HRM Final

Question 1

Quiz questions
1. T/F - Transformational leaders use ______ (4 things) to create commitment to company goals

2. T/F - Transactional leadership is a more effective form than transformational
3. which of the following is true of House’s Path-goal theory:
4. T/F - the article suggests that leadership and mgmt. are the same
5. T/F - the article says leadership is about coping with change
6. T/F - the article says leaders gather data and look for patterns which leads to visions and strategies

Answer 1

1. TRUE - transformational leaders use charisma, inspirational motivation, intellectual stimulation, and individualized consideration
2. FALSE
3. leaders can create high performing employees by making sure employee effort leads to performance and that performance is rewarded with desired rewards
4. FALSE
5. TRUE
6. TRUE

Question 2

What is leadership

Answer 2

involves many topics - strategy, culture, decisions making, conflict, motivation/incentives

leadership: the act of influencing others to work toward a goal
- –formal leaders: position and power
- -informal leaders: no formal position but personal power

Question 3

three main functions of Leaders

STAR ON THIS SLIDE

Answer 3

1. deciding on the organization’s mission and how to accomplish (covered in strategy)
2. generating support for the mission
   - –effectively communicating!!!! BIG
   - -inspiring and motivating (broad level)
   - -DESIGN OR INFLUENCE THE (MOTIVATING) JOBS
   - -implementing change when necessary) = LEAD NOT MANAGE
3. Setting the tone for behavior in organization
   - –“Face” of the organization - to internal and external constituencies
   - -influence CULTURE, norms, etc.
   - –set INCENTIVES - influence CULTURE - LMX

the football example video – the captain being a leader

the three legs of the leader function stool =

1. direction - vision
2. alignment - Kotter says alignment leads to empowerment — COMM. BUILDS TRUST — good early comm. is hard! also comes through job design
3. commitment - LMX

Question 4

Three legged stool - leadership and setting a direction: elements of a vision

—to reach ppl and be influential and motivating a vision should

Answer 4

To reach ppl and be influential and motivation a vision should:

1. be CLEAR and consistent
2. have PERSONAL RELEVANCE and meaning to the listener
   - —–for employees it means explaining how their work is imp. and how it fits into the goals of the overall org.
3. provide a sense of CONSISTENT GUIDANCE and direction
   - –“we live by these values” - leaders should embody these
4. comm. a clear end GOAL
   - –compelling improvement over status quo - desirable future state

Question 5

note of caution on visions:

Answer 5

just bc an org. has a stated vision doesn’t mean it is effective or meaningful (Enron)

just bc a vision is effective/clear/consistent doesn’t mean it is positive (Hitler)

A vision SHOULD help leaders and followers know where to go and what to do when problems arise

leadership NOT about identifying a problem, opp., need, etc. = MANAGERS DO THAT (mgmt. is about sifting through info. and thinking of course of action)
—leadership is having the COURAGE to act and create change

Question 6

three leadership styles

Answer 6

1. autocratic/directive
   - –leaders make the decision alone
   - -w/o involving employees in decision making process
2. democratic/consultative
   - -employees participate in decision making
3. Laissez Faire/ free-reign
   - leave employees alone to make the decision
   - -leader provides min. guidance and involvement in decision

no one style is better than another!!! - knowing conditions where certain behavior is more effective is what is imp.

Question 7

transactional v. transformational

Answer 7

TRANSACTIONAL

• –recognize employee needs and show them how they will be satisfied in exchange for meeting objectives
• -motivate by focusing on org. goals and reinforcing expectations
• -key factor: reward

TRANSFORMATIONAL

• –align employee goals w/ leader goals
• -bring about change by paying attention to followers’ needs and concerns
• –key factor: trust

Question 8

Three I’s of charisma!!! - under transformational leadership

Answer 8

1. Individual consideration
2. Intellectual stimulation
3. Inspirational motivation

this can be learned and practiced!!!!

Question 9

key takeaways on leadership

Answer 9

functions of leaders
—DAC. courage, create vision and drive culture

transactional or transformational…or servant leader
–then autocratic, democratic, or laissez faire

leaders create a vision and use to manage change - vision must have clarity, relevance, provide guidance, clear about future state!!

