I want to die - Isaiah

1. The relationship between leadership and traits

○ Certain traits cannot be taught
1. Motivating workers
2. Confidence
3. Desire
4. Charisma
○ Good leaders must have these certain traits in order to be a good leader
2. Characteristics of effective managers
○ Effective leaders clarify the path to help workers to get to the achievement of
goals by reducing blocks and pitfalls
○ 3 leadership styles
1. Autocratic
- Centralized authority
- Dictate methods
- Unilateral decision
- Limit on employee participate
→ theory x managers
2. Democratic
- Employee involvement
- Delegation of authority
- Participation of employees
- Goals/Coaching/Feedback
→ theory y managers
3. Laissez-faire
- Hands off
- Group determines everything
3. Optimal group size
- At Amazon, work teams have considerable autonomy to innovate and to
investigate their ideas. And Jeff Bezos, founder and CEO, uses a “two-pizza”
philosophy; that is, a team should be small enough that it can be fed with two
pizzas. This “two-pizza” philosophy usually limits groups to five to seven people
depending, of course, on team member appetites.
- 3-4 is the most optimal size according to Steven Francis
4. Leadership power
- Legitimate → President
- Cohesive → Ability to punish and control
- Reward → Ability to reward
- Expert → Specific expertise or knowledge for 1 individual
 - Referent → respect for character or personal traits
Management = Leadership → Define direction/Facilitate achievement

5. Hygiene factors
- Factors that eliminate job dissatisfaction but don’t motivate
- Supervision quality - perks
- Company policy - security
- Work condition - relationship
- Salary

6. White water environments

○ In white water rapid metaphor, change is normal and expected and managing it is
a continual process
7. Free rider
○ Relates to group size - when the relationship between an individuals’s input and
group’s output is often unclear, individuals may become “free riders” and coast on
the group’s efforts because individuals believe their contribution can’t be
measured.
8. Firm structure and the environment

More Centralized Decentralized

● Stable environment ● Dynamic, complex environment

● Decisions are significant and have a ● Lower level managers are capable and
long term impact experienced at decision-making
● Organization is facing a crisis ● Corporate culture is open to risk
● Company is large taking
● Homogenous products ● Global company (geographically
● Large volume dispersed)
● Mechanistical Form ● Batch production with a high degree
● Calm Waters of customization
● Classical ● Organic
 ● Bureaucratic ● White waters

9. The 80/20 rule of time management

- 80% of the work will be completed in the last 20% of time.
10. The task environment
- Intensity of rival
a. Competition
- Threat of new entrants
- Threat of substitutes
- Customers
- Suppliers
11. Kurt Lewin Model

○ Successful change can be planned and requires unfreezing the status quo,
changing to a new state, and refreezing to make the change permanent.
○ The status quote is considered equilibrium
○ Unfreezing is like preparing for the needed change; which can be done by
increasing the driving forces, decreasing the restraining forces, or by combining
the approaches
○ Refreezing is done to stabilize the new situation by reinforcing the new behaviors,
so that, the change can be sustained over time.
12. Differences between levels of the organization
13. The belief that your culture is superior
○ Ethnocentric attitude - the parochial belief that the best work approaches and
practices are those of the home country
○ Parochialism - Viewing the world solely through your own perspectives, leading
to an inability to recognize differences between people
14. Maslow's Hierarchy

