BA 321 Final Exam Flashcards

1
Q

What are the characteristics of effective mentors?

A

Effective mentors possess experience and knowledge in their field, communicate well, listen actively, demonstrate empathy, exercise patience, and assist their mentees in goal-setting and achievement.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Mentoring has a logical end and an even faster one if the parties are not compatible. How do you begin a mentorship with an understanding as to when to end it, and how to end it w/o penalty if it becomes a poor fit?

A

Establish clear expectations and boundaries at the start of the mentorship, and maintain open and honest communication throughout. If the mentorship doesn’t work out, end it without any penalty, and remain respectful towards each other.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What are the three broad politicking strategies you might adopt in the workplace? The second is Managing others’ impressions of you. How might you do that?

A

Building alliances, Managing impressions, and Networking.

this is how you manage impressions : Dress appropriately, Maintain good communication, Demonstrate your expertise, Be reliable, Build relationships, and
Be positive

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

What are the three dimensions to consider when deciding if and how to politick. Differentiate between the three dimensions to consider before politicking and the three broad strategies you can use to develop your political skill.

A

The three dimensions to consider before politicking are the individual, the organization, and the environment. The three broad strategies to develop your political skill are building relationships, managing impressions, and pursuing opportunities. Building relationships can be done by networking and finding allies. Managing impressions involves projecting a positive image and being visible to key decision-makers. Pursuing opportunities means identifying opportunities for advancement and taking action to achieve them.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

What are the strategic actions for Politicking, the things you might do to advance your politicking goal?

A

The strategic actions for politicking include building relationships, gaining access to information, creating alliances, framing issues in a favorable light, managing impressions, and using tactics such as bargaining, persuasion, and coalition-building to achieve your goals.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

What are the strategies for increasing creativity?

A

There are several strategies that can help increase creativity: Practice, Diversity, Openness, Mindfulness, Collaboration, and Risk-taking

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Be able to develop a feedback script for talking with an employee about a performance issue. Be able to incorporate all the characteristics of effective feedback.

A

When discussing a performance issue with an employee, it is critical to begin with a clear and explicit description of the issue, as well as its impact on the team or business. Seeking the employee’s opinion on the matter might make them feel heard and respected. Offering recommendations for improvement and assistance might make an employee feel more empowered to make good changes. To end on a good note, expressing faith in the employee’s potential to develop may help keep the relationship positive and promote future success.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Think of a conflict you have had with a colleague. In that context, discuss the five conflict management strategies and evaluate them according to the accomplishment of goals and the maintaining of relationships. Which did you choose and why?

A

The five conflict management strategies are accommodating, avoiding, collaborating, competing, and compromising. The effectiveness of each strategy depends on the situation and the individuals involved. A collaborative approach that aims to find a solution that works for both parties is the most effective, but each conflict requires a tailored approach. In evaluating a conflict management strategy’s effectiveness, both the accomplishment of goals and the maintenance of relationships should be considered.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

What is locus of control in the context of politicking

A

The locus of control relates to an individual’s perception of their level of control over their life and surroundings. An individual’s locus of control in politics can influence their political activity. Those with internal locus of control think they can affect outcomes and are more inclined to participate in proactive politicking. People who have an external locus of control feel that external events affect outcomes and are less inclined to participate in proactive politicking. Understanding a person’s locus of control can assist forecast their political conduct and customize methods.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

What are the underlying reasons that meetings can be a source of frustration and loss of work time? As team leader, how do you ensure productive meetings?

A

Meetings can cause dissatisfaction and lost work time due to inadequate planning, a lack of a clear agenda, a lack of involvement or participation, unclear roles or duties, and irrelevant subjects. To promote productive meetings, team leaders should set a clear agenda, invite the appropriate people, assign roles and duties, encourage participation, define clear meeting goals, efficiently manage time, and follow up on action items.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

What are the key facilitative prevention strategies? Know when and how to use them.

