Summary
Summary MGMT 415 Exam 3 Study Guide
- Course
- MGMT 415
- Institution
- California State University - San Marcos
This is a comprehensive and detailed study guide on Exam 3 for MGMT 415. An Essential Study Resource just for YOU!!
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Exam Outline-Exam 3 – Spring 2017 – MGMT 4151. Chapter 8 - Employee Development
a. Protean Career
i. A career that frequently changes based on changes in the person’s interests,
abilities, and values in the work environment.
b. MBTI
i. Myers-Briggs Type Indicator
● 100 question
● Based on Jung’s theory of personality
● Used especially for team building and leadership development
● Identifies individuals’ preferences for source of energy, means of
information gathering, way of decision making, and lifestyle.
a. (E) Extroversion - (I) Introversion
i. Extroversion: Energy generated through others
1. Stimulation and Variety
2. Contact with others
3. Open-door manager
4. Meetings seen as useful
5. Communications stressed
ii. Introversion: Energy used up through interaction
1. Overstimulated readily
2. Self-contained
3. Organized
4. One-thing-at-a-time
5. Subordinates sometimes feel in the dark
b. (S) Sensing - (N) Intuitive
i. Sensing: Gather facts and details to prepare decisions
1. Matter-of-fact
2. Empirical/practical
3. Dislike of fuzzy problems
4. Specialist/functional perspective
5. Present oriented
ii. Intuition: Focus on possibilities
1. Generating ideas
2. Enjoy new jobs, moving around
3. Insight
4. Future oriented
5. Gestalt (top-down view)
, c. (T) Thinking - (F) Feeling
i. Thinking: Try to be objective in making decisions
1. Tough-minded (quantitative)
2. Appreciate analytical styles
3. Clear criteria
4. Impersonal, detached
5. Task-oriented, logical
6. Fairness
ii. Feeling: Evaluate impact of alternatives on others, and
how they would feel in the same situation
1. Value-centered
2. People-oriented
3. Personal perspective
4. Warmth, overcommitted
5. Traditionalist
d. (J) Judging - (P) Perceiving
i. Judging: Focus on goals, establish deadlines
1. Output-oriented
2. Time-is-money
3. Prefer action to analysis
4. Implementation-oriented
5. Action perspective
ii. Perceiving: Enjoy surprises, comfortable with change
1. Priority issues difficult
2. Take on many projects
3. Overload
4. Look before leaping
5. Emphasize diagnosis
c. 360 degree feedback
i. Performance measurement by the employee’s supervisor, peers, employees, and
customers.
● Typically done for management or leadership development
● Motivates behavior change
● Makes organizational culture more participatory
● Increases communication flow across levels
● Increases trust levels
● Improves organizational effectiveness
d. Assessment center
i. A method which uses simulations to identify individual strengths and
weaknesses
● Simulations
a. Role-playing or case studies
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