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GMAT > MGMT 610 > Flashcards

MGMT 610 Flashcards

1
Q

Key leadership behaviors

A

Setting Direction, aligning & motivating others, setting strategy, coaching others to implement strat, shaping organizational culture

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2
Q

Key teamwork behaviors

A

Assigning, completing and coordinating tasks; Providing perf. feedback; Giving help, sharing info; Adapting to change; Focusing on shared goals

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3
Q

Highest correlation?

A

Leadership commitment to manage by objectives – company productivity.

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4
Q

What do people think they have to learn?

A
  • Leadership (79%)
  • Skills training in field (74%)
  • Team building (68%)
  • Prob solving and dec making (65%)
  • Strategic planning (59%)
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5
Q

How does happy/sad emotions affect workplace?

A
  • Sad=More arguments that are persuasive, thought out out, bottom-up & systematic
  • Happy=creativity/originality
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6
Q

Why do teams give up?

A

1) Presence of expert (73%)
2) Presentation of a compelling arg (62%)
3) Lacking confidence (61%)
4) An unimportant or meaningless decision (52%
5) Pressure from others to conform (46%)
6) Dysfunctional decision-making climate (39%)

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7
Q

Managers action pre-meeting

A
  • Choose right mix of team members & monitor size
  • Frame decision-task appropriately
  • State clear goals
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8
Q

Managers actions during meeting

A
  • Positive tone at start
  • Don’t judge ideas right away
  • Hear multiple ides
  • Suggest second chance meetings
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9
Q

After meeting

A

Provide honest feedback

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10
Q

Common knowledge effect

A
  • Although pooling unique info is one of the greatest benefits of collaborations, collaborators often tend to discuss what everyone else already knows
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11
Q

Redundant info guides decisions

A

Info held by more members before team discussion has more influence than info held by fewer members

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12
Q

Why pat attention to emotions (3 reasons)

A

1) Emotions drive thinking
2) Emotions motivate
3) Emotions communicate

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13
Q

How do we read emotions (3 – rank)

A

1) Facial exp/body language (55%)
2) Tone of voice (38%)
3) Spoken words (7%)

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14
Q

Amygdala Hijacking

A
  • Immediate/overwhelming response to a stimuli
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15
Q

EI Goal

A

Goal: experience the most appropriate emotional state for the task at hand….. perceive your emotions & manage others’ emotions

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16
Q

Types of interdependence (be able to draw)

A

Pooled / Sequential / Reciprocal

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17
Q

Abilene Paradox

A

Groups often agree to a course of action that none of them wants, because each member assumes that the others want it

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18
Q

Groupthink

A

Overconfidence often leads groups to experience a deterioration of mental efficiency, reality testing and moral judgments

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19
Q

Group polarization

A

Group judgments are often more extreme than the sum of the judgments of individual members

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20
Q

Sports as a model steps

A

1) Integrate cooperation & competition (overt = bad)
2) Orchestrate some early W’s
3) Breakout of losing streaks - ex. break down into small steps
4) Carve out time for practice (Ex McKinsey, cant be on all the time
5) Call Half-time (you can create artificial endpoints)
6) Keep team membership stable
7) Study the game video (Debrief)

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21
Q

Caveats to sports model

A

1) Choose the right sports
2) Don’t confuse coaching w/ mentoring (manager can’t focus on day-day – structure and design are important
3) Build bridges, not boundaries (some people might not get sports metaphors)
4) Don’t assume winning is the only thing (workplace = ethically complex w/ higher risks

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22
Q

Ladder of inference (Steps)

A

Observable data (video) – I select data – I add meaning – I draw conclusions – I adapt beliefs about the world – I take action based on beliefs

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23
Q

Ladder of inferences (3 ways to use it)

A
  • Become more aware of your own thinking (reflection)
  • Make your thinking/reasoning more visible to others (advocacy)
  • Inquire into other’s thinking/reasoning (inquiry)
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24
Q

Team composition

A

4-7 (5.5 is ideal) / External connections outside team helps! / Mixed evidence for diversity