Self actualization

Esteem

Social

Safety
Physiological
○ Hierarchy of needs theory - within every person is a hierarchy of 5 needs (from
bottom to top):
1. Physiological needs: A person’s needs for food, drink, shelter, sex, and
other physical requirements.
2. Safety needs: A person’s needs for security and protection from physical
and emotional harm as well as assurance that physical needs will continue
to be met.
3. Social needs: A person’s needs for affection, belongingness, acceptance,
and friendship
4. Esteem needs: A person’s needs for internal esteem factors such as self-
respect, autonomy, and achievement and external esteem factors such as
status, recognition, and attention.
5. Self-actualization needs: A person’s needs for growth, achieving one’s
potential, and self-fulfillment; the drive to become what one is capable of
becoming.
○ Each level in the needs hierarchy must be substantially satisfied before the next
 need becomes dominant.
○ Physiological and safety needs were considered lower-order needs; social, esteem,
and self-actualization needs were considered higher-order needs. Lower-order
needs are predominantly satisfied externally while higher-order needs are satisfied
internally.
15. Bounded rationality
Bounded rationality is the idea that in decision-making, rationality of individuals is
limited by the information they have, the cognitive limitations of their minds, and the
finite amount of time they have to make a decision
16. Communication and organizational structure
○ It is unavoidable
○ Body language or expressions
- Communication Operates on 2 levels at the same time
○ Content Messaging - Topic
○ Relational Messaging
1. Affinity- How much you like each other
2. Control- Amount of influence in the situation
a. One up (pupil → teacher)
b. One down (professor → student)
c. Straight Across (student → student)
3. Respect
a. Communication is irreversible
b. Communication is a process not an act in isolation
c. Communication is not a panacea (does not solve everything)
- Communication Flow
○ Downward Communication
1. Superiors to Subordinates
a. Job instructions (directions about how to do a task), job rationale,
procedures and practices (rules and negotiation), feedback,
indoctrination (“make it a part of your culture”)
○ Upward Communication
1. Subordinates to Superiors
a. What subordinates are doing, unsolved work problems,
suggestions for improvement, how subordinates feel about each
other
○ Horizontal Communication
1. Equal Power
a. Track coordination, problem-solving, information sharing, conflict
resolution, building rapport.

17. Primary HR activity

18. Characteristics of Bureaucratic control
- Clear hierarchy
- Specialization
- A division of labor
- A set of formal rules, or standard operating procedures.
19. An external change force
- Markets
- Governments
- Tech
- Labor
- Economics
- Black swan events
20. The profit curve
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1. Slope of the curve

2. Total profit = normal profit + economic profit
3. Normal profit = opportunity cost of funds
4. Economic profit = profit > opportunity cost of funds
5. 0 economic profit = opportunity cost of funds
6. Economic maximum - long run economic profit always returns to zero (always
going to cross the line)
7. Any economic profit is desirable ( 6 + 7 is Adam Smith's Invisible Hand)
8. The manager's dilemma
9. The role of strategic management
10. Tactical plans
21. Types of interviews
- Personal
- Unstructured Interview. …
- Structured Interview
- Stress Interview. ...
- Behavioral Interview. ...
- Problem Solving or Case Interview
- Panel Interview
22. Content theories of motivation
○ Content theory explains why human needs change with time. Content theory
includes the work of David McClelland, Abraham Maslow and other
psychologists as they attempted to explain why human needs change, but not how
they change. They explain the specific factors that motivate behavior
1. Maslow’s Hierarchy of Needs Theory - (human needs) physiological,
safety, social, esteem, and self-actualization
2. McGregor’s Theory X and Theory Y
a. Theory X - the assumption that employees dislike work, are lazy,
avoid responsibility, and must be coerced to perform
b. Theory Y - The assumption that employees are creative, enjoy
 work, seek responsibility, and can exercise self-direction
3. Herzberg’s Two-Factor Theory- intrinsic factors are related to job
satisfaction, while extrinsic factors are associated with job dissatisfaction.
4. McClelland - says three acquired (not innate) needs → achievement,
power, and affiliation - are major motives in work

23. Hersey & Blanchard's model

- The model is called situational leadership theory (SLT), it is a contingency theory

that focuses on followers’ readiness.
- Readiness is defined as the extent to which people have the ability and
willingness to accomplish specific task.
- Directing (high task-low relationship): The leader defines roles and tells
people what how, when, and where to do tasks.
- Coaching (high task-high relationship): The leader provides both
directive and supportive behavior.
- Supporting (low task- high relationship): The leader and followers share in
decision making; the main role of the leader is facilitating and
communicating .
- Delegating (low task- low relationship): The leader provides little
direction or support.
- Final component is the four stages of follower readiness:
- M1: People are both incapable and insecure to take responsibility for
doing something.
- M2: People are incapable but willing to do the necessary job tasks.
- M3: People are able but not willing to do what the leader wants.
 - M4: People are both able and confident juyto do what is asked of them.
24. Porter’s generic strategies
○ Porter’s Generic strategies “How do we compete”
1. Cost leadership
a. “Low cost model”
a. Trying to bring the costs down - lower price
i. Lower the cost of your offering, the higher demand
it would be
ii. Lower price for higher quality
2. Price differentiation
a. “Premium pricing model”
a. Higher price, lower quality
i. Trying to control the price market by increasing the
price so it seems like its “premium”
b. Focus
a. “Niche”
i. Pick either low cost or differentiation
25. Hofstede Study

26. Establishing standards

- Manufacturing- establish tolerance level.
- Behavior- service level, delivery time, satisfaction surveys.

