Org B Final Exam

Elder Oaks & Pres Uchtdorf Insights

"We have to forego some good things in order to choose others that are better or best because they develop faith in the Lord Jesus Christ and strengthen our families." -Elder Dallin H. Oaks "My dear brothers and sisters, we would do well to slow down a little, proceed at the optimum speed for our circumstances, focus on the significant, lift up our eyes, and truly see the things that matter most." -President Dieter F. Uchtdorf

Creating & Maintaining Culture

(1). ASA Framework: CULTURE CREATION *1a. Founder values and preferences (weigh heavily) 1b. Industry demands - will affect culture creation* 2a. early values, goals, assumptions CULTURE MAINTENANCE 3a. Attraction 3b. Socialization - learning what matters to the organization 3c. leadership - who do we let in? who gets rewarded? who is let out? 3d. reward systems - 4a. Organizational Culture (2). Socialization (2 steps)

FROM PREVIOUS EXAMS

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CAREER MANAGEMENT

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CHAPTER 15 - ORGANIZATIONAL CULTURE

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COMMUNICATION & CONFLICT CONCEPTS

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CULBERT ARTICLE (PERFORMANCE REVIEW)

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CULTURE OF CANDOR ARTICLE

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FIRST BREAK ALL THE RULES (CH 7)

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PETERS ARTICLE (BRAND YOU)

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Making Your First Year a Success

-your reputation is formed in your first few years -give them something beyond what they expect (takes a lot more energy and effort but very well worth it) -"achieving career success is facilitated by setting effective career goals for yourself" -create a career action plan

3 Functions of a Mentor

1) Career Development - coaching, skills development, challenging assignments, political protection 2) Social Support - counseling, friendship, confidence building 3) Role Modeling - professional conduct, behavioral knowledge, detailed feedback

Directions of Formal Communication

1) Downward - manager to employees, implementation of goals and strategies, job instruction 2) Upward - employees to manager, problems and exceptions, performance reports 3) Horizontal - cross functional team, project management (communicate what is done in other departments), jargon is usually an issue (terms specific to department/assignment), know who your internal customers are (other departments are effected by the choices you make) 4) External - business to customers/shareholders (attention to detail, grammatically correct etc.)

Types of communication (not on review)

1) Formal - downward, upward, horizontal, external 2) Informal - grapevine, rumors, personal network, MBWA 3) Verbal - channel richness, fillers, vocal cues, listening 4) Nonverbal - dress, positioning, facial expressions, eye contact, physical distance

Foundation for a successful performance management routine: 4 Fundamental Principles

1) simplicity - avoid competency overload 2) frequent interaction - how often? 3) focus on the future - what is wrong with focus on th past? 4) self tracking/collaborative - increases employee ownership

3 Questions to Define Right Outcomes

1) whats right for the customer? - ask first; see the world through the customers eyes, customer surveys, know who your customers are 2) whats right for the organization/company? - strategize, what is the most effective way to execute your mission, 5-year plan 3) whats right for the employee/individual? identify a persons strengths, define outcomes that play to those strengths, find a way to count/rank/rate those outcomes, then let the person run. SEQUENCE MATTERS

Conflict Management

1. 5 Approaches (avoiding, accommodation, compromise, competition, collaboration) 2. Situational Considerations

3 key principles

1. Clarify your plan...then execute it 2. Clarify expectations...and then exceed them 3. Clarify your brand...and then strengthen it

Motivation Theories

1. Expectancy 2. Goal-Setting

3 types of noise

1. External - distractions, volume, information overload (easiest to manage, just change environment) 2. Internal - perceptions, stress, lack of focus (harder to counter, can't just stop thinking) 3. Semantic - Jargon (including hot buttons - word choices that cause frustration/defensive reaction, negative connotations), ambiguity just know the distinctions between the 3, don't worry about knowing the descriptive terms

How Candor improves performance

1. Leader is more likely to listen to followers, followers more likely to speak up to leaders (NASA experiment - minimize damage in crisis situations) 2. Counteract group think tendencies - Makes business run more efficiently and effectively 3. Simply by sharing data performance improves - gives the info to the people who can do something about it 4. Fix problems faster, leaders are aware of problems 5. More innovative ideas, more options for solutions Leaders may tend to hoard information because they believe its a source of power

