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Leadership > Lecture 3 > Flashcards

Lecture 3 Flashcards

1
Q

What motivates people? (3)

A

Autonomy
Mastery
Purpose

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2
Q

What is motivation?

A

Motivation is a major determinant of our behaviour

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3
Q

Main motivation issues (2)

A

Motives can be innate (a driver)
or
Motives can be acquired (learned)

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4
Q

Employee Engagement definition

A

Is the emotional state of employees

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5
Q

Employee engagement characteristics (3)

A

Absorption
Dedication
Vigor

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6
Q

Absorption definition

A

The level of concentration and how much one is engrossed in work

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7
Q

Dedication definition

A

The level of enthusiasm, inspiration and challenge experienced when performing job related tasks

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8
Q

Vigor definition

A

Reflects the level of energy and persistence of employees while working

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9
Q

Human Resource Management (HRM) definition

A

A strategic approach to managing employment relations which emphasis on leveraging peoples capabilities as a critical means to achieving sustainable competitive advantage (SCA)

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10
Q

How is HRM achieved?

A

By setting distinctive integrated employment policies, programs and practices.

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11
Q

How does HRM contribute to sustained competitive advantage (SCA)? (5)

A 
Employes are source for success
Changing from control to commitment
Line managers are primarily responsible
Alignment with business strategy
Involvement of top-management
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12
Q

The three types of resources

A

Physical
Human
Organisational

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13
Q

According to the resource based view (RBV) a firms human resources act as a sustainable form of competitive advantage when they are…

A 
VRIN
Valuable
Rare
Inimitable (=unique/impossible to copy)
Non-substitutable
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14
Q

Competitive advantage definition

A

When a firm is implementing a value creating strategy not simultaneously being implemented by any current or potential competitors

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15
Q

How are human resources valuable? (V in VRIN)

A

Skills, experiences and knowledge have economic value to organisations because they enable them to be productive and adaptable

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16
Q

How are human resources justified

A

Investments in human capital are justifiable if they allow a firm to productively utilise its accumulated human capital

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17
Q

Human resource examples (3)

A

Making human capital (training)
Buying human capital (compensating)
Eliciting productive behaviour (incentives

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18
Q

What makes human resources rare? (R in VRIN)

A

Not everyone is the same (f.e cognitive abilities)

19
Q

Characteristics of cognitive abilities (3)

A
  • A measure of the quality of human resources
  • One of the best predictors of effective job performance
  • Normally distributed throughout the population.
20
Q

For technology firms… (2)

A
  • Personnel is of great value for success

- Specialiased personnel are hard to obtain, retain and manage

21
Q

If your resources are VRIN, then…

A

… you have sustained competitive advantage (SCA)

22
Q

How to obtain specialists? Recruitment methods (5)

A
  • School placement
  • Trade associations
  • Recruitment advertising
  • Employee referrals
  • Employment agencies
23
Q

Recruitment is a two-way process. There are 3 conditions necessary for employees and employers to meet;

A
  • A common communication medium (f.e LinkedIn)
  • Employee characteristics match with employers job requirements
  • The candidate is motivated to apply
24
Q

Principle of personnel selection (principle of organisational behaviour) (2)

A
  • People are inherently individually different (=aptitudes and skills)
  • Future behaviour is (partly) predictable
25
Q

Aptitude definition

A

The natural ability to do something

26
Q

What is the goal of a selection method?

A

To predict whether somebody will be succesful in a specific job or not.

27
Q

Management practices (3 phases)

A
  • Entry phase (Recruitment)
  • Performance phase (Training & Development)
  • Exit phase ( (non)-voluntary exit)
28
Q

What are the 3 most popular selection methods?

A
  1. Interviews
  2. References
  3. GMA test (GMAT)
29
Q

Structured interview examples (2)

A
  • Behavioural pattern description interview

- Situational interview

30
Q

Situational interview examples (3)

A
  • Work sample tests
  • Leaderless group discussion
  • In basket test
31
Q

Describe the work sample test (4)

A
  • Is a situational test
  • Objective is to assess the ability to do rather than the ability to know
  • Difficult to fake
  • Not cost effective in large groups
32
Q

Describe the leaderless group discussion (2)

A
  • Most popular situational test
  • Group is required tto discuss something for a period of time with no one appointed to do anything. See how everyone performs.
33
Q

Describe the in basket test (5)

A
  • Also popular situational test
  • Simulates the actual position
  • Tests independence
  • Candidate does not say what they do, they just simply perform
  • Scores are dependent on self-confidence, organisation and planning skills, written communication, decision making, risk taking and administrative abilities.
34
Q

What is an assessment center?

A

An interview type usually lasting a day in which multiple assignments are done like individual assessments, grouip discussions, group tasks, presentations, interviews, business simulation games, psychological tests etc etc.

35
Q

What consequences do bad hiring practices have for a firm? (4)

A
  • Poor performance
  • Time lost to find new employee
  • Money lost to find new employee
  • Demotivating for current staff
36
Q

The selection process can also be outsourced, how? (4)

A
  • Psychological consulting firms (aimed at personnel selection through tests)
  • Recruitment firms (aimed at professionals)
  • Executive search firms (aimed at top management)
  • E-recruitment (aimed at online recruitment)
37
Q

What is the primary function of a leader?

A

The primary function of a leader is to create the essential purpose or mission of the organisation and the strategy for attaining it.

38
Q

What is the primary function of a manager?

A

The primary function of the a manager is to implement the vision of the leader. He/She is responsible for achieving taking the steps in order to realise the leader’s vision.

39
Q

Define ‘leadership’

A

Leadership is defined as the process by which an individual influences others in ways that help attain group or organisational goals.

40
Q

What makes leadership an elusive concept? (4)

A
  • Leadership is primarily in the eye of the beholder
  • Easier to believe than to prove leadership
  • Importance of leaders can be overestimated
  • Not a lot of good examples in practice of leadership
41
Q

Leader traits (7+)

A
  • Optimism
  • Fighting spirit
  • Expertise
  • Determination
  • Humor
  • Intelligence
  • Fairness
42
Q

What is the ‘trait approach’ on leaders?

A

Recognizes that leaders possess key traits that are stable over time and set them apart from others.

43
Q

What is the ‘behaviour approach’ on leaders?

A

Focusses on what leaders do.

Demonstration of high concern by leaders is regarded most successful.

44
Q

How do you become a charismatic leader? (5) (verhaal theo)

A
  • Extraordinary person (leader)
  • Social crisis (situation)
  • Radical solution (vision)
  • Followers who believe in the solution
  • Validation by repeated success

Leadership (9 decks)

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