Miscellaneous

Question 1

Four Dynamics that work against org. Inclusiveness

Answer 1

Covering - Occurs when org recruits a diverse workforce, but consciously or otherwise, promotes assimilation rather than inclusion.

Prototypes for success: a “similarity bias” that tends to reward people who share the same traits

Bias-based exclusion: Discriminatory treatment of minority employees

Majority backlash: The result of members of the majority feeling excluded from the benefits of diversity initiatives.

Question 2

The principle of “equal opportunity”

Workplace (Diversity & Inclusion)

Answer 2

Where the employer needs to provide a level playing field for all groups and minorities without discrimination

Question 3

The principle of “reservation”

Workplace (Diversity & Inclusion)

Answer 3

Where the laws mandate a percentage quota or other special considerations for specified minority groups or ethnic communities

Question 4

Benefits of Diversity & Inclusion

Workplace (Diversity & Inclusion)

Answer 4

Improved creativity & innovation.
Recruitment & Retention
Market Strengths
Branding
Global integration & local differentiation

Question 5

Cost of non diversity

Workplace (Diversity & Inclusion)

Answer 5

Increased cost for training, recruitment efforts and increased management time.
Difficulties in communication

Question 6

4 layers of Diversity

Workplace (Diversity & Inclusion)

Answer 6

Personality, Internal dimensions, External Dimensions and organizational dimensions.

Question 7

Visible diversity traits

Answer 7

Culture, ethnicity/race, nationality, gender, physical attributes, age, and language are all examples of visible diversity traits.

Question 8

Invisible diversity traits

Answer 8

diversity of thought, perspectives, and life experiences, which may include education, family status, values and beliefs, working-style preferences, and socioeconomic status.

Question 9

OECD (workplace)

Answer 9

Organization for economic cooperation & development. 30 + democratic nations. Guidelines derived from International Labor Org. Covers areas of environment, workforce relations, consumer interest , disclosure and transparency and application of and access to science and technology

Question 10

United Nations Global Impact

Answer 10

Introduced in 2000. ensures that committed to uphold its principles into specific actions and measures. Principles center around Human rights, Labor, Environment and Anticorruption.

Question 11

Caux Principles

Answer 11

Begun as Japan, US and Europe meet in response to trade tensions in 1986. In 1994 they formalized a set of standards based on human dignity and Kyosei (Japaneses idea of living and working together for common good)

Question 12

ISO 26000

Answer 12

is a quality standard that provides guidance on key themes of social responsibility. It contains principles of social and environmental responsibility as well as guidance for action and expectations for implementation. The standard provides definitions as well as principles and practices that can be used to develop CSR strategies.

Question 13

Global Reporting Initiative Sustainability Reporting Standards (GRI Standards)

Answer 13

are a universally accepted standard for reporting the results of an organization’s sustainability programs. Adopting the GRI Standards improves transparency in reporting results to stakeholders and enables meaningful and consistent comparisons of organizations’ sustainability performance.

Question 14

Barriers of risk management

Answer 14

Structural, cognitive and cultural

Question 15

Categories of Risk

Answer 15

Known Knowns- events that are expected and so involved little uncertainty.
Known Unknowns - Uncertainties that we know exist but we don’t know much about their probability.
Unknown Unknowns - Black Swan theory. Events that blindside and organization

Question 16

Kaplan & Mikes categories of risk

Answer 16

Internal & preventable- Risk come from within the org and could include violations of ethics and failures in routine processes.
Strategy - this is desirable uncertainty that an organization willingly accepts when it commits to a strategy.
External - Uncertainty are outside the organization beyond its control.

Question 17

Henri Fayol definition of management functions

Answer 17

planning, organizing, staffing, directing, and controlling.

Question 18

Daniel Goldman six approaches to leadership

Answer 18

Coercive:
Authoritative:
Affiliative:
Democratic:
Pacesetting:

Question 19

Coercive Leadership

Answer 19

The leader imposes a vision or solution on the team and demands that the team follow this directive.

Effective during crises when immediate and clear action is required.

Ineffective at other times when it can damage employees’ sense of ownership in their work and motivation.

Question 20

Authoritative:

Answer 20

The leader proposes a bold vision or solution and invites the team to join this challenge.

Effective at times when there is no clear path forward and when the proposal is compelling and captures the team’s imagination. Team members have a clear goal and understand their roles in the effort. They are encouraged to contribute their own ideas and take risks.

Ineffective when the leader lacks real expertise.

Question 21

Affiliative Leadership

Answer 21

The leader creates strong relationships with and inside the team, encouraging feedback. The team members are motivated by loyalty.