A

Facilitative prevention tactics are proactive steps intended to keep potential disputes from escalating. The essential techniques include clear communication, setting shared goals, encouraging active listening, encouraging involvement, offering feedback, resolving difficulties immediately, and creating trust. They should be utilized early on, before disagreements emerge, to prevent escalation.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Effective feedback can often be momentary and done right in the workplace. “Good job, Sue/Sam” could be much more effective if it added what element(s) of effective feedback?

A

Specific, timely, relevant, and actionable feedback is preferred. It should be conveyed constructively, focus on behaviors rather than personality attributes, and provide examples. “Good job, Sue/Sam” might be more successful if it included specific behaviors or acts that led to the success as well as suggestions for future growth.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

What are the guidelines for implementing and improving empowerment?

A

Setting clear goals, giving enough resources and support, supporting autonomy and decision-making, providing frequent feedback and acknowledgment, encouraging cooperation and teamwork, and developing a culture of trust and respect are all guidelines for adopting and strengthening empowerment. Empowerment should be a continual process with continuing review and progress.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

In some companies, empowerment is encouraged until someone makes a mistake. What should you do after your empowered employee makes a big mistake?

A

When an empowered employee commits a major error, it is critical to address the situation quickly and properly. This may entail analyzing the core cause of the error, addressing the repercussions with the employee, developing methods to prevent future mistakes, offering extra training or assistance, and, if required, adopting appropriate disciplinary action. It is also critical to maintain the company’s empowerment culture and urge employees to continue taking ownership of their job.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

What leadership steps did Captain Abrashoff take to turn around the USS Benfold? What might you adopt from his example?

A

To turn around the USS Benfold, Captain Abrashoff adopted numerous leadership actions, including empowering his crew, increasing communication and openness, concentrating on continuous improvement, recognizing, and rewarding performance, and leading by example. Following him, one may prioritize connection development, employee empowerment, fostering a culture of trust and respect, and finding new solutions.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

What is adaptive leadership? What are the principles Ron Heifetz described for implementing adaptive leadership? People often look to the leader for the answer. How does the leader not appear weak while saying, “I don’t have the answer – I need your help”?

A

Adaptive leadership is a leadership style that emphasizes changing and adapting to new events. Identifying the adaptive challenge, managing distress, sustaining disciplined attention, giving the job back to the people, and preserving voices of leadership from below are some of the concepts Ron Heifetz describes for adopting adaptive leadership. The leader may avoid seeming weak while declaring “I don’t have the answer - I need your help” by phrasing the topic in a way that stimulates cooperation and invites others to give their views and skills.

17
Q

What is transformational leadership? From the video clips of Chamberlain, Greta Thunberg, and M. Gandhi describe any two elements of transformational leadership that you might use in your career.

A

Transformational leadership is a leadership style that inspires and motivates people to reach their greatest potential and effect good change. Inspirational motivation (e.g., setting high expectations, providing a compelling vision, and encouraging creativity and innovation) and individualized consideration (e.g., providing personal support and mentoring, and recognizing individual strengths and weaknesses) are two elements of transformational leadership that one might use in their career. One could develop an emphasis on honesty, empathy, and a dedication to social justice after seeing video snippets of Chamberlain, Greta Thunberg, and M. Gandhi.

18
Q

The founder of Dunkin Donuts had four styles of assigning work and delegating. What are they? Why should we use all, and not just one that we find comfortable?

A

The inventor of Dunkin Donuts had four methods for assigning and distributing work: tell, sell, consult, and join. Each style implies a distinct amount of engagement and impact on the part of the leader, ranging from a more directive approach (tell) to a more collaborative approach (join). It is critical to apply all four methods, not just the one that seems most comfortable, because various situations and workers may demand varying amounts of direction and support.

19
Q

To politics effectively, you have to be able to manage others’ impressions of you. How do you do that?

A

Dress properly, be prompt, keep a good attitude, demonstrate confidence and competence, be attentive and courteous, and communicate clearly and effectively to effectively manage people’s opinions of you. It is also critical to be real and sincere and to establish trusted relationships based on mutual respect and understanding.

20
Q

What are the characteristics of effective feedback?

