MGMT 321
Leadership consulting lessons - guest speaker *
-Asking questions -Reward or saying no -Loop in motivation/org leadership in consulting role
How is culture created?
-Attraction: Founder has values, then creates organization based on these- this attracts people to employ -Selection: hire employees who are aligned with those values--reinforce cultural values. -Attrition: they leave if the culture doesn't align with the employee
Elements of Inclusive Organizations
-Members feel respected and connected to one another -All contribute to the formation & realization of goals -Experiences, knowledge and perspectives are all integrated
Skills Necessary for Inclusive Organizations *
-Perspective taking -Cultural self-awareness -Relational empathy -Active listening -Separating individuals/ stereotypes -Cultural differences as asset -Prioritizing differences
behavioral theories of leadership & 2 traits that accounted for most leadership behavior
-implies that we can train people to be leaders -initiating structure & consideration
trait theories of leadership definition & trait for emerging leaders
-personal qualities and characteristics that differentiate leaders and non-leaders/ traits pick emergence of leadership not ability to lead -Emotional Intelligence: core component of leadership
Leadership definition & 3 main characteristics
-the ability to influence a group toward the achievement of a vision or set of goals -Extraversion, Conscientiousness, Openness to experience
Charismatic Leadership 4 pieces
1. vision and articulation 2.Personal Risk 3. Sensitivity to followers needs 4. Unconventional behavior
Groupshift
A change between a groups decision and an individual decision that a member within the group would make
informal group *
A group that is neither formally structured nor organizationally determined
Norms
Acceptable standards of behavior within a group that are shared by the group's members.
Advantages of Decentralization
Act quickly to solve problems, more people to provide input, employees less likely to feel alienated from decision makers
Organizational culture characteristics
Adaptability Detail Oriented Results/Outcome Oriented People/customer oriented collaboration/team orientation integrity
Simon Sinek - How great leaders inspire
Best leaders communicate from the inside out. Why then how then what. communicate purpose and vision before product, kinda like the onion
Functions of Culture
Boundary-defining role. Conveys a sense of identity for members. Facilitates the generation of commitment. Enhances the stability of the social system. Serves as a sense-making and control mechanism.
Deciding: team or individual?
Can the work be done better by one person? Does the work create a common goal or purpose? Are the members of the group interdependent?
Transformational Leadership - Inspirational Motivation*
Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways
Team effectiveness model - name 3 pieces *
Context, Composition, Process
Transactional Leadership name 4 dimensions
Contingent reward, management by exception (passive), management by exception (active), Laissez-Faire
_________ is the basis by which jobs in an organization are grouped together. Boundary spanning Span of control Chain of command Departmentalization Formalization
Departmentalization
Which of the following is a characteristic of organizational culture? Sustainability Job requirements Individual orientation Detail orientation Shared processes
Detail orientation
Nominal Group Technique *
Each come up with own ideas on your own first; then share all the input--then start the group decision making process
How to play your strengths (HBR on RBSE)
Getting positive feedback, recognize patters, Compose self portrait
Transformational Leadership - Individual Consideration *
Gives personal attention, treats each employee individually, coaches, and advises
Transformational Leadership - name 4 pieces *
Idealized influence, Inspirational motivation, Intellectual stimulation, Individualized consideration
Culture as an Asset
Influence the way members feel they should behave Can contribute to an organizations bottom line
________ is a perspective in which we see members of our ingroup as better than other people, and people not in our group as all the same Hierarchy of needs Social identity theory Cohesiveness Ingroup favoritism Social loafing
Ingroup favoritism
Culture as a Liability
Institutionalization Barriers to Change Barriers to Diversity Barriers to Acquisitions and Mergers Toxicity
__________ is the ability to influence a group toward the achievement of a vision or set of goals. Leadership Management Power Initiating structure Empathy
Leadership
team composition *
Linker, Promoter, Creator, Assessor, Organizer, Producer, Controller, Maintainer, Advisor
high formalization
Minimum amount of discretion
Which of the following Big Five personality traits have been shown to predict leadership and especially leadership effectiveness? Openness to experience and conscientiousness Conscientiousness and agreeableness Agreeableness and emotional stability Openness to experience and emotional stability Conscientiousness and emotional stability
Openness to experience and conscientiousness
punctuated equilibrium model
Organizational change is stable and experiences short bursts of change in the middle and toward the end.
