basis of hard data and using the PDCA cycle PDCA=Plan (changes), do (implement changes), check (evaluate effects of the plan), act (on lessons learned) Feedback TQM Principles o Make continuous improvement a priority o Get every employee involved o Listen and learn from customers and employees o Use accurate standards to identify and eliminate problems CORE TQM Principles o People Orientation = focus on customer value, employees will focus on quality if given empowerment Special purpose teams o Improvement orientation Continuous improvement Benefits o Customer satisfaction RATER Scale o Reliability o Assurance o Tangibles o Empathy o Responsiveness Outsourcing Reduced cycle time Standards of auditors o ISO 9000 Reduces flaws Improved productivity o ISO 14000 Statistical process control Six Sigma o Attainment less than 3.4 defects per million products o Make customer focused decisions o Test thousands of variables, eliminate guesswork, reduce waste, improve quality Lean Six Sigma o Focuses on problem solving and performance improvement of a well-defined project Keys to Successful Control Systems o Strategic and goal/result oriented o Timely, accurate, objective o Realistic, positive, understandable, encourage self- control o Flexible Barriers to control success o Too much control Employee frustrationignore or sabotage control process o Too little employee participation Need to involve employees raise morale o Overemphasis on means instead of ends o Overemphasis on paperwork o Overemphasis on one instead of multiple approaches Managing for Productivity o Productivity= o U.S. Productivity record 1960-1995 sank from 2.9% per year to 1.5% many took two jobs 1995-2000=largest economic boom (2.5% annually) Average is 1.1% since 2011 o Role of information technology Contributes to recent productivity Enterprise resource planning (ERP) Managerial Success Find your passion and follow it Encourage self-discovery and be realistic Every situation is different, be flexible Fine tune soft skills (people skills) Learn to develop leadership skills Treat others like they matter Draw employees and peers into your management process Be flexible, keep your cool, take yourself lightly
Are you sure you want to buy this material for
You're already Subscribed!
Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'