TentaP Flashcards
1
Q
Describe the three levels of what makes a person?
A
Level 1: Disposational Traits: patterns of behaviour and experience, e.g., shy, dol, disciplined, impulsive
Level 2: Characteristic Adaptations: concerns an individuals particular life circumstances e.g., goals,, roles, educational aspirations
Level 3: Life Narratives: the story we have constructed about who we are. (very individuals)
2
Q
Describe McClelland’s Iceberg
A
It looks at a person’s visible behaviour, knowledge and skills and the underlying unexpressed and unconscious deeper layers.
In general, a person’s knowledge, skills and behaviour can be found above the waterline of the iceberg. The central element is what they do. Below the waterline we find think and want, which focus on abstract terms such as standards, values and beliefs, self-esteem, characteristics, personality and motives. These four invisible layers could reinforce one another as motives. However, they may also block the visible behaviour of the person in question,
want: motivates (your motivation), characteristics , personality (who you are)
think: self-esteem (what you think about yourself) , standards, values, believes (your opinion)
do: behaviour (what you do), skills (what you can), knowledge (what you know)
3
Q
Describe Myers-Briggs Type indicator and which problems it comes with.
A
In personality typology, the Myers–Briggs Type Indicator (MBTI) is an introspective self-report questionnaire indicating differing psychological preferences in how people perceive the world and make decisions. The test attempts to assign a value to each of four categories: introversion or extraversion, sensing or intuition, thinking or feeling, and judging or perceiving. One letter from each category is taken to produce a four-letter test result, such as “INTJ” or “ESFP”.
Problems:
- Puts you in a box
- Dimensions as dichotomies
- Overly simplistic
- Does not address how you evolve and the context
- Not widely accepted academically
4
Q
Describe The Big Five Personality Traits model but also the five different traits
A
The Big Five (also called Five Factor) trait model of personality is the most widely accepted personality theory in the scientific community. Although it is not as well understood among laypeople as systems like Myers-Briggs personality typing, it is generally believed to be the most scientifically sound way of conceptualizing the differences between people.
The Big Five is so named because the model proposes that human personality can be measured along five major dimensions, each of which is distinct and independent from the others. The Big Five model is also sometimes called OCEAN or CANOE, both acronyms of the five personality traits.
- Openness - is the degree to which a person is curious, original, intellectual, creative, and open to new ideas.
- Conscientiousness - refers to the degree to which a person is organized, systematic, punctual, achieve- ment oriented, and dependable.
- Extraversion - is the degree to which a person is outgoing, talkative, and sociable, and enjoys being in social situations.
- Agreeableness - is the degree to which a person is nice, tolerant, sensitive, trusting, kind, and warm.
- Neuroticism - refers to the degree to which a person is anxious, irritable, aggressive, temperamental, and moody.
5
Q
Describe McClelland’s Human motivation theory
A
Need for achievement:
Generally speaking, people want to accomplish something in life. This could mean starting a large family for some and a well-paid job and an illustrious career for others. David McClelland studied what drives people to achieve something. What motivates them and how can they make a contribution to society? Upon completing his study, he distinguished four characteristics that are consistent with the need for achievement: striving for an average task complexity, responsibility for own performance, the need for feedback and the use of innovation/creativity.
(goals, risks, work alone)
Need for power: People with a need for power, attach great value to status, reputation and recognition. They have a need to be perceived as important and they have a need to direct and influence others. According to David McClelland, this type of person enjoys competition and winning.
(control and influence, likes to win, enjoy status and recognition)
Need for affiliation: People are a gregarious bunch and they want to belong to the group. When the need for affiliation is high, they want to be liked and they will conform to the group’s behaviour and wishes. In this case, they will favour cooperation over competition. Therefore, the need for affiliation does not go well with the need for power.
(Wants to belong to a group, wants to be liked, collaboration>competition, don’t like high risk or uncertainty)
Need for avoidance:
This needs category was added later by David McClelland. When people do not wish to perform at the forefront and prefer to avoid unpleasant situations, this need will surface. People have fear of failure, fear of rejection and even fear of success. By avoiding situations that may trigger these fears, they think to have found a safe solution.
6
Q
The dimensions of job satisfaction
A
- Pay
- Promotion
- Supervision
- Co-workers
- The work itself
7
Q
Describe the different levels of Maslow’s motivation latter (need hierarchy)
A
- Physiological (food, water, shelter)
- Safety (Danger, pain, uncertainty)
- Social needs (Love/belonging)
- Esteem (respect, feel important and appreciated)
- Self- actualization (acquire new skills, challenges)
8
Q
Describe the Two-Factor theory (Herzberg)
A
- Intrinsic (based on motivation)
- Extrinsic (Based on hygiene factors)
9
Q
Name the factors in the goal setting theory by Locke (SMART)
A
Specific
Measurable
Attainable
Relevant
Time-based
10
Q
Describe and name the steps in the self-determination theory
A
- Amotivation ( apathy, lack of interest) - zapping
- Extrinsic motivation of “because I have to” - homework
- Extrinsic motivation of “because it satisfies my ego” - recognition
- Extrinsic motivation of “because it can help me” - A degree
- Extrinsic motivation of “because I believe in it” - Volunteer
- Intrinsic motivation of (enjoyment, interest) - Run 10k
11
Q
Is stress always bad? Discuss
A
Eustress “Good stress”, that creates challenges to motivate people to work harder and achieve goals.
