BUA 325 Final (julia's part), BUA 325 Final

In the mini-case study, "Google's Emotional Intelligence Course," positive results were highlighted when employees had completed the course. What were those benefits?

Goal: to have employees who are in tune with 1 another and are more self-aware and mindful benefit: more collaborative with colleagues, exhibit open communication and are transparent in their dealings with other which results more loyalty with 1 another

(ch 18) How can an organization's culture be used to help build a competitive advantage?

If an organization's culture, which is their values relating tot heir fountain and existence, is embedded into the organizational strategy, it should be something that comes naturally for the organization, which ultimately creates competitive advantage

What are three points highlighted by the authors that are linked to a successful interpersonal communicator? Explain the importance of each.

Interpersonal communication: the process of transmitting information to others 1. source/encoder: the person who originates and encodes information to be share with others 2. the signal: encodes information that the source intends to share constitutes a message. message that has been transmitted from 1 person to another 3. the decoder/ destination: the person or persons with whom the source is attempting to share information = determines the meaning of the message

(ch 15) Explain the differences between leading and managing. Use practical examples either from academic or work situations.

Leadership is a subset of management. management is broader. You manage a company but you lead people. You need to be a manager as well as a leader to be truly successful.

Discuss the four indicators to consider when selecting and developing your people for a team.

1. What motivates them? Traditional motivators associated with productivity, efficiency, and risk need to be replaced with a focus on outcomes and customers as a grand goal. Ask questions about what they are interested in, what gets them excited and where they see themselves in three years. In addition, those who enjoy solving complex problems and view ambiguity as an opportunity to learn are more likely to thrive. 2. What do they expect from others?Agility is about teamwork that requires people who can work in teams, work together, and do what is required to deliver the outcomes desired. It means that expectations of colleagues will be fluid and dynamic. Ask questions about how they work with others, how they manage work in a team, and what they expect others to do in support of them. 3. Do they have a customer-centric view of the world? agile teams are customer centric: they engage with the customers and learn about their needs. Ask questions about what they might expect as customers and what customer service means to them. 4. Are they proud of the work they have done? This seems a simple trait that would apply widely, but caring about their craft, the work they do and the outcomes it delivers are very important traits for a member of an agile organization. Questions should focus on previous experiences of things they are proud of and how they connect those experiences with their goals and values.

In the mini-case study, "Motivating Employees From Other Cultures," (p. 366) the authors make three points of how to motivate within multiple cultural settings. Explain the three points.

1. be cognizant of your interpretations of behavior 2. be clear with your expectations and encourage employees to ask questions 3. provide positive reinforcement

In the section called Strategies for Settling Conflict, four points are raised. Why is the strategy called "forcing" one that might not resolve conflict?

1. compromising 2. avoiding 3. forcing 4. resolving

On p. 291, the authors highlight 4 strategies which managers can use to reduce or prevent stressors in an organization. Discuss their value.

1. create an organization climate that is supportive of individuals 2. implement stress management courses 3. make jobs interesting 4. design and operate career counseling programs

Traditional forms of communication include both formal and informal communication. What examples can you provide which highlight the three types of formal communication?

1. downward organizational communication: communication that flows from any point on an organization chart downward to another point on the organization chart. associates with the direction and control of employees, message that management delivers to employees 2. upward organization communication: communication that flows from any point on an organization chart upward to another point on the organization chart. contains primarily the info managers need in order to evaluate the organization area for which they are responsible and to determine whether something is going wrong within it. information discussions with employee. 3. lateral organizational communication: communication that flows from any point on an organization chart horizontally to another point on the organization chart. Focuses on coordinating the activities of various departments and developing new plans for future operating periods. all departments are in communication with all departments.

On p. 370, behavior modifications are discussed. At Emery Worldwide, they use a feedback system. Discuss this.

1. giving different kinds of rewards to different workers according to the quality of their performance 2. telling workers that what they are doing is wrong 3. punishing workers privately to avoid embarrassing them in front of others 4. always giving rewards and punishment that are earned to emphasize that management is serious about its behavior modification efforts

On p. 306, the authors highlight six primary management activities. Be prepared to provide practical examples in a working or educational situation for each of those six activities. Remember, each is considered to be a sub-system of influencing.

1. leading = boss/ manager, teacher 2. motivation = bonuses, grades 3. considering groups = teams, team projects 4. communication = making sure employees understand companies mission, syllabus is clear 5. encouraging creativity and innovation = 1 free pass for employees who come with in an idea, teachers make sure students know that any question is not a stupid question 6. building corporate culture = rules and standards in the workplace dress code, teachers take attendance and have certain amount of classes they can skip

chapter 16. In the Challenge Case, Lee Cockerell's position as Exec VP of Operations at Disney was highlighted. Although his areas of responsibility were vast, his leadership capacity involved a number of insights to ensure that he could motivate all staff. Five points were discussed in this case. What were they and why is each important?

1. managers should realize that every team member is important. inclusive leader creates an open friendly collaborative environment. When everyone knows they matters they are happy to come to work, and will give you all their energy, creativity, and loyalty 2. employees are the brand of the organization. cannot achieve true excellence unless you attract great people, develop great people, and keep great people 3. great leaders give their people effective, thorough, consistent training, along with opportunities to keep learning. training in the organization's culture, understanding the values of the company as a well as the mission statement, and having a firm grasp of customer service instill in them a higher sense of purpose = motivates them to excel 4.manager responsible for finding and eliminating anything that gets in the way of employees' ability to do their job which frees employees to do extra things that turn a good business into a great business 5. managers should be the embodiment of a great leader in order to keep associates motivated. know what they stand for, and they communicate their values to their people

A virtual work office concept has created new terms for how actual space is configured for the occasional worker who needs to use traditional work space. Choose two of those two terms and explain how they are defined.

1. occasional telecommuting: sometimes working at home 2. hoteling: traditional office but when away communicated through hotel network 3. home-base, some mobility: no traditional office, contacts via phone or email 4. fully mobile: works out of a car, has supplies in car. usually sales representative or customer service specialist

(ch 17) What are the benefits of informal group membership? Four points are presented on p. 389.

