Term
| Big 5 Personality Factors |
|
Definition
1. Conscientiousness
2. Agreeableness
3. Emotional Stability
4. Openness
5. Extraversion |
|
|
Term
| Other Personality Factors |
|
Definition
Risk Propensity: Degree to which person wants to take risks
Self-Monitoring: The degree to which an individual pays attention and emulates behaviors of others (chameleon) |
|
|
Term
|
Definition
| Never ending battle to achieve more, time urgency, competitive, accelerated speech... |
|
|
Term
|
Definition
| Manipulate others for own benefit, rely on deceit, difficult to recognize (charisma) confident, eloquent and competent |
|
|
Term
| Protect yourself from Machiavellian |
|
Definition
| Pay close attention to what they say, expose them to others (make actions public), Avoid situations that give them an edge (highly emotional situations -> Distraction -> Easy Manipulation |
|
|
Term
| LeBeouf: Greatest management Principle in the world |
|
Definition
The things that get rewarded get done
Do NOT Reward
-Employees who threaten to leave unless get raise
-reward activity instead of productivity |
|
|
Term
|
Definition
| Physiological, Safety, Social, Esteem, Self-Actualization |
|
|
Term
|
Definition
1. Motivators (Intrinsic-lead to satisfaction, not dissatisfaction)
-Work itself
-Recognition
-Achievement
2. Hygiene Factors (extrinsic-Lead to dissatisfaction but not satisfaction)
-Company Policy
-Salary |
|
|
Term
| Benefits of Reinforcement Theory |
|
Definition
1. Simple- People do what is rewarded and don't do what is punished
2. Very Powerful
However, difficult to use in practice, there are many pitfalls |
|
|
Term
| Stretch Goals - Steve Kerr (wow such a badass) |
|
Definition
| So EXTREME you don't know how to attain - increases creativity, think outside the box |
|
|
Term
| Stretch Goals Common Managerial Errors |
|
Definition
| Set goals too low, set goals too high (become object of ridicule or fear), Over stress employees, Fail to give employees knowledge or tools, punish failure, Give everyone the same stretch goal. |
|
|
Term
|
Definition
- Sell employees on stretch goals
-Understand that stretch goals can unexpectedly affect other parts of the organization
-Don't punish people for not reaching stretch goals
- Share the wealth generated by success of stretch goals (Gain split 50/50) |
|
|
Term
| Job Redesign Traditional Approaches |
|
Definition
| Job Rotation (cross training), Job Enlargement, Job Simplification |
|
|
Term
Job Enrichment
(Impact Critical Psychological States) |
|
Definition
(most well researched and Established)
Skill Variety: Extent to which a job requires different duties, skills
Task Id: Extent to which a person is permitted to complete a piece of work
Task Significance: Extent to which a job is perceived by others as having value
Autonomy: Extent job offers independence
Job Feedback: Extent to which doing a job provides clear info on performance |
|
|
Term
| Job Redesign Modern Approaches |
|
Definition
| Flextime, Modified Work Week, Telecommuting, Job Sharing (Single Mom's), Part-time work/temp workforce |
|
|
Term
|
Definition
Greater satisfaction, commitment, short-term performance, less turnover, lateness and absenteeism.
Tend to diminish after 2 years (Employees become accustomed) |
|
|
Term
| Legitimate Political Tactics |
|
Definition
Ingratiation: Giving Compliments/doing favors for superiors or coworkers
Forming Coalitions and networks: Befriending important people
Impression Management: Being loyal, attractive, honest, sociable...
Helping Others get promoted: Builds social credits (I help you, you help me)
Pursing line Responsibility: Adds power due to centrality, critical, relevance |
|
|
Term
|
Definition
| Directly pursue organizational mission |
|
|
Term
|
Definition
| Supports line function provides resource advice |
|
|
Term
|
Definition
1. Shotguns: Refuse to take no for an answer
2. Tacticians: Influence others through reason and logic
3. Ingratiators: Rely on favors and flattery
4. Bystanders: Try to avoid politics |
|
|
Term
|
Definition
| Tied 2 with Ingratiator, Bystander |
|
|
Term
|
Definition
| Tacticians and Ingratiator (maybe check notes) |
|
|
Term
| 2 Drivers of political behavior |
|
Definition
| Scarce Resources & Uncertainty |
|
|
Term
| Reducing Inappropriate Political Behavior |
|
Definition
Set an example
Give Clear job assignments
Eliminate coalitions and cliques that are detrimental to organizational performance
Confront "game players" |
|
|
Term
|
Definition
Violating Chain of command
Losing your cool
Saying "no" to top management
Criticizing the boss
Challenging cherished beliefs |
|
|
Term
| Emotional Intelligence Framework |
|
Definition
| Self-Awareness, Self-Regulation, Self-Motivation, Empathy, Social Skills |
|
|
Term
|
Definition
| Much less fixed than IQ, can develop over time, training, coaching and feedback can improve EQ |
|
|
Term
|
Definition
| Rely on favors and flattery |
|
|
Term
| Forming Coalitions and Networks |
|
Definition
| Befriend important people |
|
|
Term
|
Definition
| Being loyal, attractive and honest, sociable |
|
|
Term
|
Definition
| You scratch my back I'll scratch yours... |
|
|
Term
| Pursuing line responsibility |
|
Definition
| Adds power due to centrality, critical and relevant |
|
|