Distress “Bad stress”, resulting from demanding chronic situations and have negative impacts on health
12
Q
How can you manage your stress? discuss
A
- Primary
goal: reducing risk factors before workers experience stress-related symptoms
(stress at its source)
ex: job redesign, work-load reduction, improved communication) - Secondary
goal: To help equip workers with knowledge, skills and resources to cope with stressful situations
(Employee responses to stress)
Ex: cognitive behavioural therapy, coping classes, anger management - Tertiary
goal: To treat, compensate, and rehabilitate workers with enduring stress-related symptoms or illness
(short-term and enduring adverse health effects of job)
Ex: return-to-work programmes, medical intervention
13
Q
Describe “job crafting”
A
“The physical and cognitive changes individuals make in the task or relational boundaries of their work”
Task Crafting – employees altering the set of responsibilities by adding or dropping tasks, altering the nature of task or changing how much time, energy and attention are allocated to various tasks
Cognitive Crafting – Employees changing the way they perceive the tasks and relationships that make up their job.
Relational Crafting – Employees changing how, when and with whom they interact in the execution of their jobs
14
Q
Name and describe the three levels of stress-related disorders
A
- Distress (relatively mild symptoms that lead to only partly impaired occupational functioning)
- Nervous breakdown (serious distress symptoms and temporal loss of occupational role)
- Burnout (work-related neurasthenia and long-term loss of the occupational role)
15
Q
Name and describe the 4 stages of burning out
A
Stage 1: High workload, high level of job stress, high job expectations. Job demands exceed job resources. The job does not fulfill one’s expectations.
Stage 2: Physical/ Emotional exhaustion. Chronic exhaustion. Higher energy investment in order to execute job tasks. Sleep disturbances, headaches, and other physical pain. Emotional exhaustion.
Stage 3: Depersonalization / Cynicism / Indifference. Apathy, depression, boredom. A negative attitude towards the job, colleagues and clients. Withdrawal from the job.
Stage 4: Despair/Helplessness/Aversion. Aversion to oneself, to other people, to everything. Feelings of guilt and insufficiency.
16
Q
What is amygdala hijack?
A
an emotional response to stress as if it is physical danger (heart rate goes up, fight or flight, more strength, more energy, sweaty palms)
17
Q
Name the antecedent focused strategies of emotional regulation
A
Situation selection (choose or avoid certain situations)
Situation modification (alter the situation)
Attention deployment (refocus your attention)
Cognitive change (reassess an event or situation)
18
Q
Name the response focused strategies of emotional regulation
A
Reappraisal (re-evaluate a potentially emotional situation)
Suppression (consciously mask emotional reactions)
19
Q
What is EQ? (emotional intelligence?
A
“The capacity of recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships. “
20
Q
What is leadership?
A
“The process of influencing others to understand and agree about what needs to be done and how to do it and the process of facilitating individual and collective efforts to accomplish shared goals”
21
Q
What makes an effective leader?
A
High IQ
High emotional intelligence (Self-awareness, motivation, empathy and social skills)
Ability to control emotions and understans others
22
Q
Which ones of the big Five are related to leadership?
A
Extraversion
they are both dominant and sociable in their environment
They emerge as leaders in most situations
Has the strongest connection to leader emergence and leader effectiveness
Conscientiousness
they are organized and take initiatives
They are more likely to emerge as leaders and be effective in that role
Openness
People that are open to experience and are creative
Open to try new things
23
Q
Describe and discuss how different attributes only fit certain types of leaders
A
Ex. military leaders & business leaders
24
Q
Describe and name the three types of decision-making styles
A
Authoritarian decision making – Leaders make decisions alone without necessarily involving employees
Democratic decision making – Employees participate in the decision-making process
Laissez-faire decision making – Leaving employees alone to make the decisions and the leader provides minimum guidance and involvement in the decision.
25
Describe Fiedler's contingency theory
- A leader’s style is measured by a scale called Least Preferred Coworker scale (LPC).
