Term
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Definition
11th dean for terry and started in 2007
- previously worked at LSU and VT |
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Term
| Dean Sumichrast's goals/strategic plan |
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Definition
-improve rigor and relevance of undergrad program
- based on the promotions, good member community (alums) and job placement
• 45% job rate, now 78% due to:
-The number of internships have increased
-Alum have returned to recruit
-Specific classes have been created to further boost
Terry
- Business and community (alums) make Terry what it is
- added terry talks
- terry leadership speaker series (ILA)
- Rankings (top 30 for undergrad)
-Advice
- know where you want to work, network, andinternships
-Open Mic Sessions (ask ?'s and give feedback to dean)
- Goal for teacher evaluations is 75% |
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Term
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Definition
Director of Undergraduate services
Student Affairs Coordinator |
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Term
| What are some student services? (4) |
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Definition
- Honors Day
- Graduation
- Terry Talks
- Terry alumni panel |
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Term
| About how many Terry alumni are there? |
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Definition
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Term
| What are the common factors to individual derailment? (6) |
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Definition
- limited self-awareness
- unaware of how others perceive them
- learn too late that intelligence is not enough
- same talents that lead to early success are not the ones needed for later success
- flaws matter
- 2/3 will be fired due to management position |
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Term
| definition of success with breakdown |
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Definition
belief that intelligence is fluid not fixed
- fixed = consistent across time and place
- fluid = assumes that intelligence is malleable and can change because they put in extra effort into mastering difficult tasks
- develop expertise through mindful, deliberate practice
- conscientiousness
- Proactive
- Have a learning goal orientation (learning new skills) |
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Term
T/F
You do not have to be all of these characteristics to be successful |
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Definition
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Term
| Common Factors of a strong brand |
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Definition
-Use creative and practical intelligence(street smarts)
-Develop self awareness (know about yourself)
- fundamental attribution error (typically not due to the
person but to the situation) ex. Vanderberg doesn't due
his work on time, therefore he is lazy and dumb
-Strong social skills (networking
- waiter/receptionist rule - seeing how you react to having to wait 20 minutes. do you have rapport?
-Managing emotions (3 parts)
- emotional intelligence (can you empathize with other
people?)
- positive emotion (being able to lead and separate your
anger/tension)
- Hardiness (maintaing composure under stress) |
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Term
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Definition
| a close and harmonious relationship in which the people or groups concerned understand each other's feelings or ideas and communicate well |
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Term
| What is the Eulogy exercise and what questions should you ask yourself? |
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Definition
What would you want people to stand up and say about you at your funeral (personally & professionally)
• Are you on the right paths to have those things said?
• How are you going to get on those paths?
• How are you going to strengthen those paths if you are on them/once you get on them? |
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Term
| Worst types of leaders are _______ leaders especially for long term change |
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Definition
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Term
long scale change -
small scale change - |
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Definition
changing a division or entire company
changing the way a frontline manager deals with subordinates |
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Term
| Common problems when you take a promotion |
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Definition
- took more time than allocated
- problems surfaced that were not identified beforehand
- coordination activities were not effective enough
- distractions
- capabilities of involved personnel not sufficient
- lower-level personnel training is not adequate
- uncontrollable factors in the external environment |
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Term
| 10 commandments: Commandement 1 |
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Definition
Get to know what the organization is like
- use words such as them, us, we
- set up a volunteer basis activity
- listen to employees and thank them for their time
- publicize success - brag about what they do in front of others
- force field analysis |
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Term
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Definition
longer lines – represent forces that are strong
shorter lines – less impact, less important
• Force field analysis is a great way to have a conversation with employees and allows for you as a manager to grasp a strong sense about what actions need to be taken to move forward
• It’s important to focus on the things that are holding you back, opposed to how to propel yourself forward |
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Term
| 10 commandments: Commandement 2 |
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Definition
Shared Vision/Common Direction
- what have you learned about the group so far?
- benefits from the group are?
