Management Ops 301

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60% of the average workers time is spent doing what?: working in a team environment
what percent of white-collar workers work in a team environment?: 82%
what is a team?: a small group of people with complementary skills who work together to accomplish shared goals while holding themselves mutually accountable for results.
Teamwork: the process of people working together to accomplish these goals
Four roles a manager must play...: Team Leader, facilitator, member, coach
synergy: the creation of a whole that is greater than the sum of its parts
social loafing: The presence of "free-riders" who slack off becasue responsibility is diffused in teams and others do the work.
Formal groups...: fulfill a variety of essential roles within the formal organizational structure. They are officially recognized and supported by the organization
Informal groups...: not depicted on organizational charts, they emerge from natural or spontaneous relationships among people.
interest groups: a type of informal group, people band together to pursue a common cause such as working conditions
friendship groups: a form of informal groups, that develop because of shared non-work interests
support groups: informal group, members help each other out to do their jobs or cope with problems
committee: brings people together outside of their daily job assignments to work in a small team for a specific purpose. Narrow, focused and on going.
project team/task forces: bring people together to work on common problems but on a temporary basis rather than permanent.
cross-functional team: members come from different units, and work together on specific projects or tasks with the needs of the whole organization in mind
virtual teams: members work together largely through computer mediated interactions. They operate in a similar way to other teams just how things get done are different
advantages of virtual teams: save time and travel, can be easily expanded, and discussions and information can be stored online
self-managing work teams: teams of workers whose jobs have been redesigned to create a high degree of task interdependence, have been given authority to make decisions, and accept responsibility for results
advantages of self-managing teams: better performance, decreased costs, and higher morale.
Team building: a sequence of planned activities used to analyze the functioning of a team and make constructive changes in how it operates
three things that an effective team does: perform its tasks, satisfy members, and remain viable for the future
Team Effectiveness Equation: Team Effectiveness = quality of inputs + (process gains - process loses)
Group Process: the way the members of any team actually work together and transform inputs into outputs. Also called group dynamics.
Five distinct phases in the life cycle of any team: Forming, Storming, Norming, Performing, Adjourning
Forming Stage: involves the first entry of individuals into a team
Storming Stage: a period of high emotionality and can be the most difficult stage to pass through.
Norming Stage: Cooperation is important and team members begin to become coordinated and operate with rules of conduct
Performing stage: more mature, organized and well functioning. They deal with complex tasks
Adjourning Stage: when members prepare to achieve closure and disband
norm: is a behavior expected of team members. a "rule" or "standard" that guides behavior.
cohesiveness: the degree to which members are attracted to and motivated to remain part of a team
Task activities: an action taken by a team member that directly contributes to the groups performance purpose
maintenance activities: an action taken by a team member that supports the emotional life of the team
distributed leadership: every member of a team is continually responsible for both recognizing when task or maintenance activities are need and taking actions to provide them
disruptive activities: self-serving behaviors that interfere with team effectiveness. Such as withdrawing and fooling around.
A decentralized communication network allows....: it allows all members to communicate directly with one another
centralized communication network: (wheel or chain communication structure) communication flows only between individual members and a hub or center point
restricted communication network: communication is limited and biased, with negative consequences for group process and effectiveness
decision making: process of making choices among alternative courses of action. One of the most important group processes
groupthink: the tendency for highly cohesive teams to lose their evaluative capabilities
brainstorming: teams of 5 to 10 members meet to generate ideas, usually following strict guidelines. criticism is ruled out.
Freewheeling: wilder more radical ideas generated during brainstorming - they are encouraged
nominal group technique: structured meeting agenda that allows everyone to contribute ideas without the interference of evaluative comments by others.
communication: the process of sending and receiving symbols with messages attached to them
Effective communication: it occurs when the senders message is fully understood by the receiver
efficient communication: communication that occurs at a minimum cost
social capital: the capacity to attract support and help from others in order to get things done
persuasive communication: communication in which the recipient agrees with or supports the message being presented
credible communication: earns trust, respect, and integrity in the eyes of others
noise: is anything that interferes with the effectiveness of the communication process
Communication channel: the pathway or medium through which a message is conveyed from sender to receiver
nonverbal communication: takes place through things such as hand movement, facial expressions, body posture, eye contact etc.
mixed message: occurs when a persons words communicate one message while his or her actions, body, language, appearance communicate something else
filtering: the intentional distortion of information to make it appear favorable to the recipient
status effect: the hierarchy of authority in organizations creates another potential barrier to effective communications. People dont wanna criticize their boss.
Management Enemy #1: information distortion/filtering is the main problem.. telling the boss what they wanna hear.
Active Listening: the process of taking action to help someone say what they really mean. Be sincere to find full meaning and controlling emotions
feedback: the process of telling other people how you feel about something they did or said, or about a situation in general
channel richness: the capacity of a communication channel to effectively carry information
electronic grapevine: use electronic media to pass messages and information among members of social networks.
substantive conflicts: involve disagreements over such things as goals and tasks, allocation of resources, distribution of rewards, and job assignments