- People are filling out a survey thinking of a person who is their least preferred coworker
- They rate their coworkers in terms of how friendly, nice and cooperative they are
- If you can describe this person in a positive way, you can separate the person's ability to work from your like of that person – High LPC score
26
Describe situational leadership (contextual)
Leaders must use different leadership styles depending on their followers’ development level
Employee readiness (competence & commitment level) is the key factor determining the proper leadership style
To be effective leaders must use the right style of behavior at the right time
Followers are the key to success
In the early stages leaders should be highly directive and less supportive, as the employee becomes more competent the leader should engage more in coaching behaviors.
27
Describe Vroom and Yetton's normative decision model. What it is, the different decision-making styles etc.
A tool to help leaders determine how much involvement they should seek when making decisions.
Decision-making styles:
A1 (autocratic): Decide – the leader makes the decision alone
A2 (autocratic): Consult Individually – The leader obtains additional information from group members before making a decision
C1 (consultative): Consult as a group – The leader shares the problem with group members individually and makes the final decision alone
C2 (Consultative): Facilitate – The leader shares information about the problem with group members collectively and acts as a facilitator.
G2 (group): Delegate – The leader lets the team make the decision
Quality Requirement (QR): How important is the technical quality of the decision=
Commitment Requirement (CR): How important is the subordinate commitment to the decision?
Leader’s information (LI): Do you (the leader) have sufficient information to make a high-quality decision on your own?
Problem structure (ST): is the problem well-structured?
Commitment Probability (CP): If you would make the decision yourself, is it certain that your subordinates would be committed to the decision?
Goal Congruence (GC): Do subordinates share the organizational goals to be attained in solving the problem?
Subordinate Conflict (CO): Is conflict among subordinates over preferred solutions likely?
Subordinate information (SI): Do subordinates have sufficient information to make a high-quality decision?
28
Describe Transfomational Leadership and give examples of such leaders in the real world
Lead employees by aligning employee goals with the leader’s goals.
Charisma - behaviors leaders demonstrate that create confidence in commitment of the leader. Charismatic leaders have a “magnetic” personality
Inspirational motivation – Used to come up with a vision that is inspiring to others
Intellectual stimulation – They challenge organizational norms and status quo, encouraging employees to think creatively and work harder
Individualized consideration – They show personal care and concern for the wellbeing of the followers
Ex. Steve Jobs
Key: charisma, persuasiveness, personal appeal to change and inspire
29
Describe Transactional leadership and give examples
Lead employees by ensuring that they demonstrate the right behaviors and provide resources in exchange
Contingent rewards – rewarding employees for the accomplishments
Active management by exception – Involves leaving employees to do their jobs without interference, but also predicting potential problems and preventing them from occuring
Passive management by exception – Involves leaving employees alone, but managers withs until something goes wrong before they intervene.
30
Describe the Leader-Member exchange (LMX) Theory and its different phases
- Type of relationship leaders have with their followers is the key to understanding how leaders influence employees.
- In High-quality LMX relationships – The leader forms a trust-based relationship with the member
- In Low-Quality LMX relationships – The leader and the member have lower levels of trust, liking and respect towards each other.
Phase 1 (role taking) - Leader assesses member abilities and talents and there is discovery by both parties of how the other likes to be respected
Phase 2 (Role making) - Negotiation whereby a role is created, and any felt betrayal can result in the member being relegated to the out-group.
Phase 3 (Routinization) - A pattern on ongoing social exchange between the leader and the members
31
Describe servant leadership
The leader’s role is serving the needs of others
Develop employees and help them reach their goals
Leaders feel an obligation to their employees, customers and the external community
Focuses on ethics, community development, and self-sacrifice
It has a positive impact on employee commitment, behavior and job performance.
32
Name a few characteristics of servant leaders
Humility
Empowerment
Stewardship
Accountability
Authenticity
Forgiveness
Courage
Standing Back
33
What is a group? and what distinct it from a team?
“A group is a collection of individuals who interact with each other such that one person’s actions have an impact on the others”
34
Name the stages of group development and describe the theory
Forming- Storming - Norming - Performing - Adjourning
According to this theory:
In order to successfully facilitate a group the leader needs to move through various leadership styles over time
This is accomplished by first, being more directive serving as a leader or coach and later, shifting to a delegator
35
Describe Forming
The group comes together for the first time
They may or may not know each other from before
There is formality, anxiety and gurdedness
“Will I be accepted?”, “What will my role be?” are typical questions during this phase
A large amount of uncertainty
Members are polite, conflict avoidant and observant
Does someone emerge as a leader?
36
Describe Storming
Members become more authentic and argumentative.
They begin to explore their power and influence
Discussions can be heated. It is not unusual to become defensive, competitive or jealous
Questioning and resisting the directions from the leader
Less is to be done in this stage
37
How can you get out of the storming phase?
