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WEEK 5-8 RELFECTION MIND MAP MANAGEMENT , - Coggle Diagram
WEEK 5-8 RELFECTION MIND MAP MANAGEMENT
Week 5
Organising
Mechanistic
High chain of command
Centralised
organic
Cross functional teams
free flow of information
Leading
Trait theories:leaders are born and cannot be trained
Behavioural theories: Leadership is more than a generic trait
Contingency theories: Effective leadership requires more than an understanding of traits and behaviours
Planning
Goals
ledas to better performance
redeuces uncertainty
different type of planing
Controlling
employee empowerment
improves employee satisfaction
The process of monitoring, comparing and correcting work performance
Week 6
MANAGERIAL PROBLEMS
unstructured
structured
GROUP DECISION-MAKING
Disadvantage
Minority domination
Pressure to conform
Time consuming
Advantage
Increase legitimacy
Increases acceptance of a solution
diverse alternatives
How decisions are made?
rationality
bounded rationality
intuition
CONDITIONS OF DECISION-MAKING
Risk
Uncertainty
Certainty
DECISION-MAKING ERRORS
Week 8- Emotional Intelligence
Emotional Intelligence is being able to recognise, understand and manage their own emotions as well as those of others they interact with
Relationship Management Skills (Empathy and Social Skills)
Empathy is Thoughtfully considering others feelings along with additional factors when making decisions
Social Skills are being friendly with a specific purpose is important in order to effectively Influence people to move in the same direction as you
Learning Emotional Intelligence
Despite a plethora of research saying emotional intelligence is genetically predisposed, that’s only part of it
Self-management dimensions (Self Awareness + Regulations and Motivation)
Self awareness is having a deep understanding of one’s emotions, strengths, weaknesses, needs, and drives
Self Regulation is when people control their feelings and use them to their advantage
Motivated people are people who have a desire to achieve beyond expectations-both their own as well as everyone else’s
week 7: diversity
a term used to describe differences among individuals
age, race, ethnicity, psychical characteristics etc
social identity theory
stipulates that individuals validate social identity by favouring their 'in-groups' at the expense of 'out-groups'
social dilemmas
managerial participation
consequence of dilemma of individual participation
managers are likely to recruit individuals that are similar to them
individuals seek managers who are similar to them
can leave out those who don't fit in
can result in power battles
organisational participation
incorrect perceptions in relation to the relationship between homogenous workers and employee turnover
belief that diversity initiatives benefit society and not the organisations implementing them
focus on short-term costs and not long-term benifits
Creates barriers for selecting highly talented candidates due to inaccurate views
individual participation
success of organisation depends on the degree to which employees embrace/resist them
formation of sub-groups along social categories form informal subgroups that can restrict movement of information and subgroup compitition
social dilemma solutions
the management problem
overcoming individual and managerial participation
the public policy problem
overcoming organisational participation
the glass ceiling
phenomenon that limits the advancements of women and other minority groups to senior managerial positions in organisation's
overcoming the glass ceiling
changing societal norms around gender roles - reducing gender bias
introduction of paid-parental leave schemes
eliminating stigmatisation of men who choose to stay home for family reasons
more representative blend of women and men in senior roles