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CLEP Principles of Management 1

And emotional preferences for dealing with common

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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. 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.
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