Normalize conflict (it is a normal phase of the group-formation)
Be inclusive (invite all view in to the room)
Make sure everyone is heard
Support all group members
Remain positive
Don’t rush the group’s development
38
Describe the Norming phase
“We survived!” - common statement
Members usually feel excited and energized
They usually are ready to get to work
The group tends to make big decisions and they are usually more respectful towards each other
The leader should become more of a facilitator by stepping back and letting the group assume more responsibility
The group’s energy is high -> ideal time to host a social or team-building event
39
Describe the Performing phase
The group is ready to go into high gear
Members are more interdependent, and they feel themselves to be a port of a greater entity
They are not only getting the work done, but are reflecting over how they are doing it
The group has matured
Group leaders can move into coaching roles and help members grow in skills and leadership
40
Describe the adjourning phase
Projects are temporary in nature – it therefore has to end
Feelings such as victory, grief and insecurity about what is coming next is common
Group leaders should be sensitive to handling these endings respectfully and compassionately
“How did it go? “, “What did we learn?” etc.
41
What is cohesion in a team?
A social glue
The degree of camaraderie within the group (mutual trust and friendship)
Cohesive groups are those in which members are attached to each other and act as one unit
The more cohesive -> The more productive
Characteristics such as: identity, a moral bond, share a sense of purpose, they establish a structured pattern of communication
The factors affecting group cohesion include:
- Similarity (the more similar group members are (sex, age, education skills, values), the more they are likely to bond.
- Stability (The longer a group stays together, the more cohesive it becomes)
- Size (Smaller groups tend to have higher levels of cohesion)
- Support (Coaching and encouragement)
- Satisfaction
42
What are the risks of a too strong culture?
- Difficult to merge with others
* Collaboration across organizations may be harder
* Group thinking
* Defensive behaviour
* Excessive pride => arrogant
* Lack of diversity
* Cultural bias
43
Describe the leadership styles from the GLOBE Project
1. Charismatic (integrity, decisive, performance-oriented)
2. Team-oriented (diplomatic, not malevolent, admin. competent)
3. Humane (modest, humane-oriented)
4. Participative (not autocratic, not nonparticipative, delegative)
5. Self-protective (self-centered, status-conscious, face-saving)
6. Autonomous (independent, unique)
44
Name the three approaches toward solving dilemmas
or or = “eliminating” the tension by choosing one option (Hang et al., 2014).
Can lead to avoidance, denial, blaming, relying on past
* and and = recognizing both options by alternating or finding a compromise
(middle of the road)
* more than = a new transcending solution that is more than the sum of the
parts, a dialogic construction process
45
Describe Trompenaars's intercultural competency theory (4 r's)
1. Recognition: How competent is a person to recognize his/her own cultural assumptions and
those of others around him or her?
2. Respect: How capable is a person of appreciating perspectives other than his/her own?
3. Reconciliation: How competent is a person to reconcile different perspectives?
4. Realization: How competent is a person in realizing the necessary actions to implement the
reconciliation of cultural differences?
46
Discuss how the big five have an impact on organizations
47
What is the dark triad?
Machiavellianism: High “machs” tend to be pragmatic, emotionally
distant, and believe the ends justify the means
* Narcissism: A person with a grandiose view of self, requires
excessive admiration, has a sense of self-entitlement, and is arrogant
* Psychopathy: A lack of concern for others, and a lack of guilt or
remorse when their actions cause harm
48
What is the difference between values, beliefs, attitudes and norms?
Values convey what is important to people in their
lives that act as general guiding principles.
* Beliefs are ideas about how true it is that things are
related in particular ways.
* Attitudes are evaluations of objects as good or
bad, desirable or undesirable
* Norms are standards or rules that tell members of
a group or society how they should behave.
49
Name a few factors that impact job satisfaction
1. Job specific training
2. Variety of work
3. Job security
4. The work itself
5. Organization’s financial stability
6. Autonomy and independence
7. Compensation / pay
8. Benefits
9. Career opportunities
10. Opportunities to use skills and abilities
11. Safety
12. Relationship with immediate supervisor
13. Flexibility to balance work and life
14. Corporate culture
15. Relationship with colleagues
16. Communication between employees and
senior management
17. Meaningfulness of job
50
Name the three needs of self-determination
* Efficacy: the need to feel we are competent and that our work
produces results
* Belonging: the need to feel we have meaningful relationships that
fit our values and principles
* Autonomy: the need for locus of control and to be able to define
how we execute our tasks and activities
51
What is organizational culture? And why does it matter?
It is a system of shared assumptions, values and beliefs that show employees what is appropriate and inappropriate behavior.
it matters due to:
Competitive advantage
Success
Shared values may be related to increased performance
A mechanism for dictating employee behavior
52
What are the levels of organizational culture?
