Exam 2 Mgt 411

culture functions

(1) it integrates members so that they know how to relate to one another, and (2) it helps the organization adapt to the external environment.

Strategy

General plan of action that describes resource allocation and other activities for dealing with the environment and helping the organization attain is goals.

love based motivation

If the job and the leader make me feel valued as a person and provide a sense of meaning and contribution to the community at large (fulfilling higher needs of heart, mind, and body), then I will give you all I have to offer. southwest airlines

Servant leadership

Much of the thinking about leadership today implies that moral leadership encourages change toward turning followers into leaders, thereby developing their potential rather than using a leadership position to control or limit people.

strategic leadership

ability to anticipate and envision the future, maintain flexibility, think strategically, and work with others to initiate changes that will create a competitive advantage for the organization in the future.

self management

ability to control disruptive, unproductive, or harmful emotions and desires. An interesting experiment from the 1960s sheds some light on the power of self-management.

Jerry hirshberg

cognitive differences to change how he leads.

Herman brain dominance instrument HBDI

determine 4 styles of thinking.

guardian

establish trust, give respect gain trust.

emotionally intelligent team norms

(1) create a strong group identity, (2) build trust among members, and (3) instill a belief among members that they can be effective and succeed as a team.

destructive emotions

(1) fear, including anxiety and worry; (2) anger, including hostility, resentment, and jealousy; (3) sense of failure, including discouragement and depressed mood; and (4) pride, including prejudice, selfishness, and conceit.

Developing an effective strategy

Actively listen to people inside and outside of the organization, Examine trends and discontinuities in the environment and use them, study past events and anticipate future, use a hard analysis to set a course for the future.

Cultural leader

Actively uses signals and symbols to influence corporate culture. Articulates a vision for the organizational culture that employees believe in. ensures daily activities reinforce the cultural vision.

Bob and Stan Lee

Based on suggestions from the team of consultants, the Lees started holding monthly management meetings to foster better communication, placed a suggestion box on the plant floor, and boosted benefits.

intellectual stimulation

Bernard Bass, who has studied charismatic and transformational leadership, talks about the value of

How to align culture and strategy

Cultural leadership.

external adaptation

Culture also determines how the organization meets goals and deals with outsiders. The right cultural values can help the organization respond rapidly to customer needs or the moves of a competitor.

Localize decisions and power those closest to the work and customer

Decision-making power and the authority to act should reside right at the point where the work gets done. This means reintegrating the "managing" and the "doing" of work, so that everyone is doing some of the core work of the organization part of the time. Nobody gets paid simply to plan and manage the work of others.

Theory x and y

Douglas McGregor

Jim Collins

From good to great, the hedgehog principal: fox vs hedgehog. Fox= crafty agile hedgehog= only good at one thing.

HEART

Hear and understand me. Even if you disagree with me, please don't make me wrong. Acknowledge the greatness within me. Remember to look for my loving intentions. Tell me the truth with compassion.

Fear based motivation

I need a job to pay for my basic needs (fulfilling lower needs of the body). You give me a job, and I will give you just enough to keep my job.

MBTI 4 Categories

Introversion vs extraversion, sensing vs intuition, thinking vs feeling, judging vs perceiving.

participative management

Leaders have increased employee participation through employee suggestion programs, participation groups, and quality circles. Teamwork has become an important part of how work is done in many organizations.

altruism

Many nonprofit organizations are based on a noble purpose of altruism, but businesses can use this approach as well.

discovery

Many people are inspired by the opportunity to find or create something new. Discovery for its own sake can serve as a noble purpose, as it does for employees at 3M, where researchers are given time to explore ideas and work on their own projects.

Treacy and Wiersema

Market leadership: Operational excellence: compete on basis of cost, try to be less expensive. walmart Customer intimacy: service, ritz carlton product leadership: innovation, apple We want to win and be the market leader, choose one of the 3 and be average in the other two. if you try to be great you can't focus on one and you will be average at all 3.

Whole brain concept

Ned Herrmann began developing his concept of whole brain thinking while he was a manager at General Electric in the late 1970s and has expanded it through many years of research with thousands of individuals and organizations. The whole brain approach considers not only a person's preference for right-brained versus left-brained thinking, but also for conceptual versus experiential thinking. Herrmann's whole brain model thus identifies four quadrants of the brain that are related to different thinking styles. Again, while not entirely accurate physiologically, the whole brain model is an excellent metaphor for understanding differences in thinking patterns.

