Exam 2 Study Guide
Exam 2 Study Guide BUSMHR 4221
Popular in Concepts and Competencies for Managing People
Popular in Business, management
This 7 page Study Guide was uploaded by Abigail Grable on Friday March 27, 2015. The Study Guide belongs to BUSMHR 4221 at Ohio State University taught by Jeffrey Ford in Spring2015. Since its upload, it has received 175 views. For similar materials see Concepts and Competencies for Managing People in Business, management at Ohio State University.
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Date Created: 03/27/15
What makes the connections in a performance circle work The Law of Integrity according to Michael Iensen Without integrity nothing worksquot Real value of integrity is collective Underpinning for all relationships Shared asset embedded in any transaction To increase the performance of an organization increase integrity Agency Theory assumes that people have no integrity whatsoever Workability state condition that constitutes the opportunity for an entity to function operate or behave to produce an intended outcome Integrity is the foundation of workability Corruption Perception Index degree to which transactions relationships between government and business are transparent Human Development Index measures quality of life Integrity Honoring Agreements Honoring agreements means 0 Keeping one s agreements AND 0 Whenever one will not be keeping his her agreements as soon as one becomes aware that this is the case saying to everyone impacted I That one will not be keeping his her agreement AND I That one will keep his her agreement by a specific time in the future OR I That one will not be keeping his her agreement at all AND I What one will do to deal with the impact on others of the failure to keep one s agreement this part is NOT frequently met A broken agreement between two parties is still broken regardless of which party actually broke the agreement Why Integrity is Missing We don t think we made an agreement to which we d be held accountable We think it s personal not relational or determinative of success We don t do a costbenefit analysis when making agreements 0 Should always be done as one is making a particular agreement Revoking agreements undoubtedly comes with consequences What builds a relationship with a high level of reliability Personal Integrity one s character Relational Integrity the integrity that exists in a relationship The integrity relative to the agreements made between two parties It is possible to have high relational integrity but low credibility if one honors his her agreements but rarely actually delivers Affinity belonging liking being part of a social group To build affinity accentuate the positives affirm what people have contributed so that they feel meaningful Affinity Trumps Integrity We tend to value likeability being liked etc over anything that threatens such likeability We might not hold people to account to the extent that s necessary if we want to increase our affinity with them 0 This in turn decreases the integrity between the two parties Lack of integrity tends to decrease affinity As integrity decreases in nonintimate relationships affinity also decreases Four Different Combinations of Affinity and Integrity 1 High Positive Affinity Low Integrity nonproductive relationship but pleasant 2 High Positive Affinity High Integrity effective relationship that is also pleasant 3 High Negative Affinity Low Integrity nonproductive relationship and unpleasant 4 High Negative Affinity High Integrity effective relationship but cold professional According to Deborah Tannen Talk is the lifeblood of managerial workquot Examining the Nature and Structure of Communications Talk is a source of vitality and also a source of disease in organizations Your communication matters how it is delivered determines what you receive in return for it Dialogue is the basic unit of work in an organization according to Rom Charan management guru Dialogue is the primary instrument at a leader s disposal Quality of the dialogue determines much of how it is received Dialogue is the single most important factor underlying productivity and growth of the knowledge worker Productive Talk Makes Things Go Initiative launches initiatives and creates futures 0 Always about the future Understanding engages and involves people creates knowledge 0 About the past present and future Performance commits people to action and creates agreements 0 Always about the future Closure completes the past and creates accomplishment 0 Always about the past Accomplishment Ingredients 0 What When Why Resource Ingredients Who 0 Where How Certain Types of Talk Slow Things Down Toxic Talk Uncommitted complaining 0 Used in a situation when it is believed that something is wrong this is always in the background 0 a complaint 0 Uses the word should to describe a normative state that supposedly does not exist 0 In uncommitted complaining those complaining have no intention of resolving the problem 0 Bitching and moaningquot o Demoralizes people and makes them upset and or angry Blaming and criticizing 0 Frequently aimed at the subject of a complaint 0 Can be valuable if used to undertake a project designed to improve something but isn t valuable otherwise Gossiping 0 Talking about other people when they are not around to hear what you say about them 0 Damages and undermines people s reputations their credibility and their trust with others 0 Attempts to attach people to certain characteristics 0 Undermines integrity and affinity in a relationship Other Kinds of Talk That Slow Things Down Improperly Used Talk Incomplete conversations o Productive talk that leaves something out Misused conversations 0 Using the wrong type of conversation to get what you want Missing conversations o Failing to have particular conversations altogether 0 Most common missing conversation in organizations is the closure conversation Consequences of these types of conversations o Lateness 0 Poor quality work and