1. perpetuation of social and cultural values that group members consider important 2. status and social satisfaction that people might not enjoy without membership 3. increased ease of communication among group members 4. increased desirability of the overall work environment

Ten points are explained on pp. 314-315 as ways in which managers can sharpen their communication skills. Choose 3 which you feel are important and explain why

1. seek to clarify your ideas before communicating = clearer it will become 2. examine the true purpose of each communication: identify most important goal then adapt your language, tone, and total approach to serve that specific objective 3. consider the total physical and human setting whenever you communicate 4. consult with others, when appropriate, in planning communication 5. be mindful of the overtone while you communicate rather than merely the basic content of your message 6.take the opportunity, when it arises, to convey something of help or value to the receiver 7. follow up your communication 8. communicate for tomorrow as well as today 9. be sure your actions support your communications 10. last, but by no means least, seek not only to be understand, but also to understand- be a good listener

Factors that hinder successful communication in specific communication situation are listed on pp. 312-313. Discuss any three of the factors.

1. source's view of the destination: view the destination in a specific way and this influences the messages sent 2. message interference: stimulus that competes with the communication message for the attention of the destination (phone) 3. destination's view of the source: a destination believes that the source has little credibility in the area about the source is communicating, destination may filter out what they do not understand 4. perception: an individual's interpretation of a message may be different from one another 5. Multimeaning words: many words in the English language have several meanings

One form of formal communication involves listening. Discuss its importance. Include in your response how examples of good listening stated in Table 14.2 highlight the importance of good listening.

1. stop talking 2. put talker at ease 3. show the talker feel free to talk 4. remove distractions 5. empathize with the talker 6. be patient 7. hold you temper 8. go easy on argument and criticism 9. ask questions 10. stop talking

Explain the various types of informal communication.

1. the single strand grapevine: A tells B, who tells C, who tells D. distort messages 2. the gossip grapevine: A informs everyone else in the grapevines 3. The probability grapevine: a communicates randomly 4. the cluster grapevine: information in this grapevine travels only to selected individuals

(ch 15) In the mini-case study, "Adapting Your leadership Style in Other Cultures," the brief discussion centers around how adaptation and flexibility are key to leading in other cultures. Discuss the key points raised.

- be aware of cultural sensitivity - try to acquire cultural knowledge - don't avoid other cultures

determining what should be changed

- make changes that will increase organizational effectiveness -3 factors: people, structure and technology

Once you have read the article, a number of key ideas should be remembered. To begin with, note what value means in this article.

- value creators and value enablers - value is created by the customer mostly - value is the motives of the company and also the quality

When defining Control, why is it that planning and control are tightly linked?

-Definition of control: ensuring that an event as it was planned to occur. because for managers to control they should check to see that organization activities and processes are going as planned.

The controlling process involves three main steps: Measuring performance, Comparing measured performance to standards and taking corrective action. Discuss their relevance.

-Measuring performance: Before managers can determine what must be done to make an organization more effective and efficient they must measure current organization performance. To do that by establishing some unit of measurement for performance. -Comparing measured performance to standards: a standard is the level of activity established to serve as a model for evaluating organization performance. performance evaluated can be that of the organization as a whole or that of some individuals working within the organization. examples; profitability standards, market position standards, productivity standards -taking corrective action: corrective action is managerial activity aimed at bringing organizational performance up to the level of performance standards. Focuses on correcting the organizational mistakes that are hindering organizational performances.

Why is "total power' important to highlight?

-Total power that a manager possesses is made up of 2 different kinds of power: position power and personal power.

How did the use of technology change the customer experience?

-allows customers to order food within 17 seconds or less. -can order via app, voice and tv, or tweeting pizza emoji -important customers have a positive transaction

resistance to change

-as common as the need for change -typically meet with employees resistance that is targeted at preventing that change from occurring -source of resistance is fear of personal loss, such as reduction in personal prestige, a disturbance of established social and working relationships, and personal failure

Structural Change

-change aimed at increasing organizational effectiveness through modifications to the existing organizational structure -forms: 1. clarifying and defining jobs 2. modifying organizational structure to fit the communication needs of the organization 3. decentralizing the organization to reduce the cost of coordination, increase the controllability of subunits, increase motivation, and gain greater flexibility

At the top of p. 308, the most important skills which CEOs believe that Management students should be taught are: oral and written communication skills. As stated on p. 307, why is the ability to communicate often referred to as the fundamental management skill?

-communication is used repeatedly by managers. -all management activities are accomplished at least partly through communication -if employees do not understand what the manager wants them to do/ how to do it they will not be successful and if they are not successful the manager will not be successful

article: What does it take to set loose independent teams?

-composed of small number of people who have many or all skills needed to carry out missions -embed software designers and engineers in independent teams -senior executives must move the company-and themselves-away from outmoded command-and-control behaviors -break down silos -direct teams to the best opportunities -arm them with the best people -give them the tools they need to move fast -oversee their work with a light but consistent touch.

Why is it essential for teams to have a clear view of their customer?

-consistent understanding of business priorities. -small but frequent improvements in the quality of the customer's experience. -customers can also help them by giving them feedback

technological change

-emphasizes modifying the level of technology in the management system - factors= process and equipment

How do executives empower independent teams?

-empower small teams with great independence and resources while retaining accountability. - speeds up decision making by allowing teams that are closer to customers to make day-to-day, small-stakes decisions on their own - support functions such as finance, planning and human resources - ensure that teams operate with proper governance, that company resources are aligned in pursuit of strategic priorities,

Building upon question 1, what were examples of how he shaped the communication process? How did those approaches to communication potentially add to the growth of Evernote?

-evernote office training is a program where employees can sign up and receive random assignments outside there teams, attends meetings with each other = deeper understanding of company -helped it grow: 65 million users and 100 employees within 8 counties, expanded from selling software to selling tangible products that help workers stay organized and productive

In the mini-case study, "Crafting an Elevator Speech," why do the authors state that developing an elevator speech is essential when networking?

-good to use at job fairs or professional meetings. -able o describe who you are concisely is key -suggestions: intro less than 1 min, name, where you work/ major and why qualified for job, eye contact = confidence, firm handshake = professional/ confidence, practice= polished

What is the importance of non-verbal communication?

