1. Personal Skills Denhardt Chp. 10

2. Management roles Play the role of leader and figurehead for a unit Liaison with other units Monitor the unit’s internal and external affairs Allocate resources Handle disturbances Negotiate Innovate Plan Direct subordinates

3. Management stress and burnout Managerial work is pressured and conflicted Competing claims for insufficient resources (time, knowledge, money, personnel) Role ambiguity: unclear parameters of the job Pressures from above Organizational politics External political climate

4. Stages of stress (Hans Selye) Alarm Resistance: initial physical and psychological defense Exhaustion: physical and psychological impairment (depression, alcoholism, heart problems

5. Personality types Type A – Achievement and recognition motivated – Intense producer and competitor – High levels of alertness and physicality Type B: relaxed and easygoing Type A supposedly more prone to coronary heart disease (largely debunked) – Personality typing may be more useful descriptively than as a diagnostic tool

6. Psychological types Describe how persons acquire and process information Jung’s psychological types – preferences that may become fixed over time – Sensing (realistic, empirical) – Feeling (values and emotions) – Intuiting (creative) – Thinking (logical, objective)

7. Four cells produce combinations of adjacent types – Sensing/Thinking: Persons good at problem-solving and occupations that involve data analysis (programmers, engineers) – Sensing/Feeling: Person who prefers to use senses but is concerned with human implications of action (teachers, sales) – Intuiting/Thinking: Creative problem solver that also uses logic (scientists, architects) – Intuiting/Feeling: Creative and cares about people (artists) Take the test! Take the test

8. Decision-making – rational model A “prescriptive” model: how things should be done 1.Diagnose – become aware of a problem and correctly define it 2.Develop alternatives 3.Choose the alternative that bests attains the goals Obstacles – Lack of information – Time constraints – Differences in commitment and motivation

9. Satisficing model A “descriptive” model – how things are really done Instead of going through the analytical process of the rational model, the decision-maker... 1. Decides what level of outcome (however measured) is “good enough” 2. Selects first alternative that reaches this threshold

10. Garbage-can theory A “descriptive” model – how things are really done Decision-makers carry garbage cans on their backs These garbage cans are stuffed with a variety of responses and approaches that are popular or once proved useful Whenever there is a decision to make, one merely reaches in and pulls out something from the garbage can

11. Leadership Leaders are a stimulus for group actions – Can help members of groups better understand how to best fulfill their needs and those of the group – Can make groups aware of new directions in which it is profitable to move Much more than an exercise of power Distinction between managing and leading

12. Desirable traits of a leader Empathy Willingness to take risks Avoiding paralysis when faced with ambiguity Resistance to being co-opted