LearnSmart lets instructors measure student progress, comprehension, and retention and ensures instructors know which areas should be targeted.
The ebook makes it easy for students to access reading material on smartphones and tables. SmartBook enables students to come to class with preassigned exposure and knowledge of key management theories and concepts and enables instructors to personalize content for each learner.
The instructor's manual saves instructors' time and supports them in delivering the most effective course. The manual provides chapter overviews and lectures outline with integrated PowerPoint slides, lecture enhancers, notes for end-of-chapter materials, video cases, and teaching notes. Application Exercises help instructors assign quizzes, written and video cases, and other auto-graded exercises that challenge students to apply theories and concepts.
Research-based Self-Assessments promote student self-awareness, selfreflection, and personal and professional development. The test bank includes approximately questions per chapter. The free ReadAnywhere app, downloadable on iOS and Android platforms, allows students to access their ebook anywhere on their smartphone or tablet. Short-link Link Embed. Share from cover. Share from page:. More magazines by this user. Close Flag as Inappropriate. You have already flagged this document.
Thank you, for helping us keep this platform clean. The editors will have a look at it as soon as possible. Delete template? Cancel Delete. Magazine: Download! Cancel Overwrite Save. Don't wait! Those low on this factor can became annoyed that his T-shirt was soaked and be highly effective if excessive social interaction is not weighted down with sweat.
He wondered why required by their job. Negative Affectivity is the tendency to experience wicking away moisture. Soon he started negative emotions and moods, feel distressed, and be experimenting with different fabrics, testing their critical of others.
Managers high on this trait may often durability, comfort, and water resistance. Those who are low was developed. Agreeableness is the tendency to get along well resolve to turn his idea into a viable venture, with others. Managers high on this continuum are Plank succeeded against all odds. Those who are low may be somewhat Plank used his network of athletic contacts from distrustful of others, unsympathetic, uncooperative, playing on teams in high school, military school, and even at times antagonistic.
See Figure 2. As business and orders picked up, Under Armour outgrew the its basement office and set up shop on Sharp Street 4. Conscientiousness is the tendency to be careful, in Baltimore. Managers who are high on this factor are organized and self-disciplined while Under Armour is currently headquartered in a those who are low may seem to lack self-direction and ,squarefoot complex.
It is a global self-discipline. Clearly 5. Openness to experience is the tendency to be Plank demonstrates that being original, daring, original, have broad interests, be open to a wide range and taking risks while at the same time being of stimuli, be daring, and take risks. Chapter 02 - Values, Attitudes, Emotions, and Culture: The Manager as a Person choose to become an entrepreneur, while those low on against tough odds.
People with an internal locus of control believe that they are responsible for their own fate and see their own actions and behaviors as being important and decisive determinants of future outcomes. Self-esteem is the degree to which individuals feel good about themselves and their capabilities.
Needs for achievement, affiliation and power have been extensively researched by psychologist David McClelland.
The need for achievement is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence. The need for affiliation is the extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked and getting along with other people.
The need for power is the extent to which an individual desires to control or influence others. Values: Terminal and Instrumental are, and describe their impact on managerial action. Its unique culture and approach to managing people have not only job. See driving moving trucks and eventually move into Figure 2. Whereas some moving companies hire a lot of temporary job satisfaction.
Managers who are satisfied with their jobs are full-time. Because the demand for moving more likely to perform organizational citizenship services is lower in the winter, Gentle Giant uses behaviors OCBs. OCBs are behaviors that are this time to train and develop employees.
Having fun and getting to know each other as b. A growing source of dissatisfaction for many people are also important at Gentle Giant. The lower and middle-level managers and employees company holds parties and arranges outings for is the threat of unemployment and increased employees to sporting events, amusement parks, workloads from downsizing.
The ways in which layoffs are handled is important for both layoff victims and survivors. Organizational commitment is the collection of feelings and beliefs that managers have about their organization as a whole. With organizational commitment, managers: a. Believe in what their organizations are doing b.
Are proud of what the organization stands for c. Feel a high degree of loyalty toward their organizations. Moods and Emotions 1. Mood: A mood is a feeling or state of mind. Emotions: Emotions are more intense than moods, are more short-lived, and are usually linked to a specific cause. Managers with high levels of EI are able to prevent their emotions from getting in the way of making effective decisions.
LO Appreciate how moods and emotions influence all members of 2. Emotional intelligence helps managers understand and relate well to other people. When members share an intense commitment to goals, a strong organizational culture exists.
Managers and Organizational Culture 1. This is most explain how mangers both create evident in the start-up of new companies and are influenced by organizational culture 2. The Role of Values and Norms in Organizational Culture Shared values, as well as shared norms, play a particularly important role in organizational culture.
Terminal values signify what an organization and its employees are trying to accomplish, and instrumental values guide how the organization and its members achieve organizational goals. Values of the founder: From the ASA model previously discussed, it is clear that founders can have a profound and long-lasting effect on organizational culture. As a result, organizational values and norms are internalized. Ceremonies and rites: These are formal events that recognize incidents of importance to the organization as a whole and to specific employees.
The most common rites that organizations use to transmit cultural norms and values to their members are rites of passage, of integration, and of enhancement. See Table 2. Rites of passage determine how individuals enter, advance within, or leave an organization. Rites of integration build and reinforce common bonds among organizational member c. Rites of enhancement let organizations publicly recognize and reward employee contributions and thus strengthen their commitment to organizational values.
Stories and language: Stories frequently told within an organization, either fact or fiction, provide important clues about values and norms. The slang or jargon that people within an organization use to frame and describe events also provides important clues about norms and values. Culture and Managerial Action Culture influences the way in which managers perform their four main functions.
