SBANC Newsletter
February 21, 2006
Issue 409-2006
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QUOTE
"In
the past a leader was a boss. Today’s leaders must be partners
with their people.. they no longer can lead solely based on positional
power."
--
Ken Blanchard
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FEATURE PAPER
Neuroticism and Effective Teamwork:
The Moderating Role of Goal Ambiguity on Performance in Team Situations
The following paper was presented at the 2005 Allied Academies International
Conference in Las Vegas, Nevada. It was written by Stephen C. Betts of William
Paterson University.
Abstract
The role of dispositional differences in explaining organizationally
relevant phenomenon has recently seen renewed interest among organizational
researchers (Judge & Ilies, 2002; Judge, Heller, & Mount,
2002; House, Shane, & Herold,
1996). In group situations, dispositions have used to explain such
outcomes as cooperation
(Wagner, 1995), teamwork (Clinebell & Stecher, 2003), group effectiveness
(Kiffin-Petersen, 2004; Prussia & Kinicki,
1996), leader effectiveness (Antonakis, 2003; Prati, Douglas, Ferns,
Ammeter, & Buckley, 2003)
and performance (Barry & Stewart, 1997). In this paper, the notion
that many work group characteristics have been linked to group effectiveness
(Cohen, Ledford, & Sprietzer,
1996) is further developed using a disposition approach. First, a
general model of disposition
effects on team performance related outcomes with situational factors
as moderators is presented.
Using this model, the effects of the individual dispositional tendency ‘neuroticism’ and
the situational factor ‘goal ambiguity’ are explored.
Several hypotheses are developed regarding the effects of neuroticism
on performance
in
team situations with goal ambiguity as a moderator.
Read
the Entire Paper...
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CONFERENCES
Federation
of Business Disciplines
|
| Who: |
Federation of
Business Disciplines
|
| What: |
33rd Annual Meeting
|
| Where: |
Town & Country Resort & Convention
Center in San Diego, California, USA |
| When: |
March 13-17, 2006 |
|
|
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Barcoding
Inc.
|
| Who: |
Barcoding Inc.
|
| What: |
The
Future of Barcoding & RFID Conference & Exhibition
|
| Where: |
Memphis Marriott Downtown in Memphis, Tennessee,
USA |
| When: |
March 22, 2006 |
| |
|
The
U.S. Commercial Service & the World Trade Center of
New Orleans
|
| Who: |
The
U.S. Commercial Service & the World Trade Center
of New Orleans
|
| What: |
Banking On Development Business Opportunities
Conference
|
| Where: |
World Trade Center in New Orleans, Louisiana,
USA |
| When: |
March 30, 2006 |
| |
|
Asia
Pacific Business Outlook
|
| Who: |
Asia
Pacific Business Outlook
|
| What: |
Asia Pacific Business Outlook (APBO) Conference
|
| Where: |
University of Southern California, Los Angeles,
California, USA |
| When: |
April 3-4, 2006 |
| |
|
Western
Decision Sciences Institute
|
| Who: |
Western Decision
Sciences Institute (WDSI)
|
| What: |
2006 Annual Meeting
|
| Where: |
Hilton Waikoloa Village Hotel in Waikoloa,
Hawaii, USA |
| When: |
April 11-15, 2006 |
|
|
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CALLS FOR PAPERS
MEI
2006
|
| Who: |
-- |
| What: |
2nd International Symposium on Management,
Engineering and Informatics
|
| Where: |
Orlando, Florida, USA |
| When: |
July 16-19, 2006 |
Submission
Deadline:
February 28, 2006
|
|
|
|
Institute
for Business and Finance Research
|
| Who: |
Institute for
Business and Finance Research (IBFR)
|
| What: |
The 2006 Global Conference on Business and
Finance (GCBF)
|
| Where: |
Hotel Herradura: Golf Resort and Conference
Center in San Jose, Costa Rica |
| When: |
May 31-June 3, 2006 |
Submission
Deadline:
March 17, 2006
|
|
|
|
Society
for Marketing Advances
|
| Who: |
Society for
Marketing Advances
|
| What: |
2006 Conference
|
| Where: |
Gaylord Opryland Resort and Convention Center
in Nashville, Tennessee, USA |
| When: |
November
1 – 4, 2006 |
Submission
Deadline:
April 1, 2006
|
|
|
|
Institute
of Behavioral and Applied Management
|
| Who: |
Institute of Behavioral and Applied
Management |
| What: |
14th Annual IBAM Conference
|
| Where: |
Memphis, Tennessee, USA |
| When: |
October 5-7, 2006 |
Submission
Deadline:
April 12, 2006
|
|
|
|
Small
Business Institute
|
| Who: |
Small Business Institute |
| What: |
Mid Year Meeting
|
| Where: |
Louisville, Kentucky, USA |
| When: |
October 12-15, 2006 |
Submission
Deadline:
May 30, 2006
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TIP OF THE WEEK
Goal
Setting and Strategies
Your mission statement
sets the broadest direction for your business. SWOT and competitive
analyses
help you refine or change that direction.
