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MGT+3304+Day+11_F2010++Individual+Effectiveness

MGT+3304+Day+11_F2010++Individual+Effectiveness - Four...

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Click to edit Master subtitle style 8/29/11 Individual Effectiveness How can we improve individual’s job performance?
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8/29/11 Pole Vaulting
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8/29/11 Direct Determinants of Individual Outcomes Individual Differences Cognitive Ability Motivation Knowledge Outcomes Environment Behavior Tactics Effort Skillfulness
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8/29/11 New Tactic Implemente d New Tactic Implemente d Performanc e Tactic 1 Maximu m Tactic 2 Maximum Tactic 3 Maximu m Tim e Outcomes rise as skillfulnes s increases Outcomes decline abruptly as a new Tactic is introduced that requires new unfamiliar skills. Outcomes reach an asymptote as high levels of skillfulness are achieved. As skill is acquired higher outcome levels are achieved Again outcomes drop in the short- run with adoption of a new tactic, but the steeper rate of incline is indicative of skills that are rapidly acquired. Performance Over Time
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8/29/11 The "Fosbury Flop"
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8/29/11 Before Fosbury…… Eastern cut-off, Western roll, Scissors- kick, and …
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8/29/11 the Straddle
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8/29/11 1968 Olympics in Mexico City
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Unformatted text preview: 8/29/11 8/29/11 8/29/11 Four Avenues for Influencing Organizational Outcomes l Doing what you are currently doing in the same way you currently do it, only more efficiently. l Redesigning your current processes to do what you currently do more efficiently. l Engaging in new value added activities that were not done previously. l Avoiding the negative effects of non-compliant and counterproductive behavior. Click to edit Master subtitle style 8/29/11 So What Makes a Manager A Good Manager? What Is It That Managers Get Paid to Do? 8/29/11 Management Competencies l Entrepreneurial Skills l Human Capital Skills l Administrative Skills 8/29/11 Some Management “Truths” l As a manager (at least as organizers and leaders) you no longer get paid for what you do. l Anytime something occurs that does not meet expectations by definition is a “management” problem....
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