MGMT 326 - Exam III
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shane_kercheval on March 2, 2012
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Terms | Definitions |
|---|---|
 Background on What Effective GMs do? | -Qualitative analysis -Fewer studies 100+ hours each -All males |
| How did Dr. Kotter measure success, in What Effective GMs do use to? | 1) Revenue (Hard indicie) 2) Profit Growth (Hard indicie) 3) Co-workers opinions (Soft indicie) |
| What are the 12 daily behaviors of an effective GM? | 1) Most time spent with others 2) Time spent with people beyond subordinates and bosses 3) Wide breadth of topics 4) Ask lots of questions 5) Rarely make big decisions 6) Fair amount of joking and non-work discussions 7) Frequently issues discussed are unimportant to business 8) Rarely gives orders 9) Uses influence in this order: ask, request, cajole, persuade, intimidate 10) Reacts to initiatives most of the day unplanned 11) Short disjointed conversations 12) Work long hours |
| What are the 2 fundamental challenges faced by effective GMs? | 1) Deciding what to do despite enormous amount of potentially relevant info 2) Getting things done through large diverse group of people who don't all report to you |
| What 2 things do effective GMs do well? | 1) Set agendas 2) Build Networks |
| How is an effective GMs agenda composed? | 1) First 6 months 2) Loosely developed goals and plans 3) Addresses broad range of organizational issues 4) Includes vague and specific goals 5) Not a formal Plan |
| How do effective GMs build networks? | 1) Build relationships with cooperative individuals 2) Moving, hiring, firing, subordinates, change suppliers or bankers, lobby for new people in peer positions, restructure board of directors |
| After first 6 months what does an effective GM do? | Implements agenda through network. |
| Why do effective GMs short conversations vs. formal meetings? | - Less time and money - Fewer people involved - More information less time |
| What 4 things should Top Managers do? | 1) Grow executive from within 2) Don't focus on formal training interact with employees stay engaged 3) Be aware of counterproductive activities that take away from agenda setting and network building 4) Develop a flexible planning system to achieve goals |
| What is Scientific Management? | Founded by Frederick Taylor, it was a way to measure physical activity in production to eliminate waste, often viewed as inhumane. |
| Explain how Frederick Taylor's view about Scienctific Management was different than that of his followers (ie Gilbreth)? | - Taylor thought time motion studies were effective - Taylor believed in other forms of motiviation - Used all three components of expectancy theory - Used Schmidt experiment to prove to others productivity could increase substantially with perfectly integrated rest times |
| What is expectancy theory? | The thought that an individual will act or behave a certain due to the expected outcome as a result of their actions. |
| What are the 3 components of expectancy theory? | 1) Performance-Outcome Expectancy 2) Valence 3) Effort-Performance Expectancy |
| What is Performance-Outcome Expectancy? | - People must believe there is a connection between performing the act and obtaining the reward. |
| What is Valence? | - People must value the reward. |
| What is Effort-Performance Expectancy? | -People must believe their best effort is capable of producing the necessary work |
| What 3 questions should a manager ask himself when evaluating subordinates under the Expectancy Theory? | 1) Is there a clear connection between the employees task and the reward 2) Do they want the reward 3) Can they reasonably be expected to perform the task |
| What were the results of Elton Mayo's experiment known as the Hawthorne Effect? | - Mayo changed working conditions lighting, temperature, break frequencies, hours - Found that productivity increased NOT due to the changed conditions but because he was taking an interest in his employees |
| What was Herzbergs's theory? | - Herzberg's did not believe in motivation to increase production he believed employees must have true job satisfaction as a response to Extrinsic and Intrinsic Rewards. |
| What are Extrinsic and Intrinsic rewards? | - Extrinsic Rewards are external tangible rewards such as pay, promotions, bonuses - Intrinsic Rewards are produce internal satisfaction for example, sense of accomplishment, personal control, feeling appreciated. |
| What are the two factors in Herzberg's theory? | Hygiene factors - These are conditions that you will do your job under but don't relate to higher job satisfaction. Extrinsic conditions pay, bonuses, decent work conditions Motivators - Create higher job satisfaction. Intrinsic conditions, sense of accomplishment, personal control, recognition |
| What are the 3 challenges for a manager in performance measurement? | Uncontrollable - Performance measure must be relevant to outcomes employees can control Alignment - Jobs that involve many task some are easy to measure and some are not Interdependence - Accomplished work is often a result of many different people. How do you measure individual contribution? |
| What are the 10 tips to motivate employees? | 1) Demonstrate trust 2) Make jobs complete 3) Introduce challenge 4) Encourage some people to become experts 5) Drive out fear 6) Preserve your subordinates dignity 7) Sack the slackers 8) Empower, don't micromanage 9) Hire self-motivated people 10) Be good boss |
| What is referred to as the "Turning Point" in your career? | - Going from performer to manager. |
| What 2 kinds of learning does the managerial role require? | 1) Task Learning 2) Personal Learning |
| What is Task Learning? | - Technical, organizational, or conceptual competencies necessary to be an effective manager |
| What is Personal Learning? | - Attitudes, mind-set, and values consistent with the work of management |
| What are the 2 main challenges seen by a newly promoted manger? | 1) New manager was promoted because he was a top performer, often sees direct reports as incompetent, unmotivated, antagonistic 2) New managers focus too much on formal authority, works on direct reports but not boss and peers who can make work more challenging |
| What is Power? | - The potential for an individual to influence another individual or group. |
| What is Influence? | - Exercising power to change behavior, attitudes, and/or values of that individual or group |
| From easiest to hardest, name the 3 attributes of an individual that can be changed through influence? | 1) Behavior 2) Attitudes 3) Values |
| What 2 responsibilities do new managers have to learn? | 1) Manage their team 2) Manage the context within their team operates |
| What is the Law of Reciprocity? | - The near universal belief that people should be paid back in some form or another. |
| How do managers build alliances? | - By having more currencies at their disposal to offer to co-workers |
