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Org B 321 > Midterm 2 > Flashcards

Midterm 2 Flashcards

1
Q

List 4 elements of an entitlement mindset

A

Everyone is given informal tenure
The appraisal System has no real impact
The promotion system doesn’t reflect individual merit
Innovations are punished, and fine-tuners are rewarded
Layers of people are paid to make sure no mistakes are made
Managers fail to hold employees accountable for shoddy work and wasted time.

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2
Q

List 4 elements of an earnings mindset

A

People are under pressure to perform – they know they will be rewarded for achieving more than others
They expect challenges – mastering challenge is the only way to improve their skills
They welcome risk – they realize that they and the company will benefit from winning
It takes a lot of courage and confidence – most people want to be held accountable for their work, rewarded for working hard, and they want those whose slack off to be punished.

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3
Q

What are the 3 outcomes of an earnings mindset?

A

Productivity increases
Innovation is unleashed
Teamwork Flourishes

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4
Q

List 3 ways to move people out of an entitlement mindset

A 
Set new incentives for performance
 Increase pressure
 Increase accountability
 Reward people
 Punish as well as reward.  
 Require risk-taking.  
 Increases visibility and peer pressure
 Create competition
 Create a meritocracy
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5
Q

Performance =

A

Motivation X Ability X Environment

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6
Q

Describe the expectancy theory model

What did Brandon say about it?

A

Expectancy- Effort- Will my effort lead to high performance?
Instrumentality- Performance- Will performance lead to outcomes?
Valence- Rewards- Do I find the outcomes desirable?
Don’t want any to be 0. Wouldn’t do anything if you didn’t think anything would come of it.

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7
Q

The automated response is called the

A

decision rule

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8
Q

What does satisfice mean?

A

Satisfice: accepting the first alternative that meets your minimum criteria

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9
Q

What is democratic decision making?

A

Democratic Decision Making: employees participate in the making of the decision

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10
Q

What is Authoritarian Decision Making?

A

leaders make the decision alone without necessarily involving employees in the decision-making process

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11
Q

What is Laissez-Faire Decision Making

A

leaving employees alone to make the decision. The leader provides minimum guidance and involvement in the decision

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12
Q

What are the 3 steps to Developing an effective performance management process?

A

Step 1 - Develop a Visionary Plan
Step 2 - Develop Tactical Plans
Step 3 - Implementation Plan

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13
Q

Describe the bounded rationality model

A

Individuals knowingly limit their options and choose best alternative without exhaustive search & satisficing may occur (accepting first alternative that meets minimum criteria)

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14
Q

What are the 8 steps to the Rational decision making model?

A
  1. Identify the problem
  2. Establish decisions criteria
  3. Weigh decision criteria
  4. Generate alternatives
  5. Evaluate alternatives
  6. Choose best alternative
  7. Implement decision
  8. Evaluate decision
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15
Q

Direction of influence

A 
Up/down= boss.
Side/side= leadership
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16
Q

What are the 9 elements to the Synergistic decision making model?

A

Active listening- gain understanding
Being supportive- preoccupied with own security vs. success of group
Participation- Everyone feels comfortable expressing their views
Analyzing the situation- don’t jump to conclusions
Setting objectives activity trap- clearly identify objectives
Alternative strategies- (advocacy method)
Adverse consequences- (likelihood X severity= adversity)
Reaching Consensus Decision- Effective Decision = Quality x Acceptance

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17
Q

What was Victor Vroom’s opinion of the Decision Making/Leadership Model?

A

there is no one right answer, you have to evaluate the situation and identify what leadership style is good where.

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18
Q

An D1 is called
And needs ___ directive behavior
and ___ supportive behavior

A

an enthusiastic beginner.
high
low
directing/ telling

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19
Q

An D2 is called
And needs ___ directive behavior
and ___ supportive behavior

A

A disillusioned learner
high
high
coaching/ selling

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20
Q

An D3 is called
And needs ___ directive behavior
and ___ supportive behavior

A

a reluctant contributor
low
high
supporting/ participating

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21
Q

An D4 is called
And needs ___ directive behavior
and ___ supportive behavior

A

a peak performer
low
low
delegating

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22
Q

Competence =

Commitment =

A

Task Knowledge and Skills, Experience & Transferable Skills

Motivation & Confidence

23
Q

Who makes strategic decisions? Give 3 examples

A

CEO, board of directors
Should we merge with another company?
Should we pursue a new product line?
Should we downsize?

