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ADMN 2010H Flashcards

1
Q

What is Abilene Paradox?

A

Individuals not willing to act contrary to what they believe other group members are thinking/doing - don’t voice their opinions to avoid disagreement

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2
Q

Describe Robust Dialogue.

A

Is a technique to improve communication in teams:

Seating
Inquiry
Disclosure
Everyone Speaks
Summarize
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3
Q

What components make up difficult conversations?

A

Outcomes are Important
Viewpoints differ
Emotions run high

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4
Q

Describe the ILETS model for conducting difficult conversations.

A 
Introduce the topic
Listen to the other person
Emphasize
Talk
Solve the problem
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5
Q

What model is used to deliver bad news? Describe it.

A

ITELS

Introduce
Talk
Emphasize
Listen
Solve
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6
Q

What are the two types of conflict? Define them.

A

Task Conflict - disagreement about the goals/tasks

Relationship Conflict - interpersonal incompatibility causing tension/animosity

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7
Q

Describe Interpersonal Conflict handling styles

A

Assertiveness
Cooperativeness

Dominating
Collaborating
Avoiding
Accommodating

Bargaining

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8
Q

Describe negotiation strategies for reaching agreements

A
  1. Plan the negotiation
  2. Know your priorities
  3. Search for standards that apply
  4. Know your alternatives
  5. Importance of relationship vs outcome
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9
Q

Differentiate between Integrative and Distributive approaches of negotiation.

A

Integrative:
Combines both needs
Tries to find a win-win for both

Distributive:
One party has to give up their needs
Assumes a win-lose negotiation
Not good for lasting relationships

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10
Q

What is conflict?

A

Antagonistic interaction where one party will block/prevent the goals of another to achieve their own

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11
Q

Describe managing down.

A

Building good relationships with subordinates

Effectively directing activities

Influencing employees to accomplish goals

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12
Q

Describe managing up.

A

Develop meaningful, mutually respectful relationship with direct superior

Offer insight, information and initiative

Challenge superiors when necessary (enables everyone to do their best work)

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13
Q

What are the four attitudes towards authority?

Describe in terms of trust in self, trust in others, and approach to the boss.

A

Counterdependence (high, low, rebels; sees as a problem)

Overdependence (low, high, whatever you say)

Independence (high, moderate, takes positive action)

Interdependent (high, high, mutually dependent; help each other)

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14
Q

What are the rules for Boss Management?

A
  1. Understand Your Boss

Observe and analyze work style
Understand the types of bosses (Natural, Politician, Workaholic, Micromanager)

  1. Employee Specific Tactics

Help your boss be a good boss
Be a resource
See your boss realistically
build a relationship

  1. Understand Yourself
    Reflect on your subordinate style
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15
Q

What are the five follower/subordinate styles?

A

Pragmatic Survivor (adopts whatever works)
Alienated (independent, critical thinker, passive)
Conformist (dependent, uncritical thinker, active)
Effective (independent, critical thinker, active)
Passive (dependent, uncritical thinker, passive)

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16
Q

Being an effective/successful managers requires that you manage up as well as down the hierarchy. True/False?

A

True.

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17
Q

Two sources of power for managing up are _____ sources and _____ sources.

A

Personal (knowledge, skills, persuasion, effort)

Position (Visible position, network of relationships, flow of info)

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18
Q

What are the functions of teams?

A
  1. Handle Special Projects
  2. Cross-Functional Coordination
  3. Self-Direction of Employees
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19
Q

What are characteristics of High-Performing teams?

A

Metrics to asses progress

Open culture and ongoing training

Decision authority over how to achieve goals

Streamlined size

Clear Purpose

Clear rules & diversity of skills

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20
Q

List five common dysfunctions of teams.

A

Fear of Conflict

Avoidance of Accountability

Inattention to Results

Lack of Trust

Lack of Commitment

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21
Q

What are the steps in the life cycle of a team?

A

Forming (orientation, getting to know each other)

Storming (conflict/disagreement; jockeying for position)

Norming (order and cohesion, clarity of roles)

Performing (cooperation, task accomplishment)

Adjourning (task completion, closure and disbandment)

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22
Q

What are some sources of frustrations within teams?

A

Reduced Effort (free riders; social loafing)

Loss of Diverse Thinking (groupthink)

Wrong Rewards (group-based vs Individual-based)

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23
Q

List the top five team competencies.

A
  1. Goal setting and performance management
  2. Planning and Coordination
  3. Collaborative problem solving
  4. Communication
  5. Conflict resolution
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24
Q

What are the team member roles?

A 
Specialist
Enforcer
Creator
Resource Developer
Encourager
Teamworker
Coordinator
Implementer
Organizer
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25
Q

________________, _________________, and _____________ make up a good leader.

A

Recognizing the importance of a compelling purpose, learning to truly power share (centralized/decentralized), shaping the norms of conduct/performance

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26
Q

What makes up a good team meeting?

A 
Clear purpose
Right people
Good preparation
Right processes
Follow-up
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27
Q

The process of continuously identifying, measuring and developing the performance of others to align with organization goals is ________ _________.

A

performance management

28
Q

Two paths to high performance involves meeting ____ ____ and ______ _____

A

task needs; people needs

29
Q

What are sources of hard power for managers?

A

Legitimate Power
Reward Power
Coercive Power

30
Q

Describe the Accountability cycle.

A
  1. Set goals/expectations
  2. Develop action plan, define roles and due date
  3. Review and measure progress
  4. Conduct frequent review meetings
  5. Appraise, make corrections, apply consequences
31
Q

The SMART criteria for effective goals are:

A 
Specific
Measurable
Achievable
Relevant
Time-Bound
32
Q

What is accountability?

