Fichas
week 9
Fichas del conjunto (50)
- 1 Managing your boss or managing up is equally as important as managing your team or managing down. An Immediate supervisor (your boss) impacts your work ___, your _____ on the job, and ultimately your job ______. Depending on how you manage your boss, you can influence how happy and effective you will be in your work life.motivation, effectiveness, satisfaction
- 2Boss action: Gives critical feed back Interpretation by subordinate(positive): Negative:interested in my development, harsh and unkind.
- 3Boss action Action: asks a lot of questions. Postive subordinate interpretation: Negative:curious and informed, a micromanager
- 4Boss action: Gives unsolicited advice Postive subordinate interpretation: Negative:boss is helpful, meddlesome/intrusive
- 5Scenario: Boss asks a lot of questions Positive sub interpretation: : Some may view it as a boss who is ____ and ____ That is someone who generally wants to know what they’re doing in their day. Curiosity is a helpful trade in business, and a subordinate may think that the boss asking a lot of questions shows an ___ in their work. negative: On other hand, some subordinates may interpret the questions as a sign of micromanager and think, please just for the love of good, leave me alone, I know what I am doing. You don’t need to ask me about every little step.curious, informed. interest
- 6Scenario: Gives unsolicited Advice Positive: some subordinates will feel supported by a boss and find the unsolicited advice ___. They want to know how to optimize productivity on their task and value the information. Negative: Others may view the advice as ____ (intrusive) and prefer just to get the work done on their own.helpful, meddlesome
- 7counter dependence (trust in self ___, trust in others ___): The subordinate sees the boss as a problem or an ___ to be overcome. The subordinate may even rebel or fight against it. The attitude is usually a very strong resistance to be supported or helped by anyone. Self-reliance to an extreme. Rejection of help, even when help might be useful.high, low. obstacle
- 8Over dependence ( trust in self___, trust in others___) This is almost the opposite of counter dependence. Over dependence subordinates cannot get enough help and support and are unlikely to disagree with their bosses. Even when their boss is in the wrong (marshmallows).low, high
- 9Independence ( trust in self___, trust in others___) : healthy amount of self-reliance. Subordinate takes positive action. The independent attitude has a____ of asking for help and following the bosses lead and working without being assisted.high, moderate. balance
- 10Interdependence (trust in self___, trust in others ___) : mutually dependent relationship, where the boss and the subordinate help each other. Represents an attitude that values effective collaboration and cooperation with effective work networks. “ we are all in this together.”high, high
- 11what your boss wants from you? bosses want results, not excuses. Being motivated and positive can really help this. If there is problem, define it correctly, act, and solve it.make it happen attitude
- 12 Be willing to _____with your boss and recognize that your boss is part of a larger system within the company, and your actions will not only affect your boss, but also the company as a whole.collaborate
- 13Lead initiative for change: typically, there is a lot of uncertainty around change initiatives, your boss wants ____ to lead an imitative for change, not fear.support
- 14stay ____: bosses want employees who identify skill gaps and work towards closing them. Bosses want employees who scan the environment. You are expected to know your industry, field of expertise, the competition, customers, and how changes in the world may impact your business.up to date
- 15 Drive your own growth: bosses also like ____ growth, either through education or development. Don’t wait for your boss to suggest an area for further education or workshop, you can choose one yourself.self-initiated
- 16The ____ is also a good listener and is quite skilled at discerning people’s wants, needs, and emotions. However, managers who illustrate the extreme of this type get so busy playing ____that they forget they even have subordinates. These managers spend all their time and energy managing their own bosses, negotiating favorable upward and horizontal relationships, and expanding their networks outside the office.Politician, politics
- 17How to deal with a politician boss type To work effectively with a Politician, find ways to make the best use of what limited time you have with the boss. Set a time when you can meet periodically, even if it’s only for ten minutes at a time. Keep a running list of questions or requests so you’ll be prepared whenever you get a few unexpected minutes of the boss’s time. Do some ___ of your own, so that you keep the boss aware of your responsibilities and accomplishments.politicking
- 18The never-ending emails, phone calls, unrelenting deadlines, the pilling on of projects. This is a challenge with a ____boss. They only expect of others what they expect of themselves. However, not everybody has that work style.workaholic
- 19How to deal with a workaholic boss: You need to set your ____early and stick to them. . The best approach is to frame it in a way that benefits the boss, such as explaining that you can’t do your best work for him or her unless you have a more balanced schedule. In many cases, workaholics back down easily when people set limits.boundaries
- 20____ is about tightly controlling or observing employees' work. Although in some cases, this management style might be understood, especially for small scale projects, generally speaking, micromanagement has a negative connotation mainly because it shows lack of trust and freedom in the workplace, which leads to adverse outcomes.micromanagement.
