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Definition
Stress that comes from relationships
Create psychological daemons |
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Definition
| Breaks down ability to make decisions |
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| Impacts us in terms of health |
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| Stress makes you ask the question |
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Definition
| “How good are you in the clutch?” |
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Definition
| stress from time constraints |
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Definition
People who frustrate people, this causes stress
Some people bring stress with them everywhere they go |
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Definition
| You know things that make you nervous |
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Definition
| The type of work you do affects your stress level |
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Term
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Definition
a person personality causes stress
oType A
Vunerable to stress but think they are invulnerable
Generates stress
oType B
Manage stress much better then Type A |
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Definition
| May bring experience and help you deal with stress |
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Definition
oWomen
Get stressed out more then men
Manage stress better then men
oMen
Tend to avoid confronting reality |
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Term
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Definition
1) Gender stressors
2) age stressors
3) Personality stressors
4) Kind of work stressors
5) Anticipation stressors
6) Encounter stressors
7) Time stressors |
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Term
| What will elevate your stress |
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Definition
a.Better Time Management
b.Planning & being organized
c.Networking
d.Evaluation of stress and making a change for the better
e.Humor (Anger makes stress worse)
i. Produces a chemical change that can help your immune system
ii. Anger produces one that hurts the immune system
f.Gradual increase of workload
g.Fitness training
h.Engaging in sports w/ low competitiveness
i.Group environments |
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Term
| 3 types of organizational structure |
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Definition
1. functional
2. SBU/divisional
3. Matrix
4. Super teams (product/Project teams) |
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Term
| Organizing and/or teamwork create what? |
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Definition
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Term
| Taller Organizational Structure |
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Definition
Span of control narrows
Theory X
as many as 24 layers
worked because of a non-competative enviornement
Communication struggles |
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Term
| Shorter Organizational Structure |
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Definition
5-6 Layers of management
Wide Span of Control
Theory Y
Responsibility is deligated w/ minimal bureaucracy
Communication is quick and responce times are as well
emphasis on effectiveness |
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Term
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Definition
Offers less redundancy and more accountability
Seems to only work for defense, aerospace, and construction companies |
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Term
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Definition
more fluid, flexible, and dynamic then Matrix
Consist of highly experienced individuals |
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Term
| Duncan's Environmental Matrix (Cell 1) |
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Definition
Static & Simple Mechanistic approach with rational decision making
(functional / tall structures work here) |
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Term
| Duncan's Environmental Matrix (Cell 2) |
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Definition
Simple & Complex more decentralized decision making, mix between theory x&y
SBU's work the best here |
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Term
| Duncan's Environmental Matrix (Cell 3) |
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Definition
Dynamic & Simple
This never happens |
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Term
| Duncan's Environmental Matrix (Cell 4) |
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Definition
Dynamic & Complex
the situation offers high uncertainty
Empowerment needs to be maximized
Frequent with high tech firms like Google and Yahoo (super teams needed here) |
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Term
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Definition
external shifts require internal Changes
Form groups / Commitees to respond to changes |
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Term
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Definition
| (strategy and Structure)- strategy shapes structure |
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Term
| Other factors that affect structure decision making |
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Definition
firm size, age, history, corporate culture, industry
The internet is changing how firms are going to need to be structured. |
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Term
| Things to think about regarding contingency |
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Definition
o Top Management has a problem how things are organized
o The History of the firm
o The speed at which information impacts you and how you need to respond
o The Competition in the market
o The Strategy you take and how it plays a role in the organization
o The technology available to you and how you use it |
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Term
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Definition
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Term
| Single product Firm has what type of structure |
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Definition
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| Multi product firm has what type of structure |
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Definition
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Term
| How corporate culture affects firms structure |
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Definition
The feeling of what goes on inside a firm can equal success
For this to work the company leaders must have a High EQ
Very difficult to reproduce in new companies |
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Term
| Limitations of rational Decision Making (Herbert Simons) |
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Definition
1. Inability to obtain complete information
2. Inability to organize information
3. Inability to Analyze information
4. Inability to be objective with information |
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Term
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Definition
| not intended to find optimal solutions but rather satisfice by finding acceptable solutions |
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Term
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Definition
We need to become comfortable in making decisions when signals are weak
Do not snap and make a decision without being trained |
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Term
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Definition
Most recognized in regards to decision making
Won Nobel Prize for his work
Talked about the difficulty to make good decisions rationally |
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Term
| Constraints of rational decisions making |
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Definition
1. Can we get access to enough information
2. The information can be insufficient
3. Not all problems can be solved
4. Will you be able to collect the information
5. Can you mine the data you collect
6. It may be hard to keep your emotions in check
a. We are all emotional in one way or another
7. You may be short on time and money
8. You may lack Propensity towards Risk |
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Term
| Steps in decisions Making |
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Definition
o Identify the problem
o Seek out information and identify possible solutions
o Evaluate solutions and make a choice which to pursue
o Implement the solution |
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Term
| Barriers to effective decision making |
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Definition
1. Comfortable with risk
a. Some people are afraid of risk
2. Escalation of commitment
a. Over time a bad decision you make will force you to make many more
b. Cascading effect of decision making (discounting the future)
3. Illusion of Control
a. We are able to control everything or we can make things work
4. Framing Effects
a. We do not understand context of the problem well enough
5. Poor Problem Definition
6. Group Think
7. Stress
a. Good decision making is severely compromised |
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Term
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Definition
o Important for growth
o Catalyst for change
o To Much conflict can be a problem
o Conflict is very difficult to control and can get out of hand quickly
o Conflict paves the way for creativity
o One way to see conflict is out of control when it turns personal
o You will thrive when conflict challenges ideas positively |
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Term
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Definition
o Ignorance
Pretending you did not hear intense words or move on emotional stressors
o Engagement
EQ is required to determine when to avoid or engage
o Compete
Destroy the other side of the argument
Leads to resentment and anger
• Eg. WWI the defeated being treated poorly paved the way for WWII
o Compromise
Sometimes compromise leaves everyone unhappy
• Probably not best for the organization
o Accommodation
People getting their way will lead to future problems
o Collaboration
Both sides interested in working together come up with a solution that is good for everyone
Takes time a high EQ Managers to be successful
You use your resources effectively |
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Definition
Key for sustainability
Creates a competitive advantage |
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