MGMT 105: EXAM 3
45 Cards in this Set
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Emotional Intelligence (emotional quotient)
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self-awareness of emotions(can manage)
How you show empathy for others
Know how you are(forceful, integrating, avoiding, etc.) and control yourself
Pres. Debate--candidates did not conceal emotions of the moment
When faced with conflict, what do you do?
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Motivation
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why do employees act the way they do
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Employee Behavior
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Seattle Fish Market--scream and throw fish
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Organizational Behavior
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sense of ownership
"WE welcome you" at A&M
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Counter-Productive Behavior
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detract from org. performance
Absenteeism-we need you here
Turn-over- IHOP- not much turnover, lady who worked there and got married there
Theft-employees stealing from Walmart caused it to close
Sabotage-all get together and slow production
Sexual harassment-Jenny Craig to make empl…
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Big 5 personality traits
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agreeableness vs. un...
High conscientiousness vs. low...
high emotionality vs. low...
Extraversion vs. Introversion
Openness vs. less open
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Psychological contract
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Set of expectations
Contributions from indiv. and contributions from Organization
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Maslow's Hierarchy of Human needs
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What each party meets for the individual:
General Maslow Organ.
Self fulfillment Self fulfil. Challenging job
status esteem Job Title
Friendship …
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Status as a motivator
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V.P.= Manola shoes--on sale for $1k
Susanna= took her shoes off so she wouldn't skuff her louis Vitton shoes
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Jenny-Introvert
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hated public recognition
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Classical theory of motivation
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workers motivated solely by money
False because money is not a long term motivator
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Hawthorne effect
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production increases when workers believe that they are receiving special attention from mgmt
General Motors--observed by scientists
greater production when they knew they were being watched
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Expectancy theory
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Motivated if they think they can achieve
Olympics--all believed that they could win
Teacher was told that her students were deemed "gifted and talented"
Welders told that "they were the best," they became the best in the school
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McGregor Theory X and Y
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X=
people are lazy, you have to be forceful
"We hire you to work, not think"
Y=People are energeticMgr is motivating
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Equity theory
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Coach's son gets special treatment-expect fairness
Chairman of board of regents called
Boy gets 3 credits to graduate--ethical???--Must be fair for all
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What is Leadership?
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all see it diff. but is "individual influences a group of indiv. to achieve a common goal"
Groups | |Process------------------Leadership--------…
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Stability --> change and crisis mgmt
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Butterfly effect--every little change can make big changes
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Control-->empowerment
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Dilbert effect=clock in, clock out
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Competition-->Collaboration
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Why must there ALWAYS be a winner?
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Uniformity-->Diversity
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Perils of "Group think"
Nobody wants to disagree with the group
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Self-Centered-->Higher Ethical Purpose
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Enron Effect
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Hero--> Humble
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"WE made it happen" instead of "I made it happen"
Clark Kent had it right
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"Leadership" Definition (Nolan Ryan)
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Must put people in the right places and trust them to do their job
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Know the difference between a MGR and a LDR
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maintain efficiency vs. maintain integrity
Administering vs. innovatingeyes on bottom line vs. eyes on horizonlikes rules/boundaries vs. reduces boundariesPositional power vs. personal power
Etc.LOOK OUT, LOOK IN, MOVE ON
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Trait approach to leadership
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focused on identifying the essential traits that distinguish leaders
--intelligence, dominance, self-confidence, etc.
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Behavior approach to leadership
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task-focused leader= General electric- bottom 10% asked to leave
= Athletes
Employee-focused leader=focused on satisfaction, motivation, and well-being of employees
Pikes Place fish market
Play Make Their Day …
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Situational Approach to Leader.
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Assumes that appropriate leader behavior varies from one situation to another
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2 definitions of Leadership
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Transitional: create a vision
Mother Theresa--mission to help impoverished
Transactional: involves routine
Ryan, our T.A.
Autocratic leader
"My way or the highway," or "That's the rules"
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Laisse Fair
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Hands off
"I don't care, just get the job done"
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H.R. Mgmt
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How do you attract, develop, and maintain an effective workforce?
Target= if hired as an intern, start at the lowest spot and learn whol business
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Job Description
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duties and responsibilities
what a _______ is responsible for
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Job Specification
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what KSA's (Knowledge, Skills, abilities) are you looking for
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+ Interview
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--Structured: same questions to all
helps avoid lawsuit
--Unstructured: "tell me about yourself"
--T/F Can show bias in two ways:
Halo effect- "wow, i didnt realize you were an Aggie!"
Horn effect- "Oh, you went to Tech..."
--Can show bias when it comes down to
BFQ: Bonafide quali…
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Credit Check
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legislature proposed that would outlaw this as selection criteria
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On the Job Training
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sometimes informal (while at work)
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Vestibule training
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Off-job training, conducted in simulated environ.
Incentive program= if do _____, will get ______
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Equal Employment Opport.
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Can't discriminate based on:
race
creed
gender
sexual orientation
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Quid Pro Quo harassment
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sex for a job-related benefit
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Employment-will state
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TX-Can fire if they don't like you
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Workforce diversity
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Disney= gives gay employees benefits for their "partners"
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Labor Union terms: Strike, Boycott, Lockout
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Strike= walk from job, Kroger=picketters
Boycott= refuse to buy a product= J.C. Penney
Lockout= E'ee locked from entering workplace
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Binding decision
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Arbitration
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John Claybrook Current Pres.
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--Involvement led him to success
--Strive for excellence--Reflect on what you're learning--Be bold and courageous when opportunities arise--Greatest challenge is balancing school and activities-strengthens character,
--get up early/stay out late
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Jacob Robinson
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Passion--Do what YOU love
Leadership studies, he never missed a class 'cause he loved itHad a great work environ., but didnt like what he was doingPassionate about sportsDon't pick your major based upon things it can get you!
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M.A.H. 2000 Pres.
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Power of the Aggie Network
Got a job in Hong Kong and ran into a former classmateWent to every training opportunity to develop even more skillsDefine for yourself what success looks like
When you reach success, are you happy?
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MGMT 105: EXAM 3