Manager's Role in Finding the Right Fit

1. Level the Playing Field 2. Hold Up the Mirror 3. Get to Know the Employees 4. Create a Safety Net 5. Give Tough Love

types of artifacts

1. Mission Statement 2. Stories 3. Physical Layout 4. Rules & Policies 5. Rituals - repetitive activities within an organization that have symbolic meaning

Strategies for creating transparency

1. Tell the Truth 2. Encourage people to speak truth to power 3. Reward contrarians 4. Practice having unpleasant conversations 5. Diversify your sources of information 6. Admit your mistakes 7. Build an organizational architecture that supports candor 8. Set information free

Reasons 2, 4, 6

2. Tying the review to pay - do we hear anything except the $$$ (if you tell them this this will be the only thing they care about) 4. Standardization - ignoring individual differences in function or talent (don't take in individual circumstances, risk asking questions that don't make sense for that role) 6. Disrupts Teamwork - power, communication, and trust issues (performance review is so one-sided, giving the boss all the power)

4 Keys of a Catalyst Role - Key Takeaways

A manager must be able to do 4 activities: 1) select for talent 2) define the right outcome 3) focus on strengths not weaknesses 4) help people find the right fit Manager speeds up the reaction between the employees talents and the company's goals and the employee's talents and the customers needs.

Mentoring

A unique relationship between a more experienced individual (the mentor) and a less experienced individual (the protégé), wherein the mentor provides support and encouragement for the protégé's career and personal development.

5 approaches

Axis of level of cooperation (y) and level of competitiveness (x) Cooperation Y- Low (avoidance, competition), High (accommodation, collaboration), Med (compromise) Competitiveness X- Low (avoiding, accommodation), High (competition, collaboration), Med (compromise) 1. Avoiding - uncooperative and unassertive. People exhibiting this style seek to avoid conflict altogether by denying that it is there. They are prone to postponing any decisions in which a conflict may arise. 2. Accommodation - cooperative and unassertive. In this style, the person gives in to what the other side wants, even if it means giving up one's personal goals. People who use this style may fear speaking up for themselves or they may place a higher value on the relationship, believing that disagreeing with an idea might be hurtful to the other person. 3. Compromise - middle-ground style, in which individuals have some desire to express their own concerns and get their way but still respect the other person's goals. In a compromise, each person sacrifices something valuable to them. 4. Competition - want to reach their goal or get their solution adopted regardless of what others say or how they feel. They are more interested in getting the outcome they want as opposed to keeping the other party happy, and they push for the deal they are interested in making. 5. Collaboration - high on both assertiveness and cooperation. This is a strategy to use for achieving the best outcome from conflict—both sides argue for their position, supporting it with facts and rationale while listening attentively to the other side. The objective is to find a win-win solution to the problem in which both parties get what they want. They'll challenge points but not each other. (TRUST & TIME - takes more time to find the solution, and a trust issue that is inherent in this that you believe the other party isn't trying to pull anything) know how to distinguish the 5

Main Points

BIG COMPANIES UNDERSTAND THE IMPORTANCE OF BRANDS. TODAY, IN THE AGE OF THE INDIVIDUAL, YOU HAVE TO BE YOUR OWN BRAND. HERE'S WHAT IT TAKES TO BE THE CEO OF ME INC. Key Ideas: 1. Brand meaning - how are you thought of by coworkers, bosses, networks, etc (reputation) 2. Brand awareness - how well known is your brand (you) in the marketplace (visibility) 3. Brand = Promised Value = Trust 4. Stand out; what make you different; competitive edge Differentiating Your Brand: 1. Identify differentiating qualities, skills, characteristics 2. Questions to assist you: -what do i do that i am most proud of? -what have i accomplished that i can brag about? -what do i want to be known for? 3. 15 words or less challenge (your brand you statement) TEVO

