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Cornerstone Exam 1 - 1 Cornerstone Exam 1 Study Guide...

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Cornerstone Exam 1 Study Guide Becoming A Manager Myths About Managers - #1 New managers and individual contributors need the same skills Reality - The skills are markedly different Myths About Managers - #2 Myth – All a manager needs is power Reality – Position power is limited and doesn’t belong to you; personal power is boundless and belongs to you. 1. Power = Potential influence 2. Influence = Use of power Myths About Managers - #3 Managers have a lot of freedom Reality – Managerial discretion is limited by procedures, routines, strategies, budgets, culture, subordinate capabilities, etc. Myths About Managers - #4 Managers always feel smart, in control, and satisfied in their jobs Reality - Managers are human and have emotions Myths About Managers - #5 You learn to be a good manager through training Reality – Classes and concepts are important, but practice makes perfect (sometimes) A 360 0 View of Managers 1. Direct reports’ expectations 2. Role expectations (the job) 3. Supervisor’s expectations 4. Peer/colleagues’ expectations How Do Managers Create Value? 1. Setting agendas 2. Building networks 3. Framing problems (sense making) 4. Directing (visioning) and facilitating the performance of others 5. Embracing collective achievement as the best measure of personal worth Tensions Managers Face in Teams 1. Individual differences <-> Group Identity and Goals 2. Foster Support among Team Members <-> Confrontation 3. Focus on Current Team Performance <-> Learning and Development 4. Emphasize your Managerial Authority <-> Members’ discretion and authority Styles Managers Use With Individuals 1. Directive : Best used with beginners (novices) who need basic instruction 1
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2. Coaching : Best used on those (disillusioned?) facing concerns or obstacles at work 3. Supportive : Best used to build confidence by identify strengths and encouraging developmental risk taking 4. Delegating : Best used with self-regulating, well aligned experts Finding the Courage to Talk to Others About Performance Issues 1. Coaching - partnership for sharing (tacit) knowledge and experience 2. Feedback – process of sharing specific observations about performance 3. Feedback can enhance Skills Relationships Results Emotional Intelligence Managing Self Manage Self Self-Awareness Self-Regulation Motivation Relating to Others Empathy (Social Awareness) Social Skill Leading a Team Team Attributes - What’s a Team? Shared purpose and performance standards Complementary skills (diversity) Collective accountability o Advantages of Teams ( Process Gains ) Creativity resulting from varied perspectives Collaboration leverages more knowledge, skills, and abilities (KSAs) It’s motivating! - Social presence effects Sharing information enhances collective sense making and acceptance of choices There’s power (empowerment) in numbers – may promote willingness to take risks o Reasons to Avoid Teams ( Process Losses ) Powerful individuals may dominate others who are less interested or willing to participate
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