-have more influence on the total effect of the message -total message impact= .07 words + .38 vocal tones + .55 facial expression -adds meaning to verbal message -managers who can successfully blend verbal and nonverbal communication are critical to the success of virtually every organization

In the mini-case study, "Try Change in One Country First: Avon's Experience," was the solution to abandon the new computer system necessarily the only way to resolve the change it created?

-one way to make such a change is to try the change in just 1 country and then apply the lessons learned from the experience when making the change elsewhere - another was to overcome resistance was to recruit new salespeople who were willing to learn the new system

Taking corrective action requires the recognition of problems and the recognition of symptoms. What is meant by the two terms?

-problem any factor within an organization that is barrier to organizational goal attainment. -manager must determine whether the worker's failure to communicate is a problem in itself

evaluation of the change

-purpose to gain insight into how the change might be modified to further increase its organizational effectiveness and to determine whether the steps taken to make the change should be modified to increase organizational effectiveness the next time those steps are used -involves watching signs that indicate further change necessary -change is justified if that change will accomplish goals like increase profit, raising job satisfaction, or contributing to general welfare of society

In chapter 14 the Challenge Case, Phil Libin, one of the founders of Evernote, assumed the role of managing the business. He focused on building a company culture. Why did he feel this was important? What role did communication play in this process?

-team of 8 = easy conversations, gathered for weekly meetings to learn what is new with in the company -managers do not hold status = open space for communication - no cellphones, conference rooms to chat -video screens on walls on each location to be able to communicate with different store location -6ft tall robot to start chats when boss is out of office, can move the robot around to visit desks and see what is happening

virtual office

A mobile office in which people can work anywhere, as long as they have the tools to communicate with customers and colleagues.

Why could traditional organizations with a traditional sense of leadership limit team performance?

Agile teams, however, thrive on confronting the status quo and discarding tradition in pursuit of a vision. They flourish by stretching or redefining existing constraints and by bending rules and traditions when necessary. To fully embrace enterprise agility, product owners have to lead the team in coming up with novel solutions and designs to cater to customers' needs; team members have to be willing to take risks, work with ambiguity, and not excessively focus on traditions.

Why is the outcome (pride in the product) as framed in the research ranking higher than pride in the work (the process)?

Being proud means more than being happy with the work; it also means wanting to be associated with the product and taking ownership of its values and contributions.

Customer centricity allows agile teams to achieve three important ends. Discuss.

Customer-centricity allows agile teams to achieve three important ends: first, they find the most economic solutions (when the team is focused on the customers and uses an agile approach, it tends to deliver value to the customer incrementally and frequently); second, they share the responsibility for "getting it right' (many organizations have a single person or group that interacts with the customers, but in agile organizations the teams learn about the customers' needs and share collectively); and third, they can be motivated because they know who they are helping (what anyone does is clearly understood and relates directly to the end user).

Why is emotional stability crucial for agile organizations?

Emotional stability is crucial, as agile organizations focus on rapid learning and decision cycles, frequent testing, and experimentation. Product owners should not be overwhelmed by anxiety when the product does not turn out as expected or when customers' feedback is negative; team members need to be able to stay calm when unexpected errors and issues arise.

People who flourish in an agile organization need what?

First, they handle ambiguity without losing focus; second, they concentrate on outcomes over processes; and third, they work and contribute by being a team member.

(ch 15) Explore the pyramid of Level 5 Leadership as discussed on p. 346 and found in Figure 15.9 on p.348. What can we gain from the style of Leadership?

This figure shows us that all of the levels are needed to become successful but the top tier (level 5 executive) is the most influential to make change.

What is the "secret sauce" of agile teams? Discuss.

agreeableness: agreeableness is about empathetic listening to the team and their ideas and being attuned to feed back from customers. High agreeableness among product owners means that they are able to work with the team, reconcile differences, and set small attainable goals; ultimately, they better understand and design products that cater to customers' needs. High agreeableness among team members means they respect others and their ideas, are able to work in cross-functional networks, and enable information transparency, understanding and cohesion among group members Another main characteristic is straightforwardness, which means being open and frank with one's viewpoints while still being courageous enough to politely voice opinions that conflict with the team's

people factors

attitudes, leadership skills, communication skills, and all other characteristics of the human resources within the organization

(ch 18) In the mini-case study, "P&G's Worldwide Business Conduct Manual" is highlighted. How is that manual linked to company culture?

because they are linking their values into their manual. 1. treat the company's assets as you would your own 2. behave with the company's long-term success in mind 3. always do the right thing (ethical business practices) 4. operate within the letter and spirit of the law

the kind of change to make

categorized as technology, structural, or people

Communication macrobarriers involve four types of barriers. Explain each one and provide an example either from the textbook or from your experience

communication macrobarriers are factors that hinder successful communication in a general communication situation 1. The increasing need for information: society is changing constantly and rapidly 2. the need for increasing complex information: because todays rapid technology advances 3. the reality that people in the US are increasingly coming into contact with people who use languages other than english 4. the constant need to learn how concept, which cuts down on the time available for communication

In the mini-case study, "How the Home Depot Recognizes Employees," Ann-Marie Campbell finds a different way to motivate her employees. Discuss it.

company formalized its values and ensures that all employees and managers are aware of those values 1. taking care of our people. firm does this through employee recognition programs - personalized the recognition activities and publicly acknowledges employees' efforts through twitter

Avoiding

conflict management technique whereby managers simply ignore the conflict

Daniel Goldman, credited as developing the concept of emotional intelligence emphasizes that critical management concepts and skills in areas of motivation, communication, leadership, teamwork, creativity and innovation are all part of the 10 points noted in Figure 14.3 on p. 309. Select 3 of the 10 points which you feel are examples of critical management concepts and explain why

emotional intelligence: is the capacity of people to recognize their own feelings and the feelings of others, to motivate them self, and to manage their own emotions as well as their emotions in relationships with others 1. motivate others 2. focus on personal and organizational achievement 3. understand others 4. communicate efficiently and effectively 5. lead others 6. build successful teams 7. handle conflict appropriately 8. change organizations appropriately 9. manage diversity 10. manage creativity and innovation

people change

emphasizes increasing organization effectiveness by changing certain characteristics of organization members such as their attitudes and leadership skills

