Test 1

• Fredrick Taylor is the father of scientific management
• Taylor's four principles:

  • Evaluate a task by scientifically studying each part of the task
  • Select workers with the ability to do the task
  • Train workers and provide incentives for doing the work the proper way
  • Use scientific methods for work planning
• Emotional intelligence in management:

  • Emotional intelligence identifies emotional awareness and control
  • Emotional intelligence refers to the ability to diagnose and recognize one's own emotions, control one's emotions, recognize emotions displayed by others, and respond appropriately to emotional cues
  • Emotionally intelligent people tend to recognize and control their emotions, accurately diagnose and empathize with others' emotions
  • Emotional intelligence has decreased over time while IQ has risen
• • Emotional intelligence is important for predicting successful people, especially in management
  • Studies show that emotional intelligence accounts for a significant difference in outstanding managers compared to average managers
• Hofstede's Cultural variables:

  • Power distance: high respect for authority vs low more casual view of authority
  • Individualism vs collectivism
  • Masculinity more competitive vs femininity less competitive
  • Uncertainty avoidance -- can we control the future or just let it happen
  • Long-term orientation - more traditional or better education for a better future
  • Indulgence vs restraint --
• Cognitive styles:

  • Knowing: details and data searching for clear objective solutions
  • Planning: planning and preparation seeking outlines and agendas
  • Creating: focus on innovation, risk-taking, and creativity
• Traits and Big Five personality framework:

  • Conscientiousness

  
  

  • Agreeableness

  
  

  • Extraversion

  
  

  • Neuroticism

  
  

  • Openness to Experience
• Strategies for coping with stress:

  • Enactive strategies -- try to eliminate stress
  • Proactive strategies -- increase capacity/build resiliency
  • Reactive strategies -- cope with immediate stress
• Key sources of stress:

  • Time stressors -- time constraints
  • Encounter stressors -- personal interactions/conflict
  • Situational stressors -- unfavorable work or rapid change
  • Anticipatory stressors -- bad things that might happen but haven't
• Strategies for eliminating stress:

  • Enactive strategies for different stressors
  • Proactive strategies like psychological resiliency
  • Reactive strategies like muscle relaxation, deep breathing, imagery, and fantasy
• Practices to building psychological resiliency:

  • Meaningfulness in work
  • Reciprocity -- doing something for others and expecting nothing in return.
  • Gratitude -- feelings and expressions of thankfulness
• Systems of perception:

  • System 1: automatic, quick, no effort
  • System 2: engaged when encountering new situations or complex situations
• Three approaches to decision making

  1. Intuitively -- connects with how experienced is and how complicated the problem is. The more complicated and less experienced the more likely the intuitive decision will be wrong.
  2. Analytically -- works best for complex problems that we don't have much experience with.
  3. creative -- for ambiguous, complex, confusing for these problems we use creative problem solving methods.
• Constancy conceptual block


  defining a problem without considering alternative views. Very one-sided thinking.
• Commitment conceptual block


  stereotyping based on past experiences and failing to see commonalities in something that at first appears to be different
• compression conceptual block 


  not filtering out info that’s not needed or failing to find needed info. Deciding on boundaries for a problem too narrowly.
• Complacency conceptual block 


  not asking questions a bias towards action instead of thinking. 
• Four styles of creativity

  Incubation (be sustainable) AA creator

  Imagination ( Be new) Steve Jobs

  Improvement (be better) Ray Kroc

  Investment (be first) Honda CEO Aggressive strategy
• Time Management Grid


  escapes is netflix etc

  
• Key Sources of stress

  • Time stressors – Too much too do in too little time 
  • Encounter stressors – Result from interpersonal interactions 
  • Situational stressors -- unfavorable working conditions and rapid changes 
  • Anticipatory Stressors – unpleasant expectations & fear 
• Enactive strategy for stress

  • Time stressors -- Time management  
  • Encounter stressors -- Building a support network 
  • Situational stressors -- Work Redesign --  
  • Anticipatory stressors -- Goal setting and small wins  
• Proactive Strategy for stress

  Psychological resiliency – meaning can face adversity and bounce back.

  This can be built through life balance

  And through meaningful work, general reciprocity, and gratitude.
• Reactive strategies for stress

  • can be used when the other two are not an option 
  • Muscle relaxation – stretching
  • Deep breathing
  • Imagery and fantasy
  • Imagine the success
• Enactive strategies for coping with stress

  create or put the individual in a new environment that does not contain the stressors. 
• Proactive strategies for coping with stress


  enhance individuals' resiliency to and capacity to handle stress. They're designed to initiate action that resists the negative effects of stress
• Reactive strategies for coping with stress


  are designed for immediate action and focus on developing short-term techniques to cope with stress in the short term. 
• Stages of moral development (preconventional)


  stage 1 sticking to rules avoid physical punishment

  
  

  stage 2 following rules only when doing so is in your immediate interest
• Stages of moral development (Conventional)


  stage 3 living up to what is expected by people close to you.

  stage 4 maintaining conventional order by fulfilling obligations to which you have agreed.
• Stages of moral development (Principled)


  stage 5 value rights of others and upholding absolute values and rights regardless of the majority's opinion.

  stage 6 following self-chosen ethical principals even if they violate the law.
• Big 5 personality

  • Conscientiousness -- driven by completing tasks.
  • Agreeableness  -- avoid conflicts try to build rapport.
  • Neuroticism -- Tend to be more moody and think the things that happen around you are out of your control. 
  • Extraversion -- Sociable, passionate, and assertive
  • Openness to Experience  -- Open people are curious, imaginative, creative, complex, refined, 
• Trait

  • A trait is typically something we are born with, part of our genetic make-up, and something that we have very little control over.
  • Height, sex, eye color, skin color, etc.
  • Similarly, psychological traits represent psychological characteristics, or pre-dispositions to think and behave in certain ways in response to environmental conditions.
• Knowing Cognitive Style

  Details and data searching for clear objective solutions.
• Creating Cognitive style 


  Focus on innovation, risk taking and creativity. Likes ambiguity.
• Planning Cognitive Style

  Planning and preparation seeking outlines and agendas
• Hofstede’s variables Power Distance

  High = more respect for authority and managers

  Low = less respect or a more casual approach to authority.
• Hofstede’s variables Individualism

  Individualism (vs collectivism): the degree of interdependence a society maintains among its members.  
• Hofstede's Variables Masculinity

  A society more driven by competition, achievement, and success.

  High score = more competitive
• Hofstede's Variables Uncertainty avoidance


  How a society deals with the fact the future is never known. Should we try to control the future or just let it happen.
• Hofstede's Variables Long term Orientation


  Score low = more traditional society

  Score high = Societies focus on more modern education to prep for future 
• Hofstede's Variables Indulgence


  extent to which people try to control their desires and impulses, based on the way they were raised.

  Weak control = indulgence

  Strong control = restraint