25
Q

Team effectiveness defined

A
  • Performance=output meets qty and quality standards
  • Development &well-being=involvement contributes to growth and satisfaction of ind members
  • Viability=Team retains ability to work together in future
26
Q

Bases of Power

A

Reward, coercive, legitimate, informational, EXPERT, REFERENCE

27
Q

Fairness norms

A

Equality, equity, need

28
Q

Relationship conflict

A

Personal, emotion-laden, friction, pers. clashes

29
Q

Task Conflict

A

Work based, content-debates, non-personal

30
Q

Procedural

A

Delegation issues, role and resource distro, coordn. issues

31
Q

Big 5 personality traits

A

Extraversion, openness, agreeableness, emotional stability, conscientiousness

32
Q

Extraversion

A

optimal level of neocortical arousal, make eye-contact, prefer large groups, (+) = energy, network (-)=not allowing others to contribute ALSO) sociable extraverts, shy introverts

33
Q

conscientiousness

A

dependability–attention to detail, but loses the forest in the trees, blindly follows rules,

34
Q

Maximizing v. satisficing

A
  • Maximizers = strive to meet the highest objectives (tend to do better but feel worse)
  • Satisficers = strive to meet their personal standards
35
Q

Agreeableness

A
  • Easy to get along, but can be taken advantage of
36
Q

Emotional reactivity

A

uneasy vs calm and collected under stress – GOOD critical thinker, BAD rash responses (over-reacting)

37
Q

Openness

A

Diversity, originality, BUT lack of focus & self-awarness

38
Q

Correlations & leaders

A

Extra / cons (+.33), openness (.24), agreeableness (.05), emotional reactivity (-.24)

39
Q

How to Adapt?

A
  • Select=choose situations that meet traits
  • Craft=modifying situation to meet traits
  • Stretch=modifying traits to meet situations
40
Q

Transactional

A

Everyday logistics support – task oriented, clarify expectations, tied to rewards, take action to correct problems

41
Q

Transformational

A

Change-oriented leadership, speak optimistically, emphasize purpose and mission, seek diverse perspectives

42
Q

Adaptable leader (3 forces)

A

1 )Rapid Globalization

2) Changing employee expectation
3) New models of organizing work (temp, virtual, etc)

43
Q

Trans / Transf (collectivist v individualistic)

A

Transactional caters to individualistic – Transformational caters to collectivist

44
Q

Ways to use transformational leadership

A
  • Inspirational motivation
  • Intellectual stimulation
  • Individualized consideration
  • Idealized influence
45
Q

3 levels of organizational culture

A

Artifacts and practices
Espoused and enacted values
Basic Underlying Assumptions

46
Q

3 C’s of cultures

A

Clear, consistent, comprehensive

47
Q

Organizational psychology

A

Focuses on the task as central to understanding the dynamics of teamwork and team performance

48
Q

Team Climate

A

Emergence of an overall objective, mission, or strategic imperative of the group (increases team effectiveness)

49
Q

Emotional contagion

A

Emotions within teams are transferred from one person to others close by (Unaware that it is happening to you)

50
Q

Referent power

A

Most powerful method of convincing. People admire you and want to be with you because they want to be like you

51
Q

Depressive realism

A

Personal bias where we think ourselves/world around us is slightly better

52
Q

6 Principles of EI

A

1) Emotion is info
2) We can try to hide emotion, but we do a bad job
3) We can try to ignore emotion, but it won’t work
4) Decisions must incorporate emotions to be effective
5) Emotions follow logistical pattern
6) Emotional universals exist, but so do specifics

53
Q

Emotion expressed most and least at work

A 
Most = Anger (53%)
Least = Joy (19%)
54
Q

Temperament

A

The way you stay wired

55
Q

Attitude

A

Mood and emotion

56
Q

Emotional labor

A

Feeling one way, but acting another

57
Q

Emotional display rules

A

Society and culture teach us when it’s okay to show how we feel and when it’s not

58
Q

6 principles of persuasion

A

1) Liking
2) Reciprocity
3) Social Proof
4) Consistency
5) Authority
6) Scarcity

GMAT (3 decks)

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