- personal ramification you seek for them
- let group know they are important |
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Term
| 10 commandments: Commandement 3 |
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Definition
Separate from the past
- don't make same mistakes the old manager made
- important to reinforce the aspects of the organization that bring value |
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Term
| 10 commandments: Commandement 4 |
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Definition
Sense of urgency
- dont cry wolf
- complacency is not good, it doesn't advance the group
- can't do the same things we did in the past |
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Term
| 10 commandments: Commandement 5 |
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Definition
Support a strong leadership role
- although you are the "appointed leader", each group will have that one person they will still look up to, SO DON'T BEAT THAT PERSON DOWN |
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Term
| UGA Career Center Speakers and their descriptions |
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Definition
o Andrew M. Cain – Career Consultant, Terry- MKTG, Real Estate, Risk Management
o Laura Ledgerwood – Career Consultant, Terry – IB, MGMT, MIS & MIT
o Michelle Carter – Administer of Employee Relations – Career Consultant – ACCT & College of Pharmacy
o Megan Flora – Career Consultant – Terry – ECON, Finance, Music Business certificate |
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Term
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Definition
- create a master list of what you have done
- what is your brand? things employers seek:
- teamwork, verbal communication, decision making/problem solving, obtaining and processing info, planning and organizing work
- the actual resume
- think before you write
- decide the purpose
- who is intended leader?
- what message should you send? |
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Term
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Definition
S- skills
A- achievement
I - impact
L - learned |
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Term
| ACT panelists: Things we wish someone had told us (5) |
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Definition
1. Manage your money
2. Have fun your last year at UGA – no more fun with jobs
3. Time Management
4. Seek out a mentor
a. Establishing relationship who is older than you/ respect
5. Important to follow your passion |
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Term
| Best relationships are: (3) |
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Definition
coffee
- professional relationships
beer
- relationships that can stand and fight for you
crisis event
- stand toe to toe |
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Term
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Definition
- lessons in leadership (CEO's come to class)
-intro to acting (teaches you eye contact)
- new media institute (how tech. works today) |
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Term
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Definition
- never talk about drugs/alcohol
- create a professional image of yourself
- watching how you drink outside of college
- how you look is important |
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Term
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Definition
| be a good thing and open the door for a new opportunity |
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Term
| In my last year of college I wish I had... |
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Definition
- study abroad
- spent more time with career services
- put together a list of "cool people" |
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Term
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Definition
live life vertically
get ahead at a passion
actively decide what you are going to do |
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Term
| T/F Should you see yourself as an equal in the business world? |
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Definition
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Term
| T/F we should not take the initiative since we don't know how to do something |
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Definition
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Term
| t/f do things outside of your comfort zone |
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Definition
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Term
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Definition
lynda.com (info on software)
ted.com (inspirational talks)
kahnacademy.com (basic videos about courses)
techcrunch.com (new startups)
foudnation.kr (interviews) |
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Term
| 10 commandments: Commandement 6 |
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Definition
Line up for Political sponsorship
- have a support system in the organization
Playing politics
- being manipulative, bias, or unfair
Avoiding politics is not the way to go
- you must navigate through the politics well
Key Sponsorships
- upper echelons show that change is high priority
- actively seek backing of informal leaders
- most important to determine precisely whose sponsorship is the mission, critical |
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Term
| 10 commandments: Commandement 7 |
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Definition
Craft an implementation plan
- Nuts and bolts advice (what to do, when and how)(detailed plan)
- Best kept simple
- overly ambitious is demoralizing
- break change into staggered steps, deters burnout
- specific goals and responsibilities
- input from all levels
-PIRK
- P (em)power people to do something
- I information
- R reward them
- K knowledge (listening to people) |
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Term
| 10 commandments: Commandement 8 |
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Definition
Develop enabling structures
- things that facilitate and spotlight the change
- practical and symbolic thing such as:
- use pilot studies or go pan-organization
- be participative through change
- change systems sequentially or simultaneously
- use a programmatic approach
- drive change bottom-up or top-down
- must be consistent |
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Term
| 10 commandments: Commandement 9 |
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Definition
Communication
- over communicate until you drive someone nuts
Involvement- should communicate regularly and openly
- full involvement, communication, and disclosure are not called for in every situation but are powerful tools for: overcoming resistance and giving personnel a personal stake in the outcome of the change
Honesty
- once trust is broken you rarely trust that person again |
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Term
| 10 commandments: Commandement 10 |
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Definition
Reinforce and institutionalize the change
- practice what you preach and lead by example
- make it a top priority to reward |
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Term
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Definition
- managing director of TRUPOINT partners (tech. start up offering reporting and insights to banks and credit unions)
- both him and his wife attended UGA
- lives in Charlotte with three children
- invented rollover minutes at BellSouth/Cingular |
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Term
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Definition