Assumptions:
The deepest level below our awareness
Reflect beliefs about human nature and reality
“Happy employees benefit organizations”
Values:
Shared principles, standards and goals
The happy employee's assumption could be translated into social equity, high quality relationships and having fun
Artifacts:
Our visible and tangible aspects of organizational culture
The happy employees assumption and values could be translated into an executive “open door” policy, an office layout that has open spaces and gathering areas equiped with pool tables etc
53
Name of few characteristics of the values of organizational culture in japan
* Belonging
* Group Harmony
* Collectiveness
* Age/seniority
* Group consensus
* Cooperation
* Quality
* Patience
* Indirectness
* Go-between
54
Name of few characteristics of the values of organizational culture in the U.S
* Freedom
* Independence
* Self-reliance
* Equality
* Individualism
* Competition
* Efficiency
* Time
* Directness
* Openness
55
Name a few characteristics of the values of Organizational Culture in the Arab countries
* Family security
* Family harmony
* Parental guidance
* Age
* Authority
* Compromise
* Devotion
* Patience
* Indirectness
* Hospitality
56
How do cultures change?
1. Create a sense of urgency
2. Change leaders and other key players
3. Role model
4. Train
5. Change the reward systen
6. Create new stories and symbols
57
Name the 6 dimensions of Hofstedes cultural framework and describe them
Power Distance
Uncertainty Avoidance
Individualism - Collectivism
Masculinity - Femninity
Time Orientation
Indulgence Vs restraint
58
Name and describe Trompenaars seven dimensions of culture. What is the model used for?
Universalism VS particularism.
Individualism VS communitarianism.
Specific VS diffuse.
Neutral VS emotional.
Achievement VS ascription.
Sequential time VS synchronous time.
Internal direction VS outer direction.
You can use the model to better understand people from different cultural backgrounds, so that you can prevent misunderstandings and enjoy a better working relationship with them. This is especially useful if you do business with people from around the world, or if you manage a diverse group of people.
59
A defect caused by negligence of a member of the team is discovered. The responsibility could be carried by the individual alone, or by the team as a whole. Who do you think should carry the responsibility?
A. (Individualism) The person causing the defect is responsible. Therefore, he should be called to account by superiors.
B.(Communitarianism) Because people work on a team, the responsibility should be carried by the group. This time one member has made a mistake. Next time it could be someone else on the team
60
What are the lessons learned from the CEO of Interface Inc regarding organizational change.
Focus on self-transcending why (purpose)
Translate Purpose into a clear and tangible vision
Change one mind at a time
Humility and determination
Communicate in clear ways
Repeat, repeat, repeat
Measure ypur progress
61
What are the four interdependent "modes" of change?
- Rational
- Developmental
- Political
- Evolutionary
62
What are the two natures of change?
- Reactive change: closing a performance gap (what is and what should be)
- Proactive change: closing an opportunity gap (what is and what should be)
63
Name and describe Kurt Lewin's three stages of change (POCM)
Unfreezing:
- Uncertainty is created
- preparing for the change
- Why is change necessary?
- create a strategic change vision
- Address employee concerns
- Strong reactions among people
Moving/Change:
- Look for new ways to do things
- Embrace new tactics
- Accept the change (time & communication)
- Involve people in the process
Refreezing:
- when? signs: stable organization, consistent job descriptions
- Employees feel confident
- celebrate the success of the change
- Leadership support
64
What are the forces for change?
- Direct costs
- Saving face
- Fear of the unknown
- Breaking Routines
- Incongruent systems
- Incongruent team dynamics
65
What type of costs can change lead to ?
- Change in the reward structure
- Power shifts
- Requirements for new competencies
- Need for new relationships
- Challenge to identity
- Time and energy
66
Name and describe the factors that contribute to organizational justice and commitment to change
- Procedural justice (fairness of decision-making process)
- Interactional justice (fairness of decision-making treatment)
- Distributive justice (Fairness of outcome distribution)
- Informational justice (Fairness in access to information)
67
Name the steps in the Kotter 8-step model for Leading Change
1. Create a sense of urgency – so that people feel that it is a need for it - inspire people to act
2. Create a guiding coalition – convince opinion leaders as they have a high influence
3. Develop a vision and strategies - clarify how the future will be different from the past
4. Communicate the change vision - handle concerns
5. Remove barriers to action - Reward people for supporting change, check for barriers or people resisting change
6. Accomplish short-term wins - feel victories in the early stages, reward
7. Build on the change
8. Institute change
68
Describe the steps in the Kubler Ross Change Curve
- to better understand the emotional turmoil faced by an employee due to any change initiative at the workplace, such as a new software implementation or business process improvement.
1. Shock/Denial - defensive mechanisms toward change, a decline in employee productivity. Is it really true?
2. Anger/frustration - Things are different change initiatives may spiral out of control, and significant change failures
3. Depression - low energy, overwhelmed, lack of hope
4. Acceptance
- Experiment - initial engagement with the new situation
- Decision - adapting to the new situation
- Integration - working within the new context
69
What is the ADKAR model?