High Performance Team Characteristics

COMMON: 1. Purpose goals - strategy (learn, skills, etc) 2. Performance goal(s) - easily measurable, often used as a means to accomplish (much broader) purpose goal 3. working approach - whose going to play which roles? is there a leader? how will we approach the project? start now/later? start with research? what are our deliverables? H-P teams hit the ground more quickly on these things: have greater clarity on roles, known leaders, commonality in terms of work ethic (intensity) MASS: 1. Mutual Accountability - how is this different than individual? Accountable to your team - effects that you all fail/succeed together. trust eachother and do whats necessary to achieve the teams objective, willingness to sacrifice your own interests for the team normally we put individual before team but its different for HP teams 2. complementary Skills - everyone brings their own set of random skills, may or may not be complementary 3. small Size (less important than the other two, but...) it is harder to be successful with a large group, more difficult to get everyone involved and on the same page, typically 4-10

What is the culture of candor?

Communication, transparency: We won't be able to rebuild trust in institutions until leaders learn how to communicate honestly - and create organizations where that's the norm. No organization can be honest with the public if its not honest with itself. But being honest inside an organization is more difficult than it sounds. People hoard information, engage in groupthink, tell their boss only what they think he wants to hear, and ignore facts that are staring them in the face To counter these natural tendencies leaders need to make a conscious decision to support transparency and create a culture of candor Organizations that fail to achieve transparency will have it forced upon them. There's just no way to keep a lot of secrets in the age of the internet.

Changing Culture - 4 Conditions

Conduct a culture audit (employee surveys, interview, metaphors - example in class) Follow Kotter's change guildelines (urgency, driving coalition, vision, communicate vision, empower, model vision, institutionalize change, keep changing) When is it most likely to happen? 1) times of crisis 2) change in leadership 3) young & small organizations (easier) 4) weak culture

Employee & Employer Responsibilities

EMPLOYEE 1) Look in the Mirror Often - seek feedback frequently 2) Muse - 20-30 minutes per month (NO...per week...ponder!) 3) Discover Yourself (refine your brand) 4) Build Your Constituency - guiding coalition? advisory board? 5) Keep Track - learning notebook 6- WOM Advocate for your Peers EMPLOYER 1) Keep the Focus on Outcomes 2) Value W-C Performance in Every Role 3) Study Your Best - internal university of best practices 4) Teach the Language of Great Managers

Mentoring Benefits & Costs

Focus on ones that are potential benefits & costs, benefits of being mentored early on (as protege), not nearly as many costs as benefits Who drives the mentoring relationship? The protege (they usually don't have time, and they don't know what you want exactly)

MBWA & KISS

Improving interpersonal communication: 1) Management By Wandering Around - get away from your desk, talk to your people on their turf, may mean you need to travel, much more effective to BE THERE physically, improves upward communication 2) Keep It Short & Sweet - conciseness, use more precise language, practice active listening, downward communcation

Expectancy Theory

Individual motivation to put forth more or less effort is determined by a rational calculation in which individuals evaluate their situation. According to this theory, individuals ask themselves three questions: 1) will effort lead to high performance? 2) will that performance lead to valence of outcome (reward)? 3) Do i care about the valence of outcome (reward)?

4 P's (the Passion-Payoff process)

Passion + Practice -> Performance -> Payoffs Follow your passion not the payoff. If you follow your passion the money will follow. Only the ones who have passion will practice and work to improve their performance which SHOULD lead to better payoffs.

ASA Framework

Process known as attraction-selection-attrition. 1. Attraction - employees are attracted to organizations where they will fit in. 2. Selection - companies are looking for people who will fit into their current corporate culture. Many companies are hiring people for fit with their culture, as opposed to fit with a certain job. 3. Attrition - the natural process in which the candidates who do not fit in will leave the company. The organization is going to eventually eliminate candidates who do not fit in through attrition. Research indicates that person-organization misfit is one of the important reasons for employee turnover.

