{[ promptMessage ]}

Bookmark it

{[ promptMessage ]}

CLEP Principles of Management 1

Groupthink team believes that every decision they

Info iconThis preview shows pages 2–5. Sign up to view the full content.

View Full Document Right Arrow Icon
Groupthink – team believes that every decision they make is good Humanistic School of Management – focused on worker and group attitudes and feelings, understanding how people think
Background image of page 2

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

View Full Document Right Arrow Icon
Leadership – manager function that motivates and guides employees as they perform their work Power – ability to get others to do things Legitimate Power – employ assumption they should obey Coercive Power – uses ultimatums and discipline to achieve results Expert Power – manager’s superior knowledge and experience Referent Power – manager’s ability to make people identify with them, like them Stakeholder – those concerned with the organizations direction Suppliers – those that provide physical and informational components of an organization Joint Venture – when a company joins forces with another organization to best adapts and changes Decision Making – method of taking information and using it to remedy issues Framing – when a manager analyzes the context of the issue Awareness – decision making begins with awareness of an issue or concern Feedback – final stage of decision making Classical Approach Model of decision making – the decision maker is logical and reasonable and will always make the decision based on economical interests Administrative Model of decision making – decisions made based on what is minimally acceptable and do not analyze all options before making a decision ( satisficing) Political Model of decision making – a dominant group’s viewpoint becomes the decision Meyers-Briggs Type Indicator- categorizes people by personality types Sensing People – detailed information directly thru their senses, work in technology and finance Intuitive People – rely on intuition or internal promptings focus on big picture, miss the trees in the forest Thinking People – judge information rationally and logically based facts Feeling People – consider internal feelings and values when making decisions
Background image of page 3
Brainstorming – group randomly and quickly tossing out ideas in hope of better ideas to come Latent conflict - Conflict – first stage of conflict is Perceived Conflict – Felt Conflict Manifest conflict – involves actions that stem from emotions Conflict Aftermath – final stage of conflict Competitor style of handling conflict – only focus on self, only how the circumstances affect them Accommodator style of handling conflict – concerns itself with the other person and ways to change the other person Avoidance style of handling conflict – flee the situation and show no regard for them or the other party involved Feedforward Control – attempts to eliminate problems before they occur Concurrent control – put into use during production process to ensure desired results Feedback control - relies on questionnaires and surveys, after the production cycle is complete Philip Crosby – quality increases profits, zero defects, wanted to overcome the idea that mistakes are inevitable Malcolm Baldridge National Quality Award (MBNQA) – award to encourage high levels of quality in manufacturing, service, small business, education and
Background image of page 4

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

View Full Document Right Arrow Icon
Image of page 5
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}

Page2 / 35

Groupthink team believes that every decision they make is...

This preview shows document pages 2 - 5. Sign up to view the full document.

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