Reorient toward a partnership assumption

Partnership can happen only when power and control shift away from formal leaders to core workers. Partners have a right to say "no" to one another. They are totally honest with one another, neither hiding information nor protecting the other from bad news. In addition, partners (leaders and followers) are jointly responsible for defining vision and purpose and jointly accountable for outcomes.

Cultural leadership

Primary way in which leaders influence norms and values to build a high-performance culture

Strategy Execution

Putting strategy into action by adjusting various parts of the organization and directing resources to accomplish strategic goals

SA (situational awareness)

Real time ability to acquire and process different data in a constantly shifting environment and the ability to translate an assessment into action by maintaining integrity. -Air Force manual

Manfred von Richthofen

Red Baron, most celebrated ace pilot of all time, had excellent SA

4 principles of stewardship

Reorient toward a partnership assumption, Localize decisions and power those closest to the work and customer, recognize and reward the value of labor, expect core work teams to build organization.

expect core work teams to build organization

Teams of workers who make up the core of the organization or division define goals, maintain controls, create a nurturing environment, and organize and reorganize themselves to respond to a changing environment and the marketplace they serve.

courage

The ability to step forward through fear and act on one's values and conscience.

affective attitudes

The affective component concerns how an individual feels about the object of an attitude. Perhaps the leader resents having to routinely answer ques- tions or help the employee perform certain tasks.

Authoritarianism

The belief that power and status differences should exist in an organization Individuals who have a high degree of this personality trait tend to adhere to conventional rules and values, obey established authority, respect power and toughness, judge others critically, and disapprove of the expression of personal feelings

cognitive attitudes

The cognitive component includes the ideas and knowledge a person has about the object of an attitude, such as a leader's knowledge and ideas about a specific employee's performance and abilities.

culture gap

The difference between desired and actual values and behavior

Judging vs perceiving

The judging versus perceiving dimension concerns an individual's attitudes toward ambiguity and how quickly a person makes a decision. People with a judging preference like certainty and closure. They enjoy having goals and deadlines and tend to make decisions quickly based on available data. Perceiving people, on the other hand, enjoy ambiguity, dislike deadlines, and may change their minds several times before making a final decision. Perceiving types like to gather a large amount of data and information before making a decision.

doer

The leader who is all action and little vision

Edgar Schein

The person originally responsible for identifying the three levels of organizational culture

Uninvolved

The person who is low both on providing vision and stimulating action

recognize and reward the value of labor

The reward systems tie everyone's fortunes to the success of the enterprise. Stewardship involves redistributing wealth by designing compensation so that core workers can make significant gains when they make exceptional contributions. Everyone earns his or her pay by delivering real value, and the organization pays everyone as much as possible.

ethical decision making

The single most important factor in ethical decision making in organizations is whether leaders show a commitment to ethics in their talk and especially their behavior.

Nordstrom & ridderstrale

The surplus society has a surplus of similar companies employing people with similar backgrounds working in similar jobs coming up with similar ideas with similar things, prices, and quality.

authoritarian management

The traditional understanding of leadership is that leaders are good managers who direct and control their people. Followers are obedient subordinates who follow orders.

introversion vs extraversion

This dimension focuses on where people gain interpersonal strength and mental energy. Extraverts (E) gain energy from being around others and interacting with others, whereas introverts (I) gain energy by focusing on personal thoughts and feelings.

Thinking vs feeling

This dimension relates to how much consideration a person gives to emotions in making a decision. Feeling types (F) tend to rely more on their values and sense of what is right and wrong, and they consider how a decision will affect other people's feelings. Thinking types (T) tend to rely more on logic and be very objective in decision making.

Sensing vs intuition

This identifies how a person absorbs information. Those with a sensing preference (S) gather and absorb information through the five senses, whereas intuitive people (N) rely on less direct perceptions. Intuitives, for example, focus more on patterns, relationships, and hunches than on direct perception of facts and details.

Collaborative role

This is a horizontal role and includes people such as project managers, matrix managers, and team leaders in today's more horizontally- organized companies. This role, which has grown tremendously in importance in recent years, is quite challenging. Leaders in collaborative roles typically don't have the strong position power of the operational role.