Situational Consideration

See slide (communication, slide 14) When to use each of the 5 approaches? Situational considerations: 1. Issue importance 2. Relationship importance - is the relationship worth the risk of the conflict approach? 3. Relative power - who has the power in the scenario? the most influence? is it worth the risk? (if you have more power you can compete more aggressively) 4. Time constraints Where am i willing to compromise and where am i not willing to compromise?

3 components of organizational culture

Shared assumptions, values, and beliefs that shape the attitudes and behaviors of organizational members. 1. Assumptions - taken for granted beliefs about human nature and reality 2. Values - shared principles, standards, and goals 3. Artifacts - the visible and tangible elements of culture

Channel Richness

The amount of information that can be transmitted during a communication episode: 1) Face-to-face (high) 2) Video Conferencing (high) 3) Telephone Conversation (high) 4) E-mails (medium) 5) Handheld devices (medium) 6) Blogs (medium) 7) Written Letters/Memos (medium) 8) Formal Written Documents (low) 9) Spreadsheets (low) don't worry so much about the middle, worry about the extremes (rich vs lean channels), question will pose question then ask which channel would be most appropriate

Holding Up the Mirror

They excel at giving performance feedback. Meaningful performance feedback such as review the past three months then planning the next three: what are their plans, their goals, what measurements will they use? Talk about what they enjoy doing and how they can structure things so they get to do more of those things Feedback of great managers share 3 characteristics: 1. their feedback was constant (varied the frequency according to the preference or the needs of the individual) 2. Each session began with a brief review of past performance (not to evaluate but to help employee think about their style and spark conversations about talents and nontalents) 3. Great managers made a point of giving their feedback in private, one-on-one (the purpose of feedback is to help each individual to understand and build upon his natural strengths, you can't do this in a group setting)

Kotter's Change Guidelines

Unfreezing: *1) Establishing a sense of urgency* 2) Forming a Powerful Guiding Coalition Changing: *3) Creating a vision* 4) Communicating the vision *5) Empowering others to act on the vision, removing obstacles* *6) Planning for and creating short-term wins* Refreezing: 7) Consolidating improvements and producing still more change 8) Institutionalizing new approaches

The Peter Principles

We think the most creative way to reward excellence in a role is to promote the person out of it. We wind up promoting each person to his level of incompetence. False assumptions: 1. A little more training makes you fit for the next rung 2. Competition brings the best fit for the next rung 3. Varied experiences lead to the best fit for the next rung Sooner or later we step into the wrong role and there we become trapped. Unwilling to go back, unable to climb up, clinging to our rung, until finally the company pushes you off.

Making Messages "Sticky"

What makes messages memorable? What ideas or concepts stick with us? How do we get our audiences attention? How do we keep it? 1. Simple - Find the core of the message (what is the most important thing i'm trying to communicate?) 2. Unexpected - Use the element of surprise 3. Concrete - Provide specific for easier recall 4. Credible - Give an idea believability 5. Emotional - Connect with the heart 6. Stories - Explain with compelling narrative (what can help illustrate that core message?) focus on the S's

Socialization (2 Steps)

What you do with new hires to help them understand the cultures that are valued in the corporation: 1. Onboarding 2. Mentoring

Work-Life Balance Principles

any major career decision you discuss with your two partners: your spouse and the Lord 1. Honestly Assess How Much Balance You Want 2. Choose a Talented, Supportive Spouse 3. Clearly Communicate Career Expectations 4. Manage Work Expectations (set boundaries) 5. Refresh Yourself Regularly (take vacations, avoid burnout) 6. Include your Spouse in Every Major Career Decision 7. Seek Companies that Value What You Value (alignment) 8. Recognize there will be Tradeoffs

Goal-Setting

if you set good (specific) goals people will be more focused and more effective in their short term goal focus (studies show goal setting improves performance at least 10% and up to 25%.) 1) set smart goals 2) feedback - employees should receive feedback on the progress they are making toward goal accomplishment. 3) ability - Employees should have the skills, knowledge, and abilities to reach their goals. In fact, when employees are lacking the necessary abilities, setting specific outcome goals has been shown to lead to lower levels of performance. 4) goal commitment - the degree to which a person is dedicated to reaching the goal, higher when employees are involved in goal setting and/or have close relationship with manager smart goals feedback acceptance of the goal

Q12 - Key Takeaways

key to sustainable competitive advantage: (slides) Where are the perks? Links to key organizational outcomes (know 4 business outcomes: profitability, productive, retention, customer satisfaction) Retention, retention, retention Best managers vs. best companies mountain sickness (if you try to focus on the later questions without taking care of the first two then it won't work, trying to do something before you have the basics down) A measuring stick, an assessment of the strength of your workplace. *1. Do I know what is expected of me at work? 2. Do I have the equipment and material I need to do my work right?* 3. At work, do I have the opportunity to do what I do best every day? 4. In the last seven days, have I received recognition or praise for good work? 5. Does my supervisor or someone at work seem to care about me as a person? 6. Is there someone at work who encourages my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel my work is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, have I talked to someone about my progress? 12. This last year, have I had opportunities at work to learn and grow? As a manager, it is your job to make sure employees can respond with a resounding yes to these dozen questions. If they can, you likely have a strong workplace capable of attracting and keeping top performers at every level from the bottom to the top.

False Assumptions about Climbing the Ladder

pg 180-181 1. A little more training makes you fit for the next rung- if you excelled on one rung it is a sure sign that with just a little more training you'll be able to repeat this success (Best managers reject this, they know that ONE RUNG DOESN'T NECESSARILY LEAD TO ANOTHER) 2. Competition brings the best fit for the next rung- by limiting prestige to those few rungs high up on the it latter you create competition, fewer rungs than there are employees generating more losers than winners (Best managers RESOLVE THIS CONFLICT BY MAKING PRESTIGE MORE AVAILABLE, CREATE HEROES IN EVERY ROLE) 3. Varied experiences lead to the best for the next rung- with many skills and experiences proudly displayed on our resumes we believe this will get us to the next rung (Best managers know MARKETABLE SKILLS AND EXPERIENCES SHOULD NOT BE THE FORCE DRIVING THE EMPLOYEE'S CAREER, THEY HAVE A NEW CAREER IN MIND)

Creating Heroes in Every Role

pg 184-192 1. Graded Levels of Achievement - if a company wants some employees in every role to approach world class performance, it MUST find ways to encourage them to stay focused on developing their expertise, ex. lawyer going from jr associate to associate to jr partner to partner 2. Broadbanding - For each role, you define pay in broad bands, or ranges, with the top end of the lower-level role overlapping the bottom end of the role above. Allows the company to compensate the person in direct proportion to the amount of expertise she showed in her current role - the more she excelled the more she would earn. May have to suffer a pay cut to enter the next level BUT the next level will top out much higher than the previous level 3. Mentoring & Creativity - Many companies do not function under these circumstances so if you find yourself living in this restricted world, what can you do? REVOLT, QUIETLY AND CREATIVELY. Ex. Manager wanted to promote excellent workers but they couldn't be promoted to the position he wanted them in unless they were managers before, being a manager wasn't their talent, he got creative and made them MENTORS instead saying this role was as valuable as a manager, he was then able to promote them to the position he wanted (finding loopholes in imperfect companies)

Interviewing for Talent

pg 215-221 1) stand alone, just figuring out what your talents are, separate from other interviews 2) Ask open-ended questions - then listen! 3) listen for specifics - examples, behavioral-based questions, top-of-mind responses, specific occurrence responses (recurring behavior) 4) look for clues to talent 5) know what to listen for When should it happen? It depends! Do you know how great performers would respond to those questions? What are you basing their response of?

Performance Management

pg 222-227

Pros & Cons of a Strong Culture

sect 15.3 CONS: -difficulty of changing established organizational behaviors -makes tougher for new comers to adjust -hard for mergers/acquisitions (During mergers and acquisitions, companies inevitably experience a clash of cultures, as well as a clash of structures and operating systems) PROS: -employee engagement is higher -identify more with the company (pride in their work) -remain loyal to company (especially through hard times) -lower turnover rate

Central Premise

the team playing that's most critical to ensuring that an organization runs effectively is the one-on-one relationship between a boss and subordinates