Question 10

Leadership II case - Growing leaders

Answer 10

Leaders v. managers

The largest problem Richardson faced was - a lack of comm. and training from upper mgmt. has her lost and she feels unable to connect w/ her employees as a team

Question 11

Leadership II case - Growing leaders - COLOR TECH CASE

Answer 11

Leaders v. managers

The largest problem Richardson faced was - a lack of comm. and training from upper mgmt. has her lost and she feels unable to connect w/ her employees as a team

How could Richardson have had a better first meeting and made a stronger impact on her team the first day?

although she was enthusiastic and energized - she was bad at recognizing cultural differences from Chicago to Phoenix, bad at seeking mentorship and help, naive about depth of cultural differences, and set the wrong expectations which led to disappointment

ways she could build a team – meet each person indiv. to see their priorities, strengths, ask what they enjoy about job or what they would change, etc.
—get on same page, know what is expected of them collectively and indiv., know priorities, have info. to guide decisions

Question 12

color tech case

—sales rep v. leader

Answer 12

sales rep

• -success depends on personal performance (doing)
• -devise strategies to self motivate
• -focus on customer
• -achievement motivates

leader

• -success depends on performance of team (leading)
• -devises strategies to motivate the team
• -implements strategies to drive org. goals
• -focus on big picture
• -motivated by social power

Question 13

KEY LESSON FROM COLOR TECH CASE

–leadership v. mgmt.

Answer 13

leadership is process of DIRECTING and INFLUENCING ppl toward defined org. goals — leaders cope with change

• -setting direction
• -aligning ppl
• -providing motivation
• -building and comm. VISION

mgmt. - DEALING WITH and CONTROLLING ppl or things – managers cope w/ complexity
- -planning and budgeting
- -organizing and staffing
- -controlling and solving problems
- -carrying out the vision

Question 14

Richardson faults in color tech case

Answer 14

did not se expectations up front about her role and team’s performance

• –no push back on new boss who abandoned her and failure to reach out for info. and assistance
• -failure to reach out to old boss, to HR, or other sales managers
• -took on more than she could handle w/o help

she needs to set feedback meetings regularly
—work with mgmt. to set proper expectations and outcomes

colortech mgmt needs to

• -tie employee development and retention to performance appraisal
• -tie to compesnation
• -rethink role of HR and make it more strategic and an internal consultant
• -provide freq. feedback on performance

Question 15

LMX

Answer 15

Leader member exchange - LMX

• -trust based relationship btwn leader and follower
• -HIGH when LEADER AND MEMBER
  1. like each other
  2. help each other
  3. respect each other

HIGH QUALITY LMX relationships have mutual respect btwn leader and followers—low quality LMX relationships have lower levels of trust and respect btwn them

leaders can and should developed an understanding of their followers (know who you are leading, what they care about)

• -mindful of the effects of their own and others’ behaviors
• -weights impact of behavior on others

LMX

• -Leader is fair - delegates - efforts to build relationships, employee feedback seeking, personality similarity and liking
• -consequences: job satisfaction, org. commitment, higher performance, lower turnover

then we did the LMX score to see what kind of relationship we had with old work

Question 16

Tools to improve relationship w/ manager

Answer 16

• -create interaction opp.
• -ppl are attracted to those who are similar to them
• -utilize impression mgmt. tactics
• -be a reliable employee
• -be aware the relationships develop early

leadership is about COURAGE to act and create change
—VIDEO of dancing shirtless guy in field and everyone joins in

Question 17

QUIZ
1. which has the MOST impact on worker motivation?

2. local high school band needs to raise money to pay for trip - station 1 has 4 indiv. cutting sandwich buns, station 2 has 4 ppl placing meat, etc. - the indiv. who devised the sandwich making production plan is operating under a:
3. task identity is the degree to which someone is…

Answer 17

1. job design
2. job specialization approach
3. task identity is the degree to which someone is in charge of an identifiable task from START to FINISH. can still be high if they know a lot about where their work fits.

Question 18

from job specialization to job re-design!!!

