and emotional preferences for dealing with common issues, and, likewise for
understanding preferences of their coworkers. It consists of 126 items which help
determine a person's problem solving type. It results in two facts--the way a person
perceives information, and the way he makes decisions.
: extraversion (E), sensing (S), thinking (T), judgment (J)
: introversion (I), intuition (N), feeling (F), perception (P)
- 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
According to Mintzberg, an adhocracy form of organization was most appropriate
for the performance of complex and uncertain tasks in a rapidly changing environment.
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.
, author of
The Nature of Manegerial Work
- managerial roles fall
into the following three categories: informational, interpersonal, and decisional.
roles pertain to the analyzing & sharing of info and include
monitor, disseminator, and spokesperson
roles pertain to human interaction and include figurehead,
leader, and liaison.
involves decision making and include entrepreneur, resource
allocator, and negotiator.
Technical, human, and
that a successful manager
should possess, not
that they assume.
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.
Low-level managers have more
, less conceptual. High-level managers
are typically the opposite.
High level managers usually have a lot of
, and less technical
knowledge compared to a low level manager. Conceptual skills are involved in
planning and directing a large portion of the company.
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