27. Leader-Member-Exchange Theory

○ Leaders create in-groups and out-groups and those in the in-group will have
higher performance ratings, less turnover, and greater job satisfaction
28. The visible aspect of culture
(equity theory) The theory that an employee compares his or her job’s input–outcomes
ratio with that of relevant others and then corrects any inequity

29. LMX theory

○ Def: Says that leaders create in-group and out-groups and those in the in-group
will have higher performance ratings, less turnover, and greater job satisfaction
○ LMX theory suggests that early on in the relationship between a leader and a
given follower, a leader will implicitly categorize a follower as an “in” or as an
“out.”That relationship tends to remain fairly stable over time. Leaders also
encourage LMX by rewarding those employees with whom they want a closer
linkage and punishing those with whom they do not. For the LMX relationship to
remain intact, however, both the leader and the follower must “invest” in the
relationship.
30. Compare and contrast motivation theories
○ There contemporary motivation approaches include goal-setting theory,
reinforcement theory, job design, equity, expectancy theory, and high-involvement
work practices
1. Goal-setting theory - The proposition that specific goals increase
performance and that difficult goals, when accepted, result in higher
performance than do easy goals. It assumes that an individual is
committed to the goals
2. Reinforcement theory - says that behavior is a function of its
consequences. Those consequence that immediately follow a behavior and
increase the probability that the behavior will be repeated are called
reinforces.
 3. Job Design - The way tasks are combined to form complete jobs.
4. Equity Theory - theory that an employee compares his or her job’s input-
outcomes ratio with that of relevant others and then corrects any inequity.
5. Expectancy Theory - created by Victor Vroom, States that an individual
tends to act in a certain way based on the expectation that the act will be
followed by a given outcome and on the attractiveness of that outcome to
the individual.
31. The invisible hand (Adam Smith)
○ The invisible hand drives profits down due to excess competition.
○ The invisible hand, as discussed within profit curve, will erode economic profit
overtime.
32. Rent (or economic profit)
- Economic profit = profit > opportunity cost of funds
33. Goal setting theory
○ The proposition that specific goals increase performance and that difficult goals,
when accepted, result in higher performance than do easy goals.
○ Specific and challenging goals are superior motivating
34. The planning process

35. The effective of increasing group size

○ Increase in group size may produce the free rider problem.
36. Charismatic versus transformational leadership
- Charismatic Leadership Theory, proposed by Robert House, followers make attributes of
heroic or extraordinary leadership abilities when they observe certain behaviors General
characteristics of charismatic leaders are: they have vision, they are willing to take
personal risk, they are sensitive to followers’ needs, they exhibit extraordinary behaviors.
- Transformational leaders inspire followers to transcend their own self-interests for the
good of the organization. They change followers’ awareness of issues by helping them to
look at old problems in new ways; and they are able to excite, arouse, and inspire
followers to put out extra effort to achieve group goals. Transformational leadership is
 built on top of transactional leadership—it produces levels of follower effort and
performance that go beyond what would occur with a transactional approach alone.
37. Management skills
- Planning. Planning is a vital aspect within an organization
- Communication. Possessing great communication skills is crucial for a manager.
- Decision-making
- Delegation
- Problem-solving
- Motivating.
38. Economic cycle
- The business cycle (the economic cycle)
- The business cycle is the natural rise and fall of economic growth that occurs over
time.
- 4 stages:
- Expansion is between the trough and the peak - the economy is growing
- Peak is the second phase - it is the month when the expansion transition
into the contraction phase.
- Contraction is the third phase - it starts at the peak and ends at the trough.
Economic growth weakens.
- Trough is the fourth phase - that’s the month when the economy transition
from the contraction phase to the expansion phase. It is when the economy
hits bottom.