Answer 18

differentiation and integration and specialization bc inefficient to have each worker to complete set of jobs
—but problem is it is boring, repetitive, low-skill, etc.

job design solution = JOB ENLARGEMENT (expanding tasks performed by employees to add more variety)

• -additional jobs added to the job = “horizontal loading”
• -inc. VARIETY
• -lengthened work cycle (length of time req. to complete a task before beg. again)
• –problem bc if already hate job why add more terrible tasks

Question 19

newer solution beyond job enlargement = job enrichment

Answer 19

incorporated HERZBERG’S MOTIVATORS into job

• -job enrichment = allowing workers more control over how they perform tasks
• –gave workers some tasks that managers used to do = “vertical loading”
• -tried to optimize 5 factors (skill variety, task identity, task significance, autonomy, feedback)

presence of these motivators leads to high performance, achievement, recognition, responsibility, etc.

studies shows job enrichment

• -inc. productivity
• -dec. absenteeism
• -quality improved

Question 20

the 5 motivating factors in job enrichment

Answer 20

1. skill variety
   - –rotation program to learn each others’ tasks and highlight variety in skills, ppl, interactions
2. task identity (the whole task)
   - -combine tasks done by diff. ppl so one employee completes a process
   - -describe how task fits into larger process
3. task significance
   - -use testimonials to highlight impact the work has on users’ lives
4. autonomy
   - -ask employees to find 2 solutions on their own before asking for advice
   - -pair employees with others
5. feedback
   - -be first to give and ask for formal and informal feedback
   - -show employees where to look for feedback in their own tasks

Question 21

MPS = motivation potential score

Answer 21

MPS = ((skill variety + task identity + task significance)/3) * autonomy * feedback

feedback also = feedback from others and feedback from the task

Question 22

cash v. award incentives

Answer 22

Some students may argue that cash is the best incentive because employees may buy whatever they want or need using cash. Yet, in some organizations awards may be very effective. Cash often goes to buy life’s necessities, while awards may give employees something they appreciate but they would not necessarily buy for themselves, such as a fancy vacation, or a nice dinner at a popular restaurant. These types of awards also have the advantage of creating a positive image for the company during and after the experience. When the organization sends employees to a fancy vacation for their accomplishments, employees may feel proud, share this experience with their friends and family members, and feel that they are being recognized. Du e to the symbolic value attached to such awards, it would be erroneous to dismiss them as being less effective than cash.

Question 23

peer-to-peer rewards

Answer 23

manager-employee, employee-employee, employee-manager
–recognition and appreciation are the top drivers of engagement and culture

potential problems with incentives
–costly failures - hiring wrong people for wrong reasons or position — or perverse incentives

ex. call center uses metric of avg. time per call when rewarding employees - in order to keep their avg. call time low, employees are hanging up on customers when they think call will take too long to answer
- –or another ex. factory gives bonus if there are no reported injuries for 6 months - so ppl are hiding their injuries to get the bonus

to FIX: rate employees on quality

• -indiv. over group bonuses
• -bonuses for reductions, etc.

Question 24

motivating through goal setting

Answer 24

what works

• -SMART goals (specific, measurable, aggressive, realistic, time-bound)
• -can make us 10-20% more effective bc provide direction, energize ppl, create challenge

what drives goal commitment

1. make it public
2. supportive relationship w/ manager
3. employee participation
4. rewards!

Question 25

politics

Answer 25

The informal, unofficial, sometimes behind scenes efforts to sell ideas and influence the organization or increase power

• —primarily evident when there is a scarcity of resources.Role ambiguity
• –Promotions and limited rewards

Question 26

two types of networks

Answer 26

1. entrepreneurial
   –an indiv. bridges across “structural holes” connecting indiv. or groups that would otherwise not be connected
   advantages:
   ——access to novel and diverse info. - inc. innovation and creativity
   —–brokerage and control opp.
   —–integration across groups which allows you to access diverse skill sets
   —-career advancement
2. clique network
   –most members are directly linked to each other
   —few or no structural holes
   –high cohesion or bonds
   advantages
   ——promotes trust and provides support
   ——provides clear normative expectations
   ——-promotes cooperation and reciprocity
   ——facilitates implementation and execution

also called bonding v. bridging

Question 27

a strong network provides:

