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