Quizzes 2 Flashcards
Social identity is a person’s sense of who they are based on their group membership(s).
True
Apple effectively created a strong sense of social identity among its followers by focusing on the product characteristics that distinguished Macintosh computers from PCs.
False
Created a strong sense of social identity among its followers by focusing on the characteristics that distinguished mac USERS from pc USERS.
ocial identity theory suggests that “in-groups” will discriminate against “out-groups” to enhance their self-image.
True
Social Identity theory suggests that three core mental processes take place in the following order: Social Comparison then Social Categorization then Social Identification.
False
Categorization, Identification, Comparison
Social identification is a critical process whereby we identify individuals and their groups so that we can more clearly understand them.
False
This is social categorization.
In the second stage, social identification, we adopt the identity of the group we have categorized ourselves as belonging to.
The four components of the Transformation Process are the people, the work, the strategy, and the informal organization.
False
the work; the people who perform
the work; the formal organizational arrangements
that provide structure and direction to
their work; and the informal organization,
sometimes referred to as culture or operating
environment, that reflects their values, beliefs,
and behavioral patterns.
Aspects of the informal organization can supplant formal structures and processes.
True
The congruence model is a flexible tool that helps you think through a variety of organizational situations and potentially come up with more than one possible solution.
True
The three key inputs of the congruence model are history, resources, and environment.
True
The concept of “fit” in the congruence model suggests that the different organizational design elements are independent but critical to the performance of the organization.
False
the organization’s
performance rests upon the alignment of each
of the components–the work, people, structure,
and culture–with all of the others. The tighter
the fit–or, put another way, the greater the
congruence–the higher the performance
Internal and External constraints are two of the major reasons that the identity of leaders might matter less than expected.
True
Leader selection systems are identified as an indication that leader’s might not matter as much as expected because these selection systems are imperfect and often identify individuals as “leaders” that end up failures.
False
The window and mirror principle suggests that Level Five leaders confront the most brutal facts of their current reality- yet simultaneously maintain absolute faith that they will prevail in the end.
False
The emphasis on luck turns out to be part
of a broader pattern that we have come to call
“the window and the mirror.” Level 5 leaders,
inherently humble, look out the window to ap-
portion credit—even undue credit—to factors
outside themselves. If they can’t find a specific
person or event to give credit to, they credit
good luck. At the same time, they look in the
mirror to assign responsibility, never citing bad
luck or external factors when things go poorly.
Conversely, the comparison executives frequently looked out the window for factors to
blame but preened in the mirror to credit
themselves when things went well.
The definition of a level five leader is an executive with genuine personal humility blended with intense professional will.
True
Jim Collins’ research suggests that anyone can be developed into a Level 5 leader through a series of challenging developmental steps.
False
Unsure - he supposed that there may be people without the seed and people with the seed.