How do monetary incentives work as a form of behavior modification? Or, do they work? Use examples from the information highlighted by the authors.

employee stock ownership plans (ESOPs) motivates employees to boost production by offering them shares of company stock as a benefit. plans link pay closely to performance. putting more their employees' ay at risk, they can peg more of their total wage costs to sales, which makes expenses more controllable in a downturn important that it be accompanied by communication to all employees, describing the organization's business goals and explaining how employees, behavior contributes to accomplishing those goals

On pp. 306-307, the authors discuss how the "INPUT" of an organization's people, money, raw materials and machines are influenced prior to achieving an appropriate organizational member behavior stated as the "OUTPUT." Use one of the examples presented by your group member when answering Question 3 and discuss how that activity could be affected by the various elements of the influencing process.

evernote office training 1. motivates: different teams coming together gives a deeper understanding of the company and the reason why they work for them 2. considers groups and teams: brings different teams together 3. communication = communication enhances because meeting new people

What is the value of providing feedback?

feedback is the destinations reaction to a message. can be used by the source to ensure successful communication.

Teammates and teams who take pride in their product manifest three broad attributes. Discuss all three.

first, quality is natural rather than forced (pride in any product manifests itself in improved quality and ownership); second teammates are motivated (feeling a connection to the thing you create helps create motivated teammates who tend to be more productive and resourceful); and third, surprising innovative ideas happen (connecting to the product drives new ideas and improvements).

Organization Development (OD)

focuses mainly on changing certain aspects of people, these changes are bases on an overview of structure, technology, and all other organizational components

Which personality traits are relatively more important in two crucial roles for agile teams: the product owner and the team member?

handles ambiguity and agreeableness Teams that handle ambiguity well mainly focus on their goals and prioritize few items to get started instead of investing a significant amount of time to completely understand every single detail and risk and attempting to embed these into the plan.

information appropriateness

how relevant the info is to the decision making situation that the manager faces. characteristic include: 1. operational control 2. management control 3. strategic planning

Beginning on p. 368, "Job Enrichment and Productivity" is discussed. The aspect of that theory is a discussion about the advantages of Flextime. In addition to the advantages spoken about in the textbook, what are examples that can occur in businesses today? Why are their advantages?

improves employees attitude and morale accommodation of work parents decreased tardiness fewer commuting problems- workers can avoid congested streets and highways accommodation of those who wish to arrive at work before normal workday interruptions begin increase production facilitation of employees' scheduling of medical, dental, and other types of appointments accommodation of leisure-time activities of employees decrease absenteeism decreased turnover

What are some intrinsic characteristics of an agile person?

lost of life, open, alert, growth mindset, tactful, supportive, like people, socially adaptable, accountable, positive etc.

Why do the unhealthy stress points identified on p. 290 important to point out?

managers must determine whether the stress is an appropriate level of stress or is it too high or too low

When these roles are determined, meaning when staff are identified with being enablers beyond their stated contractual positions, are these people always in senior management positions, according to the authors?

no these people (about 60%) are two layers below the CEO and 30% are three layers or more below the CEO

personal power

power derived from a manager's relationship with others

The authors argue that an alignment of values happen when goals, rewards and conditions people seek through their work are consistent with the requirements of agile teamwork. Discuss the four values at work plus the two that the authors added-all of which add value in the work context.

pride in product openness to change customer centrism self-transcendence self-enhancement conservation

Reducing Resistance to Change

reduced by following guidelines: 1. avoid surprise 2. promote genuine understanding 3. set the stage for change (attitude) 4. make the change tentative (best way to reduce employees fears and personal loss)

Agile teammates like to be in control of their own destiny. What were the terms used to discuss what values were important for agile team membership.

self,-direction values within openness to change were rated as one of the most important for agile team membership . Clearly, agile teams have to be open to change and to direct themselves. But simply telling someone that they should be self-organizing and empowered does not mean that they will be. Self-organization takes experience and maturity that is only gained over time.

Other businesses have used other forms of behavior modification. Four are lited. Discuss each.

system 1: characterized by lack of confidence or trust in subordinates. subordinates do not feel free to discuss their job with superiors and are motivates by fear, threats, punishment, rewards. decisions made at top or organization system 2: characterized by a condescending master-to-servant style of confidence and trust in subordinates. subordinates do not feel free to discuss their job with superiors and motivates by rewards and punishments. policies made at top but decisions within a prescribed framework are made at lower level system 3: characterized by substantial, not complete, confidence in subordinates. subordinates feel fairly free to discuss their job with superiors motivates by rewards, punishments, and some involvement. Info flows upward and downward within the organization system 4: characterized by complete trust and confidence in subordinates. subordinates feel completely free to discuss their job with superiors motivates by factors such as economic rewards (based on compensation system = goal setting) info flows upward and downward and horizontally.

Forcing

technique for managing conflict in which managers use their authority to declare that conflict. could frustrate employees, and cause future management employee conflict

Information quantity

the amount of decision-related info that managers possess.

On p. 350, a definition of motivation is presented. Explain this with an example using your own words, not those directly found in the textbook.

the inner state that causes an individual to behave in a way that ensures the accomplished of some goal. motivation explains why people act as they do. better managers understand what motivates there employees the better they can influence subordinates behaviors.

Compromising

the parties to the conflict settle on a solution that gives both of them part of what they want

What is the value of self-direction and what are three fundamental processes which emerge?

the value at self-direction enables three fundamental processes to emerge: first, it helps agile practice become scalable (the cost of managing the teams drastically reduces as the teams start to make decisions about their own direction, planning, etc. and therefore allow for additional teams); second, it helps speed (making decisions is faster without supervision); and third it promotes higher quality work (when those closest to the work take responsibility for it agile teams increase the quality of that work).

Managerial Grid

theoretical model describing various managerial styles, is used as the foundation for grid organization development. is based on the premise that various managerial styles can be described by means of 2 primary attitudes of the manager: concern for people and concern for production

Nonmonetary incentives are often used successfully to motivate employees. Discuss the examples and explain their value.

to keep its employees committed and motivated promotions from within: go through elaborate process of advertising jobs internally before going outside the company emphasizes quality, on the theory that most workers are unhappy when they know their work goes toward producing a shoddy product

resolving

to work out the differences between managers and employees. both managers and employees should examine their own thoughts honestly and carefully to reach a mutually agreed upon change related strategy

What is the difference between verbal and non-verbal communication?

verbal: communication that uses either spoken or written words to share information with others nonverbal: sharing information without using words to encodes thought (gestures, vocal tones, facial expression)

Measuring performance involves "how to measure" and "what to measure." Explain.

