MGMT 335 Exam 3 Review

charismatic presenters start presentation with an intro. that catches audience's attention (how it is relevant to them), plan for how to finish the presentation (first and last impression) and communicate high performance expectations and confidence in others' ability to meet these expectations (raises self-efficacy of followers) - if you want the speech remembered, keep it to 3-5 main points and don't overdo the technology effects -project a powerful, confident, and dynamic presence, be enthusiastic about your topic -communication style: eye contact, facial expressiveness, gestures, etc -do not rely on note cards, instead practice

How can you make a more effective and charismatic presentation?

1. Keep everyone informed (education) 2. Use two-way communication and listen to your employees -get employee involvement in the change process -see things from employees perspective -let employees express their feelings and concerns 3. Enhance management credibility and trust -change spokespersons should be liked, trusted, expert, and credible -be positive (small wins) -use multiple communication channels and repeat the message 4. Deal w the past: admit mistakes, apologize and make amends

How can you minimize cynicism about change?

leader-->role model, reward system, hiring decisions, socialization and stories--> culture

How do leaders shape organization or team culture?

Interactionist model of ethics: personal factors x situational factors= ethical/unethical behavior -personal factors: moral development, rationalization, denial, loyalty and plasticity. -situational factors: characteristics of work, organizational culture and norms, referent others/role models, accountability, reinforcement, socialization, and incrementalism

How is it that good people can do bad things?

Utilitarianism (end-result ethics): the rightness of an action is determined by evaluating its projected/expected consequences (the end justify the means) Universalism (process/duty ethics):determine rightness or wrongness before outcomes (motives or reasons for acting are important) - human conduct should be guided by primary moral principles or "oughts" - we must be held accountable for the way we make decisions

Understand utilitarianism and universalism

Ethics: broadly applied social standards for what is right or wrong in a particular situation, or a process for setting these standards -"... ethics is central to leadership because of the process of influence, the need to engage followers to accomplish mutual goals, and impact leaders have on establishing the organization's values." -Ethics are DIFFERENT from morals, which are individual and personal beliefs about what is right and wrong

What are ethics? How are morals and ethics the same or different?

ethical leaders respect and serve others, are just, honest, and act as ethical role models

What are the characteristics of ethical leaders?

Innovation and risk-taking: degree to which employees are constrained by rules and procedures Attention to detail: degree to which employees are expected to exhibit precision/analysis Outcome orientation: degree management focuses on results and achievement of goals People orientation: degree organization takes into consideration the effects of its practices on people inside and outside the organization Team orientation: degree work activities are organized around teams to achieve goals Aggressiveness: degree to which people in the organization are encouraged to be competitive, critical, etc. with others inside and outside of the organization

What are the characteristics of organizational culture?

Transactional leadership: motivate followers in the direction of established goals by clarifying role and task requirements (leaders provide resources and rewards) Transformational leadership: transactional leadership plus leadership that inspires followers to transcend their own self-interests for the good of others, this results in fundamental change Transformational leadership factors: -Charisma: set high ideals, values and ethical standards -Inspirational motivation: articulate a compelling vision -Intellectual stimulation: promote creativity, innovation, and empowerment -Individual consideration: focus on the needs of each follower

What are the components of a transformational leadership?

The dark side of charisma -unrealistic expectations: strategic vision becomes blurred and self-focused -dependency and counter-dependency -reluctance to voice disagreement w/ leader -need for continuing "magic" Unethical charisma -uses power for personal gain -promotes own vision -closed to criticism -top-down communication -insensitive to followers Ethical charisma -uses power to serve others -match vision to follower needs -open to feedback -develops followers encourages thinking

What are the dark sides to charismatic leadership? What is the difference between ethical and unethical charisma?

