Exam 2 Review

Exam 2 Review - 1 Exam #2 Review HRM 1101 - Introduction to...

Info iconThis preview shows pages 1–11. Sign up to view the full content.

View Full Document Right Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: 1 Exam #2 Review HRM 1101 - Introduction to Organizations & Management 2 Organization Levels Customers and Clients Ultimate beneficiaries of the organizations efforts Operating Workers (Front Line) Do work directly affecting customer/client satisfaction Team Leaders and Managers Help the operating workers do their jobs and solve their problems Top Executives Keep organizations mission and strategies clear Serve Support Support Adapted from Management by John Schermerhorn, 2002, John Wiley & Sons Board of Directors Serves as expert counsel to top executives and company shareholders 3 Boards of Directors Provide guidance to organizations executives - be a sounding board Oversee corporate governance Approve organizational initiatives and strategy Approve executive compensation Oversee organizational policy and finances Act in the interests of the companys shareholders 4 Leadership The ability to influence people toward the attainment of organizational goals. 5 Leader and Manager Qualities SOURCE: Based on Genevieve Capowski, Anatomy of a Leader: Where Are the Leaders of Tomorrow? Management Review, March 1994, 12. A manager takes care of where you are; a leader takes you to a new place. 6 The Extraordinary Leader The Extraordinary Leader by John H. Zenger and Joseph Folkman, McGraw Hill, 2003 Great leaders (top 10%) produce huge results Character is most important trait in leaders 7 Their Leadership Model Character Leading Organizational Change Focus on Results Interpersonal Skills Personal Capability The Extraordinary Leader by J.H. Zenger & J. Folkman 8 #1 - Character Good Performers Considers the organization, not own personal agenda Keeps promises Is always learning Asks for feedback from others Is approachable Treats everyone equally Is not arrogant Is a team player Trusts others Poor Performers Threatened by others success Make themselves look good at others expense Blame failures on others Character is the heart of excellent leadership. 9 #2 - Personal Capability Good Performers Technical knowledge Product knowledge Professional skills Innovation Initiative Effective use of information technology Poor Performers Do not understand job/technology/profession well Are technically or professionally incompetent (or out of date) Fail to anticipate/stay on top of problems Have a one right way mindset Afraid to challenge status quo Shoot down new ideas & approaches Unconcerned with feedback or self-improvement 10 #3 - Focus on Results Good Performers Effective at goal setting; set lofty targets Take responsibility for group outcomes Ongoing feedback and coaching Initiate new programs, projects, relationships, etc....
View Full Document

This test prep was uploaded on 04/09/2008 for the course HRM 1101 taught by Professor Nelson during the Spring '08 term at Temple.

Page1 / 78

Exam 2 Review - 1 Exam #2 Review HRM 1101 - Introduction to...

This preview shows document pages 1 - 11. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online