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MBA > MGMT 501 Organizational Leadership > Flashcards

MGMT 501 Organizational Leadership Flashcards

1
Q

Core Purpose

A

Shared destiny, common purpose (purpose statement)

Leadership and Vision

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2
Q

BEHAG

A

Big Hairy Audacious Goal - general description not too specific or too general

(Leadership and Vision)

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3
Q

Most important characteristic of being a leader

A

Self-awareness

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4
Q

Priming

A

Recent experience leads people to attend to a specific set of features

(Leadership and social perception)

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5
Q

Assimilation Bias

A

New information is interpreted to fit a prior judgement

Leadership and social perception

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6
Q

Confirmation Bias

A

The tendency to seek out supporting information that reaffirms bias

(Leadership and social perception)

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7
Q

Stereotypes

A

Beliefs about members of a particular group. Known knowledge about a particular group or race

(Leadership and social perception)

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8
Q

Prejudices

A

Feelings about members of a particular group. Feeling a certain way due to stereotypes

(Leadership and social perception)

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9
Q

Discrimination

A

Actions taken based on beliefs and feelings about members of a particular group. Acting out based on previous stereotypes and bias.

(Leadership and social perception)

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10
Q

“in-group” favoritism

A
  1. “Comfort Zone”
  2. Self-esteem
    Shared experiences and familiarity that forms favorable bias
    People naturally associate their “in-group” with “positive” attributes. Therefore, they are faster when using “congruent” not “conflicting” categories.

(Leadership and social perception)

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11
Q

Present Richard Nixon’s viewpoint on women in the workplace

A

“I don’t believe a woman should be in any government job whatsoever . . . mainly because they are erratic and emotional. Men are too but women are more-likely to be.”

(Leadership and social perception)

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12
Q

3 Stages of Perception

A
  1. Attention: Pay attention to certain things
  2. Interpretation: We try to interpret what we saw
  3. Judgement: Then we make a judgement

(Leadership and social perception)

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13
Q

6 Basses of Power

A
  1. Coercive Power: I could take something away from you if you don’t do . . .
  2. Reward Power
  3. Legitimate Power: from position and organizational chart
  4. Expert Power: from the knowledge they have, expert in their field.
  5. Referent Power: when people look up to you or want to be like you.
  6. Informational Power: having access to information and top people

(Leadership and power)

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14
Q

Factors of Dependency

A
  1. Importance of a resource: If what you have is important to others then you will have power.
  2. Scarcity of a resource: If you are more scarce than you will have more power.
  3. Number of viable substitutions: if there are not many alternatives then you will have more power because people will be dependent on you.

(Leadership and power)

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15
Q

Power Tactics 7/(8)

A
  1. Reason
  2. Friendliness
  3. Bargaining
  4. Coalitions
  5. Assertiveness
  6. Higher Authority
  7. Sanctions
  8. (Political)

(Leadership and power)

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16
Q

Impression Management Topics (6)

A
  1. Conformity: if you conform in meetings or not
  2. Association: who you associate with
  3. Favors: if you perform favors
  4. Excuses/apologies
  5. Acclaiming
  6. Flattery

How is you managing your “brand” using these tactics?

(Leadership and power)

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17
Q

Stages of a Team

A
  1. Forming: when the team figures out what their purpose is
  2. Storming: Some controversy in this stage. Team is trying to figure out what they need to reach their goal
  3. Norming: how we treat each other, what hours we work, how we celebrate. How this team will function.
  4. Performing: Now we do what we are supposed to do
  5. Adjourning: wrap up, finish the task, celebration

(Leadership and team building)

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18
Q

Rapid Team Building Kit Components

A
  1. Share personal background
  2. Ask “what has worked in the past”
  3. Describe how team will work together
  4. Optimize team member’s strengths
  5. Establish norms for decision making
  6. Establish a process of giving feedback

(Leadership and Team Building)

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19
Q

Team

A

A group of individuals who share a common defined goal. A team’s individuals may have different roles, but there must be an underlying trust and common purpose to give them vision in accomplishing their task

(Leadership and Team Building)

20
Q

6 Steps of the Rational Man/Woman for Making Decision

A
  1. Define the problem
  2. Identify decision criteria
  3. Allocate weights to the criteria
  4. Generate alternatives
  5. Evaluate alternatives
  6. Select the best alternative

(Leadership and Decision-Making)

21
Q

Optimal Decision Making Model (3 Questions)

A
  1. What choices are available?
  2. What choices are optimal?
  3. What is the optimal alternative according to the notion of optimality given the feasibility constraints?