Operational role

This role is the closest to a traditional, vertically-oriented management role, where an executive has direct control over people and re- sources to accomplish results. Operational leaders fill traditional line and gen- eral management positions in a business, for example. They set goals, establish plans, and get things done primarily through the vertical hierarchy and the use of position power.

Fundamental attribution error

When evaluating others, we tend to underestimate the influence of external factors and overestimate the influence of internal factors.

consensus

Whether other people tend to respond to similar situations in the same way. A person who has observed others handle similar situations in the same way will likely make an external attribution; that is, it will seem that the situation produces the type of behavior observed.

Distinctiveness

Whether the behavior is unusual for that person (in contrast to a person displaying the same kind of behavior in many situations). If the behavior is distinctive, the perceiver probably will make an external attribution.

Consistency

Whether the person being observed has a history of behaving in the same way. People generally make internal attributions about consistent behavior.

excellence

With this approach, leaders focus people on being the best, both on an individual and an organizational level. Excellence is defined by the work itself rather than by customers. Indeed, organizations that pursue excellence would rather turn customers away than compromise their quality.

organization chart

a diagram that shows the structure of an organization, classifications of work and jobs, and the relationships among those classifications

values based leadership

a relationship between leaders and followers that is based on shared, strongly internalized values that are advocated and acted upon by the leader. Leaders influence ethical values through their personal ethics and spiritual leadership.

Mission Statement

a statement of the organization's purpose - what it wants to accomplish in the larger environment

service orientation

ability to recognize and serve the needs of employees, customers, or clients.

instrumental values

are beliefs about the types of behavior that are appropriate for reaching goals. Instrumental values include such things as being helpful to others, being honest, or exhibiting courage.

Five themes of vision

are common to powerful, effective visions: they have broad, widely shared appeal; they help organizations deal with change; they encourage faith and hope for the future; they reflect high ideals; and they define both the organiza- tion's destination and the basic rules to get there.

Values

are fundamental beliefs that an individual considers to be important, that are relatively stable over time, and that have an impact on attitudes, perception, and behavior.16 Values are what cause a person to prefer that things be done one way rather than another way.

Norms

are shared standards that define what behaviors are acceptable and desirable within a group of people.

visible culture

artifacts, dress, office layout, symbols, slogans, ceremonies.

love as feeling

attraction, fascination, and caring for people, work, or other things. This is what people most often think of as love, particularly in relation to romantic love between two people.

vision

attractive, ideal future that is credible yet not readily attainable

Theory y

based on assumptions that people do not inher- ently dislike work and will commit themselves willingly to work that they care about. Theory Y also assumes that, under the right conditions, people will seek out greater responsibility and will exercise imagination and creativity in the pursuit of solutions to organizational problems.

fulness

can be defined as continuously reevaluating previously learned ways of doing things in the context of evolving information and shifting circumstances. Mindfulness involves independent thinking, and it requires leader curiosity and learning. Mindful leaders are open minded and stimulate the thinking of others through their curiosity and questions.

navigator

clarifying purpose keep the main thing the main thing.

Value

combination of benefits received and costs paid by the customer.54 Delivering value to the customer is at the heart of strategy.

Tools for execution

create ongoing communication, teach why certian actions are taken, explain changes and help peoples fears, remind employees about company strengths.

Quadrant B

deals with planning, organizing facts, and careful detailed review. A person who relies heavily on quadrant B thinking is well-organized, reliable, and neat. These people like to establish plans and procedures and get things done on time.

cultural leader

defines and uses signals and symbols to influence corporate culture. Cultural leaders influence culture in two key areas: 1. The cultural leader articulates a vision for the organizational culture that employees can believe in. This means the leader defines and communicates central values that employees believe in and will rally around. Values are tied to a clear and compelling mission, or core purpose. 2. The cultural leader heeds the day-to-day activities that reinforce the cultural vision. The leader makes sure that work procedures and reward systems match and reinforce the values. Actions speak louder than words, so cultural leaders "walk their talk."

Locus of control

defines whether he or she places the primary responsibility within the self or on outside forces.12 People who believe their actions determine what happens to them have a high internal locus of control (internals), whereas those who believe outside forces determine what happens to them have a high external locus of control (externals).

