BADM 310 Exam 1

1. Planning – involves the process of defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities

2. Organizing – involves the process of determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made

3. Leading – involves motivating subordinates, influencing individuals or teams as they work, selecting the most effective communication channels, or dealing with employee behavioral issues

4. Controlling – involves monitoring actual performance, comparing actual to standard, and taking action if necessary

1. interpersonal roles – involve people and other duties that are ceremonial and symbolic in nature

2. informational roles – involve receiving, collecting, and disseminating information

3. decisional roles – revolve around making choices

1. technical skills – knowledge of and proficiency in a specialized field (lower level management)

2. human skills – ability to work well with other people individually and in a group (all levels)

3. conceptual skills – ability to think and to conceptualize about abstract and complex situations (top level management)

(BELIEVE) cognitive component – beliefs, opinions, knowledge, or information held by a person (FEEL) affective component – emotion or feeling *term attitude usually refers to this* (INTEND) behavioral component – intention to behave in a certain way toward someone or something

Discretionary behavior that is not part of the formal job requirements; promotes effective functioning of the organization

- incompatibility between attitudes or between attitudes and behavior - people seek consistency between attitudes and attitudes and behaviors; inconsistency is uncomfortable People reconcile dissonance by changing attitudes/behaviors or rationalizing. More likely to change if: - issue is important - they have influence over the issue - no rewards supporting dissonance

- 4 dimensions o Social interaction: extrovert vs. introvert o Preference for gathering data: sensing vs. intuitive o Preference for decision making: feeling vs. thinking o Style of making decisions: perceptive vs. judgmental - highlights the differences in people’s work styles

- extraversion - agreeableness - conscientiousness - emotional stability - openness to experience

- non-cognitive skills, capabilities, and competencies that influence a person’s ability to succeed in coping with environmental demands and pressures - self awareness – aware of what you’re feeling - self management – ability to manage one’s emotions and impulses - self motivation – persistence in the face of setbacks and failures - empathy – ability to sense how others are feeling - social skills – ability to handle the emotions of others - related to performance at all levels - especially important in jobs requiring social interaction - CAN BE DEVELOPED!!!!

The degree to which people are pragmatic, maintain emotional distance, and believe that ends justify means

Many or one situation

Tendency to explain behavior of others by overestimating internal factors or underestimating external factors

Personal success is attributed to internal factors and personal failure is attributed to external factors

“work doesn’t hold motivation in itself” - the average worker is lazy, dislikes work - must closely supervise and control through reward and punishment

“work can be motivating in itself” - workers find work fulfilling, can exercise self direction, accept responsibility, or even seek it out - managers should allow workers autonomy and create motivating jobs and organizations