Answer 27

• private info.
• -access to diverse skill sets
• -power

a WEAK network is BETTER for innovation

Question 28

Heidi Roizen case

Answer 28

early indiv. player and mentor capitalist — became a nuclei btwn networks

• –achieved network through positions of responsibility, social capital, job offers, friendships -
• –her style to maintain: warm and hard, unique, maximize each conv., keep secrets, consistency, respect time and resources of others, attend conferences, join industry groups, email weekly, dinner parties, open door policy

her power comes from: track record, conscious of her status and status of others, calls in favors

her problem - needs to prioritize her contacts — distinguish btwn primary and secondary contacts and alter investments accordingly

Question 29

takeaways from case

Answer 29

acquiring power and leveraging your network

1. performance
   - –do what you say you are going to do when you say you are going to do it
2. consistency
   - -be consistent in your actions so ppl know what they can expect from you
3. focus
   - -on win-win connections – connect ppl only when both parties will benefit from connection
4. reciprocity
   - -give help and ask for help
5. shared activities
   - -connect w/ people by doing things you both enjoy
6. style
   - -be authentic and approachable by ppl

Question 30

boundary spanner

Answer 30

focus on being a bridge btwn disconnected others (like Heidi)
–a bridger is a boundary-spanner - someone who connects one network to another

maximize all conversations no matter how short

• -access to influential ppl
• –say thoughtful things and be fully present

Question 31

givers and takers article

Answer 31

• –higher rates of giving associated w/ greater group/org. productivity and performance
• -paradox: the most helpful employees are both the lowest and highest performing employees
• -can you be both generous and productive?
• -be ok with asking and be ok with setting boundaries

timidity - if you are uncomfortable with asking, think about how asking can benefit others

don’t help those who won’t help in return - work with those who reciprocate

LESSONS

• –you only get one chance to make a FIRST IMPRESSION
• -what is your personal brand - how you want to be known?
• -cultivate the media - get known, written and talked about
• -write articles, blogs, columns
• -consider getting prof. public relations help early in your career

improve your network by bridging gaps btwn ppl

• -in leveraging your network focus on RECIPROCITY!!!!
• -think about what you can give as opposed to what you can take

Question 32

quiz
1. T/F - power is the ability to get things done the way you want them to be done

2. according to surveys, the most freq. used influence tactic is:

Answer 32

1. TRUE

2. rational persuasion

Question 33

your own personal board of directors

Answer 33

those who

• -can be there knowingly or unknowingly
• -influence your choices
• -you consider them when you make decisions
• -you want their advice

Question 34

power

Answer 34

the ability to influence the behavior of others to get what you want

importance scarcity and substitutability —-> lead to dependency —> which leads to POWER

• –You can tell how dependent you are on someone if you can answer three questions:
  1. How unique is this resource?
  2. How important is this to me?
  3. How difficult is it to find another way to do this or get this?

Basic dependency is supply and demand
In purchase situations, the buyer may have more power than the seller

So what? If you want to INCREASE your power, increase dependency- either by increasing the level of need or by reducing alternatives. You can do this physically or with words.
When you are dependent and find this to your disadvantage, you may seek to increase the number of alternatives you can choose.

Question 35

power and influence hand diagram

Answer 35

1. legitimate power (thumb)
   - –based upon an indiv. position int he formal hierarchy
2. expert power - index finger
   - –based on indiv. special knowledge or skills
3. coercive power - middle finger
   - –based on fear, intimidation, and the capacity to control punishment
4. reward power - ring finger
   - –based upon capacity to control distribution of valued rewards
5. referent power - pinky
   - –based upon admired personal qualities, carisma, and reputation
   - -info. power is about access to specific info.
   - -your bosses kid

Question 36

consequences of power influences

Answer 36

expert power and referent power —> commitment

legitimate power and reward power —> compliance
—compliance = you do when you don’t necessarily want to obey but you do anyway

coercive power —> resistance

Question 37

why is power imp?

Answer 37

it gives you INFLUENCE over others
–you need influence to get things done
how you you wield influence?
—impression mgmt. and influencet tactics
–bc you can have influence w/o position/legitimate power!

Question 38

impression mgm.

Answer 38

how a person dresses, how they stand, and the way they behave at work

1. nonverbal - clothing, body lang, demeanor
2. verbal - tone of voice, rate of speech, what you choose to say and how you say it
3. how you perform on the job and you you interact with others

Question 39

top influence tactics

Answer 39

other ways to encourage behavior w/o power and status

influence = the ability to alter ppl’s perceptions of a situation

1. reciprocity
   - –ppl more likely to comply w/ request from someone who has done something for them - feel obligated to pay back
2. scarcity
   - -opp. and resources seem more valuable when they are less available
   - -exclusivity is attractive - secret groups or exclusive clubs
3. authority
   - -ppl persuaded by ppl who possess more PERCEIVED authority, expertise, and credibility (independent of strength of their arguments)
   - -perceived authority by height, dress (uniform), graying hair, eyeglasses, british accent, deep voice
   - -Warren Harding effect - ppl say he was the worst president - popular bc of his speeches and firs impressions - his looks
4. consistency
   - –after committing to position ppl are more likely to comply with requests that are consistent with their orig. position
   - -Four walls technique - ask series of questions to get them say yes? - agree education is imp., do hw helps grades, reference books help hw, will you buy hw?
   - -we are a fast growing company, right???
5. liking
   - –comply requests from ppl they like
   - -factors that inc. liking - similarity, familiarity, cooperation, humor
   - -informal conversations - reveal personal info. - highlight your similarities and common interests - complimen
6. consensus or social proof
   - -ppl more likely to comply with requests if its consistent that others are doing it
   - -emphasize support for ideas - points out others who do it - say bestselling or most popular

unlike power which is often coercion - influence makes use of positive lang. and subtle behaviors to encourage the desired outcome

Question 40

review of power and influence

Answer 40

power is NOT ALWAYS negative

• –five bases of power - hand model
• –you can influence ppl even w/o position of power and 6 tactics

effective org. drive ppl to do something, they have leaders who know how to use power and followers who understand influence

inc. power
- -inc. dependency by inc. level of need or reducing alternatives
- -when you are dependent and find this to you disadvantage you may seek to inc. number of alternatives you can choose

Question 41

power v. influence

Answer 41

influence refers to STEPS we take to get others to do what we want - tech. that work

• –influence helps ppl see the “why” and leads to altered perceptions of the situation
• -similar to power but relies on subtle tactics and careful handling of situation

Question 42

negotiation

Answer 42

process where two+ parties decide what each will give and take in a relationship

two types of negotiations

1. distributive
   - -single issue (usually price/money)
   - -typically zero-sum bargaining (conflicting goals)
   - –ex. cars
2. integrative
   - -multiple issues (price, quantity, timeline)
   - -opp. for joint gain can be identified
   - -willingness to trust other party usually facilitates better deals and future relationship
   - -collaborative problem solving approach
   - -ex. job salary

why not negotiate

• –too trivial or too imp.
• -power diff. too great
• -uncomfortable
• -no time - or don’t know its an option

Question 43

ineffective negotiators?

Answer 43

• -let ego get in the way
• –unrealistic expectations
• -satisficing = accepting the first offer
• -getting overly emotional
• -self-reinforcement - letting past negative outcomes affect present ones
• -absence of relevant and diagnostic feedback

Question 44

five phases of negotiation

Answer 44

1. investigation
   - –gather info.
2. determine your BATNA
   - -best alternative to a negotiated agreement - your source of POWER
   - -do everything you can to improve your BATNA before you negotiate
   - -counterparts’ perceptions of your BATNA are very imp.
3. presentation
   - –receives most attention but NOT most imp.
4. bargaining
   - -place for concessions
   - -key here is to ask questions
5. closure
   - -rejection still an opp. to learn!

Question 45

reservation point

Answer 45

your bottom line

• –point at which you are indiff. whether you achieved negotiated agreement or walk away – anything worse than reservation price and you walk away
• –NEVER REVEAL YOUR RESERVATION PRICE

target point = goals and aspirations
—know yours, your BATNA and your RP and also know those three for your opponent!!!!