The goals that you set must stem from your mission statement. Goals
are needed before you can build a set of strategies. As the cliché goes, "If you don't put up a target, you won't hit anything." Goals
need to be:
- Written in
terms of outcomes rather than actions. A good goal states where you want
to be, not how you want to get there.
For example, a
goal should focus on increasing sales rather than on your intention
to send one of your brochures to every address in town.
- Measurable.
You must be able to tell whether you have accomplished a goal.
To do so, you must be able to measure the outcome you want
to accomplish.
- Challenging
yet attainable. Goals that are too easy to accomplish are not motivating.
Goals that are not likely
to be accomplished
are self-defeating
and decrease motivation.
- Communicated
to everyone in the company. A team effort is difficult to produce if
some of your players
don't know
the
goals.
- Written with
a time frame for achievements. Performance and motivation increase
when people have goals accompanied
by
a time frame as
compared with open-ended goals.
Writing usable goals
isn't easy at first. If you state that your goal is to be successful,
is that a good goal? It sounds positive; it sounds
nice. But is it measurable? No. How can you tell whether you have
achieved your goal? You can't, because there is no defined outcome.
There is
also no time frame. Do you intend to be successful this year? By
the time you are 90? Goals need the characteristics listed previously
to
be useful.
Although you will
have only one mission statement, you will have several business-level
goals that apply to your entire organization.
Each functional
area of your business (for example, marketing, finance, human resources,
and production) will have its own set of specific goals that relate
directly to achieving your business-level goals. Even if you are
the only person performing marketing, finance, human resource management,
and production duties, these areas of your small business must
still be addressed individually.
- Your mission
statement describes who you are, what your business is, and why it exists.
- A
business-level goal describes what you want you overall business
to accomplish to achieve your company mission.
- A function-level
goal describes the performance desired of specific departments
(or functional areas, such as marketing, production,
and so on) to achieve your business-level goals.
- A strategy is a plan of action that details how you will attain your function-level
goals.
In the final stage of goal setting, specific strategies are developed
to accomplish your goals. For example, a marketing strategy might be
to hire Jerry Seinfeld to be spokesperson for your new standup comedy
computer program. This strategy should help you attain your function-level
marketing goal of capturing 20 percent market share of the total comedy
software market. Your marketing goal should help you attain your business-level
goal of increasing third-quarter profits by 8 percent, which in turn
ensures that you accomplish your company mission of satisfying the
entertainment needs of lonely computer operators and thereby earn a
profit. Function-level goals and strategies must coordinate with one another
and with business-level goals for the business to run smoothly. For
example, the marketing department may develop a strategy of advertising
on the Internet that will bring in orders from all over the globe.
This result is great as long as the production department can increase
capacity, the human resource department can hire and train enough new
employees, and all other areas of the business are prepared. Each functional
area must see itself as an integral part of the entire business and
act accordingly.
| Timothy,
Hatten S. Small Business Management: Entrepreneurship and Beyond.
3rd ed. Boston: Houghton Mifflin, 2006. 89-90. |
Writing
Instructions and Procedures
- Prefix the instruction/procedure
with a clear heading that summarizes the task.
- Show clearly who
does what.
- Start each step
or instruction with a verb that tells the reader to do something:
examples:
" Open the valve . . . ,"
" Press
the emergency button . . . ,"
" Tell your supervisor
. . . ,"
- Use a numbered
list when the order in which tasks are to be performed is important.
Use a bulleted list (like
this one)
when the order
is not important.
- Put notes, warnings,
and prerequisite conditions at the start, or before the list item
to which they refer.
- Don't mix instructions
with conceptual information. Present any background information before
the instructions.
- Use a level of
detail that is appropriate to
your employees' skill level and will ensure they will be able to
know
how to complete
the
job task.
| Katz,
Jerome A., and Richard P. Green. Entrepreneurial Small
Business. New York: McGraw-Hill/Irwin,
2007. 559. |
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The
SBANC Newsletter is provided as a service to the members of our affiliates:
Academy of Collegiate Marketing Educators (ACME),
Association for Small Business & Entrepreneurship (ASBE),
Federation of Business Disciplines (FBD),
International Council for Small Business (ICSB),
Institute for Supply Management (ISM),
The International Small Business Congress (ISBC),
Marketing Management Association (MMA),
Small Business Administration (SBA),
Service Corps of Retired Executives (SCORE),
Small Business Institute (SBI),
Society for Marketing Advances (SMA),
United States Association for Small Business & Entrepreneurship
(USASBE), U.S.
Department of Veterans Affairs (VA).. If you are interested in membership
or would like further information on one of our affiliates, please
see
our web
site at http://www.sbaer.uca.edu
SBANC STAFF
Main Office Phone: (501) 450-5300
Dr.
Don B. Bradley III, Executive Director of SBANC &
Professor of Marketing;
Direct Phone: (501) 450-5345 Ashley
Ford, Development Intern
Garion
McCoy, Development Intern
Brandon
Tabor, Development Intern
To subscribe or
unsubscribe to the SBANC Newsletter, please E-mail SBANC at sbanc@uca.edu |
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