MGMT 501 Organizational Leadership

Question 1

Core Purpose

Answer 1

Shared destiny, common purpose (purpose statement)

Leadership and Vision

Question 2

BEHAG

Answer 2

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

(Leadership and Vision)

Question 3

Most important characteristic of being a leader

Answer 3

Self-awareness

Question 4

Priming

Answer 4

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

(Leadership and social perception)

Question 5

Assimilation Bias

Answer 5

New information is interpreted to fit a prior judgement

Leadership and social perception

Question 6

Confirmation Bias

Answer 6

The tendency to seek out supporting information that reaffirms bias

(Leadership and social perception)

Question 7

Stereotypes

Answer 7

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

(Leadership and social perception)

Question 8

Prejudices

Answer 8

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

(Leadership and social perception)

Question 9

Discrimination

Answer 9

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)

Question 10

“in-group” favoritism

Answer 10

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)

Question 11

Present Richard Nixon’s viewpoint on women in the workplace

Answer 11

“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)

Question 12

3 Stages of Perception

Answer 12

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)

Question 13

6 Basses of Power

Answer 13

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)

Question 14

Factors of Dependency

Answer 14

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)

Question 15

Power Tactics 7/(8)

Answer 15

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

(Leadership and power)

Question 16

Impression Management Topics (6)

Answer 16

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)

Question 17

Stages of a Team

Answer 17

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)

Question 18

Rapid Team Building Kit Components

Answer 18

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)

Question 19

Team

Answer 19

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)

Question 20

6 Steps of the Rational Man/Woman for Making Decision

Answer 20

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)

Question 21

Optimal Decision Making Model (3 Questions)

Answer 21

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)

Question 22

Roles of Leader

Answer 22

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

(Leadership and persuasion)

Question 23

Mechanisms of Persuasion

Answer 23

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)

Question 24

3 Psychological Traps of Decision Making

Answer 24

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

(Leadership and Decision Making)

Question 25

Hidden Traps of Decision Making

Answer 25

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

Question 26

CARVER

Answer 26

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)

Question 27

Influences on how we perceive others

Answer 27

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

Question 28

IAT

Answer 28

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

Question 29

Reducing the Use of Stereotypes

Answer 29

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

Question 30

Group

Answer 30

Two or more people that meet

Question 31

Team

Answer 31

Should have shared goals and a shared purpose

Question 32

Social Influence & The Roles of a Leader

Answer 32

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

Question 33

Diret Mechanism: Incentives

Answer 33

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.

Question 34

Direct Mechanism: Explicit Exchange

Answer 34

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

Question 35

Direct Mechanism: Reasoned Arguments

Answer 35

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

Question 36

Automatic Mechanism: Social Proof

Answer 36

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.

Question 37

Automatic Mechanism: Reciprocity Rule

Answer 37

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

Question 38

Automatic Mechanism: Consistency Principle

Answer 38

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.

Question 39

Automatic Mechanism: Obedience to Authority

Answer 39

Obey legitimate authority.

Question 40

Automatic Mechanism: Liking

Answer 40

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

Question 41

Automatic Mechanism: Scarcity

Answer 41

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

Question 42

Why rules of influence are important?

Answer 42

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.

Question 43

Assumptions of Rational Man/Woman Model

Answer 43

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

Question 44

Rational Model Questions to Ask

Answer 44

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?

Question 45

Bounded Rationality

Answer 45

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

Question 46

Heuristics

Answer 46

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