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| The ability to inspire confidence and support among the people who are needed to achieve organizational goals. |
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| The ability or potential to influence decisions and control resources. |
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| Influence that you have over people because you have a reputation for good technical skill. Not necessarily from a formal position; like the old guy who knows what to do in every situation. |
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| Giving employees the chance to practice self-leadership, or generally helping them get motivated from within. See example on page. |
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| Entrepreneurs often have the following personal characteristics and behaviors: |
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• A strong achievement need.
• High enthusiasm, creativity, and visionary perspective.
• Is uncomfortable with hierarchy and bureaucracy |
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| The ability to lead or influence others based on personal charm, magnetism, inspiration, and emotion |
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| A more experienced person who develops a protégé’s abilities through tutoring, coaching, guidance, and emotional support. |
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| Directly observing the work activities of the mentor by following the manger around for a period of time, such as one day per month. |
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| The expenditure of effort to accomplish results. |
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• Motivation through Need Satisfaction
• Motivation through Goal-Setting |
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| The process of exchanging information by the use of words, letters, symbols, or non-verbal behavior |
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| The transmission of messages by means other than words. |
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| Informal Communication Channel |
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| An unofficial network that supplements the formal channels in an organization. |
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| A crew is distinguished from teams and groups by the technology that it handles. |
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| A collection of people who interact with one another, are working toward some common purpose, and perceive them to be a group. |
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| A special type of group in which members have complementary skills and are committed to a common purpose, a set of performance goals, and an approach to the task. |
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| A formally recognized group of employees who are responsible for an entire work process or segment that delivers a product or service to an internal or external customer. |
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| A small group of people who conduct almost all of their collaborative work by electronic communication rather than in face-to-face meetings. Uses email, groupware, intranet, telecommuting to work together. |
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| Employees who work together as if they were part of a single office despite being physically separated. |
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| A website for company use only. Employees at many levels can access it for varying amounts of information. Managers get a stream of vital statistics delivered to them in a ‘dashboard’. |
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Allowing customers to order products online instead of in person or over the phone.
The reduction in labor cuts prices. Some companies do not order online because of QC concerns. |
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| Changing of Intermediaries |
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Definition
Middle-men, like travel agents, food distributors, etc. have been cut out because the internet allows people to order directly from the manufacturer.
Other middle-men, like airline ticket sites (Kayak, Travelocity, etc.) have sprung up. |
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| Enhancement of Globalization |
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Definition
• Email/websites allow rapid communication.
• Internet is connecting more and more people as the East modernizes. |
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| Integrating the New Economy with the New Economy |
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Definition
| Businesses have to add online service and ordering programs to their existing business approaches in order to avoid being squeezed out of competition. |
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| A method for helping employees perform better, which usually occurs on the spot and involves informal discussion and suggestion. |
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Definition
A form of criticism designed to help improve performance or behavior.
Constructive criticism is the most common method of coaching (i.e. it is a subcategory of coaching). |
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| Selected Coaching Skill Suggestion |
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Definition
4. Ask good questions.
6. Offer constructive advice. |
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| Punishment used to correct or train |
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| Immediate firing of an employee because of a serious offense. |
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| A type of discipline that allows employees to correct their behavior before punishment is applied. i.e. “fix yourself before I fire you” |
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Term
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Definition
The step-by-step application of corrective discipline.
1. Alert employee that performance is bad
2. Immediate supervisor confronts them
3. Formal letter of warning is written
4. Firing or temporary furlough |
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| Positive Consequences of Punishment |
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Definition
• Some people believe in the idea of a ‘just world’ and when disciplined, may admit their error and acknowledge that the punishment was fair, even to other employees.
• Seeing an obviously belligerent coworker punished will often rally others to the management
• Punishment teachers other employees what is not acceptable, and proves that boundaries are firm. |
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| The mental and physical condition that results from a perceived threat that cannot be dealt with readily. |
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| Stress events and thoughts that have a negative effect on motivation and performance. |
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| • To become productive, you need to develop goals to support your mission statement. |
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