39. LMX theory (Leader-Member Exchange)

○ Def: Says that leaders create in-group and out-groups and those in the in-group
will have higher performance ratings, less turnover, and greater job satisfaction
○ LMX theory suggests that early on in the relationship between a leader and a
given follower, a leader will implicitly categorize a follower as an “in” or as an
“out.”That relationship tends to remain fairly stable over time. Leaders also
encourage LMX by rewarding those employees with whom they waont a closer
linkage and punishing those with whom they do not. For the LMX relationship to
remain intact, however, both the leader and the follower must “invest” in the
relationship.
 40. Equity theory
○ Definition: The theory that an employee compares his or her job’s input-outcomes
ratio with that of relevant others and then corrects any inequity.
○ The result might be lower or higher productivity, improved or reduced quality of
output, increased absenteeism, or voluntary resignation.
○ Referent: the other persons (individuals w/ similar jobs, friends, neighbors, or
professional associates), systems (pay attention is a policies, procedures, and,
allocation) or selves individuals compare themselves against in order to assess
equity
41. Value chain

Support
activites

Inputs Transform Outputs

Primary
acitivites

a) Primary activities
1) Inbound logistics - everything is there when it needs to be (JIT, Just in
 Time)
2) Operations - add value, lower cost (TQM, Total Quality Management)
3) Outbound Logistics - Internet, Enterprise software (how to get the output
to customer)
4) Marketing and sales - have the right people in place.
5) Service - ? (post purchase support), normally there is a strategic gap here

b) Support activities
1) Procurement (toilet paper example)
2) Technology development (Interface system, efficiency, new equipment)
3) HR (right people, right time, right place)
4) Firm Infrastructure → Information + planning

42. Basic communication model

○ A purpose, expressed as a message to be conveyed, must exist. It passes between
a sources (the sender) and a receiver. The message is converted to symbolic form -
(called encoding) and passed by way of some medium (channel) to the receiver,
who re-translates the sender’s message (called decoding).
43. Utilitarian approach to ethics
- Utilitarian Approach assesses an action in terms of its consequences or
outcomes; i.e., the net benefits and costs to all stakeholders on an individual level.
It strives to achieve the greatest good for the greatest number while creating the
least amount of harm or preventing the greatest amount of suffering.
44. What is the control process?
○ Is a three process of measuring actual performance, comparing actual
performance against a standard, and taking managerial action to correct deviations
or inadequate standards
○ Establish standards
○ Step 1: Measuring Actual Performance

○ Step 2: Comparing Actual Performance Against the Standard

1. Range of variation - the acceptable parameters of variance between actual
performance and the standard
 ○ Step 3: Taking Managerial Action
1. immediate corrective action - Corrective action that corrects problems at
once to get performance back on track
2. basic corrective action - Corrective action that looks at how and why
performance deviated before correcting the source of deviation
3. Revise the standard

45. Content versus process theories of motivation

○ Process theories provide a description and analysis of how behavior is energized,
directed, sustained and stopped.
1. Equity Theory - The theory that an employee compares his or her job’s
input-outcomes ratio with that of relevant others and then corrects any
inequity
2. Expectancy Theory - The theory that an individual tends to act in a certain
way based on the expectation that the act will be followed by a given
outcome and on the attractiveness of that outcome to the individual
3. The Goal-Setting Theory - The proposition that specific goals increase
performance and that difficult goals, when accepted, result in higher
performance than do easy goals
○ Content theories explain the specific factors that motivate behavior. In other
words they try to identify what our 'needs' are and relate motivation to the
fulfilling of these needs
46. Types of groups
- Command group → Departmental structure (ex: HR)
- Project or task force group → Temporarily/short life
- Committee group → long life/member infrequently
1,2,3 → FORMAL GROUPS
- Informal groups → “Cliques” - Social group
47. Stages of group development
 - Forming stage: the 1st stage of group development in which people join the group
and then define the group’s purpose, structure, and leadership
- Storming stage: the 2nd stage of group development, characterized by intragroup
conflict
- Norming stage: the 3rd stage of group development, characterized by close
relationships and cohesiveness
- Performing stage: the 4th stage of group development, when the group is fully
functional and works on group task
- Adjourning stage: the final stage of group development for temporary groups
during which group member are concerned with wrapping up activities rather than
task performance
48. Productivity
○ The amount of goods or services produced divided by the inputs needed to
generate that output
49. Mintzberg model - managerial roles
○ Managerial roles -Specific actions or behaviors expected of and exhibited by a
manager
1. Interpersonal roles - Managerial roles that involve people and other duties
that are ceremonial and symbolic in nature
2. Informational roles - Managerial roles that involve collecting, receiving,
and disseminating information
3. Decisional roles -Managerial roles that revolve around making choices
50. Gap between existing and desired performance
○ Problem (that’s literally all I can find.. That this is possibly a definition for
‘problem’)
51. Environmental scanning
○ Screening information to detect emerging trends
1. Corporate level strategy - what business should we be in?
2. Business level strategy - how do we compete? (porter’s 5 forces model)
52. Reinforcement theory
- The theory that behavior is a function of its consequences
- Reinforcers: consequences immediately following a behavior, which increase the
probability that the behavior will be repeated.
- Reinforcement theory ignores factors such as goals, expectations, and needs.
Instead, it focuses solely on what happens to a person when he or she does
something. For instance, Walmart improved its bonus program for hourly
employees. Employees who provide outstanding customer service get a cash
bonus. And all Walmart hourly full- and part-time store employees are eligible for
annual “My$hare” bonuses, which are allocated on store performance and
distributed quarterly so that workers are rewarded more frequently. The
company’s intent: keep the workforce motivated to meet goals by rewarding them
when they do, thus reinforcing the behaviors.
53. Current federal reserve policy - Day of the exam
○ 2.5 percent this rate will be kept until 2021
54. Establishing standards
○ Fault tolerance (process)
○ Service level, delivery time, satisfaction survey (behavioral)
55. Main goals of HR
- Getting the right people
- Maximizing Potential
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56. Profit curve