-How to measure: establish units of measure that represents employees performance: janitorial how many floors swept? -what to measure: wide range of organizational activities can be measured as part of the control process.

individuals affected by the change

-individuals must support change -managers should be aware of the typical employee resistance to change and how this resistance can be reduced

Four primary factors determine the value of information?

1. information appropriateness 2. information quality 3. information timeliness 4. information quantity

(ch 18) An organization's culture has a variety of functions, according to the textbook's authors. What are they? Discuss.

1. organization culture can enhance organizational productivity 2. organization culture can serve as a component of organizational strategy 3. organization culture provides a rationale for staffing 4. organization culture can act as a guideline for making operational decisions

Why should strong performers be put on independent teams from the very beginning?

Choosing high-caliber people not only sets up the teams to be successful but also teaches managers how to build more independent teams.

Are the executives at the top of an organization's hierarchy the only people who have value? If so, why? If not, why not?

In the traditional approach yes, but in the talent-to-value approach, no. Everyone in the company has and creates value. Everyone is putting something into the product weather it be in the actual project or behind the scenes to make it better and more valuable.

(ch 15) In the mini-case study, "How Mary Barra, GM's CEO, Meets the Leadership Challenge," explain how her emerging leadership style has built the near-term future of GM?

Mary Barra is a great leader who was describes as a "calm stability" and a "collaborative style" of leadership. also she deals with problems as they come up and doesn't let them just sit because then will become bigger

(ch 15) Table 15.2 on page 343 outlines ten effective coaching characteristics. Discuss in terms of how these are linked to the authors' definition of leadership.

The author defines leadership as the process of directing the behavior of others toward the accomplishment of n objective. 1. empathy (putting self in other person's shoes) 2. listening skill 3. insight into people (ability to size them up) 4. diplomacy and tact 5. patience toward people 6. concern for welfare of people 7. minimum hostility toward people 8. self-confidence and emotional stability 9. non-competitiveness with team members 10. enthusiasm for people

(ch 17) On pp. 397-398, the authors offer advice for building collaboration. Explain how that helps us understand the relevance of collaboration.

by giving us advice, they show us how we can use collaboration to be more successful

information quality

degree to which info represents reality. The more closely info represents reality, the higher the quality and the greater the value of that info.

(ch 18) Why should managers NOT only focus on the dominant organization's culture?

if managers are only focused on the dominant organization's culture, they will not be able to meet the need and wants or be able to focus on the subculture as well

structural factors

organizational controls, such as policies and procedures

Position power

power derived from the organization position that a manager holds

What are some of the benefits from viewing people talent differently? pp.7-8

understanding the requirements of key roles throughout a company helps give the CEO the agility to respond to questions with alacrity concept of matching talent to value often a precursor to breakthroughs corning's goal of easing "barriers to creativity and serendipitous advances". these cultural priorities into value are often related to R&D(chief tech officer, chief design officer) and filled with talented, creative people, who thrive in the freedom of those particular roles - also leads to company's top executives to a deeper understanding of their business

What were TWO critical roles that the authors highlighted which were needed by Company X. Discuss them.

value creators - they directly generate revenue, lower operating costs, and increase capital efficiency value enablers - such as leaders of support functions like cybersecurity or risk management, perform indispensable work that enables the creators

What happens when independent teams are unleashed in meaningful areas?

- look first at teams that are responsible for features that matter greatly to customers. -executives can demonstrate how independence helps teams generate more value -choose teams of people who represent different capabilities -create less risk because make incremental changes

(ch 15) Transformational leaders perform certain tasks according to the authors. Discuss what those tasks are and how they relate to agile management?

- raise followers' awareness of organizational issues and their consequences - transformational leaders create a vision of what the organization should be, build commitment to that vision throughout the organization, and facilitate organizational changes that support the vision - transformational leadership is consistent with the strategy developed through an organization's strategic management process

What can we learn from Figure 13.1?

- shows the relative importance of change and stability to organizational survival - stresses that organizational survival and growth are most probable when both stability and adaption are high within the organization -the organization without enough stability to complement changes is at a definite disadvantage -when stability is low, the probability of organizational survival and growth decline

What is the difference between the definition of power used in this chapter as compared with the one stated in Chapter 11?

-Authority was defined in ch 11 as the right to command or give orders. -power is defined as the extend to which an individual is able to influence others so that they respond to orders. - the greater this ability the more power an individual is said to have

The independent team

-Authorized to conduct activities without first seeking approval -Has minimal dependencies on internal functions -Builds and launches digital solutions on its own -Draws on preassigned funding with no formal budget request

The enabling manager

-Defines outcomes for teams to pursue as they see fit -Acts as a steward rather than a superior -Prioritizes problem solving over decision making -Spends more time than usual on coaching and learning

The empowering executive

-Focuses small teams in customer-facing areas -Stacks small teams with top performers -Gives teams a clear direct view of customers -Allocates resources up front, then holds teams accountable

What do teams need to be effective?

-executives should assign them all the resources they need to do their work up front: the authority to make key decisions, the ability to quickly hire new talent or secure contractors without going through standard human-resources or procurement processes, the money to cover operating expenses, and so on. - self-service approach to application development also requires modular, tightly connected IT architecture which allow companies to continually develop new applications in a flexible way-an approach one might call "perpetual evolution.'

How can executives empower the agile manager?

-have to be become well versed, and comfortable, with agility -Define outcomes, then let teams chart their own path toward them -determine what the business outcomes should be, based on the company's overall priorities, and will spell it out for the team using real-world measures of business performance such as conversion rates or audience engagement. -Step inside independent teams to enable their success -should join the daily stand-up meetings to hear what the team is doing or try to troubleshoot situations -applying expertise to long term matters, coaching team members and peers, and helping teams work around obstacles. -Commit to retraining managers for their redefined roles -to direct teams with performance goals -position themselves as stewards

ch. 13 The Challenge Case: Managing health care records via electronic means is not new. Rarely, are we made aware of how such a change worked for a particular institution-in this case, a major hospital. What were the key lessons learned to ease the change of acceptance from paper-driven to electronically-driven records?

