<p> BA 390D – Management</p><p>Review for Final Exam</p><p>Chapter 11</p><p>Leadership vs. Management Theories of Leadership Trait Physical Traits Personality Intelligence Charismatic Behavior Task-Oriented Person-Oriented Combination Two-dimensional theory Managerial Grid Theory Contingency Leadership Flexibility – fit style to situation Leadership Flexibility – fit style to Maturity level Willingness and ability Telling Selling Participating Delegating Leadership Inflexibility – fit situation to leader’s style Path-Goal Theory</p><p>Chapter 13</p><p>Communications framework Communicator Encoding The Message The Medium Decoding The Receiver Noise Feedback Formal Channels Downward Upward Horizontal Informal Channels Grapevine Rumor Single strand Gossip Probability Cluster Interpersonal Communication Styles Communication and Information Arena Blind Spot Façade Unknown Exposure Feedback Types of Interpersonal Communication Verbal Oral Written Nonverbal Emblems Illustrators Regulators Adapters Affect displays Proxemics Break Down of Communication Conflicting frames of reference Selective Perception Value Judgments Status Differences Security Source Credibility Time Pressures Information Overload Semantic Problems Poor listening skills Improve Communications Effective Listening Following Up Regulating Information Flow Utilizing feedback Empathy Simplifying language Organizational Stories Chapter 14</p><p>Categories of Groups Formal Work Groups Command Group Task Group Informal Work Groups Interest Group Friendship Group Formation of Work Groups Location Economic background Attitude Development of Work Groups Forming Storming Norming Performing Adjourning Characteristics of Work Groups Role Making Sent Role Received Role Enacted Role Problems in Role Making Role conflict Role ambiguity Role overload Group Leader Group Status Group Norms and Compliance Group pressure Group review and enforcement Personalization of norms Group cohesiveness Size of work group Spacing of work group Virtual teams Dependence of members on the work group Achievement of goals Status of the group Management demands and pressure Group politics Cultural diversity Intergroup Conflict Limited resources Communication problems Different interests and goals Different perceptions and attitudes Lack of clarity Managing intergroup conflict Indirect vs. Direct approach Performance and Satisfaction Perceived freedom to participate Perceived goal attainment Status consensus Developing teams</p>