- 21How to deal with a micromanager: This is a case where it can be highly important to __to your boss’s style. If he wants a lot of communication so that he stays informed about every detail, give it to him. In addition, the more you can do to give the boss a sense of trust in your work, the better off you’ll be with a micromanager.adapt
- 22These are the bosses who can’t take charge, who do whatever they can to avoid conflict, and who often have difficulty making decisions. As a result, ___bosses find it difficult to talk to higher level management about potential opportunities for their subordinates or defend their subordinates if an error is made. They also might find it difficult to fight for budgets, or projects within the organization that would motivate their team. Wimps are also typically “Yes Men,” as described earlier. They are unlikely to go to bat for their employees because they can’t risk standing up to their superiors.wimp
- 23how to deal with a wimp: One tip is to provide support in any way you can and try to boost the boss’s ___ For example, if your boss needs to make a request to a higher-up for something you or your department needs, supply the boss with plenty of hard data and facts that can lend assurance and make it easier for him to present the request. Compliment the boss on his effectiveness any time he manages to step through his fearsconfidence.
- 24A manger that subordinates want to follow. They inspire those around them. Often, they are self-reflective, competent, and honest. Subordinates feel that they can trust them and feel cared about. The natural is a good listener, and instead of always talking they ask questions with a careful balance.The natural
- 25managing ___boss type is easy. As they are often flexible with their thinking and willing to work with you. Most bosses have a few of the other characteristics we reviewed earlier.natural
- 26There are two key parameters that followers need to display, ___ thinking and ____ behaviour.critical, active
- 27An ____individual participates fully in the organization, engages in behavior that is beyond the limits of the job, demonstrates a sense of ownership, and initiates problem solving and decision making. It’s when we don’t sit back and wait for others to put their hands up. We take the initiative, we get on, and we do it if we’re the best qualified.active
- 28A _____ individual, by contrast, is characterized by a need for constant super- vision and prodding by superiors. Passivity is often regarded as laziness; a passive person does nothing that is not required and avoids added responsibility.passive
- 29Independent ___thinkers are mindful of the effects of their own and others’ behavior on achieving organizational goals. They can weigh/objectively view the impact of their boss’s and their own decisions and offer constructive criticism, creativity, and innovation. Its where we are mindful of what is going on around us and of what the team needs for the outcome to be achieved. It really isn’t about us; it is about the organizational goalcritical
- 30Conversely, a dependent, ___ thinker does not consider possibilities beyond what he or she is told, does not contribute to the cultivation of the organization, and accepts the boss’s ideas without thinking or questioning them.uncritical
- 311. _____follower type (independent, critical thinker; passive in organization): The _____follower is a passive, yet independent, critical thinker. ____employees are often effective followers who have experienced setbacks and obstacles, perhaps promises broken by their superiors. Thus, they are capable, but they focus exclusively on the shortcomings of their boss. Often cynical, alienated followers can think independently, but they do not participate in developing solutions to the problems or deficiencies they see. These people waste valuable time complaining about their boss without offering constructive feedback.Alienated
- 322. The ____ follower type (dependent, uncritical thinker, active in the organization): The ______ participates actively in a relationship with the boss but doesn’t use critical thinking skills. In other words, a conformist typically carries out all orders regardless of the nature of the re- quest. The conformist participates willingly, but with- out considering the consequences of what he or she is being asked to do—even at the risk of contributing to a harmful endeavor. A conformist is concerned only with avoiding conflict. This subordinate style might reflect an individual’s overdependent attitude toward authority, yet it can also result from rigid rules and authoritarian environments that create a culture of conformity.conformist, conformist
- 333. ___ (adopts whatever works at the time): has qualities of all four extremes—depending on which style fits with the prevalent situation. This type of person uses whatever style best benefits his or her own position and minimizes risk. Pragmatic survivors often emerge when an organization is going through desperate times, and managers find themselves doing whatever is needed to get themselves through the difficulty. Within any given company, some 25 to 35 percent of people tend to be pragmatic survivors, avoiding risks and fostering the status quo.Pragmatist
- 344. The ____ follower (dependent, uncritical thinker, passive in organization ) Exhibits neither critical, independent thinking nor active participation. Being passive and uncritical, these people show neither initiative nor a sense of responsibility. Their activity is limited to what they are told to do, and they accomplish things only with a great deal of supervision. The thinking is left to the boss. Often, this is the result of a boss who micromanages and encourages passive behavior.passive
