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MGT-100 Final Exam

Terms in this set (20)

How to prepare for behavioral interviews
• Recall recent situations that show favorable behaviors or actions

• Prepare short descriptions of each situation; be ready to give details if asked.

• Be sure each story has a beginning, middle, and an end, i.e., be ready to describe the situation, including the task at hand, your action, and the outcome or result.

• Be sure the outcome or result reflects positively on you (even if the result itself was not favorable).

• Be honest. Don't embellish or omit any part of the story. The interviewer will find out if your story is built on a weak foundation.

• Be specific. Don't generalize about several events; give a detailed accounting of one event.

• Vary your examples; don't take them all from just one area of your life.
STAR method
Situation
Task
Action
Result
situation
Situation: Describe the situation that you were in or the task that you needed to accomplish. You must describe a specific event or situation, not a generalized description of what you have done in the past. Be sure to give enough detail for the interviewer to understand. This situation can be from a previous job, from a volunteer experience, or any relevant event.
task
Task: What goal were you working toward?
action
Action: Describe the actions you took to address the situation with an appropriate amount of detail and keep the focus on YOU. What specific steps did you take and what was your particular contribution? Be careful that you don't describe what the team or group did when talking about a project, but what you actually did. Use the word "I," not "we" when describing actions.
result
Result: Describe the outcome of your actions and don't be shy about taking credit for your behavior. What happened? How did the event end? What did you accomplish? What did you learn? Make sure your answer contains multiple positive results.
Organizational Culture
•The set of shared values, norms, guiding beliefs, and understandings that develop within an organization ---are shared by its members -- and determines how they will react to various situations

•Refers to the character of an organization's internal work climate and personality
The Purpose of Organizational Culture
Internal Integration - To integrate members so they know how to relate to one another
-sets collective identity
-Shape accepted behaviors
-Reinforces Commitment to Organizational Mission
-Clarify & Reinforce Standards of Behavior
- Promote Social System Stability

External Adaption - how the organization meets goals and deals with outsiders. To help organization adapt to external environment
How does culture get transmitted
• Role Modeling
• Design of Physical Space
• Training
• Rewards
• Systems, Procedures,
Processes
•symbols
•Stories
•Jargon
•Ceremonies/Rituals
•Code of Ethics
•Recruitment, Selection,
Promotion & Removal
Cultural Iceberg
Symbol for the idea that most of culture is "hidden;" there is usually much more meaning than what we can see and hear

Organizational culture exists at 2 levels:

•Observable symbols
•Underlying values
•Common Assumptions
Strategies to Deliver a Killer Presentation (i.e. frame the story, delivery, stage presence)
frame the talk as a journey, the biggest decisions are figuring out where to start and where to end.

The most engaging speakers do a superb job of very quickly introducing the topic, explaining why they care so deeply about it, and convincing the audience members that they should, too

sound conversational

try to memorize and if not use bullet points
Common criticisms of PowerPoint
less words
dont read slides
What is mentoring?
A professional relationship in which an experienced person assists another in developing specific skills and knowledge that will enhance the less-experienced person's professional and personal growth.
-a brain to pick
-a push in right direction
-an ear to listen
mentor
•A trusted counselor or guide
•Helps with career, specific work projects or general life advice
•From the goodness of the heart
coach vs mentor
COACHING:
relationship of finite duration, with a focus on strengthening or eliminating specific behaviors in the here and now.

Coaches help professionals correct behaviors that detract from their performance or strengthen those that support stronger performance around a given set of activities.

MENTORING:
•a long-term relationship focused on supporting the growth and development of the mentee.

•The mentor becomes a source of wisdom, teaching, and support, but not someone who observes and advises on specific actions or behavioral changes in daily work.
WHAT DOES A MENTOR DO?
A Mentor:
•Takes a long-range view of your growth and development.
•Helps you identify and see your destination.
•Offers encouragement and motivation.

A Mentor Does Not:
•Provide a detailed road map to your destination
•Serve as a coach.
•Offer "how to" advice.
•Function as your advocate.
•Tell you how to do things.
•Support you on short-term problems.
•Serve as a counselor or therapist.
why be a mentor?
•Gains insights from the mentoree's background and history
•Gains satisfaction in sharing expertise with others.
•Re-energizes the mentor's career.
•Gains an ally in promoting the organization's well-being.
•Learns more about other areas within the organization.
Innovation
´Innovation is the process of turning new ideas into value, in the form of new products, services, or ways of doing things. It is deceptively complex, and goes beyond mere creativity and invention to include the practical steps necessary for adoption.

´New innovations tend to build on earlier versions and, in turn, to lay foundations for others.

´It is now widely accepted that innovation fuels the majority of the world's long-term productivity and economic growth - and that innovative firms significantly outperform non-innovators, in terms of both revenue and employment growth.
problems with AI
-AI cannot be compashionate or creative
-it will take jobs from many people
-
disruptive innovation
disruption entails—a small enterprise targeting overlooked customer segments with a novel but modest offering and gradually moving upmarket to challenge the industry leaders.

They point out that Uber, commonly hailed as a disrupter, doesn't actually fit the mold.
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