Three factors that influence external or internal attribution

distinctiveness, consensus, consistency.

dimensions of organizational culture

does the competitive environment require flexibility or stability: Is the organization's strategic focus and strength internal or external:

self reference

each element in a system will serve the goals of the whole system when the elements are imprinted with an understanding of the whole. Thus, the vision serves to direct and control people for the good of themselves and the organization.

daily actions

edgar shine: leadership and culture two signs of the same coin. what leaders pay attention to that create the culture. ongoing consistent behavior demonstrates cultural values.

selection and socialization

emphasized by leaders to maintain cultural values over time. companies with healthy cultures have rigorous hiring processes. socialization enables an individual to fit in with a group by learning the cultural values norms and behaviors. rituals can be used.

involvement culture

emphasizes an internal focus and flexibility on the involvement and participation of employees to adapt rapidly to changing needs from the environment. cooperation, consideration, agreement, fairness, social equality. not for profit org.

organizational values

enduring beliefs that have worth, merit, and importance for the organization.

perceptual distortions

errors in perceptual judgment that arise from inaccuracies in any part of the perceptual process. Some types of errors are so common that leaders should become familiar with them. These include stereotyping, the halo effect, projection, and perceptual defense. Leaders who recognize these perceptual distortions can better adjust their perceptions to more closely match objective reality.

invisible culture

expressed values the penney idea or hp way.. underlying assumptions and deep beliefs like people here care like a family.

adaptability culture

flexible and externally focused requires fast response and high-risk decision making, creativity, risk taking, responsiveness, experimentation. values that support the organization's ability to interpret and translate signals from the environment into new behavior.

Differentiation

focus on strength is the basis of a good business strategy. setting yourself apart.

Strategy

general plan of action that describes resource allocation and other activities for dealing with the environment, and helping the organization achieve its goals.

the grand strategy

growth strategy- stockholders like to see. expansion in revenue, sales, number of customer, and employees. Stability strategy- little or no change. a period of economic turmoil. defensive- reduction in efforts. layoffs and cuts. retrenchment or turnaround.

bureaucratic culture

has an internal focus and consistency orientation for a stable environment. The culture supports a methodical, rational, orderly way of doing business. Following the rules and being thrifty are valued. The organization succeeds by being highly integrated and efficient.

clan culture

has an internal focus on the involvement and participation of employees to meet changing expectations from the external environment. More than any other, this culture places value on meeting the needs of organization members. Companies with clan cultures are generally friendly places to work, and employ- ees may seem almost like a family.

heroism

he final category, heroism, means the company's purpose is based on being strong, aggressive, and effective. Companies with this basis of noble purpose often reflect almost an obsession with winning. Bill Gates

ease of execution

high impact hard to execute: Major changes with high payoff potential. High impact easy to execute: simple changes that have high strategic impact take action here first. low impact hard to execute: difficult changes with little to no payoff avoid this. low impact easy to execute: incremental improvements "small wins" persue symbolic value of success.

cognitive style

how a person perceives, processes, interprets, and uses information. Thus, when we talk about cognitive differences, we are referring to varying approaches to perceiving and assimilating data, making decisions, solving problems, and relating to others.31 Cognitive approaches are preferences that are not necessarily rigid, but most people tend to have only a few preferred habits of thought. right and left brain

execution

implementing the vision, mission, and goals of a strategy.

preconventional level

individuals are egocentric and concerned with receiving external rewards and avoiding punishments. They obey authority and follow rules to avoid detrimental personal consequences or satisfy immediate self-interests. The basic orientation toward the world is one of taking what one can get.

strategy formulation

integrates knowledge of the environment, vision, and mission with the company's core competence in such a way as to achieve synergy and create value for customers. When these elements are brought together, the company has good chance of success.

strategy formulation

integrating knowledge of the environment, vision, and mission with the core competence in such a way as to attain synergy and create customer value

moral leadership

is about distinguishing right from wrong and doing right, seeking the just, the honest, the good, and the right conduct in its practice. Leaders have great influence over others, and moral leadership gives life to others and enhances the lives of others. Immoral leadership takes away from others in order to enhance oneself.

vision

is an attractive, ideal future that is credible yet not readily attainable.

attitude

is an evaluation—either positive or negative—about people, events, or things, an optimistic attitude or positive outlook on life is often considered a key to successful and effective leadership. Behavioral scientists consider attitudes to have three components: cogni- tions (thoughts), affect (feelings), and behavior.