Which of the following describes a system of shared meaning held by members that distinguishes the organization from other organizations? Socialization Core values Organizational climate Organizational culture Workplace spirituality
Organizational culture
_______ is the way in which job tasks are formally divided, grouped, and coordinated Organizational structure The chain of command Organizational culture Work specialization The organizational chart
Organizational structure
Transformational Leadership - Idealized influence *
Provides vision and sense of mission, instills pride, gains respect and trust
Explain a time when a team would be most beneficial. Name a time when an individual might work better.
Short Answer
How do common patterns in your strengths help future team and employment success?
Short Answer
In the HBR article "Fire all the managers", what is the management style described? Would it be effective in large and/or small companies?
Short Answer
Sort the following aspects into either the outer, middle, or inner layer of the LCB's organizational onion:
Short Answer
What are the 4 dimensions of transformational leadership and how would they apply in a large organization? Examples.
Short Answer
What are the main attributes to culture in the workplace? Define and give examples of each.
Short Answer
The perspective that considers when and why individuals consider themselves members of groups is known as which of the following? Ingroup favoritism Informal group Social identity theory Punctuated-equilibrium model Role perception
Social identity theory
___________ is a perspective that considers when and why individuals consider themselves members of group. Social learning Social learning Social identity threat Social identity theory Ingroup favoritism Two-factor theory
Social identity theory
out-group
Sometimes "everyone else" but its usually an identified group known by in-group members
An example of a formal group would be a(n) ___________________. lunch group book club strategic planning group sewing group coffee group
Strategic planning group
______ are minicultures within an organization, typically defined by department designations and geographical separation. Clan cultures Subcultures Organizational cultures Strong cultures Dominant cultures
Sub cultures
Which of the following statements is FALSE about teams? Teams are always more effective than individuals. Teams facilitate employee participation. Teams are flexible and responsive to changing events. Teams can quickly assemble and deploy. Most organizations use teams.
Teams are always more effective than individuals.
Which of the following statements regarding the trait theories of leadership is TRUE? -Trait theories consider personal qualities and characteristics that differentiate leaders from non-leaders. -Research on trait theories organized around the Big Five found agreeableness to be the most predictive trait of effective leadership. -Traits cannot predict leadership. -Emotional intelligence has no influence on leadership. -Trait theories examine a leader's skills and abilities.
Trait theories consider personal qualities and characteristics that differentiate leaders from non-leaders.
Which of the following leadership theories are we using when we describe leaders with qualities and characteristics such as charisma? Leader-member exchange theory Path-goal theory Trait theory Situational leadership theory Behavioral theory
Trait theory
RBSE purpose and analysis *
Why we did the RBSE
Formal group *
a designated work group defined by an organization's structure
Team Effectiveness Model - Composition *
abilities of members, personality, allocating roles, diversity, size of teams, member flexibility, member preferences
Team effectiveness model - context *
adequate resources, trust, leadership/structure, reward system
chain of command
an unbroken line of authority that extends from the top of an organization to the lowest; clarifies who reports to who
Transactional Leadership - Laissez Faire
avoids decision making
Charismatic Leadership - unconventional behavior
behaviors are novel and counter to norms
matrix structure
combines two forms of departmentalization: functional and product -the strength of functional is putting specialists together -Product departmentalization facilitates coordination
Brainstorming *
coming up with as many solutions to a problem as possible in a short period of time with no censoring of ideas
Team Effectiveness Model - Process *
common purpose, specific goals, team efficacy, conflict levels, social loafing
social identitiy theory
considers when and why individuals consider themselves part of a group
transactional leadership - contingent reward
contracts exchange of rewards for effort, promises rewards for good performance , recognizes accomplishments
strong culture
core values are intensely held and widely shared
Centralization
degree to which decision making is concentrated at a single point in the organization
Function, product/service, geographic, process, and customer are types of ___________ unity of command span of control departmentalization work specialization chain of command
