Management 401 Exam Study Guide
Management 401 Study Guide- Guarana Fall 2013
Concepts
Leadership vs. management
Management
Planning and budgeting--detailed steps, achieving needed results, making it happen
Organizing and staffing--structure for plan requirements, making it happen
Controlling and problem solving--monitoring results, identifying deviations from plan, then planning/organizing to solve these problems.
Leadership
Establishing direction--vision of the future often distant future, strategies for producing changes needed to achieve vision
Aligning people--communicating direction in words, cooperation, influences creation of teams and coalitions that understand visions and strategies
Motivating and inspiring--energizing people to overcome major political, bureaucratic and resource barriers to change by satisfying basic but often unfilled, human needs.
Management produces degree of predictability and order and has the potential to consistently produce the short term results expected by various stake-holders
Leadership produces change, often to a dramatic degree and has the potential to produce extremely useful change.
Successful transformations--70-90% leadership and 10-20% management
Combination of cultures that resist change and managers who have not been taught how to create change is lethal
Only leadership can blast thru the many sources of corporate inertia, can motivate the actions needed to change behavior in any significant way and can get change to stick by anchoring it in the very culture of an organization
WE NEED MORE LEADERSHIP! Cognitive Biases
Halo Bias: Overall impression of a person influences how we feel and thing about his or her character (happens when we generalize people by one attribute).
Actor-observer bias (fundamental attribute error): Tendency to attribute one’s own actions to external causes, while attributing other people’s behavior to internal causes. (Ex. If the team performs badly it wasn’t me)
Primacy and recency effects:
Concepts
Leadership vs. management
Management
Planning and budgeting--detailed steps, achieving needed results, making it happen
Organizing and staffing--structure for plan requirements, making it happen
Controlling and problem solving--monitoring results, identifying deviations from plan, then planning/organizing to solve these problems.
Leadership
Establishing direction--vision of the future often distant future, strategies for producing changes needed to achieve vision
Aligning people--communicating direction in words, cooperation, influences creation of teams and coalitions that understand visions and strategies
Motivating and inspiring--energizing people to overcome major political, bureaucratic and resource barriers to change by satisfying basic but often unfilled, human needs.
Management produces degree of predictability and order and has the potential to consistently produce the short term results expected by various stake-holders
Leadership produces change, often to a dramatic degree and has the potential to produce extremely useful change.
Successful transformations--70-90% leadership and 10-20% management
Combination of cultures that resist change and managers who have not been taught how to create change is lethal
Only leadership can blast thru the many sources of corporate inertia, can motivate the actions needed to change behavior in any significant way and can get change to stick by anchoring it in the very culture of an organization
WE NEED MORE LEADERSHIP! Cognitive Biases
Halo Bias: Overall impression of a person influences how we feel and thing about his or her character (happens when we generalize people by one attribute).
Actor-observer bias (fundamental attribute error): Tendency to attribute one’s own actions to external causes, while attributing other people’s behavior to internal causes. (Ex. If the team performs badly it wasn’t me)
Primacy and recency effects: