Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

ORG B 321 > Final Exam > Flashcards

Final Exam Flashcards

1
Q

Kotter’s 4 Change Guidelines

A
  1. Urgency
  2. Creating the vision
  3. removal of obstacles
  4. Short term wins
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

How to know when your vision is adequate.

A

5 minutes and people can understand it.

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

High-Performance Team Characteristics (6)

A
  1. Common Purpose
  2. Common Performance goals
  3. Common Working approach
  4. Mutual Accountability
  5. Complementary Skills
  6. Size (4-10 people, typically small)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

two keys to mutual accountability?

A
  1. win or fail as a team

2. need to have personal sacrifice

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

Expectancy Theory (3 questions in depth)

A
  1. Will effort lead to performance?
  2. Is the performance rewarded?
  3. Are the rewards valued?
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Smart Goal-setting

A

.

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

4 Keys (1st) & Q12 – key takeaways

A

.

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

3 Questions to Define Right Outcomes

A
  1. What is right for the customer?
  2. What is right for company?
  3. What is right for the employee?
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

The Peter Principle

A
  1. The selection of a candidate for a position is based on the candidate’s performance in their current role, rather than on abilities relevant to the intended role.
  2. Thus, employees only stop being promoted once they can no longer perform effectively, and “managers rise to the level of their incompetence.”
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

3 False Assumptions about Climbing the Ladder (p. 180-181)

A
  1. more training makes you fit for the next rung
  2. competition brings the best fit for the next rung
  3. varied experiences lead to the best fit for the next rung
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Creating Heroes in Every Role

A

Broadbanding – define pay in broad bands for each role …
rewarding people at the same job/position with varying levels of expertise
Creative acts of revolt
– create new positions which allows people to do what they do best
graded levels of achievement -
mentoring and creativity
Bartender learned 3000 names (example)

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

Manager’s Role in Finding the Right Fit

A 
level the playing field
Holding Up the Mirror - help employees understand where you are and help you get where you want to be
Get to know employees
Tough love
Create safety net
*great managers give timely feedback.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

3 Functions of a Mentor

A
  1. Career Development - Coaching, skills development, challenging assignments, political protection.
  2. Social Support - counseling, friendship, confidence building.
  3. Role Modeling - professional conduct, behavioral knowledge, detailed feedback.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Organizational Culture (3 components to make up system) and order.

A

a system of shared assumptions, values, and beliefs that indicate what is appropriate and inappropriate behavior within a given organization

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

Assumptions

A

are taken for granted, and they reflect beliefs about human nature and reality.

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

Values

A

are shared principles, standards, and goals.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Artifacts

A

Visible, tangible aspects of organizational culture. Facebook headquarters has machines dispensing necessities such as keyboards and power cords at no charge, by simply swiping their badge.

18
Q

5 Types of Artifacts

A
  1. Mission Statement
  2. Rituals.
  3. Stories
  4. Physical Layout
  5. Rules and Policy
19
Q

A strong culture…

A

is one that is shared by organizational members. [24] In other words, if most employees in the organization show consensus regarding the values of the company, it is possible to talk about the existence of a strong culture.

20
Q

Pro and Con of a Strong Culture

A

Pro:

  1. imagine a company with a culture that is strongly outcome oriented.

Con:

  1. outcome-oriented culture coupled with unethical behaviors and desired quantitative results. May be detrimental.
  2. difficulty of changing established organizational behaviors
  3. may also be a liability during a merger
21
Q

Socialization (2 steps orgs can take)

A
  1. A formal orientation program
  2. organizational insiders—namely supervisors, coworkers, and mentors. Mentors can be crucial to helping new employees adjust by teaching them the ins and outs of their jobs and how the company really operates.
22
Q

Formal Orientation Program

A

formal orientation program indoctrinates new employees to the company culture, as well as introduces them to their new jobs and colleagues.

23
Q

Organizational Insiders

A

namely supervisors, coworkers, and mentors. Mentors can be crucial to helping new employees adjust by teaching them the ins and outs of their jobs and how the company really operates.

24
Q

2 Things employees can do to help with organizational socialization:

A
  1. feedback seeking helps new employees.