departmentalization
Work Specialization
dividing work activities into separate job tasks -Repetition of work -Training for specialization -Increasing efficiency through invention
Work specialization focuses on _____________________ how jobs will be grouped the resources needed for each job division of labor processes what jobs to do
division of labor
Low identification with groups can lead to all of the following EXCEPT _______. -not identifying with groups within our team or work group -experiencing positive outcomes and behaviors -engaging in fewer organizational citizenship behaviors (OCBs) -not applying to organizations with a different collective identity -decreased satisfaction
experiencing positive outcomes and behaviors
dominant culture
expresses the core values a majority of the members share and that give the organization distinct personality
A(n) _________ group is one defined by the organization's structure, while a(n) __________ group is one neither formally structured nor organizationally determined. social; informal task; social informal; formal formal; informal formal; team
formal, informal
Simon Sinek - good leaders make you feel safe
good leaders sacrifice themselves so others may gain, bad leaders sacrifice others so they can gain. good leaders put safety and lives of the organization first over tangible benefits
Departmentalization
grouping jobs together so common tasks can be coordinated by functions performed, by the type of product/service, by process differences, by type of customer
Charismatic Leadership - vision and articulation
has vision, expressed an idealized goal that purposes a better future, able to clarify importance of vision
Robin and Shauna were both employees at the same company and regularly had lunch together. During one of their lunches, both commented on the lackluster holiday parties that the company had become known for. They decided that if the holiday parties were going to improve they needed to do something about it and grabbed a few of their other friends at work to gather some ideas for this year's celebration. This would be an example of a(n) __________________.
informal group
Transactional Leadership - management by exception (passive)
intervenes only if standards aren't met
low formalization
job behaviors are relatively non-programmed, and employees have a great deal of freedom to exercise discretion in their work
HBR "fire all the managers" discussion
no managers, only groups but certain people emerged as leaders
In-group
occurs when we see members of our group as better than other people and people not in our group as all the same
3 rings (onion) of culture
outer - behavior, language middle - norms & values, right or wrong Inner - basic assumptions, series of rules & methods to deal with the regular problems that it faces
Charismatic Leadership - Sensitivity to followers needs
perceptive of others abilities and responsive to their needs and feelings
Dark side of Charismatic Leadership
personal goals override organizations goals, associated with narcissism
Transformational Leadership - Intellectual Stimulation *
promotes intelligence, rationality, and careful problem solving
organizational culture
refers to a system of shared meaning held by members that distinguishes the organization from other organizations.
role
set of expected behavior patterns attributed to someone occupying a given position in a social unit
Groupthink
situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views
Teams are NOT always effective because ________. teams can refocus teams increase employee involvement teams are flexible team members can be swayed by fads teams can quickly assemble
team members can be swayed by fads
All of the following are true of teams EXCEPT __________. teams introduce a collaborative mindset teams can disband teams can refocus teams decrease employee involvement teams can quickly assemble
teams decrease employee involvement
Subculture
tend to develop in a large organization to reflect common problems, situations, or experiences members face
Formalization
the degree to which jobs within an organization are standardized
simple structure defn & pros/cons
the manager and owner are one and the same Pro: simple, fast, flexible, inexpensive, accountability clear Con: difficult to maintain in anything other then small organizations, Risky
social loafing *
the tendency for people in a group to exert less effort when pooling their efforts toward attaining a common goal than when individually accountable
Serious play at make a wish case study
themed meetings, changed names, decorations, dressing up, not time efficient, draining some days, distracting
Group *
two or more individuals, interacting and interdependent, who have come together to achieve particular objectives
Transactional Leadership- management by exception (active)
watches/searches for deviations from rules, takes corrective action
Charismatic Leadership - Personal Risk
willing to take on high personal risk, incur high costs, and engage in self sacrifice