MGMT 321

Leadership consulting lessons - guest speaker *

-Asking questions -Reward or saying no -Loop in motivation/org leadership in consulting role

How is culture created?

-Attraction: Founder has values, then creates organization based on these- this attracts people to employ -Selection: hire employees who are aligned with those values--reinforce cultural values. -Attrition: they leave if the culture doesn't align with the employee

Elements of Inclusive Organizations

-Members feel respected and connected to one another -All contribute to the formation & realization of goals -Experiences, knowledge and perspectives are all integrated

Skills Necessary for Inclusive Organizations *

-Perspective taking -Cultural self-awareness -Relational empathy -Active listening -Separating individuals/ stereotypes -Cultural differences as asset -Prioritizing differences

behavioral theories of leadership & 2 traits that accounted for most leadership behavior

-implies that we can train people to be leaders -initiating structure & consideration

trait theories of leadership definition & trait for emerging leaders

-personal qualities and characteristics that differentiate leaders and non-leaders/ traits pick emergence of leadership not ability to lead -Emotional Intelligence: core component of leadership

Leadership definition & 3 main characteristics

-the ability to influence a group toward the achievement of a vision or set of goals -Extraversion, Conscientiousness, Openness to experience

Charismatic Leadership 4 pieces

1. vision and articulation 2.Personal Risk 3. Sensitivity to followers needs 4. Unconventional behavior

Groupshift

A change between a groups decision and an individual decision that a member within the group would make

informal group *

A group that is neither formally structured nor organizationally determined

Norms

Acceptable standards of behavior within a group that are shared by the group's members.

Advantages of Decentralization

Act quickly to solve problems, more people to provide input, employees less likely to feel alienated from decision makers

Organizational culture characteristics

Adaptability Detail Oriented Results/Outcome Oriented People/customer oriented collaboration/team orientation integrity

Simon Sinek - How great leaders inspire

Best leaders communicate from the inside out. Why then how then what. communicate purpose and vision before product, kinda like the onion

Functions of Culture

Boundary-defining role. Conveys a sense of identity for members. Facilitates the generation of commitment. Enhances the stability of the social system. Serves as a sense-making and control mechanism.

Deciding: team or individual?

Can the work be done better by one person? Does the work create a common goal or purpose? Are the members of the group interdependent?

Transformational Leadership - Inspirational Motivation*

Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways

Team effectiveness model - name 3 pieces *

Context, Composition, Process

Transactional Leadership name 4 dimensions

Contingent reward, management by exception (passive), management by exception (active), Laissez-Faire

_________ is the basis by which jobs in an organization are grouped together. Boundary spanning Span of control Chain of command Departmentalization Formalization

Departmentalization

Which of the following is a characteristic of organizational​ culture? Sustainability Job requirements Individual orientation Detail orientation Shared processes

Detail orientation

Nominal Group Technique *

Each come up with own ideas on your own first; then share all the input--then start the group decision making process

How to play your strengths (HBR on RBSE)

Getting positive feedback, recognize patters, Compose self portrait

Transformational Leadership - Individual Consideration *

Gives personal attention, treats each employee individually, coaches, and advises

Transformational Leadership - name 4 pieces *

Idealized influence, Inspirational motivation, Intellectual stimulation, Individualized consideration

Culture as an Asset

Influence the way members feel they should behave Can contribute to an organizations bottom line

________ is a perspective in which we see members of our ingroup as better than other​ people, and people not in our group as all the same Hierarchy of needs Social identity theory Cohesiveness Ingroup favoritism Social loafing

Ingroup favoritism

Culture as a Liability

Institutionalization Barriers to Change Barriers to Diversity Barriers to Acquisitions and Mergers Toxicity

​__________ is the ability to influence a group toward the achievement of a vision or set of goals. Leadership Management Power Initiating structure Empathy

Leadership

team composition *

Linker, Promoter, Creator, Assessor, Organizer, Producer, Controller, Maintainer, Advisor

high formalization

Minimum amount of discretion

Which of the following Big Five personality traits have been shown to predict leadership and especially leadership​ effectiveness? Openness to experience and conscientiousness Conscientiousness and agreeableness Agreeableness and emotional stability Openness to experience and emotional stability Conscientiousness and emotional stability

Openness to experience and conscientiousness

punctuated equilibrium model

Organizational change is stable and experiences short bursts of change in the middle and toward the end.

Which of the following describes a system of shared meaning held by members that distinguishes the organization from other​ organizations? Socialization Core values Organizational climate Organizational culture Workplace spirituality

Organizational culture

_______ is the way in which job tasks are formally​ divided, grouped, and coordinated Organizational structure The chain of command Organizational culture Work specialization The organizational chart

Organizational structure

Transformational Leadership - Idealized influence *

Provides vision and sense of mission, instills pride, gains respect and trust

Explain a time when a team would be most beneficial. Name a time when an individual might work better.

Short Answer

How do common patterns in your strengths help future team and employment success?

Short Answer

In the HBR article "Fire all the managers", what is the management style described? Would it be effective in large and/or small companies?

Short Answer

Sort the following aspects into either the outer, middle, or inner layer of the LCB's organizational onion:

Short Answer

What are the 4 dimensions of transformational leadership and how would they apply in a large organization? Examples.

Short Answer

What are the main attributes to culture in the workplace? Define and give examples of each.

Short Answer

The perspective that considers when and why individuals consider themselves members of groups is known as which of the​ following? Ingroup favoritism Informal group Social identity theory ​Punctuated-equilibrium model Role perception

Social identity theory

___________ is a perspective that considers when and why individuals consider themselves members of group. Social learning Social learning Social identity threat Social identity theory Ingroup favoritism ​Two-factor theory

Social identity theory

out-group

Sometimes "everyone else" but its usually an identified group known by in-group members

An example of a formal group would be​ a(n) ___________________. lunch group book club strategic planning group sewing group coffee group

Strategic planning group

______ are minicultures within an​ organization, typically defined by department designations and geographical separation. Clan cultures Subcultures Organizational cultures Strong cultures Dominant cultures

Sub cultures

Which of the following statements is FALSE about​ teams? Teams are always more effective than individuals. Teams facilitate employee participation. Teams are flexible and responsive to changing events. Teams can quickly assemble and deploy. Most organizations use teams.

Teams are always more effective than individuals.

Which of the following statements regarding the trait theories of leadership is​ TRUE? -Trait theories consider personal qualities and characteristics that differentiate leaders from​ non-leaders. -Research on trait theories organized around the Big Five found agreeableness to be the most predictive trait of effective leadership. -Traits cannot predict leadership. -Emotional intelligence has no influence on leadership. -Trait theories examine a​ leader's skills and abilities.

Trait theories consider personal qualities and characteristics that differentiate leaders from​ non-leaders.

Which of the following leadership theories are we using when we describe leaders with qualities and characteristics such as​ charisma? ​Leader-member exchange theory ​Path-goal theory Trait theory Situational leadership theory Behavioral theory

Trait theory

RBSE purpose and analysis *

Why we did the RBSE

Formal group *

a designated work group defined by an organization's structure

Team Effectiveness Model - Composition *

abilities of members, personality, allocating roles, diversity, size of teams, member flexibility, member preferences

Team effectiveness model - context *

adequate resources, trust, leadership/structure, reward system

chain of command

an unbroken line of authority that extends from the top of an organization to the lowest; clarifies who reports to who

Transactional Leadership - Laissez Faire

avoids decision making

Charismatic Leadership - unconventional behavior

behaviors are novel and counter to norms

matrix structure

combines two forms of departmentalization: functional and product -the strength of functional is putting specialists together -Product departmentalization facilitates coordination

Brainstorming *

coming up with as many solutions to a problem as possible in a short period of time with no censoring of ideas

Team Effectiveness Model - Process *

common purpose, specific goals, team efficacy, conflict levels, social loafing

social identitiy theory

considers when and why individuals consider themselves part of a group

transactional leadership - contingent reward

contracts exchange of rewards for effort, promises rewards for good performance , recognizes accomplishments

strong culture

core values are intensely held and widely shared

Centralization

degree to which decision making is concentrated at a single point in the organization