A

People with various responsibilities in organizations are subject to reporting and justifying task outcomes to those above them in the chain of command.

33
Q

What are key aspects for hiring the right people?

A

Clearing define the position

Advertise the open position

Use appropriate selection criteria

Follow systematic procedures

Reposition or fire when appropriate

34
Q

A type of controversial appraisal system that compares people to people (instead of people vs standard performance) is known as _____ _____ ______.

A

forced ranking system

35
Q

___________ _________ are tools that can leverage strengths and help correct weaknesses.

A

Performance appraisals

36
Q

What is Culture?

A

Shared group members’ behaviors and perceptions (values, beliefs, assumptions, etc)

37
Q

Seven critical areas of cultural value differences are:

A

Individualism vs Collectivism

Power Distance

Uncertainty Avoidance

Assertiveness

Time Orientation (Past, Present, Future)

Doing vs Being

Performance Orientation

38
Q

An _______ ___ ________ and a high _______ are personal qualities for being an effective multicultural manager.

A

Attitude for ethnorelativism; cultural intelligence quotient (CQ)

39
Q

Three specific diversity challenges in the United States are:

A

Subtle bias in the workplace

Biculturalism

Problems women managers face.

40
Q

Four characteristics for being an inclusive leader:

A

Personal vision that supports diversity

Commitment to cross-cultural understanding and knowledge of the dimensions of diversity

Openness to changing oneself

Serious effort to mentor and develop diverse employees.

41
Q

Why may women be better managers than men?

A

Good Communication Skills

Highly Collaborative

Relationship-oriented Approach

Motivational and Goal-Oriented

42
Q

What are four ways managers vary culturally?

A

High-context vs low-context communications

Decision Making

Motivation

Negotiation

43
Q

What are some components of cultural intelligence

A

Cognitive

Emotional

Physical

44
Q

Differentiate Ethnocentrism and Ethnorelativism

A

Ethnocentrism: natural tendency to regard their own culture as inherently superior

Ethnorelativism: is the attitude that cultures and subcultures are inherently equal.

45
Q

A leader’s job is to find and promote the _______.

A

Positive

46
Q

How the human mind reacts more quickly and strongly to perceived bad things than it does to good things is known as ________ ____.

A

Negativity bias

47
Q

Three aspects of positive leadership are:

A

Affirmative bias

Facilitating intrinsic goodness

Exceeding performance expectations

48
Q

Two aspects of positive leadership to build positive organizations are:

A

Acting on personal qualities (e.g. being mindful)

Displaying personal humility combined with a will to do what is best (for the organization)

49
Q

_____ ______ are linked with action and define a noble purpose that gives meaning to people’s work

A

Good visions

50
Q

Four Frameworks for defining noble purpose are:

A

Discovery

Excellence

Altruism

Heroism

51
Q

What are some tools that cultural leaders use?

A

Ceremonies

Stories

Symbols

Language

Selection and socialization

Daily actions

52
Q

Leaders work to build strong cultures that encourage _____ ___________ and a _______ __________ to the environment.

A

High performance; healthy adaptation

53
Q

Define Culture Strength.

A

The level of agreement among employees about the importance of specific values and norms.

54
Q

What are the 3 steps to design positive work?

A
  1. Focus on Strength
  2. Create Conditions for flow (clear goals, feedback, challenges-skill match)
  3. What happens with Flow? (concentration deepens, present is what matters, ego disappears)
55
Q

Why do most people have a tough time changing?

A

Requires something to come to an end

People experience an emotional loss

56
Q

Three Keys to helping individuals change successfully are:

A

Positive emotional attractor (PEA)
(inspiration)

Supportive relationships

Repetition of new behaviors

57
Q

What are the typical stages of personal change?

A

Precontemplation

Contemplation

Preparation

Action

Maintenance

58
Q

What is the significance of the question, “Who’s going to lose what?”

A

It’s the question managers should ask when they want to make changes in the organization.

59
Q

Two organizational approaches that incorporate the ideas about how people change are __________ ________ and ______ ______-______ model of change.

A

Appreciative Inquiry; Kotter’s eight-stage

60
Q

Describe Appreciative Inquiry.

A

By reinforcing positive messages and focusing on learning from success, it engages people in creating change

Looks at what is right rather than looking at a situation from the viewpoint of what is wrong and who is to blame for it

Process:

  1. Discovery
  2. Dream
  3. Design
  4. Destiny
61
Q

What are Kotter’s eight-stages of planned organizational change?

A
  1. Light a fire for change
  2. Get the right people
  3. Paint compelling picture
  4. Communicate the change widely
  5. Remove obstacles and empower people to act
  6. Achieve and celebrate quick wins
  7. Keep it moving
  8. Make changes stick
62
Q

Effective change managers always have a ______. Which is a person or group with the ability to authorize and legitimize the change.

A

Sponsor

63
Q

Four elements critical to a learning organization are:

A

Personal networks

Empowered employees

Team-based structure

Adaptive Culture

64
Q

Managers want to create the environment of a _______ organization.

A

Learning

65
Q

Successful organizational change requires addressing both hard aspects, such as ______ and ______, and soft aspects, such as ______ and _________. Hard and soft aspects are also known as:

A

structures, systems

values, attitudes

Objective and subjective elements.

66
Q

Psychological process people go through during a significant change is modeled by the _____________. Describe how this looks.

A

Curve of Change/Change Curve

Morale high at start, beings to go down, hits lowest (period of despair), then goes up towards the end and levels.

67
Q

What are the key change roles?

A

Sponsor (legitimizes the change, provides resources)

Agent (responsible for making the change)

Target (individual or group that must change)

Flashcards (14 decks)

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