Study Notes Flashcards
The two primary dimensions of behavioral theories of leadership are
consideration and initiating structure.
Which statement exemplifies Hersey-Blanchard’s situational leadership theory?
A leader’s style must change over time as individuals develop and require a different type of direction and leadership.
In the contingency theory of leadership, what is the term for the degree of confidence, trust, and respect that followers have in their leader?
Leader-member relations
Peter Salovey and John D. Mayer define four branches of emotional intelligence:
- Perceiving emotion. Identifying and evaluating emotions in oneself and others. For example, the emotionally intelligent person is in tune with emotional shifts in a room during an organizational meeting.
- Using emotion to facilitate thought. Capitalizing on feelings to promote and inform decision making, problem solving, and other cognitive activities. The emotionally intelligent person can use changes in mood, for example, as an opportunity to approach a decision from multiple viewpoints.
Peter Salovey and John D. Mayer define four branches of emotional intelligence:
- Understanding emotion. Interpreting complex emotions and understanding their causes. The emotionally intelligent person, for example, can predict how employees’ emotions are likely to evolve following the announcement of structural changes to the organization.
- Regulating emotion. Tracking and managing one’s own and others’ emotions. For example, the emotionally intelligent person can detach from feeling angry about a particular problem if anger has proven limiting in helping to solve the problem.
What practice illustrates transparency?
Supporting promotions decisions with specific examples
What is the term for the proposition that ethical behavior is determined by local culture, laws, and business practices?
Cultural relativism
Conflict Resolution Modes: Accomodate (smooth)
The leader restores good relations by emphasizing agreement and downplaying disagreement. Useful when there is little time to be lost and movement forward is needed. It does not, however, address the root conflict. If the group continues, the conflict will probably recur.
Conflict Resolution Modes: Assert (or force)
The leader imposes a solution. One side wins and the other loses—hence the term “win/lose” conflict resolution.Useful in a crisis because it resolves the issue quickly; also when authority is being challenged or when the impact on future relations with the group is minimal. Like accommodation, it does not permanently address the problem.
Conflict Resolution Modes: Avoid
The leader withdraws from the situation or accepts it, leaving the conflict to be resolved by others or remain unresolved. Useful when the conflict will resolve soon without any direct intervention or when the conflict or relationship is not worth the time investment. Leaders should be aware that avoiding conflict can weaken their role in the organization and may damage the group by leaving a problem unresolved or allowing it to be poorly resolved.
Conflict Resolution Modes: Collaborate (or confront)
The leader and those in conflict accept the fact that they disagree and look for a “third way,” a new solution to the problem of the conflict. Since both sides contribute to the solution, this may be seen as “win/win” conflict resolution.Useful when the stakes are high, relationships are important, and time allows. (It does require time and strong interpersonal skills.) There is greater chance for an enduring, equitable, mutually satisfying resolution.
Conflict Resolution Modes: Compromise
The leader asks those in conflict to bargain—altering positions on different issues until a mutually acceptable solution is defined. The solution relies on concessions. For this reason, it is often referred to as “lose/lose” conflict resolution. Useful for complex issues, when both sides are determined to win, and when time doesn’t allow for true problem solving. Solutions may be temporary and only partially effective, but when strong personalities are involved, it does preserve the egos of all parties.
There are different negotiating styles, but they are commonly considered as soft, hard, or principled: SOFT
Soft negotiators value the relationship more than the outcome and will back down on issues in the interest of reaching agreement—even if they are no longer getting what they need.
There are different negotiating styles, but they are commonly considered as soft, hard, or principled: HARD
Hard negotiators are committed to winning, even at the cost of the relationship.
There are different negotiating styles, but they are commonly considered as soft, hard, or principled: Principled
Principled negotiators aim for mutual gain. They can separate people from positions and maintain focus on the issues. They identify common interests and make them a goal of the negotiation. This is referred to as interest-based or integrative bargaining. Principled negotiators are also creative: They come to the negotiation prepared with different options that may satisfy both sides.
Edward T. Hall—high- and low-context cultures
Context level affects communication and relationships:
High-context culture—A statement’s meaning includes the verbal message and the nonverbals and social and historic content attached to the statement.
Low-context culture—A statement’s meaning is encoded in its words only.
Geert Hofstede—dimensions of culture
Six dimensions:
Power distance—Pattern of distribution of power to culture’s members.
Individualism/collectivism—Degree to which individuals perceive themselves as members of a group.
Uncertainty avoidance—Level of tolerance of ambiguous, new, or changed situations.
Masculine/feminine.
Long-term/short-term—Long-term cultures prepare for change; short-term cultures focus on traditions and tend to resist change.
Indulgence/restraint—Gratification of individual desires.
Fons Trompenaars and Charles Hampden-Turner—cultural dilemmas
Seven dilemmas that illustrate points of cultural tension:
Universal/particular—Flexibility versus rules.
Individual/communitarian—The good that drives decisions (the individual or society as a whole).
Neutral/affective—Expression of emotion.
Specific/diffuse—Public and private boundaries.