-help manage their work -patients outcome would improve, giving doctors faster access to lab results, imaging studies, and other documents -hardest to get staff members to adopt new ways of carrying out their work cuz they busy -started by survey of the physicians to learn how thy handles record keeping, values they had on existing technology, and what challenges they have on record keeping -determined electronic medical records = the fastest advantage in area of electronic prescription data - figuring out what program to use participated "click off" event: counted how many clicks needed to complete a task -e-prescribing application is an application docs can use to prescribe medicine to patients

change agent

-individual inside or outside the organization who tries to modify the existing organizational situation -skills needed ability to determine how change should be made, solve change related problems, using behavioral science tools to influence people during the change process, and the ability to determine how much change employees can withstand

How do independent teams enable their own success?

-meeting of around 2O minutes to review their activities, plan and difficulties. -spend most of their day on productive tasks -skills= communication and problem solving -focus on long term matters

The authors highlight a way in which banks in Europe could use teams to enhance their ability to grow. They called it a "Know Your Customer "KYC" approach. What did they do to enhance the way independent teams could work?

-process recognized that the regulatory change. -made a series of complementary reforms to remove cumbersome -approval, budgeting and governance processes. -funding already given -HR processes: quickly line up outside contractors for help with front- and back-end development, without waiting for those contractors to be vetted. -modern architecture platform to more easily connect new customer-facing services with legacy back-end systems -eliminated its traditional waterfall-development process - new services as soon as they were viable, and make incremental improvements -as well as a no-compromises protocol for testing new products before launch. senior executives evaluated progress and remove roadblocks and provide support

Figure 13.2 is worth discussing. The five factors are initially presented on p. 282. Why is each factor important for change to occur?

1. change agent 2. determining what should be changed 3. the kind of change to make 4. individuals affected by the change 5. evaluation of the change

(ch 18) The authors discuss four different types of organization culture. Discuss the four types: clan culture, adhocracy culture, hierarchy culture, market culture.

1. clan culture - internal focus and integration as well as flexibility and discretion 2. adhocracy culture - flexibility and discretion as well as external focus and differentiation 3. hierarchy culture - stability and control as well as internal focus and integration 4. market culture - external focus and differentiation as well as stability and control

(ch 17) Five strategies for building trust are noted on p. 397.

1. communicate often to team members 2. show respect for team members 3. be fair to team members 4. be predictable 5. demonstrate competence

(ch 15) The CEO of Bain & Company, Bob Bechek, through his training and experience has developed an approach to communication which has successfully been used to build businesses. That approach to leading through effective communication builds upon information discussed in the previous chapters. What are the principles which the CEO uses to strengthen the communication process as stated in the Challenge Case?

1. experience - he uses his experiences of all his previous starting jobs to be able to connect with his employees at lower positions 2. informality - by using imformality it makes it seem like it is not really a traditional work context as "I am your boss" context. by using informality this helps employees come to the CEO and share with him their concerns and questions. This also helps them want to do their work better because you would want to do something with better quality and faster for a friend than a boss who is barking orders at you and does not care about your concerns.

(ch 17) Three elements of what makes up a group were discussed at the top of p. 383. Explain those elements.

1. interact with one another - if you say you are in a group then do all the work yourself that is not being in a group that is being individual 2. are psychologically aware of one another - they are aware of each other and what each other is working on and their needs to get that task done 3. perceive themselves to be a group - you simply cannot be a group if you don't think and act like a group

(ch 15) Three coaching behaviors are listed on p. 344. This is not an exhaustive list, only a sample of behaviors that are viewed by the authors as successful coaching behaviors. Relate each one to the features of emotional intelligence as presented in the previous chapter.

1. listen closely 2. gives emotional support 3. shows by example what constitutes appropriate behavior If you show people that you care more, it make them want to work harder to achieve that goal.

(ch 18) On p. 423, 8 characteristics of a healthy culture are listed.

1. openness and humility from top to bottom of the organization 2. an environment of accountability and personal responsibility 3. freedom for risk-taking within appropriate limits 4. a fierce commitment to "do it right" 5. a willingness to tolerate and learn from mistakes 6. unquestioned integrity and consistence 7. a pursuit of collaboration, integration, and holistic thinking 8. courage and persistence in the face of difficulty

(ch 18) By establishing a vision of organization culture, the authors present six different cultures which may influence the vision of a business.

1. quality dimension - an element of organization culture that focuses on making sure a product, in the opinion of the customer, does what it is supposed to do. 2. ethics dimension - a facet of organization culture that focuses on making sure that an organization emphasizes not only what it is good for the organization but also what is good for other human beings. 3. innovation dimension - an aspect of organization culture that encourages the application of new ideas to improve organizational processes, products, or services. 4. spiritual dimension - an aspect of organization culture that encourages organization members to integrate spiritual life and work life. 5. diversity dimension - a component of organization culture that encourages the existence of basic human differences among organization members. 6. customer dimension - a facet of organization culture that focuses on catering to the needs of those individuals who buy the goods or services the organization produces.

(ch 18) Examples of how to use organizational culture as a builder of performance are discussed on pp. 413-414 and in Figure 18.4. In Figure 18.4, three examples: build organizational commitment, hold managers accountable, recognize and reward are noted as part of a high- performance organization culture. Discuss how those three examples build performance.

1. recognize reward: management needs to help employees learn to be high performers. as such appropriate performance behavior needs to be reinforce or rewarded 2. hold managers accountable: the performance of managers should be tracked, with job related progress being communicated to them both formally and informally. maintaining this performance contributes to ensuring the success of a manager's area of responsibility, which turn contributes to the performance and success of the organization as a whole 3. building organizational commitment: can be defined as the dedication of organization members to uphold the values of the organization and to make worthwhile contributes to fulfilling the organization purpose

Developing particular attitudes and beliefs can increase personal power. Highlight the four ways in which this can be done? (pp. 437-438)

1. sense of obligation toward the manager 2. a belief that the manager possesses a significant level of experience within the organization 3. a sense of identification with the manager 4. The perception that they are dependent on the manager

In order to make controlling successful, four components are discussed. (p. 438). Choose two and explain.