2. Relationship building, or networking, is another important behavior new employees may demonstrate.

25
Q

4 things to do to change company culture

A
  1. Employee Surveys
  2. Focus Groups/Interviews
  3. Metaphors
  4. Identify “Sacred Cows”

(Follow Kotter’s Change Guidelines)

26
Q

What is the main idea of the Culture of Candor article?

A

Great transparency within organizations, leaders should carry the banner

27
Q

How Candor Improves Performance

A
  1. rewarding contrarians

2. practice having unpleasant conversations

28
Q

8 Strategies for Creating Transparency

A
  1. Tell the truth
  2. Encourage people to speak truth to power
  3. Reward Contrarians
  4. Practice having unpleasant conversations
  5. Diversify your sources of information
  6. Admit your mistakes
  7. Build organizational support for transparency (start w/ protection for whistleblowers)
  8. Set Information Free
29
Q

3 Types of Noise

A
  1. External (distractions, volume, information overload)
  2. Internal (perceptions, stress, lack of focus)
  3. Semantic (Jargon (including hot buttons), ambiguity)
30
Q

Directions of Formal Communication

A
  1. Upward
  2. Downward (KISS is a problem with downward)
  3. Horizontal (Jargon can be an issue), know who internal customers are
31
Q

Channel Richness

A

–Amount of information that can be transmitted during a communication episode

–Focus on extremes (Low & High richness)

  1. Low Richness (Formal reports, bulletins)
    Disadvantages - Impersonal, one-way, slow feedback
    Advantages - Provides record, premeditated, easily disseminated
  2. High Richness (Face-to-face, Telephone)
    - –Disadvantages - No record, spontaneous, dissemination hard
    - –Advantages - Personal, two-way, fast feedback (interviews should be rich as possible)
32
Q

Sticky (Steps)

A

Simple - find core of the message*
Unexpected - use the element of surprise
Concrete - provide specifics for easier recall
Credible- give an idea believability
Emotional - connect with the heart
Stories - explain with compelling narrative*

33
Q

KISS

A

(keeps it short and simple)

More a factor with downward

34
Q

MBWA

A

(Management by wandering around)

More a factor with upward

35
Q

Conflict Management - 5 Approaches

A
  1. Accommodation (From time-to-time)
  2. Avoidance
  3. Compromise (Most common in business, but not most effective)
  4. Collaboration (THE ONE WIN,WIN SITUATION)
    – Two reasons why this is not used most:
    a. Time
    b. Trust
  5. Competition
    Situational Considerations (see slide)
36
Q

Interviewing for Talent (p. 215-221)

A
  1. Make sure the talent interview stands alone (separate hiring logistics from assessing talent)
  2. Ask a few open-ended questions and then try to keep quiet
  3. Listen for specifics (time, person, event)
  4. Clues to Talent (a sudden glimpse of excellence at the role, a yearning toward certain activities, a feeling of flow while performing the activity)
    a. Rapid learning
    b. Satisfactions
  5. Know what to listen for (only ask questions where you know how top performers respond)
37
Q

4 characteristics common to the performance management routines of great managers

A
  1. Simple - Avoid competency overload
  2. Frequency - How often? Most companies are moving to monthly reviews.
  3. Focused on the Future - What is wrong with focus on the past?
    a. Can’t fix the past
    b. Make goals moving forward
    c. Focus on strengths
  4. Self-Tracking/Collaborative - Increases employee ownership
38
Q

The Performance Planning Meetings

To help him prepare, ask him to write down answers to these three questions before each meeting:

A

What ______ have you taken?

  1. actions?
  2. discoveries have you made?
  3. partnerships have you built?
  4. main focus? (primary goals for the next 3 months?)
  5. new discoveries are you planning?
  6. partnerships are you hoping to build?
39
Q

The goal of the performance review can be summarized in 2 words:

A

NO SURPRISES

40
Q

Ask the 5 Discovery questions

A
  1. How would you describe success in your current role?
  2. What do you actually do that makes you as good as you are?
  3. Which part of your current role do you enjoy the most?
  4. Which part of your current role are you struggling with?
  5. What would be the perfect role for you?

ORG B 321 (5 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions