Chaptr 11

Question 1

leadership

Answer 1

the process of transforming organizations from what they are to what the leader would have them become

Question 2

setting a direction

Answer 2

a strategic leadership activity of strategy analysis and strategy formulation

Question 3

designing the organization

Answer 3

a strategic leadership activity of building structures, teams, systems, and organizational processes that facilitate the implementation of the leader’s vision and strategies

Question 4

excellent and ethical organizational culture

Answer 4

an organizational culture focused on core competencies and high ethical standards

Question 5

integrative thinking

Answer 5

a process of reconciling opposing thoughts by generating new alternatives and creative solutions rather than rejecting on thought in favor of another

Question 6

barriers to change

Answer 6

characteristics of individuals and organizations that prevent a leader from transforming an organization

Question 7

vested interest in the status quo

Answer 7

a barrier to change that stems from people’s risk aversion

Question 8

systemic barriers

Answer 8

barriers to change that stem from an organizational design that impedes the proper flow an evaluation of information

Question 9

behavioral barriers

Answer 9

barriers to change associated with the tendency for managers to look at issues from a biased or limited perspective base on their prior education and experience

Question 10

political barriers

Answer 10

barriers to change related to conflicts arising from power relationships

Question 11

personal time constraints

Answer 11

a barrier to change that stems from people’s not having time for strategic thinking and reflection

Question 12

power

Answer 12

a leaders ability to get things done in a way he/she wants them to be done

Question 13

organizational bases of power

Answer 13

a formal management position that is the basis of a leaders power

Question 14

personal bases of power

Answer 14

a leaders personality characteristics and behavior that are the basis of the leaders power

Question 15

emotional intelligence

Answer 15

an individuals capacity for recognizing his/her own emotions and those of others, including the five components of self-awareness, self-regulation, motivation, empathy, and social skills

Question 16

learning organizations

Answer 16

organizations that create a proactive, creative approach to the unknown, characterized by:

1) inspiring and motivating people with a mission and a purpose
2) empowering employees at all levels
3) accumulating and sharing internal knowledge
4) gathering and integrating external information
5) challenging the status quo and enabling creativity

Question 17

Benchmarking

Answer 17

managers seeking out best examples of a particular practice as part of an ongoing effort to improve the corresponding practice in their own organization

Question 18

competitive benchmarking

Answer 18

benchmarking where the examples are drawn from competitors in the industry

Question 19

functional benchmarking

Answer 19

benchmarking where the examples are drawn from any organization, even those outside the industry

Question 20

ethics

Answer 20

a system of right and wrong that assists individuals in deciding when an act is moral or immoral and/or socially desirable or not

Question 21

organizational ethics

Answer 21

the values, attitudes, and behavioral patterns that define and organizations operating culture and that determine what an organization holds as acceptable behavior

Question 22

ethical orientation

Answer 22

the practices that firms use to promote an ethical business culture, including ethical role models, corporate credos and codes of conduct, ethically-based reward and evaluation systems, and consistently enforced ethical policies and procedures

Question 23

compliance-based ethics programs

Answer 23

programs for building ethical organizations that have the goal of preventing, detecting, and punishing legal violations

Question 24

integrity-based ethics programs

Answer 24

programs for building ethical organizations that combine a concern for law with an emphasis on managerial responsibility for ethical behavior, including;

1) enabling ethical conduct
2) examining the organizations and members core guiding values, thoughts, and actions
3) defining the responsibilities and aspirations that constitute an organizations ethical compass

Question 25

corporate credo

Answer 25

a statement of the beliefs typically held by managers in a corporation

Question 26

Salience

Answer 26

take stock of what features of the decision you consider relevant and important. Other features may be less important, but try to think of everything that may matter.

Question 27

Causality

Answer 27

Make a mental map of the causal relationships between the features, that is, how the various features are related to one another.

Question 28

Architecture

Answer 28

Use the mental map to arrange a sequence of decisions that will lead to a specific outcome.

Question 29

Resolution

Answer 29

Make your selection. Your final resolution is linked to how you evaluated the first 3 stages; if you’re dissatisfied with your decision the dotted arrows in the diagram suggest you can go back through the process and revisit your assumptions.

Question 30

conventional thinking

Answer 30

tends to focus on making choices between competing ideas from a limited set of alternatives.

Question 31

legitimate power

Answer 31

derived from organizationally conferred decision-making authority and is exercised by virtue of a manager’s position in the organization

Question 32

reward power

Answer 32

depends on the ability of the leader/manager to confer rewards for positive behaviors or outcomes

Question 33

Coercive power

Answer 33

the power over employees using fear of punishment for errors of omission or commission

Question 34

Information power

Answer 34

arises from a managers access, control, and distribution of information that is not freely available to everyone in an organization

Question 35

referent power

Answer 35

a subordinates identification with the leader- influenced by a leaders personal attributes or charisma

Question 36

expert power

Answer 36

leaders expertise and knowledge in a particular field

Question 37

self-awareness

Answer 37

ability to recognize and understand your moods, emotions, and drives as well as their effect on others

Question 38

self-regulation

Answer 38

ability to control or redirect disruptive impulses and moods

Question 39

motivation

Answer 39

passion to work for reasons that go beyond money or status

Question 40

empathy

Answer 40

ability to understand the emotional makeup of other people

Question 41

social skill

Answer 41

proficiency in managing relationships and building networks