1. specific organizational activities being focused on 2. different kinds of organizational goals 3. timely corrective action 4. communication of the mechanics of the control process

(ch 17) What are some key points to remember from the mini-case study, "Establishing Trust in International Teams?"

1. team members should recognize that come ways which teams develop, such as by getting acquainted and being assigned roles may not naturally take place when coworkers are dispersed. 2. at the beginning leaders should hold discussions to define roles, responsibilities, and morns, including expectations for when team members should be available 3. team leaders should ask members to describe their strengths and personal values so that leaders can learn how everyone can contribute to the team 4. team leaders should try to bring team members to the same location at lease occasionally so that team members can build relationships face-to-face.

Onpp.6-7, two types of benefits emerge when roles are linked to value creation in this new way of thinking. What are those two types? Discuss.

1. the articulation of value and roles for company x allowed for objective comparisons between candidates across a variety of specific dimensions rather than relying on subjective hunches or a per functionary succession plan. 2. the specificity of role requirements for company x encouraged a more objective view of the incumbent managers

(ch 17) Committees, as a special kind of task group, as noted by the authors, have several uses in organizations. Why are they viewed as useful? Four points are noted by the authors. Discuss.

1. to allow organizations to exchange ideas 2. to generate suggestions and recommendations that can be offered to other organizational units 3. to develop new ideas for solving existing organizational problems 4. to assist in the development of organizational problems

Ch19. In the Challenge Case, how did Domino's turn around the business?

1st: company changed its recipe to improve taste. 2cd: all the stores installed a software and technological infrastructure which allows customers to order food within 17 seconds or less.

(ch 18) In Figure 18.2, choose 2 activities managers might perform in each of the four culture types. Discuss why those activities link with the characteristics of the culture type.

The hierarchy culture: Make sure employees know exactly what is expected of them. standardize policies and procedures so employees know exactly how to get work accomplished. include in employee orientation a focus on tradition, values, and vision of the organization. give employees regular feedback on how well they are performing jobs. Establish a monitoring system that shows how well employees are performing jobs. Market culture: Make sure everyone can name their 3 most critical customers. accept only world-class quality in products and services. give customers what they want the first time. understand the keys to your competitors success. The clan culture: establish a clear goal for the work team. Establish specific work targets with deadlines that the team can accomplish. Empower others to perform. coach and counsel employees. celebrate the success of work teams and individual The adhocracy clan: Hold people accountable for generating innovative ideas. Talk to people about their new ideas and what they expect the result of ideas could be. reward those who come up with new ways to perform work. Establish vehicles for trying out new ideas. make continuous improvement a feature of the workplace.

(ch 17) In the Challenge Case, teamwork was an issue until Carla Altepeter addressed the performance issues within the groups. How did she address those issues?

The teams were having problems collaborating and seeing what other people were working on and who needed help and because of that employees were getting overloaded so Carla came up with the idea to incorporate Connections Online into the company which shows all the employees all the projects, who is working on them, and their statuses. This is bringing together employees from different departments to work together.She also brought the recognition program STAR into the company which acknowledges employees who do that the company refers to as good deeds.

A key executive, Sandy Ogg, founder of CEOworks and experienced professional in other corporate settings, learned how important placing the right talent in the right place resulted in greater than expected returns on investment. How does his experience link with the need to be agile in the workplace?

You may not know your talent right away or what you really quick with so you need to be able to be agile to move around to different parts of the company to different roles in different departments. This also helps the employees view what the other employees roles are so they will gain more understanding and the importance and value of each role.

(ch 18) What exactly is a code of conduct? Does establishing a code of conduct mean that all will follow it automatically? If not, why not?

code of conduct - a document that reflects the core values of an organization and suggests how organization members should act in relation to those values. This does not mean that everyone will automatically follow it because everyone has different values and morals and ways that they do things, but when coming into a new job or profession, it is important to follow that code of conduct very closely.

(ch 17) Which kind of formal group is best linked to the principles of agile management? Why?

command group - formal group that is outlined in the chain of command on an organization chart task group - formal group of organization members who interact with one another to accomplish most of the organizations non-routine tasks

(ch 18) The textbook authors refer to a number of cultural artifacts that may be used to reinforce values, beliefs and norms. Could Tom Brady be a cultural artifact? If so, which one or ones would he be considered to be-there are seven listed.

cultural artifact - a dimension of an organization that helps to describe and reinforce the culture - or the beliefs, values, norms - in which an artifact exists. 1. values - a person's or social group's belief in which the person or the group has an emotional investment. 2. organizational myth - a popular belief or story that has become associated with a person or institution and illustrates an organization culture ideal. 3. organizational sagas - a narrative describing the adventures of a heroic individual or family significantly linked to an organization's past or present. (tom brady would be considered as an organizational saga) 4. organizational language - indicates the organization's shared values. slogans are an example of this. 5. organizational symbols - an object that has meaning beyond its intrinsic content 6. organizational ceremonies - a formal activity conducted on important organizational occasions 7. organizational rewards - an incentive to have the employees to do the best work they can and embody the company's values

In the mini-case study, "Exercising Power Across Cultures," why is the concept of power a concern across cultures?

different cultures understand power differently. Managers can address differences by learning which tactics are valued in the cultures of their organizations and developing skill in those tacticts

(ch 18) The Challenge Case highlights CEO Tony Hsieh's concept of company culture. Discuss his vision of delivering WOW! What makes his vision work?

embrace and drive change create fun and little weirdness pursue growth and learning determined to avoid repeating his earlier experience to building a company, going far beyond customers' expectations.

(ch 17) In the mini-case study, "Leading Group Development," a number of writers' opinions about how to lead a group are presented. Discuss the five points.

give the group meaningful goals. provide the group with resources it needs to achieve its goal cross-train employees encourage disagreement as long as it is respectful be a role model fr contributing to the group

(ch 18) On p. 410, the authors discuss the purpose of organizational culture. Discuss.

in general terms, organization culture influences the behavior of everyone within an organization and, if carefully crafted, can have a significant, positive impact on organizational success. Organization culture influences the way people carry out organizational processes and can create immense pressure on organization members to act in ways consistent with the culture.

