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ORG B 321 > Org b 347 > Flashcards

Org b 347 Flashcards

1
Q

Explain the difference between instrumental and terminal values.

A

Instrumental are means to a destination. Terminal are the destination.

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2
Q

Provide 3 examples of instrumental values

A

Obedient. Forgiving. Loving

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3
Q

Provide 3 examples of terminal values.

A

A world at peace. Freedom. Salvation

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4
Q

Define emotional intelligence

A

The ability to manage oneself and one’s relationships with others in mature and constructive ways.

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5
Q

list its four sub-components of emotional intelligence

A

self awareness - personal competence
self management - personal competance
social awareness - recognize what others are feeling
relationship management - helping others work through things.

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6
Q

List and explain the Big Five personality dimensions.

A 
Openness
Conscientiousness
Extraversion
Agreeableness
Neuroticism
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7
Q

List and explain the four dark traits of personality.

A

Narcissistic - obsessive with oneself and physical appearance.
Histrionic - Overly theatrical. emotional in character or style
Dominant - most important, powerful, influential
Machiavellianism - ends justify means.

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8
Q

Differentiate between a talent, knowledge, skill, and strength.

A
  1. Talents: naturally recurring patterns of thought, feeling, or behavior that can be applied
  2. knowledge-facts (factual) and lessons learned (experiential)
  3. skills: Steps of an activity- brings structure to experiential knowledge.
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9
Q

Explain four ways one can identify a strength.

A
  1. Reactions
  2. Yearnings
  3. Rapid Learning
  4. Satisfaction
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10
Q

Identify four ways to manage around a weakness.

A
  1. You get just a little bit better
  2. Design a buddy system
  3. Use one of your strongest themes to overwhelm your weakness.
  4. Find a Partner.
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11
Q

Identify and explain the three questions Dr. Christensen has his students ask themselves

A
  1. How can I be happy in my career?
  2. How can I be sure that my relationship with my family is an enduring source of happiness?
  3. how can I live my life with integrity(stay out of jail)?
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12
Q

List and explain the five elements of creating a vision

A

PVC MC

  1. Picture
  2. A Change
  3. Values
  4. A Map
  5. A Challenge
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13
Q

List and describe the elements of a SMART goal.

A 
Specific 
Measurable 
Attainable 
Results Oriented 
Time Bound
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14
Q

Provide an example of how Martin Luther King, Jr. utilized each the four elements of articulating a vision in his “I have a Dream” speech

A
  1. Adapting the vision -

(set aside prepared remarks. changed and winged it off of it and freestyle)

  1. Highlight the values

I have a dream that one day my four little children (That they will be judged by the content of their character and not the color of their skin)

  1. Choosing the right language

“Let freedom ring”.

  1. Use inclusive language

(all of god’s children’s- the jews and gentiles! )

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15
Q

Provide an example of how Marissa Mayer (Yahoo) utilized both framing and rhetorical crafting in articulating her vision.

A

.

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16
Q

Define and differentiate between the two elements of framing:

  1. amplifying values

2. belief amplification.

A
  1. Amplifying values: Highlight values

“yahoo is about making the world habits more inspiring and entertaining

  1. Belief amplification: The mission’s or task’s importance
    Its root causes or need,
    Efficacy of the organization to succeed

(We were the first to the market)

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17
Q

Define liking

A

Liking- people like those who like them. ie- attractive, personality,compliments

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18
Q

identify four factors of liking.

A
  • Physical attractiveness
  • Similarity
  • Compliments
  • Contact and cooperation
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19
Q

Define social proof

A

Role models and peer pressure are powerful forces.

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20
Q

Identify the three forces of social proof.

A
  • Role models
  • Peer pressure
  • Norms/Conformity
21
Q

Identify and describe the negotiator’s dilemma.

A

Creating Value vs. Claiming it

22
Q

Define both distributive negotiating tactics and Include at least 3 points

A

Distributive negotiation:

  1. Single issue
  2. “fixed-pie”; win-lose.
23
Q

Define integrative negotiating strategies. Include at least 3 points

A

Integrative negotiation:

  1. More than one issue;
  2. “broadening the pie”; win-win.
24
Q

Identify and describe three ways to resolve disputes.

A
  1. Power
  2. Rights
  3. Interests
25
Q

Identify and explain the four sources of personal power.

A
  1. effort
  2. expertise
  3. track record
  4. attractiveness.
26
Q

Identify and explain the five sources of positional power.

A
  1. formal authority
  2. relevance
  3. centrality
  4. autonomy
  5. visibility
27
Q

Identify three responses to powerlessness, giving an example of each.

A
  1. Blind Obedience (Milgram Study
  2. Rebellion (externalization)
  3. Lack of participation (internalization)
28
Q

Journalists use the “inverted pyramid” model to write their stories. Provide three reasons why you should lead with the most important information at the top (from the Simple principle).

A
  • Maximizes the information a reader gleans
  • Forced prioritization
  • Can avoid decision paralysis
29
Q

Describe the “Gap Theory” of curiosity and provide a real-world example (from the Unexpected principle).

A

-*The “Gap Theory” of curiosity
̶Gaps cause us pain
̶Hollywood screenplays
̶Gaps start with knowledge

30
Q

We watched a film about Jane Elliott and her classroom experiment (“Brown Eyes/Blue Eyes”). Discuss 3 examples of how it was a concrete lesson in prejudice/discrimination.

A
  1. utilized senses (sight with the colors)
  2. brown eyes, blue eyes
    not abstract metaphor for discrimination
  3. acted out physical role play
31
Q

Identify three sources of external credibility (the Credible principle), and give an example of each.

