mgt 411 2

Pataasin ang iyong marka sa homework at exams ngayon gamit ang Quizwiz!

according to Herrmans whole brain concept people who rely heavily on quadrant-B thinking:

Like to establish plans and procedures and gets things done on time

stewardship

a belief that leaders are deeply accountable to others as well as to the organization, without trying to control others, define meaning and purpose for others, or take care of others

cultural leader

a leader who actively uses signals and symbols to influence corporate culture

story

a narrative based on true events that is repeated frequently and shared among employees

emotional intelligence

a person's abilities to perceive, identify, understand, and successfully manage emotions in self and others

ceremony

a planned activity that makes up a special event and is generally conducted for the benefit of an audience

mindfulness

a state of paying attention to new information and a readiness to create new mental categories in the face of evolving information and shifting circumstances

whole brain concept

an approach that considers not only a person's preference for right-brained versus left-brained thinking, but also conceptual versus experiential thinking; identifies four quadrants of the brain related to different thinking styles

vision

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

attitude

an evaluation (either positive or negative) about people, events, or things

symbol

an object, act, or event that conveys meaning to others

halo effect

an overall impression of a person or situation based on one characteristic, either favorable or unfavorable

which of the following forms of leadership emphasizes tight top-down control, employee standardization and specialization, and management by impersonal measurement and analysis

authoritarian management

self

awareness-being conscious of the internal aspects of one's nature, such as personality traits, emotions, values, attitudes, and perceptions, and appreciating how your patterns affect other people

achievement culture

culture characterized by a clear vision of the organization's goals and leaders' focus on the achievement of specific targets

adaptability culture

culture characterized by values that support the organization's ability to interpret and translate signals from the environment into new behavior responses

consistency culture

culture with an internal focus and consistency orientation for a stable environment

involvement culture

culture with an internal focus on the involvement and participation of employees to meet changing expectations from the external environment

Big Five personality dimensions

five general dimensions that describe personality: extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience

values

fundamental beliefs that an individual considers to be important, that are relatively stable over time, and that have an impact on attitudes and behavior

cognitive style

how a person perceives, processes, interprets, and uses information

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

which of the following statements is true of systems thinking

it is a mental discipline for seeing patterns and interrelationships

attributions

judgments about what caused a person's behavior-either characteristics of the person or of the situation

servant leadership

leadership in which the leader transcends self-interest to serve the needs of others, help others grow, and provide opportunities for others to gain materially and emotionally

which of the following will help leaders keep morale and motivation high in the face of corporate bankruptcies and dissolutions

leading with head and heart

high

performance culture-a culture that is based on a solid mission, embodies shared responsive values that guide decisions, and encourages individual ownership of both bottom-line results and cultural values

systems thinking

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

Theory X

the assumption that people are basically lazy and not motivated to work and that they have a natural tendency to avoid responsibility

Theory Y

the assumption that people do not inherently dislike work and will commit themselves willingly to work that they care about

authoritarianism

the belief that power and status differences should exist in an organization

ethics

the code of moral principles and values that governs the behavior of a person or group with respect to what is right and wrong

value

the combination of benefits received and costs paid by the customer

culture strength

the degree of agreement among employees about the importance of specific values and ways of doing things

openness to experience

the degree to which a person has a broad range of interests and is imaginative, creative, and willing to consider new ideas

agreeableness

the degree to which a person is able to get along with others by being good-natured, cooperative, forgiving, compassionate, understanding, and trusting

extroversion

the degree to which a person is outgoing, sociable, talkative, and comfortable meeting and talking to new people

conscientiousness

the degree to which a person is responsible, dependable, persistent, and achievement oriented

emotional stability

the degree to which a person is well adjusted, calm, and secure

culture gap

the difference between desired and actual values and behaviors

personal mastery

the discipline of mastering yourself; it embodies clarity of mind, clarity of objectives, and organizing to achieve objectives

spiritual leadership

the display of values, attitudes, and behaviors necessary to intrinsically motivate oneself and others toward a sense of spiritual expression through calling and membership

organizational values

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

when evaluating others, many people underestimate the influence of external factors and overestimate the influence of internal factors. This tendency is known as

the fundamental attribution error

strategy

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

synergy

the interaction of organizational parts to produce a joint effect that is greater than the sum of the parts

preconventional level

the level of personal moral development in which individuals are egocentric and concerned with receiving external rewards and avoiding punishments

postconventional level

the level of personal moral development in which leaders are guided by an internalized set of principles universally recognized as right

conventional level

the level of personal moral development in which people learn to conform to the expectations of good behavior as defined by colleagues, family, friends, and society

courage

the mental and moral strength to engage in, persevere through, and withstand danger, difficulty, or fear

mission

the organization's core broad purpose and reason for existence

Quadrant D

the part of the brain associated in the whole brain model with conceptualizing, synthesizing, and integrating facts and patterns

Quadrant C

the part of the brain associated in the whole brain model with interpersonal relationships and intuitive and emotional thought processes

Quadrant A

the part of the brain associated in the whole brain model with logical thinking, analysis of facts, and processing numbers

Quadrant B

the part of the brain associated in the whole brain model with planning, organizing facts, and careful detailed review

socialization

the process by which a person learns the cultural values, norms, and behaviors that enable him to "fit in" with a group or organization

perception

the process people use to make sense out of the environment by selecting, organizing, and interpreting information

strategic management

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

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

Personality

the set of unseen characteristics and processes that underlie a relatively stable pattern of behavior in response to ideas, objects, and people in the environment

Abilene Paradox

the tendency of people to resist voicing their true thoughts or feelings in order to please others and avoid conflict

stereotyping

the tendency to assign an individual to a broad category and then attribute generalizations about the group to the individual

perceptual defense

the tendency to protect oneself by disregarding ideas, situations, or people that are unpleasant

Projection

the tendency to see one's own personal traits in other people

fundamental attribution error

the tendency to underestimate the influence of external factors on another's behavior and overestimate the influence of internal factors

mental models

theories people hold about specific systems in the world and their expected behavior

which of the following statements is true of leaders engaged in personal mastery

they break through denial of reality in themselves and others

an unspoken notion among many senior-level executives is that fear is a good thing and benefits the organization

true

stewardship leaders guide the organization without dominating it and facilitate followers without controlling them

true

the emotional state of a leader influences the entire team, department, or organization

true

unethical leaders tend to take all the credit for successes, but they blame others when things go wrong

true

Myers

Briggs Type Indicator (MBTI)-test that measures how individuals differ in gathering and evaluating information for solving problems and making decisions

conscientiousness refers to the degree to which a person is responsible, dependable, persistent, and

achievement oriented

values

based leadership-an influence relationship between leaders and followers that is based on shared, strongly internalized values that emphasize the common good and are consistently advocated and acted upon by the leader

fear

based motivation-motivation based on fear of losing a job

love

based motivation-motivation based on feeling valued in the job

empathy

being able to put yourself in someone else's shoes

instrumental values

beliefs about the types of behavior that are appropriate for reaching goals

blind spots

characteristics or habits that people are not aware of or don't recognize as problems but which limit their effectiveness and hinder their career success

locus of control

defines whether a person places the primary responsibility for what happens to him or her within himself/herself or on outside forces

moral leadership

distinguishing right from wrong and doing right; seeking the just, honest, and good in the practice of leadership

whistleblowing

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

According to the Myers-Briggs type indicator assessment people with a perceiving preference

enjoy ambiguity, dislike deadlines, and may change their minds several times before making a final decision

perceptual distortions

errors in judgment that arise from inaccuracies in the perceptual process

anger and frustration cannot be used for positive outcomes

false- anger in moderate amounts, is a healthy emotion that provides energy to move forward. The challenge is to harness anger and use it appropriately

leaders who score low in emotional intelligence are typically more effective

false- leaders who score high in emotional intelligence are typically more effective and rated as more effective by peers and subordinates. Emotional intelligence refers to a persons abilities to perceive, identify, understand, and successfully manage emotions in self and others

organizational leadership is exclusively an individual phenomenon

false- organizational leadership is both an individual and organizational phenomenon

which of the following statements is true of working with different personality types?

personality differences can make the life of a leader interesting

strategy execution

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

independent thinking

questioning assumptions and interpreting data and events according to one's own beliefs, ideas, and thinking, rather than pre-established rules or categories defined by others

self

reference-a principle stating that each element in a system will serve the goals of the whole system when the elements are imprinted with an understanding of the whole

servant leadership is a form of leadership in which

self-interest is replaced by providing for the needs of others

self

serving bias-the tendency to overestimate the influence of internal factors on one's successes and the influence of external factors on one's failures

core competence

something the organization does extremely well in comparison to competitors

end values

sometimes called terminal values, these are beliefs about the kind of goals or outcomes that are worth trying to pursue

to think independently means

staying mentally alert and thinking critically

laurel the manager of a software company assumes that the male employees in his organization are more creative and innovative than the female employees in his organization. In this given scenario, laurels assumption is known as

stereotyping

the framework for stewardship involves

teams of workers responding to a changing environment

global mindset

the ability of managers to appreciate and influence individuals, groups, organizations, and systems that represent different social, cultural, political, institutional, intellectual, or psychological characteristics

strategic leadership

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


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