The ADKAR Model of Change Management is an outcome-oriented change management method that aims to limit resistance to organizational change.
A – Awareness (of the need for change)
D – Desire (To participate and support the change)
K – Knowledge (On how to change)
A – Ability (To implement desired skills & behaviors)
R – Reinforcement (To sustain the change)
70
What is the difference between invention and innovation? Give examples
Invention – The creation or formulation of a new idea or product or introduction of a process for the first time
Innovation – The practical application of invention by improving it into a marketable product or service
71
Was Thomas Edison an innovator or inventor? Discuss
72
What are the sources of innovation?
(Opportunities outside and within a company?)
Opportunities within a company or industry:
Unexpected occurrences (post-its)
Incongruities (low-cost airlines)
Process needs (JIT)
Industry and market changes (e.g. electric vehicles)
Opportunities outside the company:
Demographic changes (ageing population)
Changes in perception (gender equality)
New scientific knowledge (DNA research)
73
What is Moore's law?
The overall complexity of computer circuits will double every 18 months with no increase in cost
That is a type of change that is motivating for companies to change their technology
this phenomenon suggests that computational progress will become significantly faster, smaller, and more efficient over time.
74
What is the difference between sustaining and disruptive technologies?
Sustaining technologies: improve the performance of established products
Disruptive technologies: Bring to a market a different value proposition that had been available previously. Generally, they underperform establsihed products in mainstream markets. Ex. Netflix
75
What is the ambidextrous organization
“The ability of an organization to both explore and exploit – to compete in mature technologies and in new technologies”
76
Which of the of following options refer to dimensions of emotional intelligence: a) Social Awareness and general intelligence
b) Social Awareness and primary awareness
c) Self-awareness and external locus of control
d) None of the above is correct
D
77
PsyCap is characterized by:
a) Self-esteem, Self-efficacy, Hope and Optimism
b) Optimism, Hope, Resiliency and Efficacy
c) Efficacy, Need for Affiliation, Success and Power
d) Locus of control, Resiliency, Self-Monitorization and Efficacy
B
78
Sam is new to her department and is hoping to get the respect of her boss, Mr. Burns. She knows that he compliments other people for a job well done, but all he ever seems to do is criticize her. She feels like she doesn’t even know what he is looking for.
What dimension of expectancy theory is depicted in the situation described above?
a) Expectancy
b) Instrumentality
c) Valence
d) Performability
B
79
Name one primary and one secondary mechanism that leaders use to affect culture
a) Attention and Rituals
b) Role Modeling and Beliefs c) Values and Stories
d) None of the above
A
80
Which of the following does NOT describe a team?
a) A collection of people brought together to apply their individual skills to a common project or goal
b) Regardless of the type of organization, most employees work in some form of a team in today’s workplace.
c) Through the decentralization process, individual employees have become so empowered that they are threatening the efficiency and effectiveness of teams.
d) Efficient, collaborative teams are one way for organizations to meet the growing demands of their customers and stay ahead of the competition.
C
81
Within the four dimensions of transformational leadership, which of the following describes the individualized consideration dimension?
a) The leader encourages people to view problems from a different perspective and to think about innovative and alternative ways to address them.
b) The leader creates mutual respect or trust and a genuine concern for the needs and desires of others.
c) The leader exhibits behavior to gain the admiration, trust, and respect of followers.
d) The leader promotes commitment to a shared vision of the future.
B
82
Siena Pasta is an Italian restaurant on Elm Avenue. Established in 1989, the founders, Lorena and Maria (sisters), started their business in response to the growth of the Italian community in Grimsby. They stayed true to their heritage: All employees wear an apron with red squares and the recipes are simple and fresh, just like when they were cooking in their grandmother’s kitchen. Which of the following options best describe Siena Pasta’s culture?
a) Siena Pasta’s values, components of unobservable culture, are simplicity and innovation.
b) Employees’ aprons are artifacts that provide meaning about Siena Pasta’s cultural values.
c) Siena Pasta is a good example of the clan culture, a combination of stability and an internal focus.
d) Simple and fresh recipes are rituals that express and reinforce the key values of Siena Pasta.
B
83
In Kurt Lewin’s three-stage model of planned change, which of the following describes the unfreezing process?
a) Explaining the rationale for change, breaking down the status quo, and challenging existing beliefs for the organization’s survival
b) People begin to make peace with their doubts and uncertainties and embrace the new direction of the company.
c) Reinforcing the new approach and helping people internalize the changes
d) Creating reward systems, tracking behaviors, and setting up continuous training to further enhance skills
A
84
The state when Job resources are high and Job demands are low is
a) engagement
b) boredom
c) apathy
d) burnout
B
85
what is the factor that is NOT true of workforce diversity:
a)Diverse teams perform better and are more innovative, creative, and productive.
b) Diverse teams can increase market share.
c) Diverse teams help the organization communicate with customers from different backgrounds and cultures.
d) Diverse teams take longer to complete the forming, storming, norming, and performing stages.