Achieved/ascribed—Source of merit (personal accomplishment or connection).
Sequential/synchronic—Sense of time (linear and limited or cyclical and expansive).
Internal/external—Individual control over one’s destiny.
Hofstede’s Dimensions and Global HR: Power Distance
Extent to which less-powerful members of organizations and institutions accept unequal distribution of power
Hofstede’s Dimensions and Global HR: Individualism/ collectivism
Degree to which individuals are integrated into groups
Individualism: Ties are loose, self-reliance valued
Collectivism: Strong, cohesive groups; protection is exchanged for loyalty to group
Hofstede’s Dimensions and Global HR: Uncertainty avoidance
Level of tolerance of uncertainty and ambiguity; extent to which individuals feel comfortable in unstructured, new, or unexpected situations
Hofstede’s Dimensions and Global HR: Masculine/ feminine
Masculine traits: Ambitious, tendency to polarize, oriented toward work and achievement
Feminine traits: Nurturing, empathetic, oriented toward quality of life, striving for consensus, favoring small size and slow pace
Hofstede’s Dimensions and Global HR: Long-term/ short-term
Long-term orientation: Values thrift, perseverance; orders relationships by status and values
Short-term orientation: Values social traditions and fulfilling social obligations, being respected; expects
Hofstede’s Dimensions and Global HR: Indulgence/ restraint
Indulgence: Enjoyment of life and freedom in gratifying desires
Restraint: Suppression of desires in order to meet social norms
Trompenaars’s and Hampden-Turner’s Dilemmas and Global HR: Universal/ Particular
A universalist culture esteems consistency, clarity, and impartiality. Rules for each case ensure fairness.
A particularist culture is flexible, pragmatic, and comfortable with ambiguity. It considers the case and its context first and will make exceptions; fairness is achieved by considering many factors and relationships.
Trompenaars’s and Hampden-Turner’s Dilemmas and Global HR: Individual/ Communitarian (collectivist)
To an individualist, a good society is one in which there is freedom and opportunity to advance oneself.
To a communitarian, a good society is achieved when we all take care of each other, even if this means loss of personal freedom or opportunity.
Trompenaars’s and Hampden-Turner’s Dilemmas and Global HR: Neutral/ Affective
A neutral society disapproves of public expressions of emotion.
In affective cultures, individuals express emotions freely
Trompenaars’s and Hampden-Turner’s Dilemmas and Global HR: Specific/ Diffuse
People in specific cultures have open public lives but a strong boundary between public and private lives.
People in diffuse cultures allow access to
People in specific cultures have open public lives but a strong boundary between public and private lives.
People in diffuse cultures allow access to their public lives only through introduction by a trusted associate, but when access is granted, it includes access to the person’s private life
Trompenaars’s and Hampden-Turner’s Dilemmas and Global HR: Achieved/ Ascribed
In an achieved culture, individuals are valued according to their own accomplishments (what they do).
In an ascribed culture, value may be derived from social factors, like position, wealth, family, or gender (who they are).
Trompenaars’s and Hampden-Turner’s Dilemmas and Global HR: Sequential/ Synchronic
Sequential cultures see time as linear and an important part of life. Planning, keeping appointments, and making productive use of time are important. The future is more important than the past.
Synchronic cultures see time as large enough to accommodate multiple activities at the same time. They can also accommodate delays if a change is necessary to support a relationship. The past and the present are just as important or more important than the future.
Trompenaars’s and Hampden-Turner’s Dilemmas and Global HR: Internal/ External
In an internal world, individuals can decide and follow their own paths. One can dominate nature.
In an external world, human beings are part of a larger scheme that directs the course of events. Individuals can only adapt, not create. They must submit to nature. Zeynep Aycan (2005) refers to this dimension as “fatalism.”
What are the three main types of world legal systems?
Civil, common, religious
Which system of law is the most prevalent in the world?
Civil law
Which world legal system is based primarily on legal precedent?
Common law
What is the term for the concept that laws are to be enforced only through accepted, codified procedures?
Due process
What is extraterritoriality?
An extension of the power of a country’s laws over its citizens outside that country’s sovereign national boundaries
How are the concepts of value and the value chain related to strategy?
Value chain analysis identifies areas critical to strategic success.
What is the key benefit of developing consistent, long-term goals?
It reduces resources wasted on nonstrategic activities.
Mind mapping and affinity diagramming.
Mind mapping begins the discussion with core ideas. The group members add related ideas and indicate logical connections, eventually grouping similar ideas. This can be done on paper or a whiteboard or with sticky notes. Affinity diagramming is a way of sorting a large amount of data that has already been collected. The group categorizes and subcategorizes data until relationships are clearly drawn.
Ratio analysis
commonly refers to using relationships between data in financial statements to measure the financial health of an organization (e.g., the current ratio, which is assets divided by liabilities).
What is an advantage of the nominal group technique in conducting research?
It involves research participants in prioritizing data.
An HR manager wants to detect a correlation between possession of a certain type of degree and job performance ratings. What type of analysis would help?
Regression analysis