Why is information essential?

information refers to details about a project or the set of conclusions derived from data analysis. management terms info refers to the set of conclusions derived from the analysis of data that relate to the operation of an organization. Info that managers receive heavily influence managerial decision making, which in turn determines the activities that will be performed within the organization, which ultimately determines the success or failure of the organization.

information timeliness

is the extend to which the receipt of info allows decisions to be made and actions to be taken so that the organization can gain some benefit from possessing the info.

On page 5, the authors use bullet points to further discuss key values needed by Company X. Are these roles always going to be found in senior management only? Explain.

leaders= 20% 3 layers below CEO More than 10% of the critical roles focused on digital priorities, advanced analytics, and other capabilities in very short supply in current organization 5% focused on cross-functional integration 20% were entirely new or greatly evolved in scope

How is it that social media feeds business with data?

managers can find out whether people have noticed a new advertisement or hold a favorable person opinion of a brand

(ch 17) What are the differences between a group and a team?

not all groups are teams but all teams are groups. a group qualifies as a team only if its members focus on helping one other accomplish organizational objectives

grid organization development (grid OD)

organization development technique for changing people in organizations

(ch 18) What is the importance of understanding an organization's subculture?

organization subculture - a mini-culture within an organization that can reflect the values and beliefs of a specific segment of the organization that is formed along lines such as established departments or geographic regions it is very imortant for managers to be aware of the subcultures and how to manage them because subcultures can negatively or positively affect management efforts, such as organizational planning.

(ch 17) Team effectiveness is discussed, with Figure 17.7 showing people-related factors, organization factors and task-related factors which contribute to that effectiveness.

people related factors - personal work satisfaction; mutual trust and team spirit; good communication; low unresolved conflict and power struggle; low threat, fail-safe, good job security organization related factors - organizational stability and job security; involved, interested, supportive management; proper rewards and recognition of accomplishments; stable goals and priorities task related factors - clear objectives, directions, and project plans; proper technical direction and leadership; autonomy and professionally challenging work; experienced and qualified project/team personnel; team involvement and project visibility

(ch 17) Three types of teams are discussed. What are key features of each? Discuss.

problem solving teams - a team set up to help eliminate a specified problem within an organization self managed teams - a team that plans, organizes, influences, and controls its own work situation with only minimal intervention and direction from management cross functional teams - a work team composed of people of different functional areas of the organization - marketing, finance, human resources, and operations, for example - who are all focused on a specified objective

(ch 17) The authors also note two different points which contribute to the success of committees. Choose characteristics from each point and discuss.

procedural steps - goals should be clearly defined, committees authority should be specified, size of committee (5-10), selected chairperson, appoint a permanant secretary, agenda for the meeting should be distributed prior to meeting, meetings should start and end on time people-oriented guidelines - rephrasing ideas already expressed, bringing all members into active participation, stimulating further thought by members

(ch 15) Artificial Intelligence is affecting today's organizations in ways previously unknown. As a result, an emerging leadership style is required to address this impact on our organizations and address issues stated at the top of p. 345. Explain how the adoption of servant leadership, Level 5 leadership and authentic leadership techniques might strengthen an individual's attempt to develop a strong leadership style in these changing work environments.

servant leadership - an approach to leading in which leaders view their primary role as helping followers in their quests to satisfy personal needs, aspirations, and interests. level 5 leadership - an approach to leadership that blends personal humility with an intense will to build long-range organizational success authentic leadership - leadership conducted by leaders who are deeply aware of their own and others' moral perspectives and who are confident, hopeful, optimistic, resilient, and of high moral character.

At the end of the article. the CEO of Company X now knows that talent and overall strategic planning are linked. What are examples of their importance? p. 9

talent management must become a frequent, agile process in which the CEO and executive- leadership team participate actively as they do in the financial- investment decisions

Figure 19.6 highlights the different types of information that different layers of management may use. Think back about our discussions about independent teams. Why would this chart be important to think about when operating in a team?

the degree of appropriateness of Information system information for a manager depends on the activities for which the manager, and level of management at the manager functions.

Why do the costs and evaluating of data matter?

the expected value of the organization information is compared with the expected cost of obtaining that information. Deciding if data is worth collecting comparing the value of that date to the cost of collecting that data

Agile management begins with senior management understanding what will create value. In this artcle, the authors used a similar strategy on pp. 3-4 of "Company X" needing to link talent to value. What were the senior managers at Company X trying to do? What came out of that strategic discussion?

the seniors of company x were trying to dramatically grow the revenue by 150 percent within next 5 years of the company and if they grow they would have to become international. - Strategic discussion: about which roles mattered most and about the skills and attributes needed by the talent who would fill those roles and drive future growth.

(ch 18) How do the 7 questions help define culture? (p. 409)

these questions help narrow the almost endless list of considerations and help the managers keep calm and not frustrated when trying to define their organization's cultures accurately. 1. do people innovate and take risks? 2. are people attentive to detail? 3. are people focused on the outcomes of what they do? 4. is the organization sensitive to people? 5. do people function as a team? 6. are people in the organization aggressive? 7. are people focused on maintaining the status quo?

(ch 18) In the mini-case study, "Southwest Airlines Celebrates Its Organization Culture," culture begins for SW Airlines with the hiring process. Explain why this is important to the organization.

they look for candidates who embody the firm's values, such as hard work, a fun attitude, perseverance and great customer service. Southwest Airlines is "hire for attitude, train for skill." The candidate will not be hired simply if they have a great credentials on their resume but shares no values of the company.

(ch 15) What is the importance of Transformational leadership? How do hope, optimism and resiliency fit into the authors' views of transformational leadership?

transformational leadership is leadership that inspires organizational success by profoundly affecting follower's beliefs in what an organization should be as well as their values, such as justice and integrity. This kind of leadership creates a sense of duty, encourages new ways of handling problems, and promotes learning for all of the organization's members. The authors state that "recent studies have found evidence linking certain traits - hope, optimism, and resiliency - to the successor transformational leaders".

Technology Factors

types of equipment or processes that assist organization members in the performance of their jobs