Management 3000 Module 3
Terms
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- Maslow's Heirarchy of needs
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1. Physiological (Food, Water, Sex)
2. Safety (Shelter)
3. Social (Belonging, Friendship, Love)
4. Ego (Self-esteem, Self-importance)
5. Self-actualization - Alderfer’s ERG Theory
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Existence
Relatedness
Growth - Organizations want to motivate you to:
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Join them
Stay with them
Show up regularly
Do stuff
Become stewards - Organizations set goals for you that are:
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Okay with you (co-designed)
Not too easy but not too hard (reasonable)
Easy to observe and evaluate (measurable) - Will effort lead to performance?
- Expectancy- increased expectancy = increased motivation
- Will performance result in outcome?
- Instrumentality- increased instrumentality = increased performance
- Will outcome be valuable?
- valence- increased valence = increased performance
- Continuous reinforcement schedule
- every behavior gets a reinforcer
- Fixed Interval reinforcement schedule
- every nth time period gets a reinforcer
- Variable Interval reinforcement schedule
- on avg every nth time period gets a reinforcer
- Fixed Ratio reinforcement schedule
- every nth unit gets a reinforcer
- Variable Ratio reinforcement schedule
- on avg every nth unit gets a reinforcer
- 4 options when an inequity is against you:
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You raise your outcomes
You reduce your inputs
Other’s raise inputs
Reduce other’s outcomes - Barriers to interpersonal communication:
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Bypassing
Limited frame of reference
Lack of language skills
Lack of listening skills
Emotional influence
Physical distractions - How to overcome barriers to interpersonal communication:
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Realize that communication is imperfect
Adapt the message to the receiver
Improve your listening and language skills
Question your preconceptions
Plan for feedback
Realize that communication is 2 way, not 1 - Barriers to the flow of information in organizations:
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Closed communication climate
Top heavy organizational structure
Long lines of communication
Lack of trust between management and employees
Competition for power, status, rewards
Fear of reprisal for honest communication
Differing frames of reference among communicators
Lack of communication skills
Ego involvement - Overcoming barriers to communication in organizations:
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Open environment for interaction/ feedback
Flatten organizational structure.
Promote horizontal communication.
Allow for anonymous feedback.
Information through formal channels
Train managers/employees in good communication skills
Equal rewards for individual and team achievements
Teams - Types of written formal communication:
- memos, letters, annual reports, newsletter, bulletin board postings, employee manual
- types of oral formal communication
- telephone, face-to-face conversation, meetings
- types of electronic/ interactive formal communication
- e-mail, voicemail, instant messaging, Intranet, Internet, Extranet, videoconferencing, teleconferencing
- Oral Communication advantages
- Immediate feedback, nonverbal clues
- Written communication advantages
- Documentation, careful/ thoughtful
- List the 4 steps of the listening process:
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Perception
Interpretation
Evaluation
Action - Why is listening so hard?
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People only retain about 25% of the info
Ignore/ forget or miss about 75% of info
People talk at about 125-250 words per minute
People think at 1000-3000 words per minute – brain is 10 X faster than mouth - Listening process mental barriers:
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inattention
prejudgment
frame of reference
closed mindedness - Listening process physical barriers:
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Hearing impairment
Noisy surroundings
Speaker’s appearance
Speaker’s mannerisms
Lag time - Improving workplace listening involves:
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Stop talking
Control external and internal distractions
Become actively involved
Practice empathy
Separate facts from opinions
Identify important facts
Ask clarifying questions:
paraphrase to increase understanding.
Capitalize on lag time
Take notes to ensure retention.
Be aware of gender differences. - Forms of non verbal communication:
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eye contact
facial expression
posture and gestures
appearance of people
time
space
territory
appearance of documents - Non verbal communication
- includes all unwritten and unspoken messages, both intentional and unintentional.
- Functions of non verbal communication:
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To complement and illustrate
To reinforce and accentuate
To replace and substitute
To control and regulate
To contradict - Group power:
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Choosing members: qualities, flexible, similar
Cost of joining: high costs - What groups do:
- instruct, monitor, reward, punish, communicate to deviants, raise the cost of membership
- Conformity, satisfaction and outcomes
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Conformity leads to its own reward
(Over)satisfied groups under perform (satisficing)
(Over)conforming groups under perform (groupthink) - Why form teams and groups to make decisions?
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Better decisions
Faster response
Increased productivity
Greater “buy-inâ€
Less resistance to change
Improved employee morale
Reduced risks - Four phases of team development:
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Forming
Storming
Norming
Performing - Cognitive group conflict
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Centers on issues; stimulates discussion
Healthy and functional - Affective group conflict
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Centers on personalities, not issues
Disruptive, dysfunctional - Task roles
- Roles that group members assume which help the group meet goals
- Example task roles:
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Initiator- problem definer
Information seeker/giver- ask for/ gives information
Opinion seeker/giver- ask for/ gives opinions
Direction giver- tells how to perform tasks
Summarizer- review progress of group
Reality tester- can group’s ideas work? - Relationship roles
- Roles that group members assume which ensure that the group functions smoothly.
- Example relationship roles
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Participation encourager- involves silent members
Harmonizer- resolves problems
Praise giver- gives praise
Empathic listener- silently intent - Dysfunctional roles
- roles that group members assume which disrupt group functioning and hurt group performance
- Examples of dysfunctional roles
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Blocker- not open to other’s ideas
Attacker- criticizes others
Recognition-seeker- self absorbed
Joker- wastes everyone’s time
Withdrawer- can’t be drawn in - Methods for reaching group decisions:
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Majority
Consensus
Minority
Averaging
Authority rule with discussion - Legitimate source of management power
- Authority: orders, direction, tasks
- Reward type of management power
- Rewards: $ raise, promotion, good tasks
- Coercive management style
- Punishment: no raise, terminate, bad tasks
- Referent Management style
- Appeal: Personal characteristics
- Expert management style
- Knowledgeable
- Leaders rely too much on:
- legitimate , reward , coercive power
- Great leaders:
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Lack ego
Demonstrate humility
Surround themselves with the right people
Self-motivated
Highly capable - Situational Leadership Model
- analyze and adapt
- If job is structured: no intrinsic value...
- Use consideration (concern for people)
- If job is non-structured: has intrinsic value
- Use initiation (concern for work)
- List the 5 steps of the decision making process
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Intelligence
Alternatives
Choice
Implementation
Evaluate - Reasons for decision
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Maximize
Satisficing
Optimal
Dartboard - Barriers to Effective Decision-Making
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Bad intelligence
Plunge
View in one-dimension
Overconfident
Shortsighted
Hip-shooting
Dream team syndrome
Dumb and Dumber
Resources
Perfectionism