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Management (MGS)
Course Code
Phani Radhakrishnan

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4 Key competencies
Intrapersonalemotional stability, self control, attitudes toward authority, learning style
Interpersonal social, self monitoring, self control
Leadership – recruiting, retaining, motivating, communicating, ethics
Businessdecision making, problem solving, negotiation, planning, evaluating performance,
Levels of Self Insight:
1. Appearance, manner, expressiveness, interests, presence
2. Knowledge, acquired skills, training, experience, education, credentials
3. Attitudes, beliefs, self motivation, stability, maturity, judgment, aptitude, behavior patterns
Emotional stability
Self esteem – view of oneself positively
Interpersonal skillsability to put oneself in anothers role, anticipating others expectations, acting
according to others expectations, staying focused on others expectations
Learning styletendency toward gathering, responding to, and interpreting info
Learning styles:
Concrete experiencelearn thru personal involvement
Reflective observationsseek meaning thru study/reflection
Abstract conceptualization – build theories using logic, ideas, and concepts
Active experimentation – change situations, influence surroundings to see what happens
Functions of management:
Planning – setting performance objectives, how to achieve them
Organizing – arranging tasks, people, resources to accomplish work
Leading – inspiring people to work hard to achieve high performance
Controlling – measuring performance and taking action to ensure desired results
Types of Management Roles:
Interpersonal figurehead, leader, liaison
Informationalmonitor, disseminator, spokesperson
Decisionalentrepreneur, disturbance handler, resource allocator, negotiator
Managerial skills:
Technicalability to apply specialized knowledge
Human relationsunderstand and motivate ppl
Conceptualmental ability to analyze/diagnose complex situations

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Political – build power base and establish connections
Responsibilities of team leaders:
Set direction and define goals
Communicate roles and responsibilities
Plan meetings and works schedule
Track, measure, reward performance
Coach/develop talent
Attract/hire new talent
Train team members
Types of Managers:
Lineactivities that directly affect organization outputs
Staffadvise/support line workers
Generalmore complex units that include many functional areas
Emotional Intelligence Skills:
Perception of emotions
Integration/assimilation of emotions
Knowledge/understanding of emotions
Management of emotions
Path Goal Theoryeffective leaders clarify the path to help their followers get from where they are to
their goals, and to make journey easier by reducing roadblocks
Leadership Behaviors:
Directiveinitiating structure
Participativeencourage employees to participate in decision making
Achievement oriented – set challenging goals, express confidence in employees
Transformational Leadership:
Intellectual stimulation
Individualized considerations
Path Goal Clarifying Behavior:
Clarify what performance goals are
Instructs how to effectively carry out task
Identify what standards will be used to judge performance
Schedule/coordinate work
Clarify rules, procedures, polices
Allocate reward + punishment based on performance
Supportive Behavior effect on Subordinates:
Builds self confidence

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Builds social satisfaction
Reduces stress
Alleviates frustration
Participative Behavior effect on Subordinates:
Clarify links between effort, performance, rewards
Increase goal congruence
Enable subordinate autonomy
Increase subordinate involvement/commitment
Achievement Oriented Behaviors effect on Subordinates:
Work to achieve higher performance levels
Increase subordinate confidence to meet challenging goals
Managing Complex Goals:
Learning goalsfocus attention on understanding task and doing it effectively
Training – increase knowledge on how to do task
Sub goals – provides immediate feedback on whether behavior is consistent with goals
Performance Management Cycle
Smart Objectives:
Relevant – how it links to organizations strategic vision
Time bound
Common Evaluation Pitfallsstereotyping, central tendency, recency effect halo/horns effect, similar to
me, initial impression, skew, contrast effect
Development Optionsmentoring, temp assignments, special projects, task force postings, manager
coaching, conferences/workshops, job shadowing, internal/external training, volunteering
Reasons for Persuasion:
Influence beliefs
Influence attitudes
Influence action
Answer opposing viewpoints
Bases of Power:
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