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Leading by Mind Map: Leading

1. Teams, Teamwork and Collaboration

1.1. Teams in organizations

1.1.1. What is teamwork?

1.1.1.1. Teamwork for managers

1.1.1.1.1. Team leader

1.1.1.1.2. Network facilitator

1.1.1.1.3. Team member

1.1.1.1.4. External Coach

1.1.2. Teamwork Pros and Cons

1.1.2.1. Teamwork Pros -- Synergy

1.1.2.1.1. the creation of a whole > the sum of its individual parts

1.1.2.2. Teamwork Cons -- Social loafing (free-riders)

1.2. How teams work?

1.2.1. Group Process/Dynamics

1.2.1.1. Five-Stage Model

1.2.1.1.1. Forming

1.2.1.1.2. Storming

1.2.1.1.3. Norming

1.2.1.1.4. Performing

1.2.1.1.5. Adjourning

1.2.1.2. Punctuated Equilibrium Model

1.2.1.2.1. Phase 1: Forming and Pattern Creation

1.2.1.2.2. Inertia

1.2.1.2.3. Punctuated Equilibrium

1.2.1.2.4. Phase 2: Process Revision

1.2.2. Team Inputs

1.2.3. Norms and Cohesiveness

1.2.3.1. Best-Case Scenario: High Performance Norms + High Team Cohesiveness

1.2.4. Team as an open-system

1.2.4.1. Inputs

1.2.4.2. Throughouts

1.2.4.2.1. Group Process

1.2.4.3. Outputs

1.2.4.3.1. Team Effectiveness

1.3. Trend of the Use of Teams

1.3.1. Committees, Project Teams and Task Forces

1.3.2. Cross-Functional Teams

1.3.3. Virtual Teams

1.3.4. Self-Managing Teams

1.4. Decision-Making in Teams

1.4.1. Ways Teams Make Decisions

1.4.1.1. Lack of Response

1.4.1.2. Authority Rule

1.4.1.3. Minority Rule

1.4.1.4. Majority Rule

1.4.1.5. Consensus

1.4.1.6. Unanimity

2. Leadership and Communication

2.1. Contingency Approaches to Leadership

2.1.1. Fiedler's Contingency Model

2.1.1.1. leadership style is part of one's personality

2.1.1.2. leadership style is relatively difficult to change

2.1.1.3. Good leadership depends on a match between leadership style and situational demands

2.1.2. Hersey-Blanchard Situational Leadership Style

2.1.2.1. Successful leaders do adjust their styles

2.1.2.2. Leaders do so contingently and based on maturity of followers

2.1.2.2.1. Task Behaviour and Relationship Behaviour

2.1.3. Path-Goal Leadership Theory

3. ADM 1300 C: Introduction to Business Management

3.1. Controlling

3.1.1. Competitive Advantage

3.1.2. Operations and Services Management

3.1.2.1. Operations Management Essentials

3.1.2.1.1. Productivity: Output/Input

3.1.2.2. Value Chain Management

3.1.2.2.1. Inventory Management

3.1.2.2.2. Break-Even Analysis

3.1.2.2.3. Value Chain Analysis

3.1.2.3. Work Processes

3.1.2.3.1. Pre-Accounting Knowlege

3.2. Organizing

3.2.1. Change Leadeers

3.2.2. Innovation and Organizational Change

3.2.2.1. Innovation in Organizations

3.2.2.1.1. Types of Innovations

3.2.2.2. Organizational Change

3.2.2.2.1. Models of Change Leadership

3.2.2.2.2. Reactive Change

3.2.2.2.3. Planned Change

3.2.2.3. Managing Planned Change

3.2.2.3.1. Phases of Planned Change ---- Kurt Lewin's model

3.2.2.3.2. Change Strategies

3.2.2.3.3. Resistance to Change

3.2.2.4. Organizational Development

3.2.2.4.1. Organizational Development Process

3.2.2.4.2. Organizational Development Goals

3.2.3. Human Resource Management

3.2.3.1. Attracting a Quality Workforce

3.2.3.2. Developing Quality Workforce

3.2.3.2.1. Training and Development

3.2.3.2.2. Performance Management

3.2.3.3. Maintaining a Quality Workforce

3.2.3.4. Organizational Culture and Diversity

3.2.3.5. HRM Core Responsibilities

3.2.3.5.1. Planning for Staffing Needs

3.2.3.5.2. Employee Recruitment and Selection

3.2.3.5.3. Employee Training & Performance Evaluation

3.2.3.5.4. Employee Compensation & Benefits

3.2.3.5.5. Employee Sepeation

3.3. Planning