Quadrant D

is associated with conceptualizing, synthesizing, and integrating facts and patterns, with seeing the big picture rather than the details. A person with a quadrant-D preference is visionary and imaginative, likes to speculate, break the rules, and take risks, and may be impetuous. imaginative, risk taking, holistic.

Quadrant C

is associated with interpersonal relationships and affects intuitive and emotional thought processes. C-quadrant individuals are sensitive to others and enjoy interacting with and teaching others. friendly, empathetic, trusting

Quadrant A

is associated with logical thinking, analysis of facts, and processing numbers. A person who has a quadrant A dominance is rational and realistic, thinks critically, and likes to deal with numbers and technical matters. These people like to know how things work and to follow logical procedures.

adaptability culture

is characterized by strategic leaders encouraging values that support the organization's ability to interpret and translate signals from the environment into new behavior responses.

dreamer

is good at providing a big idea with meaning for self and others. effective leader dreams big and transforms dreams into strategic action

servant leadership

is leadership upside-down. Servant leaders transcend self-interest to serve the needs of others, help others grow and develop, and provide opportunity for others to gain materially and emotionally. In organizations, these leaders' top priority is service to employees, customers, shareholders, and the general public. In their minds, the purpose of their existence is to serve; leadership flows out of the act of service. robert greenleaf

extraversion

is made up of traits and characteristics that influence behavior in group settings. Extraversion refers to the degree to which a person is outgoing, sociable, talkative, and comfortable meeting and talking to new people. Someone low on extraversion may come across as quiet, withdrawn, and socially unassert- ive. This dimension also includes the characteristic of dominance. 4/10 leaders are introverts.

Myers-Briggs Type Indicator (MBTI)

is one way of measuring how individuals differ in these areas.

core competence

is something the organization does extremely well in comparison to competitors. Leaders try to identify the organization's unique strengths—what makes their organization different from others in the industry. L.L. Bean succeeds with a core competence of excellent customer service and a quality guarantee.

ethics

is the code of moral principles and values that governs the behavior of a person or group with respect to what is right or wrong. Ethics sets standards as to what is good or bad in conduct and decision making.

Openness to experience

is the degree to which a person has a broad range of interests and is imaginative, creative, and willing to consider new ideas. These people are intellectually curious and often seek out new experiences through travel, the arts, movies, reading widely, or other activities.

spiritual leadership

is the display of values, attitudes, and behaviors necessary to intrinsically motivate one's self and others toward a sense of spiritual expression through calling and membership.

love as motivation

is the force within that enables people to feel alive, con- nected, energized, and "in love" with life and work. Western cultures place great emphasis on the mind and the rational approach. paul shirley

socialization

is the process by which a person learns the values, norms, perspectives, and expected behaviors that enable him or her to successfully participate in the group or organization.37 When people are effectively socialized, they "fit in," because they understand and adopt the norms and values of the group.

strategic management

is the set of decisions and actions used to formulate and implement specific strategies that will achieve a competitively superior fit between the organization and its environment so as to achieve organizational goals.

Personality

is the set of unseen characteristics and processes that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment. Leaders who have an understanding of how indi- viduals' personalities differ can use this understanding to improve their leadership effectiveness.

Projection

is the tendency of perceivers to see their own personal traits in other people; that is, they project their own needs, feelings, values, and attitudes into their judgment of others. A leader who is achievement oriented might assume that subordinates are as well.

Stereotyping

is the tendency to assign an individual to a group or broad category (e.g., female, black, elderly or male, white, disabled) and then to attribute widely held generalizations about the group to the individual.

Employee engagement

leaders are beginning to talk about building work relationships based on trust, caring, and respect.

adaptive cultures

leaders are concerned with customers and those in- ternal people, processes, and procedures that bring about useful change

unadaptive culture

leaders are concerned with themselves or their own special projects, and their values tend to discourage risk-taking and change. Thus, a strong culture is not enough

principled level

leaders are guided by an internalized set of principles universally recognized as right or wrong. People at this level may even disobey rules or laws that violate these principles. These internalized values become more important than the expectations of other people in the organization or community. A leader at this level is visionary, empowering, and committed to serving others and a higher cause.

emotional contagion

leaders who are able to maintain balance and keep themselves motivated are positive role models to help motivate and inspire those around them.

