MGT 291 Final Exam - Gerhardt

intrapreneurship

entrepreneurial activity that takes place within the context of a large corporation

attributes of charismatic leadership

envisioning, energizing, enabling

Problem solving

finding the answer to a question

disagreeable conflict management norms

resolve conflict competitively

agreeable conflict management norms

resolve conflict in a cooperative manner

active conflict management norms

resolve conflict openly

conflict cultures

shared norms for managing conflict

social loafing

one or more members relying on the efforts of other group members and fail to contribute fully

four functions of culture

organizational identity, collective commitment, social system stability, sense-making

avoidant conflict cultures

passive and agreeable - strives to preserve order and control and/or to maintain harmony and interpersonal relationships

passive-aggressive conflict cultures

passive and disagreeable - develops norms to handle it via passive resistance such as refusing to participate in conflict-related discussions, giving the silent treatment, withholding information, or withdrawing from work and from interactions with coworkers

situational factors (path-goal)

personal characteristics of subordinates and characteristics of the environment

positive vs. negative organizational culture

positive - org built on culture, guides it negative - culture gets in the way of reaching the vision

coercive power

power based on fear and intimidation of subordinates (leads to compliance, resistance)

referent power

power that comes from subordinates' and coworkers' respect, admiration, and loyalty (leads to commitment)

reward power

power that comes from the ability to provide rewards or favors (leads to compliance, resistance)

expert power

power that is based on the special knowledge, skills, and expertise that a leader possesses (leads to commitment)

out-group

receive less of the supervisor's time and attention and are likely to be assigned the more mundane tasks the group must perform and not be "in the loop" when information is being shared

organizations today

- Weber's hierarchy flattened (fewer levels of management, more teams) - leads to greater autonomy, empowerment

weak organizational culture

- able to quickly adapt to different situations - better long-term financial performance due to receptiveness to change and innovation

strong organizational culture

- clear, well defined, and widely shared among members - improves performance by energizing employees - stimulates employee commitment and effort - helpful in dealing with a changing environment

Building Your Company's Vision (Collins and Porras) - two core pieces

- core ideology (core values and purpose) - envisioned future (10-30 year big hairy audacious goal)

How to Build Trust and Boost Productivity within Remote Teams

- depends on the manager - study past performance, then trust it - understand unique contributions of each team member

HBR Ideacast - The Zappos Holacracy Experiment

- employees can fit into multiple places in the company - you don't get promoted, you chart your own course - employees do their own management - main challenge is new employee adaptability

Media: Why are we all so stupid?

- explores cognitive bias that leads to irrational decisions - talks about overconfidence bias, our tendency to be more confident in our abilities than is objectively justified

Want to Change Your Culture? Listen to Your Best People

- good leaders listen before they act, prioritize listening - allowing employees to dream with you gets them to believe in the vision because they helped create it - make a workplace that attracts more just like your best employees - acknowledge and show that employee input has real and important value through action

countering social loafing

- having identifiable individual contributions - asking members to evaluate their own contributions to the group - use complex tasks - make group size manageable

Forget the Pecking Order at Work

- high degrees of social sensitivity makes a team more successful - social capital gives companies momentum 3 key principles - no stars, best standards, boss has to butt out

impact of transformational leadership

- increased engagement - increased intrinsic motivation - greater trust in leadership - greater group/team cohesion - shared perceptions of goal importance - commitment to vision - organizational commitment - job satisfaction - increased performance

Project Aristotle

- mission to discover how to build the perfect team - psychological safety is the most important factor

Building Healthy Teams

- small teams, focus on emotional intelligence - task goals are critical - mutual accountability - team leaders should be more transparent

evidence-based management 5 principles

1. Build a culture of truth telling 2. Fact-based decision making 3. Encourage experimentation 4. Look for risks and drawbacks 5. Avoid basing decisions on untested but strong beliefs

essential discipline

1. a meaningful common purpose that the team has helped shape 2. specific performance goals that flow from the common purpose 3. a strong commitment to how the work gets done 4. a mix of complementary skills 5. mutual accountability

preventing groupthink

1. appoint a devil's advocate 2. leader should remain neutral 3. create subgroups 4. use second chance meetings 5. bring in outside experts

groupthink symptoms

1. illusion of invulnerability 2. illusion of unanimity 3. illusion of morality 4. collective rationalization 5. excessive stereotyping 6. pressure for conformity 7. self-censorship 8. mindguards

culture boosts organizational performance when it...

1. is strategically relevant 2. is strong 3. emphasizes innovation and change to adapt to a changing environment

three elements of managing organizational culture

1. taking advantage of the existing culture 2. teaching the organization culture 3. changing the organization culture

using intranets to build and maintain culture

1. their scope 2. their openness to employee feedback and contributions 3. the frequency with which they are updated 4. the number of intranets 5. the use of symbols, stories, and ceremonies

resistance

refuse to do it, leads to conflict

compliance

do it because we have to

commitment

do it because we want to, leads to cooperation

nonprogrammed decision

a decision that is relatively unstructured and occurs much less often than a programmed decision

programmed decision

a decision that recurs often enough for a decision rule to be developed

radical innvation

a major breakthrough that changes or creates whole industries

groupthink

a mode of thinking that occurs when members of a group are deeply involved in a cohesive in-group, and the desire for unanimity offsets their motivation to appraise alternative courses of action

SWOT analysis

a planning tool used to analyze an organization's strengths, weaknesses, opportunities, and threats

decision rule

a statement that tells a decision maker which alternative to choose based on the characteristics of the decision situation

intranet

a system for linking computers within a company

organizational culture

a system of shared values, norms, and assumptions that guide members' attitudes and behaviors

rational decision-making approach

a systematic, step-by-step process for making decisions

collaborative conflict cultures

active and agreeable - employees actively manage and resolve conflicts cooperatively to find the best solution for all involved parties

dominating conflict cultures

active and disagreeable - open confrontations are accepted as well as heated arguments and threats

collective commitment

all collectively agree to stand by the culture of the organization

administrative model

argues that managers use bounded rationality, rules of thumb, suboptimizing, and satisficing in making decisions

prospect theory

argues that when people make decisions under a condition of risk they are motivated to avoid losses than the are to seek gains

trait approach

attempted to identify stable and enduring character traits that differentiated effective leaders from nonleaders

passive conflict management norms

avoid addressing conflict

Hersey and Blanchard Model

based on the premise that appropriate leader behavior depends on the "readiness" of the leader's followers (i.e., the subordinate's degree of motivation, competence, experience, and interest in accepting responsibility)

Decision making

choosing one alternative among several

organizational identity

clear fingerprint/personality of the culture

incremental innovation

continues the technical improvement and extends the applications of radical and systems innovations

systems innovation

creates a new functionality by assembling parts in new ways

sensemaking

culture guiding decision-making

four kinds of leader behavior (path-goal)

directive, supportive, participative, achievement-oriented

Decision making elements

goal, evaluation of outcomes of each alternative course of action, then selects one to implement

frequency of recurrence

how often a particular decision situation recurs

bounded rationality

idea that decision makers cannot deal with information about all the aspects and alternatives pertaining to a problem and therefore choose to tackle some meaningful subset of it

individuals vs. groups

individuals - makes faster decisions, more efficient, clear personal accountability, better for simple tasks and decisions groups - more complete info and knowledge to use, increased diversity of views, higher quality decisions, increased acceptance of solutions

virtual leadership

leadership via distance technologies

Kotter's distinction between management and leadership

management - planning and budgeting - organizing and staffing - controlling and problem solving leadership - establishing direction - aligning people - motivating and inspiring

condition of certainty

manager knows what the outcomes of each alternative of a given action will be and has enough information to estimate the probabilities of various outcomes

dangers of groupthink

narrowing of a mindset, no one will raise opposition to the president, all yes-men which stifles creativity

escalation of commitment

occurs when decision makers stay with a decision even when it appears to be wrong

in-group

often receives special duties requiring more responsibility and autonomy; they may also receive special privileges, such as more discretion about work schedules

leader-member exchange theory (LMX)

stresses the importance of variable relationships between supervisors and each of their subordinates

path-goal theory of leadership

suggests that effective leaders clarify the paths (behaviors) that will lead to desired rewards (goals)

super chicken

taking control, micro managing

strategic leadership

the capability to understand the complexities of both the organization and its environment and to lead change in the organization to achieve and maintain a superior alignment between the organization and its environment

leadership

the capacity to mobilize others to get certain tasks done

evidence-based management

the commitment to identify and utilize the best theory and data available to make decisions

condition of risk

the decision maker cannot know with certainty what the outcome of a given action will be but has enough information to estimate the probabilities of various outcomes

condition of uncertainty

the decision maker lacks enough information to estimate the probability of possible outcomes

risk propensity

the extent to which a decision maker is willing to gamble in making a decision

culture of inclusion

the extent to which majority members value efforts to increase minority representation, and whether the qualifications and abilities of minority members are questioned

artifacts

the physical manifestation of the culture including open offices, awards, ceremonies, and formal lists of values

legitimate power

the power a person receives as a result of his or her position in the formal hierarchy of an organization (leads to compliance, resistance)

espoused values and norms

the preferred values and norms explicitly stated by the organization

innovation

the process of creating and doing new things that are introduced into the marketplace as products, processes, or services

ethical leadership

the process of leading based on consistent principles of ethical conduct

organizational socialization

the process through which employees learn about their organization's culture and pass their knowledge and understanding on to others

socialization

the process through which individuals become social beings

transformational leadership

the set of abilities that allows the leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively

norms of behavior

the standards that a work group uses to evaluate the behavior of its members

cohesion

the strength of the "glue", as cohesion increases the penalties for violating group norms increases

group polarization

the tendency for a group's average post-discussion attitudes to be more extreme than its average pre-discussion attitudes

underlying assumptions

those organizational values that have become so taken for granted over time that they become the core of the company's culture

behavioral approach

tried to identify behaviors that differentiated effective leaders from nonleaders

charismatic leadership

type of influence based on the leader's personal charisma

enacted values and norms

values and norms that employees exhibit based on their observations of what actually goes on in the organization

social system stability

we know that culture will remain the same no matter what