Planning: In an innovative organizational culture, top managers are likely to develop a flexible approach to planning and to encourage participation by subordinates. In contrast, managers in a conservative organizational culture are likely to emphasize top- down planning.
Organizing: Because they value creativity, managers in an innovative culture are likely to create an organic structure that is flat and in which authority is decentralized. In contrast, managers in a conservative culture are likely to create a well-defined hierarchy of authority and establish clear reporting relationships.
Leading: In an innovative culture, managers are likely to lead by example, encourage employees to take risks and experiment, and to be supportive regardless of success or failure. In a conservative culture, they are likely to use management by objectives, constantly monitor progress toward goals, and oversee their every move. Controlling: Managers in innovative cultures tend to recognize that there are multiple, potential paths to success and that failure must be accepted in order for creativity to thrive.
Therefore, they are more concerned that employees be flexible and take risks and less concerned about their adherence to pre- determined routines and goals.
In contrast, managers in more conservative cultures emphasize caution and maintenance of the status quo. Beginning with bestseller Emotional Intelligence, Goleman has sought to strip away conventional notions of what it means to be intelligent by examining how key personality traits can lead to measurable success. Although his background is in psychology, he has become a powerful voice in the corporate world.
Below are excerpts from an interview with Dr. Industry observers often complain about the dichotomy in the business world today. Goleman: The first analysis of the organizational life was conducted in a sociological tradition by Max Weber and Talcott Parsons, and it pretty much ignored to emotional reality of work. It analyzed the workplace and organizational dynamics as though emotions were not part of the equation. We can either acknowledge this fact or not.
You maintain that companies perform better if top managers have emotional intelligence, but the business world is rife with stories of CEOs and top managers who have been wildly successful even though they are insensitive jerks.
If emotional intelligence is so important, how do you account for their successes? In fact, the insurance industry did exactly that study. The researchers looked at moderately successful companies of the same size and evaluated CEOs on their emotional intelligence and leadership abilities.
They found that the more these bosses exhibited empathy, initiative, and a drive to achieve, the more profitable the companies were. Chapter 02 - Values, Attitudes, Emotions, and Culture: The Manager as a Person Is it there ever a point at which someone is too old to learn these competencies? Goleman: You are never too old to learn emotional intelligence. In fact, people tend to improve in emotional intelligence over the course of a lifetime, because life lesions often make people wiser in this domain.
Thy get more comfortable with themselves and other people. But someone who wants to a leader needs to have a relative high level of these abilities. A business school that wants to help its students achieve high leadership levels either has to select people who have already developed these abilities, or it has to help its students to learn them.
Soft skills have hard consequences. Lecture Enhancer 2. The only child has similar, yet often more intense personality traits. The middle child is a master negotiator who never had his parents to himself, and endured hand-me- downs.
The good news is he can compromise, share and negotiate. Leman describes the baby of the family as manipulative, social, outgoing, and a natural salesperson. She is the child who got her siblings in trouble while she was cute, helpless and got away with murder. A fourth birth-order position, identified by Michael Maniacci, a clinical psychologist and member of the faculty at the Adler School of Professional Psychology in Chicago, is the second born.
The second born tends to be more rebellious, non-conforming and independent than the middle child. After reading these descriptions, most either buy into the birth-order concept as a perfect description of their family or discount it. That impacts birth-order roles. There is not much distinction between being a girl and a boy. Conversely, if Dad has short hair and Mom has long, and Mom stays at home and Dad works, the boy holds the role of the oldest born male and the girl the oldest born female.
Physical differences play a role too. If the oldest child is physically or psychologically challenged, the second child usually takes on the role of the firstborn.
Other experts caution that understanding and using birth order is anything but simple, and many variables mold personality. Experts generally agree interpreting birth order can be complicated and only presents part of the picture. Some individuals have a kind of psychological urge to reach beyond the status quo and seek out novelty, change, and excitement. Psychologist Frank Farley, of the University of Wisconsin, has spent twenty years examining what he calls the Type T thrill-seeking personality.
For some the thrills are mostly physical. The degree of risk that individuals are willing to assume spans a broad continuum. Big T personalities, those who continually live on the edge, are at one end of the scale. Most people fall somewhere in the middle. Thrill seekers are happiest in jobs that provide change, excitement, and an ample outlet for their creativity.
They are often drawn to careers in advertising, journalism, or in the brokerage business, where novelty and uncertainty are a given. Whether individuals seek risks or avoid them affects not only their own job performance but also boss- employee relationships and co-worker production. An organization with too many risk takers can spell trouble. So can one top-heavy with cautious, security-minded individuals.
A synergistic mix is best. Discuss why managers who have different types of personalities can be equally effective and successful. Furthermore, personality traits that contribute to the managerial effectiveness in one situation may actually hinder the effectiveness in another situation.
Can managers be too satisfied with their job? Can they be too committed to their organizations? Why or why not? Note to Instructors: Student answers will vary. The text defines job satisfaction as the feelings and beliefs people have about their current jobs and organizational commitment as the collection of feelings and beliefs people have about their organizations as a whole.
Students may mention that managers who are too satisfied with their jobs may not look to improve the current state of affairs, preferring to let things go on as they are.
This may harm the prospects of the team as a whole. On the personal level, managers who are too satisfied with their jobs or too committed to the organization may harm their own prospects of career improvement or advancement.
Assume that you are a manager of a restaurant. Describe what it is like to work for you when you are in a negative mood. Note to Instructors: Student answers will vary based on their personalities. The text identifies characteristics of a negative mood as feelings of distress, fearful, scornful, hostile, jittery or nervous. This question is very individualized.
0コメント