whistleblowing

means employee disclosure of illegal, immoral, or unethical practices in the organization.

independent thinking

means questioning assumptions and interpreting data and events according to one's own beliefs, ideas, and thinking, not according to pre- established rules, routines, or categories defined by others.

systems thinking

means the ability to see the synergy of the whole rather than just the separate elements of a system and to learn to reinforce or change whole system patterns. Many people have been trained to solve problems by breaking a complex system, such as an organization, into discrete parts and working to make each part perform as well as possible.

love as action

more than feelings; it is translated into behavior. Stephen Covey points out that in all the great literature, love is a verb rather than a noun.69 Love is something you do, the sacrifices you make and the giving of yourself to others.

strategy implementation

most important as well as the most difficult part of strategic management, and leaders must carefully and consistently manage the implementation process to achieve results. 57% successfully implement strategy. 70% never get implemented.

Change

need to have alignment between strategy and culture. When time comes to change strategy you need to change culture. if not, the culture will slow your progress. The leader has to do this. It usually takes 3-5 years to fully change organization culture..

Symbols and specialized language

object, act, or event that conveys meaning to others. slogans or sayings, corporate mission statements. other formal statements.

Halo effect

occurs when the perceiver develops an overall impression of a person or situation based on one characteristic, either favorable or unfavorable. In other words, a halo blinds the perceiver to other characteristics that should be used in generating a more complete assessment.

stories

oral history of an organization. focuses on heros and exmplifys what we want from the culture. may not be supported by facts and will be embillished.

Hedgehog principle

passionate about, drives economic engine, what you can be the best in the world at. focus

self serving bias

people give themselves too much credit for what they do well and give external forces too much blame when they fail. Thus, if a leader's subordinates say she doesn't listen well enough, and the leader thinks subordinates don't communicate well enough, the truth may actually lie somewhere in between. kevin kelly

conventional level

people learn to conform to the expectations of good behavior as defined by colleagues, family, friends, and society. People at this level follow the rules, norms, and values in the corporate culture.

strategic plan

plan reflecting decisions about resource allocations, company priorities, and steps needed to meet strategic goals. Metrics, values.

ceremonies

planned activities at special events, to reinforce company values creates a bond among employees. celebrates employees. presentation of awards.

Advisory role

provide guidance and support to other people and departments in the organization. Advi- sory leadership roles are found, for example, in departments such as legal, finance, and human resources. These leaders are responsible for developing broad organizational capabilities rather than accomplishing specific business results.

emotional intelligence

refers to a person's abilities to perceive, identify, understand, and successfully manage emotions in self and others. Being emotionally intelligent means being able to effectively manage ourselves and our relationships.

Attribution theory

refers to how people explain the causes of events or behaviors. For example, many people contribute the success or failure of an organization to the top leader, when in reality there may be many factors that contribute to organizational performance.

Relationship management

refers to the ability to connect with others and build positive relationships. Leaders with high emotional intelligence treat others with compassion, sensitivity, and kindness. mike krzyzenwski

organizational awareness

refers to the ability to navigate the currents of organizational life, build networks, and effectively use political behavior to accomplish positive results.

self concept

refers to the collection of attitudes we have about ourselves and includes the ele- ment of self-esteem, whether a person generally has positive or negative feelings about himself. A person with an overall positive self-concept has high self-esteem, whereas one with a negative self-concept has low self-esteem.

culture strength

refers to the degree of agreement among employees about the importance of specific values and ways of doing things. If widespread consensus exists, the culture is strong and cohesive; if little agreement exists, the culture is weak. not always positive.

Agreeableness

refers to the degree to which a person is able to get along with others by being good-natured, cooperative, forgiving, compassionate, understand- ing, and trusting. A leader who scores high on agreeableness seems warm and ap- proachable, whereas one who is low on this dimension may seem cold, distant, and insensitive. Likability is success.