Confirmation Bias: the tendency to seek and rely on information that will confirm what we already believe and to avoid data that will contradict our pre-existing views -can become more polarized -WE SEE WHAT WE WANT/EXPECT TO SEE Escalation of Commitment: the tendency for people to escalate commitment to a course of action of time, money, or other resources -PEOPLE TEND TO THROW GOOD MONEY AFTER BAD IN MANY SITUATIONS Anchoring Effect: tendency to *rely too heavily* on the first piece of information offered (the "anchor") - initial data or reference points have TOO MUCH INFLUENCE on final estimates/choices we make Framing Bias: the tendency to react to a particular choice based on *how it is presented* - people make a decision based on whether a situation is framed "positively" (gain) or "negatively" (loss) - Positive frames make people risk averse (status quo) - Negative frames make people risk seeking (seek change) Stereotypes: an individual assigns attributes to another solely on the basis of the other's membership in a particular social/demographic group Projection: people ascribe themselves to others the characteristics that they possess themselves Availability of Info.: operates when info. that is presented in vivid or attention-getting ways becomes easy to recall Fundamental Attribution Error: people often explain another person's behavior by making attributes, either to the person or to the situation. Tendency to: -Overestimate the role of personal/internal factors -Underestimate the role of situational/external factors

What are the decision making traps (i.e, cognitive biases) that we must avoid to make good decisions?

Cultures can also develop within organizations that have an ethical component. - corporate egoist culture: short term profit (shareholder wealth) - instrumentalist culture: strategic morality since it benefits organization financially -moralist culture: have a concern for all stakeholders and adhere to ethical principles regardless of economic temptations to discard them ( will only violate moral principles when necessary for firm survival -altruist culture: moral standards trump all other decision-making criteria, even in the face of firm survival

What are the ethical components of organizational culture?

ethical leadership supervisor reinforcement of ethics peer commitment to ethics embedded ethical values

What are the four components of an ethical culture?

Organizational culture: -shared assumptions (bottom): unconscious, taken-for-granted beliefs and implicit mental models, ideal prototypes of behavior -shares values: conscious beliefs and evaluate what is good or bad, right or wrong Artifacts of organizational culture: -stories and legends, rituals and ceremonies, language, physical structures (top)

What are the levels of culture?

1. Determine the facts and state the problem: assume moral awareness 2. Who will be affected by the decision: who are the stakeholders? 3. Identify relevant factors: laws, professional codes, practical constraints 4. Develop a list of 3-5 options 5. Test options: harm, legal, precedence, publicity, defensibility, mom, golden rule, virtues, professional, peer, feelings and organization 6. Make a tentative choice: may be influenced by contextual factors (role models, peers). 7. Review choice

What are the steps in NIU's Ethical Decision-Making Guide?

1. Define the problem: try to discover underlying causes 2. Generate alternative solutions: don't evaluate alternatives at this point but get ideas from all involved 3. Evaluate and select an alternative 4. Implement and follow up on the solution

What are the steps in a standard model of problem solving?

leader: self-confidence, conviction, enthusiasm, expressiveness, articulate, role model followers: respect/esteem, loyalty/devotion, affection, high expectations and obedience situation: crisis/urgency, perceived need for change, ideological goal and dramatic symbols

What are the typical leader, follower, and situational characteristics of charismatic leadership?

Organizational culture: norms influencing employees' beliefs, values, cognitions, behaviors - "the shares assumptions of organizational members are the shared history that created the assumptions that guide behavior in organizations" -strong vs. weak cultures: best impact on behavior, values, cognitions, and behavior if strong (widely and intensely shared)

What is organizational culture and how does it influence individual and group behavior?

Perception: the process by which individuals connect to their environment - "the process of screening, selecting, and interpreting stimuli so that they have meaning to the individual" -**People interpret their environment in order to respond appropriately (sense-making)** The complexity of environments makes it impossible to process all of the info. so we select only *parts* of the transmission -as a result, people develop shortcuts to process info., these shortcuts create perceptual errors (Stereotyping, halo effects, selective perception, and projection)

What is perception?

observable data, select data, add meaning, draw conclusions, and take actions(or not) - Reflexive loop- "I'm right again!" -When getting data, strive for *specific* examples -remember these examples/observations are only "snapshots" and not the entire "video" - become more aware of your thinking and reasoning, inquire into others' thinking and reasoning

What is the ladder of inference?

shock, anger, rejection, and acceptance

What is the typical reaction process to organizational change?

although certain cultural values may be dominant, most organizations actually have more than one culture. Large organizations in particular may have distinctly different subcultures in different parts of the organization -dominant culture: expresses the core values that are shared by a majority of the organization's members -subcultures: mini cultures within an organization, typically defined by department designations and geographical separation

Why do larger organizations sometimes have sub-culture?