CLEP Principles of Management 1

Leadership manager function that motivates and guides

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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
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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 healthcare. Instituted by Ronald Reagan
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  • Winter '12
  • None
  • Management, Henri Fayol, scientific management

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