5168687
Beschreibung
Karteikarten von Damon Yarde, aktualisiert more than 1 year ago
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Erstellt von Damon Yarde
vor etwa 8 Jahre
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| Frage | Antworten |
| The potential of influence | Power |
| The ability to influence behavior of a superior | Counterpower |
| The aspect of power, granted to either groups or individuals,that legitimize the right of the group or individual to make decisions on behalf of others | Authority |
| The process of influencing the behavior and attitudes of others to achieve intended outcomes | Leadership |
| The idea of division labor and management whereby workers should be viewed as parts of a large machine whose function was to produce a product | Scientific Management |
| This theory represents the traditional view of humans at work. Workers were assumed lazy, avoiding work and prefer to be directed by others with the primary concern of financial reward rather than self-improvement | Theory X |
| This theory holds that work is a natural activity and is as necessary as rest is to play. If a person is committed to a task, they will require little direction to accomplish their goals | Theory Y |
| Name the 3 phases that influence employees to change their behavior and thereby improve productivity and efficiency | 1. Unfreezing 2. Changing 3. Refreezing |
| Creating motivation for change in behavior, either by applying pressure or by reducing threats associated with the change is known as | Unfreezing |
| Modifying behavior by either mimicking a role model or learning new behaviors through a discovery process is known | Changing |
| Integrating a new behavior into the workplace with constant reinforcement from others is known as | Refreezing |
| Name the 6 concepts of management | Quality of character Personal identification with the organization Career progress should be steady but slow A collective process Continuous improvement based on the needs of clients Culture of continuous improvement Saving face by supporting and moving unproductive employees around |
| Name Mintzberg’s 3 major roles that all managers assume | Interpersonal Roles Informational Roles Decisional Roles |
| Figurehead Role Liaison Role | Interpersonal Roles |
| Monitor Disseminator Bulletin board Oral communication Listening skills Nonverbal communications Spokesperson | Informational Roles |
| This role requires the athletic trainer to use both personal and position power by exercising authority | Decisional Role |
| Interpesonal role that is comprised of performing certain functions such as providing signatures, public speaking, and answering requests for information | Figurehead Role |
| Interpersonal role that is comprised of developing relationships with athletic trainers at other institutions, health professionals in the community, coaches, consulting physicians, and parents | Liaison Role |
| Informational role that requires analytical listening deals with looking for specific kinds of information to be conveyed | Listening Skills |
| Informational role that requires internal influencers are people who either are members of or have close ties to an organization and who have the power to help shape policy and practice | Spokespersons Role (Non Verbal Communication) |
| Name the 9 ways to improve managerial effectiveness | Be Courteous Radiate Confidence Use simple Language Make Reasonable Request Provide Rational Use The Chain Of Command Use Authority Regularly Exercise Authority Be Open-minded |
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