Function, product/service,​ geographic, process, and customer are types of​ ___________ unity of command span of control departmentalization work specialization chain of command

departmentalization

Work Specialization

dividing work activities into separate job tasks -Repetition of work -Training for specialization -Increasing efficiency through invention

Work specialization focuses on​ _____________________ how jobs will be grouped the resources needed for each job division of labor processes what jobs to do

division of labor

Low identification with groups can lead to all of the following EXCEPT​ _______. -not identifying with groups within our team or work group -experiencing positive outcomes and behaviors -engaging in fewer organizational citizenship behaviors​ (OCBs) -not applying to organizations with a different collective identity -decreased satisfaction

experiencing positive outcomes and behaviors

dominant culture

expresses the core values a majority of the members share and that give the organization distinct personality

A(n) _________ group is one defined by the​ organization's structure, while​ a(n) __________ group is one neither formally structured nor organizationally determined. social; informal ​task; social ​informal; formal ​formal; informal ​formal; team

formal, informal

Simon Sinek - good leaders make you feel safe

good leaders sacrifice themselves so others may gain, bad leaders sacrifice others so they can gain. good leaders put safety and lives of the organization first over tangible benefits

Departmentalization

grouping jobs together so common tasks can be coordinated by functions performed, by the type of product/service, by process differences, by type of customer

Charismatic Leadership - vision and articulation

has vision, expressed an idealized goal that purposes a better future, able to clarify importance of vision

Robin and Shauna were both employees at the same company and regularly had lunch together. During one of their​ lunches, both commented on the lackluster holiday parties that the company had become known for. They decided that if the holiday parties were going to improve they needed to do something about it and grabbed a few of their other friends at work to gather some ideas for this​ year's celebration. This would be an example of​ a(n) __________________.

informal group

Transactional Leadership - management by exception (passive)

intervenes only if standards aren't met

low formalization

job behaviors are relatively non-programmed, and employees have a great deal of freedom to exercise discretion in their work

HBR "fire all the managers" discussion

no managers, only groups but certain people emerged as leaders

In-group

occurs when we see members of our group as better than other people and people not in our group as all the same

3 rings (onion) of culture

outer - behavior, language middle - norms & values, right or wrong Inner - basic assumptions, series of rules & methods to deal with the regular problems that it faces

Charismatic Leadership - Sensitivity to followers needs

perceptive of others abilities and responsive to their needs and feelings

Dark side of Charismatic Leadership

personal goals override organizations goals, associated with narcissism

Transformational Leadership - Intellectual Stimulation *

promotes intelligence, rationality, and careful problem solving

organizational culture

refers to a system of shared meaning held by members that distinguishes the organization from other organizations.

role

set of expected behavior patterns attributed to someone occupying a given position in a social unit

Groupthink

situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views

Teams are NOT always effective because​ ________. teams can refocus teams increase employee involvement teams are flexible team members can be swayed by fads teams can quickly assemble

team members can be swayed by fads

All of the following are true of teams EXCEPT​ __________. teams introduce a collaborative mindset teams can disband teams can refocus teams decrease employee involvement teams can quickly assemble

teams decrease employee involvement

Subculture

tend to develop in a large organization to reflect common problems, situations, or experiences members face

Formalization

the degree to which jobs within an organization are standardized

simple structure defn & pros/cons

the manager and owner are one and the same Pro: simple, fast, flexible, inexpensive, accountability clear Con: difficult to maintain in anything other then small organizations, Risky

social loafing *

the tendency for people in a group to exert less effort when pooling their efforts toward attaining a common goal than when individually accountable

Serious play at make a wish case study

themed meetings, changed names, decorations, dressing up, not time efficient, draining some days, distracting

Group *

two or more individuals, interacting and interdependent, who have come together to achieve particular objectives

Transactional Leadership- management by exception (active)

watches/searches for deviations from rules, takes corrective action

Charismatic Leadership - Personal Risk

willing to take on high personal risk, incur high costs, and engage in self sacrifice