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MGT 300

by: Maudie Herzog
Maudie Herzog
GPA 3.72


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This 2 page Study Guide was uploaded by Maudie Herzog on Saturday September 26, 2015. The Study Guide belongs to MGT 300 at James Madison University taught by Staff in Fall. Since its upload, it has received 10 views. For similar materials see /class/214175/mgt-300-james-madison-university in Business, management at James Madison University.

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Date Created: 09/26/15
Dr White MG MT COB 300 Management Test 1 Study Guide Notes Management is a science and an art Science because it can be dissected tested and experimented with Art because there are innate skills and ability to relate to people 3 types of management skills conceptual skills ability to think in terms of concepts and theory technical skills ability to crunch numbers and translate it into priorities to achieve a goal communicationpeope skills interpersonal skills A combination of individual and group goals is ideal usually Line vs Staff positions Line technical core llassembly line workers Staff support the line positions Managers Open system receiving input from environment and then outputting something back to the environment Most businesses operate as open systems Closed System not dependent on environment selfsustaining Fuller s Diamond Sustainabiity making the most of limited resources SWOT Analysis Strengths weaknesses opportunities threats Management Practices to Increase Competitiveness Empoyment security makes people more focused on work Seective hiring hire the best Sefmanaged teams and decentralization pushing decision making down to the lower levels of the organization autonomy satisfaction High wages contingent on organizational performance profit sharing plan bonus performance based Trainingskils development must keep employees up to date Reduction of status differences get rid of corner offices preferred parking Sharing information make sure people know what is going on make info accessible Power vs lnfluence nfuence some attempt to change somebody else s behavior 8 Influence Tactics Consultation seeking someone s participation in a decision or change Rational persuasion trying to convince someone based on a detailed plan used often for participative managers nspirational appeals appealing to someone s emotions values or ideals to generate enthusiasm ngratiating Tactics making someone feel important or good before making a request Coalition tactics seeking the aid of others to persuade someone to agree Pressure tactics relying on intimidation demands or threats to gain compliance or support Upward appeals obtaining formal or informal support of higher management Exchange tactics offering an exchange of favors There are no gender based differences bt tactics used Power is the ability to get something done by utilizing humans information and instruments Power affects organization members in Decisions behavior and situations Five Bases of Power Reward Power Coercive power legitimate power referent power charisma Expert power Empowerment making employees full partners in the decision making process and giving them the necessary tools and rewards Leadership is the process of inspiring influencing and guiding others to participate in a common effort Formal and informal leaders differ only on legitimate power transformationa leaders use a lot of referent power empoyee satisfaction does not directly correlate to high performance employees Threats to Empowerment dishonesty untrustworthiness sefishness inadequate skills Effective leaders use all power bases in a mix and a variety of influence factors Leadership research picked up after WWII because people wanted to explain how Hitler could have changed to direction of a whole nation Leadership Theories Trait theory first theory people are born leaders Emotiona intelligence scholarship intellectual curiosity MSCEIT emotional intelligence test just looking at traits is not a very good indicator of what makes a good leader Behavioral Styles Theory Democratic style lead by consensus authoritarian style Laissezfaire hands off style Goleman s Emotional Intelligence self awareness management social awareness relationship management Ohio State Model Task vs relationship independent dimensions consideration vs structure Michigan Model Task vs relationship dependent dimensions Blake and Mouton 99 is best team management is best The leadership grid Fiedler s Contingency Theory situational theory leaders cannot change their leadership style They are either dominant people or task leaders and they can t change their style This is a major assumption of the theory Two interrelated factors determine the performance of a leader The degree to which the situation gives the leader power and influence and the leaders motivation of task or relationship In extreme conditions task oriented leadership is better in more moderate situations relationship is better Fiedler believes it is better to change the situation for the leader as opposed to changing the leader s personality PathGoal situational theory Path of leadership study Traits to behavior to situational to transformational Substitutes for Leadership theory some situations may negate leadership When everyone has high expert power they may not need a leader Routinized tasks may not need leaders Motivation is essential to leadership 8 categories that managers can rely on in different situations Motivation anything that effects our intensity persistence and effort Masow s Theory needs theory the order is a major flaw in the theory Needs start at physiological needs and then progress up to safety love esteem and selfactualization Aldefer s Theory needs theory ERG existence relatedness growth


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