○ Slope of the curve

○ Total profit = normal profit + economic profit
○ Normal profit = opportunity cost of funds
○ Economic profit = profit > opportunity cost of funds
○ 0 economic profit = opportunity cost of funds
○ Economic maximum - long run economic profit always returns to zero (always
going to cross the line)
○ Any economic profit is desirable ( 6 + 7 is Adam Smith's Invisible Hand)
○ The manager's dilemma
○ The role of strategic management
○ Tactical plans

57. Characteristic of leadership

- Good judgement
- Confident
- Well organized
- Decisiveness
- Good communicators
- Drive
- Desire
- Charisma
→ traits
→ Behavior of leaders
58. Milton friedman's perspective on ethics
○ Argues that manager's’ primary responsibility is to operate the business in the best
interests of the stockholders, whose primary concerns are financial (maximize
 profits for stockholders)
○ Also argues that when managers decide to spend the organization’s resources for
“social good,” they add to the costs of doing business, which have to be passed on
to consumers through higher prices or absorbed by stockholders through smaller
dividends
59. Group conflicts

- Traditional view of conflict: the view that all conflict is bad and must be avoided
- Human relations view of conflict: the view that conflict is a natural and inevitable
outcome in any group
- Interactionist view of conflict: the view that some conflict is necessary for a group
to perform its performance
- Functional conflicts: conflicts that support a group's goals and improve its
performance
- Dysfunctional conflict: conflicts that prevent a group from achieving its goals
- Task conflict: conflicts over content and goals of the work
- Relationship conflict: Conflict based on interpersonal relationships
- Process conflict: Conflict over how work gets done
60. Interviewing techniques
○ Manager
1. Review the job description and job specification
2. Prepare a structured set of questions to ask all applicants for the job
3. Before meeting an applicant, review his or her application form and
resume
4. Open the interview by putting the applicant at ease and by providing a
brief preview of the topics to be discussed
5. Ask your question and listen carefully to the applicant’s
6. Close the interview by telling the applicant what’s going to happen next
7. Write your evaluation of the applicant while the interview is still fresh in
your mind
61. Span of control
 - The number of employees a manager can efficiently and effectively manage