Emotional conflicts: result from feelings of anger, distrust, dislike, fear and resentment, as well as personality clashes
functional conflict: conflict of moderate intensity that can be good for performance and stimulates people toward greater work efforts
dysfunctional conflict: Very low or very high levels of conflict makes it difficult for groups to achieve their goals
Role ambiguities: a cause of conflict that occurs because of unclear job expectations
Resource scarcities: a cause of conflict in which resources are shared and resource allocation causes conflict.
Task Interdependencies: cause of conflict when individuals or groups must rely on what others do to perform themsleves
Competing Objectives: conflict caused when objectives are poorly set or reward systems are poorly designed
structural differentiation: conflict caused by differences in organization structures and in the characteristics of the people staffing them
unresolved prior conflicts: conflict caused when previous conflicts are not fully resolved and arise again later
conflict resolution: eliminates the underlying causes of conflict and reduces the potential for similar conflict in the future
accommodation or smoothing: being cooperative but unassertive.. letting the wishes of others rule
competition or authoritative command: being uncooperative but assertive, working against the wishes of the other party. Win or lose
compromise: being moderately cooperative and assertive, bargaining for acceptable solutions
lose-lose conflict: no one achieves her or his true desires and the underlying reasons for conflict remain unaffected.
win-lose conflict: competing or compromising - each party tries to gain at the others expense. One achieves its desires and one does not
controlling: is a process of measuring performance and taking action to ensure desired results.
after-action review: pioneered by the US Army, it is a structured review of lessons learned and results accomplished in a completed project, task force assignment, or special operation.
feedforward controls a.k.a. preliminary controls: take place before a work activity begins, ensuring objectives are clear, directions are established and resources are available.
concurrent controls: focus on what happens during the work process. Goal is to solve problems as they occur.
feedback controls a.k.a. post-action controls: take place after work is completed. Focuses on the quality of results. Helps improve the future.
self-control: allowing and encouraging people to exercise self-discipline in performing their jobs.
bureaucratic control: uses authority, policies, procedures, budgets, etc. to make sure that people behavior is consistent with organizational interests.
Clan Control: influences behavior through norms and expectations set by the organizational culture.
Market Control: the influence of market competition on the behavior of the organizations and its members
output standards: measure actual outcomes or work results in terms of quantity, quality, cost, or time. Businesses may use earnings per share, sales growth etc.
input standards: measure work efforts that go into a performance task. EX: college professor input standards could be measured by having an orderly syllabus, meeting all class sections, and returning tests on time.
management by exception: the practice of giving attention to situations that show the greatest need for action
discipline: the act of influencing behavior through reprimand
progressive discipline: ties reprimands to the severity and frequency of the employees infractions. Penalties for the misbehavior vary according to the significance of the problem
projects: complex one time events with unique components and an objective that must be met with a set time.
project management: responsibility for overall planning, supervision, and control of projects. Must ensure a project is well planned and completed on time, within budget and consistent with objectives.
strategic leadership: creates the capacity for ongoing strategic change. Strategic leaders are those who build organizations that, but constantly reviewing themselves, are able to thrive even in the most difficult times
creativity: the generation of a novel idea or unique approach to solving problems or crafting opportunities
innovation: the process of coming up with new ideas and putting them into practice
product innovation: result in the creation of new or improved goods and services
process innovations: result in better ways of doing things
business model innovations: result in new ways of making money for a firm
sustainable innovation: the creation of new products and processes that have lower environmental impacts than the available alternatives
green innovations: Innovations that reduce the carbon footprint of an organization or its products
Social business innovations: find ways to use business models to address important social problems
social entrepreneurship: finds novel ways to create changes that solve pressing social problems.
commercializing innovation: turns new ideas into actual products, services or processes that can increase profits through greater sales or reduced profits
what percent of executives said innovation was a top priority? And how many said they were unhappy with how companies innovate?: 72% - one third
skunkworks: separate from the organizations structure, give units creative freedom
ambidextrous organization: an organization that is good at both producing and creating.
change leader/agent: a person who takes leadership responsibility for changing the existing pattern of behavior of another person or social system.
top-down change: change is initiated by senior management
bottom-up change: initiative for change comes from any and all parts of the organization, not just the top.
reactive change: responding to event as or after they occur
performance gaps: discrepancies between desired and actual states of affairs that indicate potential problems to be resolved or opportunities to be explored.
planned change: taking steps to best align the organization with future challenges
incremental change: bends and nudges existing systems and practices to better align them with emerging problems and opportunities
Transformational change: major and comprehensive redirection of the organization
unfreezing: preparing an organization or situation for change
refreezing: stabilizing the change and creating conditions for long-term continuity.
force-coercion strategy: uses formal authority as well as rewards and punishments as the primary inducements for change.
Rational persuasion strategies: bring about change through persuasion backed by special knowledge, empirical data and rational argument.
shared power strategy: uses collaboration to identify values, assumptions and goals from which support for change will naturally emerge.
improvisational change: adjustments are continually made as things are being implemented

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Number of cards 120

Created By dudeofthedayno1