Exam 1 Review - EXAM 1 REVIEW Chapter 1 Wilson's Profile of...

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EXAM 1 REVIEW Chapter 1 Wilson’s Profile of Effective Managers - focuses on 11 observable categories of managerial behavior (result of skill mastery not skills awareness) Four useful lessons from Wilson Managerial Skills research 1. Dealing effectively with people is what management is all about 2. Managers with high skills mastery tend to have better subunit performance and employee morale than managers with low skills mastery 3. Effective female and male managers do not have significantly different skill profiles 4. Derailed managers (those who fail to achieve their potential) tended to be the ones who overestimated their skills mastery Skills exhibited by an effective manager 1. Clarifies goals and objectives for everyone involved 2. Encourage participation, upward communication, and suggestions 3. Plans and organizes for an orderly work flow 4. Has technical and administrative expertise to answer organization-related questions 5. Facilitates work through team building, training, coaching, and support 6. Provides feedback honestly and constructively 7. Keeps things moving by relying on schedules, deadlines, and helpful reminders 8. Controls details without being overbearing 9. Applies reasonable pressure for goal accomplishment 10. Empowers and delegates key duties to others while maintaining goal clarity and commitment 11. Recognizes good performance with rewards and positive reinforcement McGregor’s Theory X and Theory Y- two sharply contrasting sets of assumptions about human nature Theory X- assumptions were pessimistic/negative and according to McGregor’s interpretation, typical of how managers traditionally perceived employees Assumptions: (1) most people dislike work and avoid it when they can (2) most people must be coerced and threatened with punishment before they will work (3) Most people actually prefer to be directed (tend to avoid responsibility and exhibit little ambition) and are interested only in security Theory Y- created to help managers break with negative tradition (Theory X); a modern and positive set of assumption about employees being responsible and creative Assumptions: (1) work is a natural activity, like play or rest (2) people are capable of self-direction and self- control if they are committed to objectives (3) people generally become committed to organizational objectives if they are rewarded (4) the typical employee can learn to accept and seek responsibility (5) the typical member of the general population has imagination, ingenuity, and creativity Human Capital/Social Capital Human capital- productive potential of an individual’s knowledge and actions (a present/future employee with the right combination of knowledge, skills, and motivation to excel represents human capital with the potential to give the organization a competitive advantage) Social capital- productive potential resulting from strong relationships, goodwill, trust, and cooperative effort (example: 77% of women and 63% of men rated good relationships with boss extremely important)
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Exam 1 Review - EXAM 1 REVIEW Chapter 1 Wilson's Profile of...

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