62. Compare and contrast leadership theory

Uni of Iowa (Lewin)
○ Autocratic: centralized authority, dictate methods, unilateral decisions, limit on
employee participation
○ Democratic: employee involvement, delegation of authority, participation of
employees, goals/feedback/coaching
○ Laissez-Faire: hands off, group determines everything
Leader-Member Exchange Theory (LMX Theory)
○ Leader -> Leads
○ Follower -> follows
○ Leader -> adjust behavior based on reaction
Ohio State Studies
○ Initiation Structure: the degree to which a leader defines and structure everyone’s
role towards the goal “task behavior”
○ Consideration: trust, respect, and consideration for feeling
○ Conclusion: leader high in initiation and high in consideration achieved high
subordinate performance and satisfaction, but not in all situation
Uni of Michigan Studies
○ Employee Oriented: emphasized interpersonal relationships and taking care of
employees’ needs
○ Production Oriented: emphasized technical or task aspects of job
○ Conclusion: employee-oriented leaders were associated with high group
productivity and higher job satisfaction
Managerial Grid:
○ Concern for people
○ Concern for production
Contingency Theory
○ Fielder Model
 1. Task Oriented
2. Relationship oriented
○ Situational Leadership Theory
63. Expectancy theory
○ Definition: The theory that an individual tends to act in a certain way based on the
expectation that the act will be followed by a given outcome and on the
attractiveness of that outcome and on the the attractiveness of that outcome to the
individual
○ It includes three variables or relationships:
1. Expectancy or effort-performance linkage: is the probability perceived by
the individual that exerting a given amount of effort will lead to a certain
level of performance
2. Instrumentality or performance - reward linkage: is the degree to which
the individual believes that performing at a particular level is instrumental
in attaining the desired outcome
3. Valence or attractiveness of reward: is the importance an individual places
on the potential outcome or reward that can be achieved on the job.
Valance considers both the goal and needs of the individual
64. Industry life cycle
○ An industry life cycle depicts the various stages where businesses operate,
progress, prospect and slump within an industry. An industry life cycle typically
consists of five stages — startup, growth, shakeout, maturity, and decline. These
stages can last for different amounts of time, some can be months or years.
65. Forecasting
- Forecasts: predictions of outcome
- The second technique managers can use to assess the environment is forecasting.
Forecasting is an important part of planning, and managers need forecasts that
will allow them to predict future events effectively and in a timely manner.
- Quantitative forecasting: forecasting that applies a set of mathematical rules to a
series of past data to predict outcomes
- Qualitative forecasting: forecasting that uses the judgment and opinions of
knowledgeable individuals to predict outcomes.
66. Profit curve
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○ Slope of the curve

○ Total profit = normal profit + economic profit
○ Normal profit = opportunity cost of funds
○ Economic profit = profit > opportunity cost of funds
○ 0 economic profit = opportunity cost of funds
○ Economic maximum - long run economic profit always returns to zero (always
going to cross the line)
○ Any economic profit is desirable ( 6 + 7 is Adam Smith's Invisible Hand)
○ The manager's dilemma
○ The role of strategic management
○ Tactical plans
67. What is line of authority?
- Authority that entitles a manager to direct the work of employee
68. Vroom and Yetton model
- Vroom–Yetton contingency model is a situational leadership theory of industrial
and organizational psychology developed by Victor Vroom, in collaboration with
Phillip Yetton (1973) and later with Arthur Jago (1988). The situational theory
argues the best style of leadership is contingent to the situation. This model
suggests the selection of a leadership style of groups decision-making.
1. Autocratic Type 1 - Leader makes own decision using information that is
readily available to him or her at the time. This type is completely
autocratic.
2. Autocratic Type 2 - Leader collects required information from followers,
then makes decision alone. Problem or decision may or may not be
informed to followers. Here, followers' involvement is just providing
information.
3. Consultative Type 1 - Leader shares problem to relevant followers
individually and seeks their ideas and suggestions and makes decision
 alone. Here followers do not meet each other and the leader’s decision
may or may not reflect his followers' influence. So, here followers'
involvement is at the level of providing alternatives individually.
4. Consultative Type 2 - Leader shares problem to relevant followers as a
group and seeks their ideas and suggestions and makes decision alone.
Here followers meet each other, and through discussions they understand
other alternatives. But the leader’s decision may or may not reflect the
followers' influence. So, here followers involvement is at the level of
helping as a group in decision-making.
5. Group-based - Leader discuss problem and situation with followers as a
group and seeks their ideas and suggestions through brainstorming. Leader
accepts any decision and does not try to force his or her idea. Decision
accepted by the group is the final one.
69. Group cohesion
- The degree to which group members are attracted to one another and share the
group’s goals.
- Individuals → Foster cohesion of group → Team
↓ ↓
Individual behavior Team behaviors
70. MBO (Management by Objectives) [similar to goal setting]
○ A process of setting mutually agreed-upon goals and using those goals to evaluate
employee performance
- Goal specificity
- Participative decision making
- Explicit time period (The time to complete a task will expand or contract
according to the time allotted.)
- 80/20 rule
- Performance review
71. Communication context
- Physical setting - Location
- Chronological - Time
- Culture - Organizational and Cultural