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MGSC46H3 (13)

textbook notes

10 Pages
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Department
Management (MGS)
Course Code
MGSC46H3
Professor
Craig Weaver

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POWERPOINT
4 Key competencies
Intrapersonal emotional stability, self control, attitudes toward authority, learning
style
Interpersonal social, self monitoring, self control
Leadership recruiting, retaining, motivating, communicating, ethics
Business decision making, problem solving, negotiation, planning, evaluating
performance, strategy
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
Personality:
Extraversion
Agreeableness
Emotional stability
Openness
Conscientiousness
Self esteem view of oneself positively
Interpersonal skills ability to put oneself in anothers role, anticipating others
expectations, acting according to others expectations, staying focused on others expectations
Learning style tendency toward gathering, responding to, and interpreting info
Learning styles:
Concrete experience learn thru personal involvement
Reflective observations seek 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
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Informational monitor, disseminator, spokesperson
Decisional entrepreneur, disturbance handler, resource allocator, negotiator
Managerial skills:
Technical ability to apply specialized knowledge
Human relations understand and motivate ppl
Conceptual mental ability to analyze/diagnose complex situations
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:
Line activities that directly affect organization outputs
Staff advise/support line workers
Functional
General more 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 Theory effective 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:
Directive initiating structure
Supportive considerations
Participative encourage employees to participate in decision making
Achievement oriented set challenging goals, express confidence in employees
Transformational Leadership:
Charisma
Inspiration
Intellectual stimulation
Individualized considerations
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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
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 goals focus 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
Define
Manage
Review
Support
Smart Objectives:
Specific
Measureable
Achievable
Relevant how it links to organizations strategic vision
Time bound
Common Evaluation Pitfalls stereotyping, central tendency, recency effect halo/horns
effect, similar to me, initial impression, skew, contrast effect
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Description
POWERPOINT 4 Key competencies Intrapersonal emotional stability, self control, attitudes toward authority, learning style Interpersonal social, self monitoring, self control Leadership recruiting, retaining, motivating, communicating, ethics Business decision making, problem solving, negotiation, planning, evaluating performance, strategy 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 Personality: Extraversion Agreeableness Emotional stability Openness Conscientiousness Self esteem view of oneself positively Interpersonal skills ability to put oneself in anothers role, anticipating others expectations, acting according to others expectations, staying focused on others expectations Learning style tendency toward gathering, responding to, and interpreting info Learning styles: Concrete experience learn thru personal involvement Reflective observations seek meaning thru studyreflection 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 www.notesolution.com
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