24
Q

Who makes tactical decisions? give 3 examples

A

Managers
What should we do to help the employees work together?
How should we market the news product line?
Who should we let go?

25
Q

Who makes operational decisions? give 3 examples

A

Employees
How often should I communicate with my coworkers?
What should I say to customers about our new product?
How will I balance my new work demands?

26
Q

The 3 functions of the management process in 3-D are

A

problem analysis, decision making, and communication

27
Q

Who are central connectors?

A

Central connectors are people linked to the greatest number of people.

28
Q

Who are boundary spanners?

A

Boundary spanners are people who connect one network to another within the company or even across organizations.

29
Q

Who are peripheral specialists?

A

Peripheral specialists have special expertise that can be drawn upon even though they often work independently of the group.

30
Q

Give an example of a strong direct tie

A

Family, friend

31
Q

Give an example of a strong indirect tie

A

Apostles, prophets

32
Q

Give an example of a weak direct tie

A

Classmate, acquaintance

33
Q

Give an example of a weak indirect tie

A

Pen pal

34
Q

What are the 4 factors to Rosenthal’s 4 factor theory?

A

Climate – Non-verbal messages (body language, friendly, smiling, encouragement)
Feedback – More or less helpful feedback (positive reinforcement, praise, less criticism)
Input – the amount of information given; assignment, challenges
Output – opportunities, assistance, exposure

35
Q

In a Matrix Structure each person reports to a ___ manager as well as a ___ manager

A

department

project or product

36
Q

Describe how the matrix structure looks

A

In Book 14.2

37
Q

Matrix Organizations balance

A

a traditional functional structure with a product structure

38
Q

Boundaryless Organizations eliminate

A

traditional barriers between departments and the external environment

39
Q

Learning Organizations actively seeks to

A

acquire knowledge and change behavior as a result of the newly acquired knowledge

40
Q

What are the 4 organizational boundaries? What does each look at?

A

Authority Boundary- How to lead but remain open to criticism. How to follow but still challenge superiors
Task Boundary- How to depend on others you don’t control. How to specialize yet understand other people’s jobs.
Political Boundary- How to defend one’s interest without undermining the organization. How to differentiate between win-win and win-lose situations
Identity Boundary- How to feel pride without devaluing others. How to remain loyal without undermining outsiders

41
Q

Why is it important to be flexible?

Why is Diagnosis important?

A

Different situations require different leadership styles, need to be flexible.
Have to know which style to use.

42
Q

List the 3 traits of directive behavior:

A

1 way communication
Tells follower’s role
Closely supervises

43
Q

List the 4 traits of supportive behavior:

A

2 way communication
Listens, provides support/ encouragement
Facilitates interaction
Involves follower in decision making

44
Q

Describe a servant leader

A

Leads through service
Primary goal is to develop employees and help them reach their goals
Ex: Ammon

45
Q

What are some points to Operating Beyond One’s Authority? (7)

A

Deviate from the norms of authoritative decision-making
Allow yourself to focus on hard/single issue
Become closer to the detailed experience of some of the stakeholders in the situation
Learn to read the Authority Figure as a Barometer
Avoid becoming a Lightning Rod of Attention
Do not become a martyr
Learn to Mobilize the Stakeholders

46
Q

How do you Get on the Balcony?

A

Identifying the adaptive challenge
diagnose the situation in light of the values at stake, and unbundle the issues involved
Create a holding environment to allow people to work through the adaptive challenge
keep the level of distress within tolerable limits for doing adaptive work (“keep the heat up without blowing up the vessel”)
Direct disciplined attention to issues
Allow people to take responsibility for the problem, but at a rate they can handle

47
Q

Transactional-
Transformational-
How can you be both?

A

manager
leader
can be both by meeting the needs of the firm by putting employees needs first and coach them.

48
Q

What is the great man theory?

A

Leaders are born

49
Q

What is the trait theory?

A

Leaders look like John Wayne

50
Q

What is the behavioral theory?

A 
Leadership is found in certain behaviors or traits. 
Theory x (autocratic) vs. Theory y (participative)
51
Q

Theory x & y is not a theory, it is

A

a perception by leaders of autocratic and participative

52
Q

What is the contingency theory?

A

There is no one way to lead. Everything is situational.

53
Q

Name someone who believed in the behavioral theory

A

Blake Mouton Grid (task vs. people)

54
Q

Name someone who believed in the contingency theory. What was the name of their theory?

A

Hersey- Blanchard (situational leadership theory)

Org B 321 (2 decks)

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