(Leadership and Decision-Making)

22
Q

Roles of Leader

A
  1. Strategist and decision maker
  2. Social architect
  3. Managing relationships

(Leadership and persuasion)

23
Q

Mechanisms of Persuasion

A

Direct

  1. Incentives
  2. Explicit Exchange: bargain
  3. Reasoned arguments: logic

Indirect (automatic)

  1. Social proof (no strong opinion; group sway)
  2. Implicit Exchange, Reciprocity rule (tit for tat)
  3. Commitment & Consistency principle: get someone to commit to something small and then more and more
  4. Obedience to authority: follow orders
  5. Liking: if people like you they tend to do things for you
  6. Scarcity: if something is scarce they tend to value it and pay more for it.

(Leadership and Persuasion)

24
Q

3 Psychological Traps of Decision Making

A
  1. Over cautious
  2. Over confident
  3. Highly impressionable

(Leadership and Decision Making)

25
Q

Hidden Traps of Decision Making

A
  1. Anchoring trap
  2. Status quo trap
  3. Sunk-Cost trap
  4. Confirming evidence trap
  5. Estimating and forecasting trap
26
Q

CARVER

A

Risk assessment tool developed in war time

  1. C: Critically - how essential an asset or critical system is to your company
  2. A: Accessibility - how hard it would be for an adversary to access or attack the asset
  3. R: Recoverability - how quickly you could recover if something happened to the asset
  4. V: Vulnerability - how well (or not) the asset could withstand and adversary’s attack
  5. E: Effect - how much of an impact there would be across your business if something happened to the asset
  6. R: Recognizability - how likely it is that an adversary would recognize the asset as a valuable target

(Leadership and Risk Management)

27
Q

Influences on how we perceive others

A
  1. Cultural beliefs
  2. Media Images
  3. Roles and Occupations
  4. Shared Experiences
  5. Familiarity (Contact)
28
Q

IAT

A

Implicit Attitude Test
Developed at Harvard
What beliefs tend to be automatically associated? Fast on associated beliefs, slower on unassociated ones.

29
Q

Reducing the Use of Stereotypes

A
  1. Blinding: example, tryouts for major orchestras. Then set behind screen and chose people without being able to see the person.
  2. Awareness: Commitment to egalitarian principles eliminates discriminatory behavior. Don’t discriminate. Be aware of your stereotypes.
  3. Contact: Familiarity increases accuracy of perceptions
30
Q

Group

A

Two or more people that meet

31
Q

Team

A

Should have shared goals and a shared purpose

32
Q

Social Influence & The Roles of a Leader

A
  1. Strategist and Decision Maker: Sell objectives and strategic vision to others
  2. Social Architect: once vision is in place how do we sell it to others
  3. Managing Relationships: use influence principles to win trust and support
33
Q

Diret Mechanism: Incentives

A

Choose the course of action with the highest subjective value. If you want people to do A and not to do B, arrange an incentive structure where highly valued things happen if they do A and undesirable things happen if they do B.

34
Q

Direct Mechanism: Explicit Exchange

A

Tit for tat. Accept exchanges that improve the status quo. If you get me a better price I will get you the product quicker.

35
Q

Direct Mechanism: Reasoned Arguments

A

If you believe X &Y, then you should also believe Z. If you value X & believe Y, then you should do Z.

36
Q

Automatic Mechanism: Social Proof

A

You want support for your beliefs so you look to those that will support you. Also some people just want to conform and fit in to group pressure.

37
Q

Automatic Mechanism: Reciprocity Rule

A

Repay positive acts, punish hostile acts, tit for tat. Reciprocity enables trust.

38
Q

Automatic Mechanism: Consistency Principle

A

People are strongly motivated to act in a manner that is consistent with their private self-image and their past public actions and commitments. Consistency is deeply ingrained in the nervous system. It is good for reducing effort because we know how the process works. I voted one way in the past so I must vote the same in the future.

39
Q

Automatic Mechanism: Obedience to Authority

A

Obey legitimate authority.

40
Q

Automatic Mechanism: Liking

A

If I like you, then I am more likely to comply with your requests.

41
Q

Automatic Mechanism: Scarcity

A

The more scarce something is, the more people value it.

42
Q

Why rules of influence are important?

A

Understanding these rules gives us great control over our own lives, more influence over others, and a greater ability to resit the influence attempts by others.

43
Q

Assumptions of Rational Man/Woman Model

A
  1. Problem Clarity - not always clear
  2. Known Options
  3. Clear Preferences - maybe you like two options
  4. Constant Preferences
  5. No Time or Cost Constraints
  6. Maximum Payoff is Known and Achievable - do we have the information to understand the data
44
Q

Rational Model Questions to Ask

A
  1. What choices are available?
  2. What choices are optimal?
  3. What is the optimal alternative according to the notion of optimality, given the feasibility constraints?
45
Q

Bounded Rationality

A

Decision-makers act as satisficers, seeking a satisfactory solution rather than an optimal one.

46
Q

Heuristics

A

Mental process for making decisions that help us take short cuts and save time.

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