| What are 5 different types of currencies? | 1) Task related - cooperation, information 2) Inspiration related - excellence or chance to do important things well 3) Position related - reputation or enhancing someone's image 4) Relationship related - acceptance and inclusion 5) Person related - ownership or letting others have involvement or influence |
| What five questions should you know about your boss? | -What are his goals and pressures? -What are his strengths and weaknesses? -What is his work style? -How does your boss like to get information? -Is your boss conflict oriented or conflict averse? |
| What are the two patterns of behavior? | -Counter-dependent? -Over-dependent? |
| Describe Counter-dependent. | The first response to ideas is 'that it won't work'. (he called it a 'negative first impulse response') |
| Describe the solution for counter-dependent. | 1)Don't respond in the moment 2)Write down 2 positive things about the idea. What is their goal? 3)Write down why the idea won't work. |
| What do you do when you see problems with someone's idea? | 1)recognize they don't think its a bad idea 2)they are trying to achieve a purpose. identify issues 3)offer a solution that accomplishes their purpose |
| Describe Over-Dependence. | -you are so motived to get the assignment right that you develop fear of not wanting to be wrong. -results in asking too many questions and wanting to much detail with everything |
| Describe the solution for Over-Dependence. | -When the boss gives an assignment, don't ask questions, just walk away after he is done explaining. -write out every question you have about the assignment |
| What are the two types of bosses regarding how they get information? | -Listener -Reader |
| Describe how to manage a boss who is a Listener? | Brief him in person and follow-up with a memo. |
| Describe how to manage a boss who is a Reader? | Cover key items in a memo, then discuss it in person. |
| Describe how to manage a High Involvement boss. | keep them in the loop on a regular basis (perhaps even more than you would prefer) |
| Describe how to manage a Low Involvement boss (a.k.a a delegator). | Go to them only when there is a problem or issue that requires their attention or input, and inform them of any major changes. He said in class that we will still keep them informed just not as often. |
| Whose responsibility is it to manage the the relationship between subordinate and boss? | subordinate... subordinate is far more likely to bear the cost of a failed working relationship |
| How much information is enough for your boss? | Usually more than you think you need to give. Most people underestimate how much information their bosses need from them. |
| What is the issue and the solution if your boss a "good news only" kind of person? | Issue: they don't get information they need Solution: 1)know that your boss needs information whether positive or negative 2) look for indirect ways to get the information to him (e.g, information system, a report, etc) |
| What are the five characteristics of a healthy relationship with your boss? | -one that fits both people's needs and styles -is characterized by mutual expectations -keeps your boss informed -is based on dependability and honest -selectively uses your boss's time and resources |
| What is networking? | Creating a fabric of personal contacts who will provide support, feedback, insight, resources, and information. |
| What are the three types of Networks? | -Operational -Personal -Strategic *first two are important at all stages of career, last becomes increasingly more important as you rise in your organization |
| What is the purpose of the Operational network? | -Getting work done efficiently -Ensures coordination and cooperation among people who have to know and trust each other in order to accomplish their immediate tasks. |
| Where do we meet people for Operational networks? | -work, lunch, work events -membership includes people who are necessary to completing the task at hand. -will always be one step behind what you need at the time if you let it build itself. |
| Who are the players for an Operational Network? | -Key contacts are relatively non-discretionary: prescribed mostly by the task and organizational structure, it is clear who is relevant. |
| What are the network attributes and key behaviors of an Operational Network? | Depth: building strong working relationships |
| What is the problem with exclusively relying on the Operational Network? | -great for getting immediate tasks done, but poor for figuring out whether we should be doing this task in the first place -these connections will not help you beyond the task at hand. |
| What is the purpose of the Personal Network? | -enhancing personal and professional development -providing referrals and other useful contacts |
| Where do we meet people for Personal Networks? | -develop outside of work (largely external to organization) -professional associations, alumni groups, clubs, personal interest groups, etc. |
| Who are the Players for a Personal Network? | -discretionary: we choose our personal relationships and affiliations on common interests. not always clear who is relevant |
| What are the network attributes and key behaviors for a Personal Network? | Breadth: reaching out to contacts who can make referrals. |
| Explain how the Six Degrees of Separation rule is relevant to a Personal Network. | Our personal contacts are valuable to the extent that they help us reach, in as few connections as possible, the far-off person who has the information we need. |
| What are the profs 3 steps for being successful at personal networking? | -choose and commit to how often you go networking -commit to going to a group 3 times. -commit to stay an hour, and observe. |
| What is the purpose of Strategic Networking? | -figuring out future priorities and challenges -getting stakeholder support for our organizational activities |
| Where do we meet people for Strategic Networking? | -contacts are internal and external and oriented toward the future -laterally or vertically related to us inside and outside the organization -have direct relationship to our organization's business activities |
| Who are the Players for a Strategic Network? | -Key contacts follow from the strategic context and the organizational environment, but specific membership is discretionary; it is not always clear who is relevant. |
| What are the Network Attributes and Key Behaviors of a Strategic Network? | -Leverage: creating inside-outside links -provide the power to get things done |
| How do we strategically network? | 1)Mind your mindset: find ways to view networking as positive 2)work from the outside in: pursue extracurricular activities with seniors 3)re-allocate your time: master the art of delegation 4)ask and you shall receive: do small favors 5)stick to it: don't give up |
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