| to push you to think about things that you wouldn't normally think about |
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Term
| We have as students at UGA: (3) |
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Definition
- our youth
- potential to growth
- able to take risks |
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Term
| T/F Life begins outside your comfort zone |
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Definition
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Term
| t/f Addison went for the biggest slice of cake because he wanted it and did something about it |
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Definition
| true, this is the moral of the story and is an example realistic optimism |
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Term
| t/f Challenges make life interesting and overcoming big challenges bring success in life |
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Definition
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Term
| t/f optimism you can't have too much of it |
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Definition
| false, you can have too much of it |
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Term
| t/f It is not the strongest who survive nor the most intelligent, but the one most responsive to change |
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Definition
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Term
| t/f when a company is thinking about evolving, their end is in sight |
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Definition
| false, when a company is not evolving due to the outside changes, then it's end will be in sight |
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Term
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Definition
| Columbus, World Wars, Great Depression |
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Term
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Definition
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Term
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Definition
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Term
| t/f technological innovation evolves everywhere |
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Definition
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Term
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Definition
the pattern of work-related experiences that span the course of a person's life
- not an occupation |
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Term
| Career Management definition |
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Definition
| A lifelong process of learning about self, jobs and organizations; setting personal career goals; developing strategies for achieving the goals and revising the goals based on work and life experiences |
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Term
| Why understand careers? (3) |
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Definition
- If we know what to look forward to, we can practice in planning for it
- as managers we need to understand the experiences of our employees and colleagues
- career management is good business- it makes financial sense |
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Term
| New Career Paradigm: Discrete exchange means: (4) |
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Definition
- explicit exchange of specified rewards in return for task performance
- basing job rewards on the current market value of the work being performed
- engaging in disclosure and renegotiation on both sides as the employment relationship unfolds
- exercising flexibility as each party's interests and market circumstances change |
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Term
| Old Career Pardigm: the mutual loyalty contract meant: (4) |
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Definition
- implicit trading of employee compliance in return for job security
- allowing job rewards to be routinely deferred into the future
- leaving the mutual loyalty assumptions as a politicial barrier to renegotiation
- assuming employment and career opportunities are standardized and prescribed by the firm |
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Term
| Old paradigm: the one- employer focus meant: (4) |
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Definition
- relying on the firm to specify jobs and their associated occupational skill base
- employees identifying with and focusing on what is happening in their particular firm
- forgoing technical or functional development in favor of firm-specific learning
- doing the job first to be entitled to new training: making training follow jobs |
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Term
| Old paradigm: the top down firm meant: (4) |
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Definition
- strategic direction is subordinated to "corporate headquaters"
- competitiveness and added value are the responsibility of corporate experts
- business unit marketing depends on the corporate agenda
- independent enterprise is discouraged, and likely to be viewed a disloyalty |
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Term
| Old paradigm: Corporate allegiance meant: (4) |
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Definition
- project goals are subordinated to corporate policy and organizational constraints
- being loyal to the work group can be more important than the project itself
- financial and reputational rewards stem from being a "good soldier" regardless of results
- social relationships within corporate boundaries are actively encouraged |
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Term
| New Paradigm: Occupational excellence means: (4) |
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Definition
- performance of current jobs in return for developing new occupational expertise
- employees identifying with and focusing on what is happening in their adopted occupation
- emphasizing occupation skill development over the local demands of any particular firm
- getting training in anticipation of future job opportunities; having training lead jobs |
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Term
| New Paradigm: Organizational empowerment means: (4) |
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Definition
- strategic positioning is dispersed to separate business units
- everyone is responsible for adding value and improving competitiveness
- business units are free to cultivate their own markets
- new enterprise, spinoffs, and alliance building are broadly encourage |
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Term
| New Paradigm: Project allegiance means: 4 |
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Definition
- shared employer and employee commitment to the overarching goal of the project
- a successful outcome of the project is more important than holding the project team together
- financial and reputational rewards stem directly from project outcomes
- upon project completion, organization and reporting arrangements are broken up |
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Term
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Definition
very meticulous
- stable, persistent and materialistic
ex. mechanic, waiter, engineer |
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Term
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Definition
hypothesis, asks questions, seeks answers, curious, analytical, independent
ex. physicist, surgeon, economist |
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Term
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Definition
