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Leadership > Lecture 6 > Flashcards

Lecture 6 Flashcards

1
Q

What are the main knowledge processes? (7)

A
  • Establish
  • Inventorise
  • Develop
  • Storage
  • Sharing
  • Apply
  • Evaluate
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2
Q

Define ‘ambidexterity’

A

A firms ability to combine exploitation (delivery) and exploration (new idea generation)

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3
Q

Definition of ‘organisational culture’

A

A common perception held by an organisations members; a system of shared meaning

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4
Q

What does an organisational culture create? (5)

A
  • Defines boundaries between the organisation and others
  • Conveys a sense of identity
  • Facilitates the generation of commitment to something larger
  • Enhances stability of the social system
  • Serves as a sense-making and control mechanism for employees
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5
Q

How do you install values in an organisation? (5)

A
  • Stories
  • Rituals
  • Material symbols
  • Language
  • Role models
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6
Q

Definition of ‘power’

A

An individuals capacity to influence the behaviour of someone else so that this person behaves in line with your wishes

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7
Q

What are the two general types of power?

A

Formal power and Personal power

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8
Q

What are the four types of formal power?

A
  • Coercive
  • Reward
  • Legitimate
  • Information
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9
Q

Define coercive power

A

Capacity to control retributions (is negatively related to satisfaction)

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10
Q

Define reward power

A

Capacity to control rewards

not effective

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11
Q

Define legitimate power

A

Formal authority accepted by others to control organisational resources
(not effective)

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12
Q

Define information power

A

Access to valuable data, information or knowledge

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13
Q

What are the two types of personal power?

A

Expert power and Referent power

both relate positively to organisational outcomes

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14
Q

Define expert powr

A

Having skills, expertise or knowledge in order to gain influence

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15
Q

Define referent power

A

Power by being liked (or even admired) by others

“influence through identification”

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16
Q

Name 6 influence tactics

A
  • Pressure (least effective)
  • Rational persuasion (most effective)
  • Inspirational appeals(most effective)
  • Personal appeals
  • Consultation (most effective)
  • Ingratiation
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17
Q

How can you use power to realise your ideas?

A
  • Increase the dependence of others
  • Gain unique knowledge or skills (expert power)
  • Avoid coercion
  • Create informal, expert and referent power (personal power)
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18
Q

Innovation involves both the generation and implementation of new ideas, so how do we manage innovation?

A

By ensuring good R&D, and ensuring an organisations absorptive capacity and ambidextrous.

19
Q

Define absorptive capacity

A

A firms ability to transform knowledge into a successful operational process or product.

20
Q

Knowledge sources can be both tacit or explicit. Define tacit knowledge sources. (7)

A
  • From experts
  • Corporate knowledge
  • Core competencies
  • Customer perspectives
  • External information
  • Data bases
  • Hard archives
21
Q

How does an organisation ensure it stays ambidextrous?

A

Ensure employee engagement in the processes.

22
Q

Define employee engagement

A

A motivational state that is characterised by;
Absorption
Dedication
Vigor

23
Q

Define ‘performance appraisal’

A

A periodical, systematic, standardised, formal and objective review of individual employee achievement and performance. Good performance is praised and rewarded.

24
Q

Statement: “A performance appraisal system is the ideal tool to stimulate and guide employee development”

A

False. 90% of these systems are unsuccessful.

25
Q

Statement: “Providing performance feedback is a key condition to motivate and enhance individuals performance”

A

False. A test were one person got feedback and the other did not concluded no significant performance differences between the two groups.

26
Q

What are the feedback guidelines provided by the book? (4)

A
  • Provide specific feedback
  • Provide timely feedback
  • Provide a balance fo positive and negative feedback (hamburger principle, good-bad-good)
  • Provide frequent feedback
27
Q

What is the reason to provide specific, timely, positive/negative and frequent feedback?

A

Improvement is best fostered by specific verbal feedback provided by a supervisor or other appraiser, as close in time to the exhibited behaviour as possible followed by suggestion on how future performance can be improved.

28
Q

What is a downside of specific feedback

A

Beneficial to initial performance but discourages exploration and learning for later. Not good for stimulating creativity and innovation.

29
Q

Regarding frequent feedback, more is better?

A

False. There is an optimal amount. Too much feedback relates to too much time and effort lost as well.

30
Q

Regarding balancing positive and negative feedback, what can one say about low self-esteem employees?

A

They are most disturbed by following up positive feedback with negative feedback.

31
Q

Rules for feedback providers; (3)

A
  • Be specific
  • Describe in stead of just evaluate
  • Do not do it too often, quantify
32
Q

Rules for feedback receivers; (3)

A
  • Refrain from criticism
  • Build on ideas from others
  • Rely on feedback from multiple sources
33
Q

Why does giving feedback not always work as it is expected to work? (2)

A
  1. The cognitive explanation

2. The motivational explanation

34
Q

Define the cognitive explanation regarding feedback intervention

A

The feedback directs attention to or away from a task

35
Q

Define the motivational explanation regarding feedback intervention (3)

A
  • People have an unrealistic positive self image
  • Self improvement motive in a threatening environment being the receiving feedback environment
  • Self enhancement detrimental for processing feedback (the lower your competence, the more likely you are to dismiss the negative feedback)
36
Q

Definition ‘Network’

A

A set of actors connected by ties or links

37
Q

Define ‘actors’

A

Individuals or entire teams or entire organisations

38
Q

Define ‘ties/links’

A

Things that connect various actors. Can be a trustee, someone you know, you worked with, a customer, someone you dislike even, anything really

39
Q

Define ‘the strength of weak ties’

A

People with whom we are the least connected with who offer us the most opportunities. The ‘weak ties’ can connect entire networks with each other.

40
Q

Define the 6 crucial things regarding the knowledge flow model

A
  1. Instill goals/strategies
  2. Access tacit knowledge
  3. Provide search tools
  4. Promote creativity
  5. Capture new learning
  6. Build a supportive culture
41
Q

What is a community of practice? (5)

A

Is a group of people with;

  • similar goals/interests
  • employ common practices
  • work with the same tools
  • use a common language
  • hold similar beliefs
42
Q

What are the benefits of CoPs for individuals? (4)

A
  • Solve problems
  • Accumulate new knowledge
  • To network
  • Establish social bonds within the community
43
Q

What are the benefits of CoPs for organisations? (3)

A
  • To develop ‘best practices’
  • To reduce costs
  • To innovate
44
Q

Name various broad scale differences possible for CoPs

A
  • Some are corporate, some are spontaneous
  • Some are for knowledge sharing, some are for knowledge development
  • Some are within organisations, some are between organisations
    Honestly, a CoP can be anything that is a group

Leadership (9 decks)

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