CLEP Principles of Management 1

Estj extraversion e sensing s thinking t judgment j

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ESTJ : extraversion (E), sensing (S), thinking (T), judgment (J) INFP : introversion (I), intuition (N), feeling (F), perception (P) 70. 71. Organic Organizations - relatively informal--it does not have a strict authority hierarchy but a greater focus on personal relationships. Supposed to be flexible and well-suited for a rapidly changing environment; i.e. computer software development. Structured to encourage flexibility and change and is typified by decentralized decision-making. According to Mintzberg, an adhocracy form of organization was most appropriate for the performance of complex and uncertain tasks in a rapidly changing environment. The adhocracy form is analogous to an organic organization . Team members may be geographically separated and coordinate team efforts via the internet and conference calls. Adhocracies are frequently referred to as virtual teams. Industries which prefer this type of organization include R&D (research and development), the movie industry and advertising. 72. 73. Henry Mintzberg , author of The Nature of Manegerial Work - managerial roles fall into the following three categories: informational, interpersonal, and decisional. Informational category roles pertain to the analyzing & sharing of info and include monitor, disseminator, and spokesperson Interpersonal category roles pertain to human interaction and include figurehead, leader, and liaison. Decisional role involves decision making and include entrepreneur, resource allocator, and negotiator. Technical, human, and conceptual represent skills that a successful manager should possess, not roles that they assume. 74. 75. Level of Management - there are different levels of management. A manager's level can generally be determined by looking at the three areas of managerial skill: technical, interpersonal, and conceptual. 76. Low-level managers have more technical , less conceptual. High-level managers are typically the opposite. 77. High level managers usually have a lot of conceptual skill , and less technical knowledge compared to a low level manager. Conceptual skills are involved in planning and directing a large portion of the company. 78. 79. Group Stages of Development (Bruce Tuckman) - 5stages of group development: forming, storming, norming, performing, and adjourning. During these stages group members must address several issues and the way in which these issues are resolved determines whether the group will succeed in accomplishing its tasks. 1. Forming . This stage is usually characterized by some confusion and uncertainty. The major goals of the group have not been established. The nature of the task or leadership of the group has not been determined. Thus, forming is an orientation period when members get to know one another and share expectations about the
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group. Members learn the purpose of the group as well as the rules to be followed.
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