Effective at all times but especially when a leader has inherited a dysfunctional and dispirited team that needs to be transformed. Leader must have strong relationship-building and management skills.

Ineffective when used alone. For example, opportunities to correct or improve performance may not be taken because the affiliative leader fears damaging a relationship.

Question 22

Democratic Leadership

Answer 22

The leader invites followers to collaborate and commits to acting by consensus.

Effective when the leader does not have a clear vision or anticipates strong resistance to a change. Team members must be competent; leaders must have strong communication skills.

Ineffective when time is short, since building consensus takes time and multiple meetings.

Question 23

Pacesetting Leadership

Answer 23

The leader sets a model for high performance standards and challenges followers to meet these expectations.

Effective when teams are composed of highly competent and internally motivated employees.

Ineffective when expectations and the pace of work become excessive and employees become tired and discouraged. In the leader’s attempt to set high goals, he or she may focus exclusively on the task and not give enough time to activities that motivate team members, such as feedback, relationship building, and rewards.

Question 24

Coaching Leadership

Answer 24

The leader focuses on developing team members’ skills, believing that success comes from aligning the organization’s goals with employees’ personal and professional goals.

Effective when leaders are highly skilled in strategic management, communication, and motivation and when they can manage their time to include coaching as a primary activity. Team members must also be receptive to coaching.

Ineffective when employees resist changing their performance.

Question 25

Trait Theory

Answer 25

Leaders possess certain innate characteristics that followers do not possess (and probably cannot acquire), such as physical characteristics (e.g., strength, stamina) and personality traits (e.g., decisiveness, integrity). Sometimes referred to as the “Great Man” theory.
It equates these characteristics and leadership but without evidence.
It may discourage leader development by implying that the ability to lead cannot be acquired with study and practice.

Question 26

Behavioral Theories

Answer 26

Leaders influence group members through certain behaviors.

Question 27

Blake-Mouton Theory

Answer 27

Leadership involves managing:
Tasks (work that must be done to attain goals).
Employees (relationships based on social and emotional needs).
Five types of managers, only one of which (team leader) is considered a leader:
Country club managers (low task, high relationship) create a secure atmosphere and trust individuals to accomplish goals, avoiding punitive actions so as not to jeopardize relationships.
Impoverished managers (low task, low relationship) use a “delegate-and-disappear” management style. They detach themselves, often creating power struggles.
Authoritarian managers (high task, low relationship) expect people to do what they are told without question and tend not to foster collaboration.
Middle-of-the-road managers (midpoint on both task and relationship) get the work done but are not considered leaders.
Team leaders (high task, high relationship) lead by positive example, foster a team environment, and encourage individual and team development.

Question 28

Situational Theories

Answer 28

Building on behavioral theories, situational theories propose that leaders can flex their behaviors to meet the needs of unique situations, employing both task or directive behaviors and relationship or supportive behaviors with employees.

Question 29

Hersey-Blanchard Situational Leadership

Answer 29

Leaders adapt their behaviors to meet the evolving needs of team members. Like Blake-Mouton, the behaviors involve tasks and relationships.
As team members grow in skill and experience, leaders supply the appropriate behavior:
Telling when the employee is not yet motivated or competent.
Selling when the increasingly competent employee still needs focus and motivation (“why are we doing this”).
Participating when competent workers can be included in problem solving and coached on higher skills.
Delegating when very competent team members can benefit from greater levels of autonomy and self-direction.

Question 30

Fiedler’s Contingency Theory

Answer 30

Leaders change the situation to make it more “favorable,” more likely to produce good outcomes.
“Situation favorableness” occurs when:
Leader-member relationships are strong.
Task structure and requirements are clear.
The leader can exert the necessary power to reach the group’s goal.
Unfavorable situations must be changed to improve group (and leader) effectiveness. This can include:
Improving relations between the leader and the team (e.g., by building trust).
Changing aspects of the task (e.g., breaking a project down into more manageable pieces, providing more resources for the team).
Increasing or decreasing the leader’s exercise of power (e.g., to increase team involvement in and ownership of ideas, to decrease harmful conflict or resistance to change).

Question 31

Path-Goal Theory

Answer 31

This theory emphasizes the leader’s role in coaching and developing followers’ competencies. The leader performs the behavior needed to help employees stay on track toward their goals. This involves addressing different types of employee needs:
Directive—Help the employee understand the task and its goal.
Supportive—Try to fulfill employee’s relationship needs.
Achievement—Motivate by setting challenging goals.
Participative—Provide more control over work and leverage group expertise through participative decision making.