sustainability

Question 1

Name 4 different types of teams

Answer 1

A vertical team

A cross-functional team

A special-purpose team

A self-managed team

Question 2

vertical team

Answer 2

refers to a group composed of individuals from different hierarchical levels within an organization, such as members from various management levels working together on a specific project or task.

Question 3

McGregor’s Theory X and Theory Y

Answer 3

Theory Y:
Workers have high readiness, enjoy their occupation, take pride in it, are self-motivated. Cause of this, management is to promote a level of freedom to empower when reaching the assigned objectives.

Theory X:
Assumes low readiness, presumes lack of professional devotion and ambition, avoidance of responsibility and individual orientation. Which requirers controlling management and typically involves micromanaging people’s work to ensure its correct completion.

Question 4

What is A special-purpose team

Answer 4

is a temporary group formed to address a specific task or project within an organization.

Unlike permanent teams, which typically have ongoing responsibilities, special-purpose teams are created for a limited duration to solve a particular problem, complete a project, or achieve a specific objective.

Once the task is accomplished or the project is completed, the team may be disbanded or reformed for another purpose as needed.

Question 5

what is a Self-managed team

Answer 5

is a group of employees who are responsible for managing their own work processes, making decisions, and achieving their goals without direct supervision from a traditional manager.

Question 6

What is the difference between a team and a group?

Answer 6

A group is a collection of individuals who may work independently on separate tasks without much interaction. They might have individual goals.

A team, on the other hand, involves members working closely together, relying on each other’s contributions to achieve shared objectives. Team members have interdependent roles and share common goals.

Question 7

Transactional Leader

Answer 7

• Appeals to the followers self-interests and exchanging
  benefits such as providing jobs,
  salary increase, promotion,
  subsidies and support.
• Involves an exchange process
  that may result in follower
  compliance with leader
  requests but is not likely to
  generate enthusiasm and
  commitment to task objectives.

Example: Is used mainly by middle management levels in large organizations. Many members of the military,
department heads at large
international companies, and NFL
coaches are known to be
transactional leaders.

Question 8

What is the difference between leadership and management?

Answer 8

Leadership is the ability to guide and influence others towards achieving a common goal or vision.

On the other hand, management is the process of planning, organizing, directing, and controlling resources (including people, money, and materials) to achieve organizational goals

Question 9

What is Organizational culture

Answer 9

the set of values, beliefs, attitudes, systems, and rules that outline and influence employee behavior within an organization.

The culture reflects how employees, customers, vendors, and stakeholders experience the organization and its brand.

( Examples include innovation, teamwork, agile, hieratical , and accountability)

Question 10

Transformational leadership

Answer 10

• Appeals to the moral values of followers
• Attempts to mobilize followers to use their energy and resources to reform institutions
• The followers feel trust, admiration, loyalty, and respect toward the leader, and they are motivated to do more than they originally expected to do.

Example: Martin Luther King
Leaders of many innovative companies are transformational leaders. Such leadership style can be found among CEOs of the Silicon Valley, leaders of small start-ups, and it is widely spread outside of the business world.

Question 11

what is visable and invisable elements of culture

Answer 11

Visible elements of culture in an organization are those that can be easily observed, such as the physical environment, dress code, and office layout.

Invisible elements, on the other hand, are aspects of culture that are more subtle and not as readily apparent, such as values, beliefs, and norms. These invisible elements shape behavior and decision-making within the organization.

Question 12

what are unwritten rules within a company?

Answer 12

Unwritten rules are informal expectations in organizations that aren’t officially documented. They shape how employees behave and interact, impacting communication and decision-making.

Can be things such as prefered communication channels (teams, skype etc)
¨
If the company is agile or hierachital

Question 13

What is ethics, what are the examples of unethical
management in organizations

Answer 13

Ethics refers to moral principles that guide behavior and decision-making. Examples of unethical management in organizations include:

Discrimination in hiring, promotion, or treatment of employees based on race, gender, or other factors.

Harassment or bullying of employees by managers or coworkers.

Misuse of company resources for personal gain.

Covering up safety violations or other unethical behavior to protect the company’s reputation. (greenwashing)

Question 14

What is centralization and decentralization?

Answer 14

Centralization: In a centralized organizational structure, decision-making authority is concentrated at the top levels of management. Key decisions are made by a small group of top executives or a single individual, with little input from lower-level employees.

This approach can lead to faster decision-making and consistency but may result in decreased flexibility and innovation.

Decentralization: In a decentralized organizational structure, decision-making authority is distributed across various levels of the organization. Lower-level managers and employees are empowered to make decisions related to their areas of expertise or responsibility.

This approach can promote flexibility, creativity, and employee engagement but may lead to inconsistencies in decision-making and coordination challenges.