A
  1. *Experts: 9/10 doctors support…
  2. *Celebrities and aspirational figures: use celebrity for a cause
  3. *Anti-authorities : truth campaign (tobacco)
32
Q

Compare and contrast the Consequence Model vs. the Identity Model for making decisions from the Emotional principle.

A

Identity Model
•Who am I?
•What kind of situation is this?
•What do people like me do in this kind of situation?

Consequence Model
•Weigh our alternatives
•Assess the value of each one
•Choose the alternative that yields the most value

33
Q

Identify the three basic plots. Give an example of a well-known Hollywood film for each (from the Stories principle).
(3-C’s)

A
  1. Challenge plot (obstacles) : Lord of the Rings
  2. Connection plot (relationship) Romance
  3. Creativity plot (Aha!) Armageddon
34
Q

Define observable artifacts, espoused values, enacted values. Provide an example from the Pixar video case of each one.

A
  1. Observable artifacts - physical manifestation of an organization’s culture, Acronyms, published lists of values, observable ritual, special parking spaces, and decoration

EX-open auditorium forces to talk to each other, can’t go through hierarchy

  1. Espoused values - represent the explicitly stated values and norms that are preferred by an organization
    EX: innovation, creativity, imagineering title
  2. Enacted values̶the values and norms that actually are exhibited or converted into employee behavior based on observable behavior
    EX: relaxed dress, toys,
35
Q

How do leaders (early and current) influence Pixar’s culture?

A

CEO was fired from Disney for going around management,

John Lasseter - had toys in his office and wore hawain shirts every day.

Steve Jobs held very high expectations,

36
Q

Provide 3 examples from the video case on Pixar of Ed Catmull’s comment, “It became deeply ingrained in our culture that everything we touch needs to be excellent.”

A
  • Brave - historical relevance.
  • The small detais will be so real, they won’t know what you did to it
  • Cars land
37
Q

Identify Osborn’s four brainstorming rules to improve creativity.

A
  1. Quantity
  2. Criticism With held
  3. Build on ideas
  4. Encourage Wild Ideas
38
Q

List and describe three ways to measure creativity. Which aspect of creativity is the one you have the most direct control over?

A

Fluency - # of ideas
Flexibility - # of categories
Originality - Rarity

39
Q

Identify four areas leaders can focus their efforts on to enhance their team’s innovative thinking.

A
  1. Establish clear goals and let your people find their own way to them
  2. Monitor their work—at a distance
  3. Facilitate your team’s work
  4. Create idea-generation and idea-evaluation processes
40
Q

Identify and explain the five principles of ethical leadership.

A
  1. Respects Others
  2. Serves Others
  3. Shows Justice
  4. Manifests Honesty
  5. Builds Community
41
Q

Describe 3 of the 6 distributive fairness rules, providing an example of each.

A
  1. Equity - outcome proportional to contributions
  2. Equality - split down the middle
  3. Need - those who need the most, get the most
42
Q

List the five business ethics myths from “Managing to be Ethical.”

A
  1. It’s easy to be ethical
  2. Unethical behavior in business is simply the result of “bad apples”
  3. Ethics can be managed through formal ethics codes and programs
  4. Ethical leadership is mostly about leader integrity
  5. People are less ethical than they used to be
43
Q

List the nine cultural dimensions identified by GLOBE.

A
  1. Performance Orientation
  2. Uncertainty Avoidance
  3. In-Group Collectivism
  4. Power Distance
  5. Gender Egalitarianism
  6. Humane Orientation
  7. Institutional Collectivism
  8. Future Orientation
  9. Assertiveness
44
Q

Identify and describe the six global leadership dimensions of the CLT profiles

A
  1. Charismatic, Value-Based
  2. Team-Oriented
  3. Participative
  4. Human
  5. Self-Protective
  6. Autonomous
45
Q

Describe the three layers of the “Culture Iceberg” model and give an example of each from the Alpha-Beta negotiation.

A
  1. Behaviors, institutions (surface, above water) - Beta says “yes” as i understand, not as an answer answer.
  2. Values, beliefs, norms: ex eye contact
  3. Fundamental assumptions (bottom):
46
Q

Identify three ways feedback can push your buttons

A
  1. Truth triggers are set off by the content of the feedback. When assessments or advice seem off base, unhelpful, or simply untrue, you feel indignant, wronged, and exasperated.
  2. Relationship triggers are tripped by the person providing the feedback. Exchanges are often colored by what you believe about the giver (He’s got no credibility on this topic!) and how you feel about your previous interactions (After all I’ve done for you, I get this petty criticism?).
  3. Identity triggers are all about your relationship with yourself. Whether the feedback is right or wrong, wise or witless, it can be devastating if it causes your sense of who you are to come undone.
47
Q

Describe the six steps to becoming a better receiver

A
  1. Know your tendencies
  2. Disentangle the “what” from the “who”
  3. Sort toward coaching
  4. Unpack the feedback
  5. Ask for just one thing
  6. Engage in small experiments
48
Q

Identify and describe the three phases of the Active Inquiry process developed by Schein in the Coaching Exercise

A
  1. Pure Inquiry (Discovery)

–What is the situation? What is going on?
–Give me examples of X? How can I help? Tell me more . . .

  1. Exploratory Diagnostic Inquiry (Influence coachee’s way of thinking)

–Feelings & reactions: What was your reaction?
–Hypotheses about causes: Why did you think it happened?
–Actions taken or contemplated: What are your options?

  1. Confrontive Inquiry (Shares own ideas/suggestions)

–Could you have done X?
Have you considered Y?

ORG B 321 (5 decks)

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