occupation where creativity is involved
-Imaginative, emotional, impulsive
ex. Architect, voice coach, interior design |
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Term
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Definition
- Ambitious, energetic, adventurous
ex. Real-estate agent, HR manager, lawyer |
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Term
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Definition
- Generous, cooperative, sociable
ex. Counselor, social worker, clergy |
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Term
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Definition
- Efficient, practical, obedient
ex. Word processor, accountant, data entry operator |
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Term
| Emotional intelligence: (3) |
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Definition
- 40% of new managers fail within the first 18 months because they fail to build good relationships with peers and subordinates
- men and women with high emotional intelligence are seen as particularly gifted and may be promoted more rapidly
- advice- if you get promoted, listen to the funny feeling that is telling you if it will be a good decision |
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Term
| Career Stages: Establishment |
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Definition
| the person learns the job and begins to fit into the organization and occupation |
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Term
| Career Stages: Advancement |
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Definition
person focuses on increasing own competence
o First 5/6 years, learn what you are really good at |
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Term
| Career Stages: Maintenance |
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Definition
individual tries to maintain productivity while evaluating progress toward career goals
o If you have a mortgage, family, kids
o Scares you to jump ship, only do so when super confident
o Late 20s – early 40s
o Not to rock the boat |
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Term
| Career stages: Withdrawal |
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Definition
| Individual contemplates retirement or possible career changes |
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Term
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Definition
• Negotiate an effective psychological contract
- Managing your uncertainty
- Expectations have not been met; you are not performing the tasks the company said you would be doing (6 months in)
• It is YOUR fault, talk to your management
• Manage the stress of socialization
• Make the transition from organizational outsider to organizational insider |
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Term
Newcomer-Insider Psychological Contracts for Social Support:
Protection from Stressors |
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Definition
-direct assistance in terms of resources, time, labor, or environmental modification
-What are the major risks/threats to the environment?
ex. supervisor cues newcomer to risks/threats |
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Term
Newcomer-Insider Psychological Contracts for Social Support:
Informational |
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Definition
-provision of info necessary for managing demands
- What do I need to know to get things done?
ex. Mentor provides advice on informal political climate in organization |
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Term
Newcomer-Insider Psychological Contracts for Social Support:
Evaluative |
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Definition
-feedback on both personal and professional role performances
-How am I doing?
ex. supervisor provides day-to-day performance feedback during first week on new job |
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Term
Newcomer-Insider Psychological Contracts for Social Support:
Modeling |
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Definition
- evidence of behavioral standards provided through modeled behavior
-Whom do I follow?
-ex. newcomer is apprenticed to senior colleague |
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Term
Newcomer-Insider Psychological Contracts for Social Support:
Emotional: |
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Definition
-empathy, esteem, caring, or love
- Do I matter? Who cares if I"m here or not?
ex. other newcomer empathize with and encourage individual when reality shock sets in |
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Term
| Career functions provided by a mentor: (4) |
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Definition
-sponsorship
- facilitating exposure and visibility
- coaching
-protection |
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Term
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Definition
| a relationship in which both people have Important career roles |
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Term
| Pressures of dual-career partnerships (3) |
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Definition
-time pressure
-jealousy
- precedence |
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Term
| Mr. Thompson CEO of New York Times |
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Definition
-used to work for much larger company BBC
- he has to now answer to shareholders
- has a lot of experience in digital media and created iPlayer.
- brought BBC into digital age
- Thompson has think skin and did very well running BBC |
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Term
| Dentsu (international marketing) acquisition of Aegis Group |
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Definition
- Dentsu used to send japanese employees to the new international companies, but now they find top talent with same values.
- two core values are entrepreneurial spirit and innovation
- the "dents way" means flexible and freedom, having a deep connection with clients with no constraints |
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Term
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Definition
- Aramex leads the courier and logistics industry in the Middle East
- went public because they needed capital to break into middle eastern market. started on nasdaq, now on dubai exchange
- Mr. Ghandour and his associates had expertise in Middle East |
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Term
Br. Blanford and external communication
What are some challenges for him? |
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Definition
- external communication = when senior execs discuss financials or new growth strategies to the public or stakeholders
- Mr. Blanford did a poor job of communicating externally
- competition due to patent expiring
-predicting demand |
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Term
Netflix and Mr. Hastings
What are some challenges? |
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Definition
- restore confidence in investors
- criticism from DVD split
- competitors
- starting to create new original shows exclusive to Netflix
-wants to expand into new international markets |
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Term
Ridgway Quits as Virgin Atlantic CEO (UK airline)
challenges?
why is he leaving organization?
challenges of next CEO? |
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Definition
- high fuel prices
-tough competition
-CEO left because of rough times and too many hardships
- it will be tough for new CEO to make a profit in bad economic times |
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