- 355. The ___ follower is both a critical, independent thinker and active in the organization. Effective followers behave the same toward everyone, regardless of their position in the organization. They develop an equitable relationship with the boss and do not try to avoid risk or conflict. These people are capable of self- management, they discern strengths and weaknesses in themselves and their bosses, they are committed to something bigger than themselves, and they work toward competency, solutions, and a positive impact. Effective followers recognize that they have power in their relationships with superiors; thus, they have the courage to manage upward, to initiate change, and to put themselves at risk or in conflict with the boss if they believe it serves the best interest of the team or organization.effective
- 36 Form of influence. It is a process of guiding people towards adopting a behavior, belief, or attitude. This can happen in a single meeting or across many meeting that take place for months or even years. Unlike manipulation, _____ does not rely on deceit, which breaks trust. Also, it does not rely on directly giving orders, from a position of legitimate authority.persuasion
- 37Effective persuasion is a learning and negotiating process for leading your peers and your colleagues to a shared solution to a problem. Work gets done in an environment where people don’t just ask what should I do? But why should I do it? This is where ___ communication can be helpful.persuasive
- 38The Art Of Persuasion 1. Establish___. your____ based on your knowledge and experience. In other words, your human capital, determines your credibility. How does one increase the confidence of others and build trust on the workplace? By demonstrating that you have history of making well-informed and logical decisions based on information that is available.Credibility
- 39The art of persuasion 2. If you're called to action or request. This is designed to change an attitude, belief, or behavior truly benefits the entire organizations and not just yourself. This is a situation in which you can build goals on _____. You come to an agreement as to what the long-term goal is. To be persuasive, you should describe how what you are re- questing will benefit others as well as yourself.common ground
- 403. It is important to appeal to people on an ___ by using symbols, metaphors, and stories to express your messages, rather than relying on facts and figures alone. Facts and figures can provide a logical basis for a decision and certainly support a strategic direction. But how can you draw people in to support your initiative? The use of authentic and genuine, personal storytelling and metaphors can help. It helps make the unrelatable, relatable (Make your position ___)compelling
- 414. Connect ___: The most effective managers learn to sense others’ emotions and adjust their approach to match the audience’s ability to receive their message. In addition, by looking at how people have interpreted and responded to past events, you can get a better grasp on how they might react to new ideas and proposals you want to persuade them to adopt. Requires emotional intelligence. Can you sense others’ emotions and adjust your message in a way that more effectively relates to your audience? Connecting emotionally with your team is an ongoing learning process and can improve over time and with experience.emotionally
- 421. ____ and informing people through email or other communication develops an awareness of a desire to change. There is no action taken yet towards the desired change. And there might not be an agreement with the desire to change yet. But the information is available.Telling
- 432. Sell bring us to the level of ____and action. There is an understanding of the change in direction. Oaky, I understand where we need to go. However, there is no method yet as to how to get thereunderstanding
- 44Results in acceptance and alignment. There might be focus groups, some consultative presentations, and problems solving, and there is a bit of a translation to the work setting. People realize and come to acknowledge that they need to do their jobs differently. They may even start thinking that they are ready to do their jobs differently and become committed personal change.consulting
- 454. Join is ___.This really includes an internalization of new behaviors. It may include coaching conversations, and one-on-one workshops to happen. But in the end, this is the way we do things here.ownership and engagement
- 46Five best practices for presenations it is important to find your voice and focus on the audience, communicate as you are talking to each one at a time. Even if it is a large group. Also, understand the point of view of your audience.personalize
- 47Project passion, use metaphors, tell stories, it draws people and its engaging. Dress appropriately, and use effective body language, including smiling.Polish
- 48Give your audience a road map. Let them know what to expect and where you’re going to take them during your conversation. Keep in mind that conveying one or two key points is much more effective that trying to convey all the information at once. Leave room for question answer at the end.Pace
- 49be the subject matter expert. Know the objective and your purpose. Know the subjective and understand your audience.prepare
- 505. Rehearse, rehearse, rehearse, and rehearse, and ask for constructive feedback, ideally before you present so that you can modify your presentation. You can also ask for feedback after your presentation.practice
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- Fichas sobre week 9, creado por Jas Sohal el 26/03/2022.
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- Jas Sohal
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