A

Specific, timely, constructive, actionable, and polite feedback are all hallmarks of successful feedback. Effective feedback should also be based on observation and facts rather than preconceptions or views and should focus on behaviors rather than personal features or traits. Furthermore, good feedback should be presented in a way that is sensitive to the recipient’s needs and feelings, and it should be followed up with help and resources as needed.

21
Q

Coaching is for issues affecting job performance only. Discuss why this is true

A

Coaching is only for difficulties influencing job performance since it focuses on strengthening particular skills and habits required for job success. Coaching is not intended to address personal concerns or larger organizational challenges, and it should not be used in place of more comprehensive training or professional development. Furthermore, coaching should be done in a helpful and courteous manner, with clear goals and objectives that are linked with the requirements of the company and the individual.

22
Q

You are a facilitator. What facilitative interventions might you use in these two cases:

The team has just formed and is meeting for the first time. The CEO welcomes them and tells them of the deliverable expected and when it is due. What do you do at that first meeting?

A

As a facilitator, I would begin the first scenario by defining clear expectations and objectives for the meeting, as well as standards for communication and decision-making within the team. I would next lead a group discussion to ensure that everyone is on the same page and knows their duties and responsibilities, and I would promote open communication among team members to build trust and rapport.

23
Q

The team has been together for a few weeks. . You notice dissension on the team with some arguing, others silent, and others not coming at all. Keeping in mind the Team Development Model, what do you do? How do you successfully help them get past Storming?

A

To assist team members, feel heard and understood in the second situation, I would utilize a combination of facilitative interventions such as active listening, summarizing, and reframing. In addition, I would urge the team to engage in constructive conflict resolution by recognizing the basis of the disagreement and discussing viable solutions. In addition, I may think about introducing team-building events or exercises to increase communication and collaboration among team members. Finally, my aim would be to assist the team in progressing through Storming and into the norming stage of the team growth model, where they can collaborate more successfully toward their common goals.

24
Q

You are approaching graduation. How do you build up your network? How do you cultivate it and keep it vibrant?

A

As you near graduation, you may expand your network by attending networking events, joining professional groups, connecting with alumni from your institution, and participating in internships or volunteer activities. To keep your network alive, remain in touch with your connections, keep them up to date on your job success, and give support wherever possible.

25
Q

You have been working as a new team leader for several months. . Your boss is polite but rarely talks with you about performance. What do you do?

A

If your employer seldom discusses your performance with you, you might proactively plan meetings with them to discuss your performance and solicit feedback. You may also request specific performance objectives and expectations to verify that you are reaching your role’s requirements.

26
Q

Your problem-solving team is underway. . You want to ensure that the culture in the organization will accept and support your solution. What do you do to try to build that supportive culture?

A

You may include stakeholders in the process, highlight the advantages of the solution, and address any potential objections or concerns to create a supportive culture for your problem-solving team. You may also identify and engage important organizational influencers and decision-makers to support the solution.

27
Q

How do you encourage creativity in your team?

A

You may develop a culture that encourages innovation, gives chances for brainstorming and idea exchange, and encourage experimentation and risk-taking to stimulate creativity in your team. You may also establish a welcoming environment in which team members feel free to express their thoughts and collaborate with others.

28
Q

Traditional decision-making works well when conditions do not change quickly. What would you have your team do to make decisions when conditions might change rapidly?

A

When things change quickly, your team may employ agile decision-making strategies like rapid prototyping, scenario planning, and real-time data analysis. You may also empower your team to make rapid, independent decisions while still offering direction and assistance as needed.

29
Q

Power comes from various sources. What two kinds of power can you cultivate early in your career? How would you acquire each?

A

Expert power and referent power are two types of power that you might develop early in your career. Expert power is achieved by specialized knowledge or talents in a certain area, whereas referent power is developed through strong relationships and being liked and respected by others. You may gain expert power by pursuing extra education or training in your industry, seeking out difficult jobs or assignments, and developing a reputation for brilliance. You may gain referent power by cultivating relationships with coworkers and mentors, demonstrating your worth and dependability, and actively seeking out chances to assist others.