service 0 Difficult and uncooperative people I Often the product of conversations that have not been conducted Lack of teamwork and support Insufficient resources often due to not asking for them Poor planning Workload overwhelm Waste since improper communication is very expensive Confusion and uncertainty Frustration and anxiety Annoyance and resentment Discouraged disengaged and underutilized people Loss of trust credibility and affinity which erodes relationships Resistance to change OOOOOOOOOOO What if these consequences were avoidable by shifting how we talk What if your effectiveness as a leadermanager was a function of your communication AND the match between your communication and your actions We are always either engaged in conversations that slow things down OR productive communications By and large people are good at closure communications but they do not use them frequently enough Trap of Understanding managers rely on understanding communications when they should be using performance communications Leaders typically use initiative conversations and closure conversations with some understanding conversations but they typically lack performance conversations Management uses all four productive conversations mainly performance and closure Initiative Conversations We probably engage in more of these than we realize Utilizes could bequot to hint at a possible future state Involves a proposal that someone could do something Sort of an act of leadership Involves 3 key elements or accomplishment ingredients 0 What you want 0 When it could happen 0 Why you would do that I What difference does it make I Why would that accomplishment be of any value beyond your own Proposals that are of value to others are the ones that work Resource questions inevitably get asked as well 0 Where 0 Who 0 How Understanding Conversations Explain the where who and the how the resource questions Provide answers Performance Conversations Commit people to action Create agreements The Request Template I request that you do quotAquot by due date Bquot so that C Covers what when and why 0 Due date can be an end date OR a beginning time 0 When making a request to your boss make sure to emphasize the value of the request Agreements are established here Different responses to requests Acceptance Decline o Overt quotNo I m not going to do thatquot o Covert saying yes but doing no 0 Whenever a request is declined it is respectable to explain why Counteroffer attempt to change the what or the when 0 People often aren t attached to due dates related to requests Hinting is NOT an effective method of making a request Your expectation is NOT someone else s promise Your expectation lives in your mind not in the request Foundation for Performance Request Promise Performance Agreement Closure Conversations Complete the past Acknowledge the facts and accomplishments Appreciate the people and their contributions to help build relationships Apologize for mistakes and misunderstandings those that you make and that others make as well 0 Implicit in an apology is a promise that you will change what you do 0 Must be genuine and authentic o Apologizing without changing behavior damages one s credibility and creates a reputation for not performing correctly Amend broken agreements o Specify what the agreement was and how to amend it In a productive conversation there is no set pattern listen to what is said and know how to respond based upon what you want Move from one type of conversation to another in order to produce the necessary results appropriately Productive conversations CAN be used upwardly when speaking to your boss Conditions for an effective working relationship credibility reputation trust Success getting more of what you want Need to know what you want first Don t have conversations without knowing what you want Tiberg Case 0 Mr Porte o Hasn t met anyone to have conversations with them 0 Relying on position without credibility or reputation 0 Did he really hold a performance conversation I Made a request with no established promise 0 Missing a closure conversation as a followup I This would call the agreement into account Agreements exist in all aspects of your life know what they are and where to find them Where do you keep your agreements How do you know what they are What do you actually record about the agreements We don t record agreements well and we aren t thorough enough when we do record them STOP managing people they don t like it START managing agreements interact with people with regards to making your agreements work Management Means and Involves 1 Management of agreements goals 2 Metrics of agreements kept perhaps 3 Plan of action The Law of Accomplishment the accomplishment of anything and everything requires a sufficient period of time in which to accomplish it Nothing happens instantly Everybody has the same amount of time But what really constitutes a sufficient period of time A period of time is specific on a specific date with a specific beginning and ending time and a duration You re free to create the periods of time that you desire BUT there s only a finite number of them We tend to talk very vaguely about time Identify and account for the routines or standard patterns you do every day Account for interruptions by scheduling time for them to be handled 0 They may or may not happen but you must have time set aside to deal with them 0 This is like an insurance policy 0 Collect some sort of data on how many interruptions you typically experience and how much time they require After routines standing commitments and interruptions this is the available time for accomplishing other work There always exists a choice between doing and not doing 0 If you ve scheduled the time to do something you are technically accomplishing it you have accounted for the fact that it needs to be done A schedule is a plan of action schedule your work Schedule accomplishments or schedule to do squot
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