Conscientiousness

refers to the degree to which a person is responsible, dependable, persistent, and achievement-oriented. A conscientious person is focused on a few goals, which he or she pursues in a purposeful way, whereas a less conscientious person tends to be easily distracted and impulsive. This dimension of personality relates to the work itself rather than to relationships with other people.

emotional stability

refers to the degree to which a person is well-adjusted, calm, and secure. A leader who is emotionally stable handles stress well, is able to handle criticism, and generally doesn't take mistakes and failures personally. In contrast, leaders who have a low degree of emotional stability are likely to become tense, anxious, or depressed. They generally have lower self- confidence and may explode in emotional outbursts when stressed or criticized. The related topic of emotional intelligence

Theory X

reflects the assumption that people are basically lazy and not motivated to work and that they have a natural tendency to avoid responsibility. Thus, a supervisor who subscribes to the assumptions of Theory X believes people must be coerced, controlled, directed, or threatened to get them to put forth their best effort.

social awareness

relates to one's ability to understand others. Socially aware leaders practice empathy, which means being able to put yourself in other people's shoes, sense their emotions, and understand their perspective.

abilene paradox

s the name Harvey uses to describe the tendency of people to not voice their true thoughts because they want to please others.57 Courage means speaking your mind even when you know others may disagree with you and may even deride you.

mission

s the organization's core broad purpose and reason for existence. It defines the company's core values and reason for being, and it provides a basis for creating the vision. Whereas vision is an ambitious desire for the future, mission is what the organization "stands for" in a larger sense.

internal attribution

says characteristics of the person led to the behavior ("My subordinate missed the deadline because he's lazy and incompetent").

External attribution

says something about the situation caused the person's behavior ("My subordinate missed the deadline because he didn't have the team support and resources he needed").

personal mastery

senge: a term he uses to describe the discipline of personal growth and learning, of mastering yourself in a way that facilitates your leadership and achieves desired results. mbodies three qualities—personal vision, facing reality, and holding creative tension. First, leaders engaged in personal mastery know and clarify what is important to them. They focus on the end result, the vision or dream that motivates them and their organization.

End values

sometimes called terminal values, are beliefs about the kind of goals or outcomes that are worth trying to pursue. For example, some people value security, a comfortable life, and good health above everything else as the im- portant goals to strive for in life.

achievement culture

stable and externally focused suited to organizations concerned with serving specific customers/ results-oriented competitive, aggressive, personal initiative, cost cutting, and willingness to work long and hard, perfectionism, aggressive,

Michael Porter

strategy guru that proposed competitive strategy and competitive advantage Three principals of effective strategy, five competitive forces, four competitive strategies.

stewardship

supports the belief that leaders are deeply account- able to others as well as to the organization, without trying to control others, define meaning and purpose for others, or take care of others.

Howard gardner

the art and science of changing our own and other peoples minds. seeing things differently

Christopher bartlett

the biggest obstacle was leaders' inability to engage employees and give them a sense of purpose and meaning in their jobs.

leader capacity

the potential each of us has to be more than we are now. The U.S. Army's leadership expression "Be, Know, Do," coined more than 25 years ago, puts Be first because who a leader is as a person—his or her char- acter, values, spirit, and ethical center—colors everything else.

Strategic Management

the set of decisions and actions used to formulate and implement strategies that will provide a competitively superior fit between the organization and its environment so as to achieve organizational goals

Culture

the set of key values, assumptions, understandings, and norms that is shared by members of an organization and taught to new members as correct.

perceptual defense

the tendency of perceivers to protect themselves against ideas, objects, or people that are threatening. People perceive things that are satisfying and pleasant, but tend to disregard things that are disturbing and unpleasant. In essence, people develop blind spots in the perceptual process so that negative sensory data do not hurt them.

Mental models

theories people hold about specific systems in the world and their expected behavior.8 A system means any set of elements that interact to form a whole and produce a specified outcome. An organization is a system, as is a football team, a sorority pledge drive, a marriage, the registration system at a university, or the claims process at an in- surance company.

consistency culture

uses an internal focus and a consistency orientation for a stable environment. have rules economy, formality, rationality, obedience, order. government agencies.

Perception

we mean the process people use to make sense out of their surround- ings by selecting, organizing, and interpreting information. Values and attitudes affect perceptions, and vice versa.

Marshall goldsmity and mark reiter

what got you here wont get you there. change and don't cling to past.

synergy

when organizational parts interact to produce a joint effect that is greater than the sum of the parts acting alone. As a result the organization may attain a special advantage with respect to cost, market power, technology, or employee skills. gain through partnerships.

Big 5 personality dimensions

which describe an individual's extraver- sion, agreeableness, conscientiousness, emotional stability, and openness to expe- rience.

michael porter

you need a strategy for your organization: