Applied Management Skills

From WikiSias
Jump to: navigation, search

This course focuses on what effective managers actually "do" based on proven principles supported by research and theory. The course is designed around experiential activities centered on building managerial soft skills in the areas of personal development, interpersonal skills, group skills, and communication skills. It is designed to help students discover insights about themselves as managers, fostering the development of a self-awareness regarding their strengths and weaknesses.[1]

Index[edit]

Chapter 1[edit]

achievement
Affective Orientation
ascription
Cognitive style
Collectivism
conformity level
core self-evaluation
Creating Style
Cultural Values
Diffusion
Emotional intelligence
ethical decision making
external locus of control
Individualism
Instrumental values
internal locus of control
interpersonal competence
Knowing Style
learning style
Locus of Control
Management
Neutral Orientation
organizational culture
orientation toward change
particularism
Personal Values
Planning Style
principled level
self-awareness
self-centered level
Self-disclosure
sensitive line
Specificity
Terminal values
threat-rigidity response
Tolerance of Ambiguity
universalism
Values
Values Maturity

Chapter 2[edit]

Anticipatory stressors
autonomy
deep breathing
enactive strategies
Encounter stressors
feedback
imagery and fantasy
life balance
Muscle relaxation
proactive strategies
reactive strategies
reframed
rehearsal
resiliency
situational stressors
skill variety
Stressors
task identity
task significance
time stressors

Chapter 3[edit]

ambidextrous
Analytical problem solving
brainstorming
Commitment
complacency
compression
constancy
creative problem solving
direct analogies
fantasy analogies
flexibility of thought
fluency
groupthink
idea champion
ignoring commonalities
Illumination
imagination
improvement
incubation
incubation stage
Janusian thinking
Left-hemisphere thinking
morphological synthesis
orchestrator
perceptual stereotyping
personal analogies
preparation stage
relational algorithm
Right-hemisphere thinking
rule breaker
specific orientation
sponsor
subdivision
symbolic analogies
synectics
thinking language
Verification
vertical thinking

Chapter 4[edit]

advising response
clarification probe
coaching
congruence
Conjunctive communication
counseling
Defensiveness
deflecting response
descriptive communication
disconfirmation
Disowned communication
elaboration probe
Evaluative communication
Flexibility in communication
Imperviousness
incongruence
Indifference
owned communication
personal management interview (PMI) program
positive interpersonal relationships
probing response
reflecting response
reflection probe
repetition probe
Respectful, egalitarian communication
Rigidity in communication
Superiority-oriented communication
supportive communication
Two-way communication
Validating communication

Chapter 5[edit]

attraction
centrality
effort
Expertise
flexibility
issue selling
legitimacy
proactive personality
reason
reciprocity
relevance
Retribution
structural holes
visibility

Chapter 6[edit]

“path goal” theory of leadership
ability
appropriately challenging
consistent
disciplining
Equity
extrinsic outcomes
goal characteristics
goal setting
goal-setting process
hierarchical needs model
ignoring
imposing
indulging
integrating
intrinsic outcomes
manifest needs model
motivation
Need for achievement
need for affiliation
need for power
performance
reassign
redirect
refitting
reinforce
release
reprimand
resupply
retrain
rewarding
specific
Work design

Chapter 7[edit]

accommodating approach
avoiding response
collaborating approach
compromising response
distributive bargaining
environmentally induced stress
forcing response
informational deficiencies
initiator
integrative perspective
issue-focused conflicts
mediator
negotiation strategies
people-focused conflict
Personal differences
problem-solving process
responder
role incompatibility

Chapter 8[edit]

empowerment
Meaningfulness
Personal Consequences
self-determination
Self-efficacy
small-wins strategy
Trust

Chapter 9[edit]

blocking roles
Everest goals
positive deviance
quality circles
relationship building roles
SMART goals
task-facilitating roles
The Forming Stage
The Norming Stage
The Performing Stage
The Storming Stage

Chapter 10[edit]

abundance approach
benchmarking
collective feeling
collective noticing
collective responding
Comparative standards
Compassion
competence
creating irreversible momentum
deficit approach
forgiveness
Goal standards
gratitude
Human capital
Ideal standards
Improvement standards
leadership
Leading positive change
learning stair
measures
metrics
milestones
negative deviance
Negative energizers
Positive energizers
recreational work
reflected best-self feedback
Stakeholder expectations
strength
uniquenesses

weaknesses