Question 15

Visionary leadership

Answer 15

• Transforming an organizational culture in line with the leader’s vision of the organization’s future.
• Is believed to be a style of the leader who is self-confident, uses power in different ways, and has cognitive capability. The latter means that he understands causes and outcomes of events and is able to act at the right time to achieve desirable results according to his vision.

Example: Steve Jobs- Apple

Question 16

what is Flat and Tall hierarchy?

Answer 16

Flat Hierarchy:

In a flat hierarchy, there are few levels of management between the top leadership and the front-line employees.
Decision-making authority is decentralized, and there is often a greater emphasis on collaboration and communication across the organization.
Flat hierarchies are typically found in smaller organizations or those that prioritize agility, innovation, and employee empowerment.
Example: A startup company with a small team where the CEO directly interacts with all employees.

Tall Hierarchy:

In a tall hierarchy, there are multiple levels of management between the top leadership and the front-line employees.
Decision-making authority is more centralized, with information flowing through several layers of management before reaching lower-level employees.
Tall hierarchies are common in larger organizations or those with more complex structures where there is a need for formalized control and supervision.
Example: A large multinational corporation with multiple departments, regional managers, and division heads reporting to senior executives.

Question 17

Charismatic leadership

Answer 17

• Implies radical change in strategy and culture of an organization
• “Charisma is a rare and transitory
  phenomenon”
• Charismatic leadership arouses during crises, the periods of major uncertainty and turbulence, and a leader naturally emerges to take charge rather than is appointed.
• Charismatic leaders do not lead with authority, but with charisma and personality. They lead people without offering instant gains (unlike transactional leadership, for example).
• Examples of charismatic leaders go beyond business circles and can be found in politics, religion, entertainment etc. There tends to be little room for long-term charisma in business as this leadership style is perceived as risky.

Example: Lady Diana Spencer, Adolf Hitler

Question 18

What is ERG theory

Answer 18

The ERG theory, proposed by Clayton Alderfer, is a motivation theory that categorizes human needs into three groups: Existence, Relatedness, and Growth. Here’s a simplified explanation of each category:

Existence Needs:

These are basic material and physiological needs necessary for human survival and well-being, such as food, shelter, and safety.
Existence needs correspond to Maslow’s physiological and safety needs.

Relatedness Needs:

These needs involve interpersonal relationships and social interactions, including the desire for love, affection, belongingness, and meaningful connections with others.
Relatedness needs are similar to Maslow’s social needs.

Growth Needs:

These needs focus on personal development, self-improvement, and realizing one’s potential. They include the desire for personal growth, achievement, creativity, and self-fulfillment.
Growth needs are akin to Maslow’s esteem and self-actualization needs.

One of the key aspects of the ERG theory is the idea of frustration-regression, which suggests that if higher-level needs are not satisfied, individuals may regress to pursuing lower-level needs. For example, if growth needs are unmet, individuals may focus more on relatedness needs or even existence needs to ease frustration.

Question 19

Marslow’s hierarchy of needs

Answer 19

Argues that there are five stages of human needs that motivate our behaviour.

Stage 1- Physiological need: Eat, drink, sleep, breath

Stage 2- Safety

Stage 3- Love and belonging

Stage 4- Esteem: Self-confidence, and respect from our peers

Stage 5- Self-actualization

Question 20

What is the difference between the ERG theoy and Maslows hierarchy of needs?

Answer 20

The ERG theory and Maslow’s hierarchy of needs are both motivation theories that attempt to explain human behavior and motivation, but they have some differences:

Classification of Needs:

Maslow’s hierarchy of needs categorizes human needs into a hierarchical structure with five levels: physiological, safety, love/belonging, esteem, and self-actualization. According to Maslow, individuals must satisfy lower-level needs before higher-level needs become motivating.
In contrast, the ERG theory groups human needs into three categories: Existence, Relatedness, and Growth. While the categories are similar to some of Maslow’s needs, such as physiological and social needs, the ERG theory does not strictly adhere to a hierarchical structure. It suggests that individuals may pursue needs from multiple categories simultaneously and may regress to lower-level needs if higher-level needs are unmet.
Frustration-Regression:

The ERG theory introduces the concept of frustration-regression, which suggests that if individuals are unable to satisfy higher-level needs, they may regress to pursuing lower-level needs to alleviate frustration. This means that individuals may shift their focus between different categories of needs based on their experiences and circumstances.
Maslow’s hierarchy does not explicitly address the concept of regression. It implies a sequential progression through the hierarchy, where individuals move from one level of need to the next as each level is satisfied.
Flexibility and Universality:

The ERG theory is considered more flexible and adaptable than Maslow’s hierarchy because it allows for the simultaneous pursuit of needs from different categories and recognizes that individuals may have different priorities and experiences.
Maslow’s hierarchy is often criticized for its strict hierarchical structure and the assumption that all individuals prioritize needs in the same way. Additionally, Maslow’s hierarchy has been criticized for its cultural bias, as it may not apply universally across different cultures.