Question 46

developing your BATNA

Answer 46

1. brainstorm a list of alternatives
2. improve upon more promising ideas and convert them
3. identify the most beneficial alternative
4. remember that your BATNA may evolve over time
5. don’t reveal BATNA to your other party

Question 47

negotiation rules

Answer 47

• –don’t fall for fixed-pie bias
• -transform single-issue to multi-issue
• -informal situations are JUST AS IMP. as formal
• -life/business is NOT a one-shot game - compete now and win often pay later - job negotiations are an ongoing relationship
• -know your BATNA
• -it is normal that negotiation involves conflict

Question 48

bargaining zone

Answer 48

space btwn buyer’s reservation price (Br) and seller’s reservation price (Sr) - ZOPA

ZOPA = zone of possible agreement

if Br < Sr - then there is no zone of possible agreement

ex. buyer (hiring manager) stays at 45K salary goal - seller (applicant) says no deal bc they want 50-60K
== negative bargaining zone ( Br –> Sr)

if Br > Sr then zone of possible agreement exists = positive bargaining zone (Sr –> Br)
—zone of agreement is from Sr to Br

Question 49

5 conflict management styles

Answer 49

1. avoidance
   - –lower left — low comp. and low coop.
   - –when you need to let ppl cool down!!
2. accommodation
   - –lower right = low comp. and high coop.
   - –when you realize you are wrong and that the issue is more imp. to other group
   - -build credit for the future
3. competition
   - –upper left - high competitiveness and low cooperative
   - -no long term relationship
   - -“protect” the group from untrustworthy others
   - -unpopular courses of actions need implementation
   - -issue of survival
4. collaboration
   - –upper right = high comp. and high coop.
   - -both groups concerns are too imp. to be compromised
   - -gain commitment - need other group to help execute
5. compromise
   - –middle = mid comp. and mid coop.
   - -outcome is less imp. to your group than to other group
   - -mutually exclusive goals
   - -temp. settlement needed
   - -intense time pressure

Question 50

10 negotiating mistakes to avoid

Answer 50

1. Settling/Not Negotiating
2. Revealing How Much You Would Accept
3. Focus on Need/Greed Rather than Value
4. Weak Research or Negotiation Preparation
5. Making Salary Pitch too Early
6. Accepting Job Offer Too Quickly
7. Declining Job Offer Too Quickly
8. Asking for Too Many Changes in Counteroffer
9. Taking Salary Negotiations Personally
10. Not Asking for Final Offer in Writing

Question 51

Disney case

Answer 51

Problem Geibel is solving

• -ppl not collaborating across teams
• -siloed in own jobs
• -rewards of old structure did not reward collaboration

leads to:

• -low productivity - isolating work – no MPS items – satisfaction and motivation is low
• -less innovative

Question 52

changes made to Disney

Answer 52

• -old was manager led - moved to teams!!!!
• -distinct, clear roles - moved to high tech, multiple teams with new things being integrated
• -manager roles were structured and evaluate and in charge of the work - leaders change behavior to help TEAMING..coach and develop
• –manager intensive and managers not doing the work — moved to member intense and team leads participate in doing work - team leads the work
• -clear procedures and clear roles –> flexible shifting processes
• -stable separate offices - open plan office
• -hierarchical, managers responsible for results and intolerant of failure - team owns accountability for results - tolerant of intelligent failure

Question 53

New disney

Answer 53

• –lead to lead, primary, and secondary roles for everyone
• –flat org. structure
• –few boundaries and cont. trial and error
• -skip meeting around a table and meet around a screen – meeting is unstructured and fluid
• –real-time feedback and correction from non experts and experts

Question 54

how did new Disney mgmt. implement the changes

Answer 54

1. small isolated changes - to see what happened in a clean way - informative but slow
2. experimentation - to learn from failure - learned smart failure is valuable and dumb failure is costly
3. collaborative - to get input and buy in - can be hard to progress if people disagree
4. observe closely - to learn from natural variances, unplanned experiences like the shift after 7th person arrives

culture change made them more effective — they found that slow changes work and stick - shared purpose and made a diff. - removed titles - experimentation works - minimal meetings and small meetings

Question 55

methods used by transactional leaders

Answer 55

1. contingent rewards
2. passive mgmt. by exception
3. active mgmt. by exception

Question 56

servant leadership

Answer 56

defines the leader’s role as serving the needs of others

• –the primary mission of leader is to develop employees and help them reach their goals
• -servant leaders put employees first, understand their personal needs and desires, empower them, and help them develop in their careers

Question 57

House path goal theory

Answer 57

leadership behaviors should be influenced by what the employee is or does
—look at who you are leading and adapt - based on the people/their goals/needs/desire