D
86
“Congratulations! You start Monday. Do not worry, with time you will eventually learn how things function around here.” Is the statement provided here a good strategy to help the socialization process - why? Highlight four of the key dimensions addressed in socialization efforts in organizations – and how to promote them to newcomers (i.e., in practice)? (5 points)
Not a good strategy – explain why (1 point)
dimensions of socialization – 0.5x4 (2 points)
performance proficiency
language
history
politics
people
goals and values
. link to practice – 0.5x4 (2 points)
87
Stress seems to be a constant in contemporary organizations. In some cases, it carries significant problems to those suffering from it. What strategies can organizations put forth to manage stress? Additionally, identify two coping strategies individuals can use to tackle stress? Provide a specific and practical example for each type of intervention and for each coping strategy (5 points)
88
What is leadership?
“Is the process of influencing others to understand and agree about what needs to
be done and how to do it, and the process of facilitating individual and collective efforts
to accomplish shared objectives” (Yukl, 2013, p. 7)
89
Leadership is innate
True or false?
FALSE!
Although there are some natural talents beneficial in leadership effectiveness, other significant aspects
of knowledge,skills and abilities that make up an effective leader can be taught (Rosenbach, 2003; Doh,
2003; Connaughton et al., 2003).
“. . . if leaders are born not made – and if no one can teach anyone else to improve – let’s start
investigating leadership in the biology lab rather than in the business world” (cited in Doh, 2003, p. 55).
90
There are some universal aspects associated with effective leadership.
True or false?
TRUE!
Some elements of transformational leadership appear to be universal, regardless of
what country the leader is in.
Vision
Foresight
Encouragement
Trustworthiness
Dynamism
Positiveness
Proactiveness
91
. Sometimes leaders’ actions are irrelevant
True or false?
TRUE!
Certain individual, job and organizational variables act as substitutes for leadership or
neutralize the leader’s ability to influence his or her followers.
(e.g., experience/training, need for independence, highly structured and/or intrinsically
satisfying task, explicit formalized goals, rigid rules and procedures).
92
PEOPLE WORKING FOR CHARISMATIC LEADERS EXPRESS GREATER SATISFACTION
true or false?
FALSE!
It depends on the situation. Charismatic leadership is most successful:
when the environment involves a high degree of stress and uncertainty;
in higher-level management jobs;
if followers lack self-esteem and question their self-worth.
Leaders can use their charisma for their own self-interest. The “dark side” of
leadership is a product of leaders who use their powerful influence in potentially
destructive ways.
93
True or False
THE LEADER’S LEVEL OF INTELLIGENCE
INFLUENCE PERCEPTION OF THE LEADER’S EFFECTIVENESS
TRUE!
There is an 80% probability that highly intelligent leaders will be perceived as more
effective leaders than those of less intelligence (Lord,Vader & Alliger, 1986).
94
MEN MAKE BETTER LEADERS THAN WOMEN
FALSE!
The most recent assessment of evidence concludes that women have a leadership advantage.
Although the differences are small, women do have, on average, a slight edge over men.
95
What are the main differences and similarities between leaders and managers?
Managers:
- Administers
- Imitates
- Maintaines
- Relies on control
- Short-term oriented
- Asks how and when
- Accepts the status quo
- Does things right
Leaders:
- Innovates
- Is original
- Develops
- Inspiries trust
- Long-term oriented
- Asks what and why
- Challenges the status quo
- Does the right thing
96
4 dimensions of transformational leadership
Idealized influence (charisma= “magnetic” personality that is appealing to followers)
Inspirational motivation (guiding others to achieve a goal, be the roll figure to achieving this goal)
Intellectual stimulation (don’t give you a list to do, be creative, come up with new ways)
Individual consideration (which means that they show personal care and concern for the well-being of their followers.)
97
Describe and name the dimensions of the expectancy theory
Expectancy theory (or expectancy theory of motivation) proposes that an individual will behave or act in a certain way because they are motivated to select a specific behavior over others due to what they expect the result of that selected behavior will be
Expectancy (effort) - Can I hit my targets if I work hard?
Instrumentality (Performance) - Will achieving my targets lead to rewards?
Valance (Reward) - Do I find the rewards desirable?
98
Describe the factors affecting group cohesion: (5s)
- Similarity (the more similar group members are (sex, age, education skills, values), the more they are likely to bond.
- Stability (The longer a group stays together, the more cohesive it becomes)
- Size (Smaller groups tend to have higher levels of cohesion)
- Support (Coaching and encouragement)
- Satisfaction
99
Describe the competing values framework and its characteristics
The competing values framework was used to describe the organizational culture type exhibited by Ohio State University Extension (OSU Extension) personnel. This framework assesses the dominant organizational culture based on four culture types:
- Clan - Concern, welcoming place, strong personal relationships, openness, collaborative, satisfaction
- Hierarchy - Measurement, stability, control, formal and structured, guided by professors rules, bureaucratic
- Adhocracy - fast moving and quick to adapt, innovation, external support, resource, growth
- Market - Accomplishment, productivity, results-driven, goal orientation
The Competing Values Framework classifies four corporate cultures, which indicate how a company operates and what the corporate values are.
Clan & hierarchy (internal focus and integration)
clan & adhocracy (flexibility and discretion)
Adhocracy & Market (external focus, and differentation)
Market & hierarchy (stability & control)
100
which of the following options refers to a type of organizational justice? ¨
A. Procedural justice
B Interactional Justice
C. Distributive Justice
D. All of the above
all?
101
Which of the following options refers to a type of corporate culture?
A. Clan
B. Participative
C. Autonomous
D. Humane
a
102
Which of the following options refer to dimensions of transformational leadership?
A. Inspiration
B. Individual consideration
C Idealized influence
D. Intelectual stimulation
All
103
Culture can be non-observable?
True/False
True
104
Is your outcome justified given your performance? is an example of..
A. Interpersonal justice
B. Informational justice
C. Distributive Justice
D. Procedural justice
c
105
Which of these factors promote team coordination?
A. Individualism
B. Large team size
C. Abusive leadership
D. Role and goal clarity
D
106
An advantage of working in teams is..
A. Sharing ideas and knowledge
B. Low task visibility
C. Low diversity
D. Lack of psychological safety
A
107
Which of the following options refer to dimensions of emotional intelligence?
A. Social awareness and general intelligence
B. Self-awareness and external locus of control
C. Social awareness and primary awareness
D. None of the above
D
108
"Everytime you go on stage, you must smile" is an example of:
A. emotional dissonance
B. Emotional Labor
C. Felt Emotions
D. Emotional consonance
B
109
An example of a hygiene factor is;
A. Salary
B. Interesting work
C. Achievement
D. Recognition
A
110
Transformational leaders puts the individual first?
True / False
False?
111
What is Psycap?
Positive psychological capital is defined as the positive developmental state of an individual as characterized by high self-efficacy, optimism, hope and resiliency
112
Describe the stages in the Goal Setting theory
1. Manager and employee jointly use SMART principle to establish employee's goals
2. Employee undertakes job/task using persistence and effort
3. Manager provides periodic feedback to employee on progress towards goals - goals may be adjusted if they no longer are appropriate
4. End of period - determine and evaluate achievement of goals
5. Outcomes - recognition and reward (eg. pay rise, bonus, promotion) support (training) or sanction (pay cut, demotion, dismissal)
113
Some employees have doubts about the ability of the company to turn things around, not necessarily because they do not believe in you, but because they think the external circumstances will not allow it. Devise a plan to deal with the change, communicate it to your employees, and implement it successfully
114
Describe Locus of control and its two dimensions
Reflects the extent to which people believe that the rewards they receive in life can be
controlled by their actions.
*
Internal
: some people per
ceive that their behavior and personal attributes drive
outcomes.
These are likely to be confident, be determined, and see themselves as in control of their
fate.
*
External
: people who develop a general sense that external forces (e.g., luck, fate,
powerful others, task complexity) control outcomes.
These are more likely to see themselves as victims of the future circumstances and
environments they encounter, and as having a passive role in determining the outcomes
they will ultimately
achieve
115
What is self esteem?
Individual’s overall self
-
evaluation of his/her competencies. When comparing with Low self
-
esteem people, High s
elf
-
esteem people:
*
Believe they are intelligent, attractive, and popular
*
See their present or recently past selves in a particularly positive light
*
Believe they are superior to others in many domains
*
Expect their futures to be rosy relative to other people
’s
Individuals with high self
-
esteem tend to develop higher job satisfaction and performance,
display more initiative and proactiveness towards change
116
What is self-efficacy?
Individuals’ task
-
specific self
-
confidence, i.e., one’s estimate of
the fundamental ability to cope,
be successful
and perform a certain task (Bandura, 1997).
It can be viewed as a general trait or
situation
-
based, i.e., a person can be self confident in one specific context of their life but not in others (e.g.,love life
vs. leadership).
It predisposes people to persist, work harder, face setbacks.
117
Describe Intrinsic VS Extrinsic motivation
Intrinsic: When people seek enjoyment, interest,
satisfaction of curiosity, self
expression, or personal challenge in the work.
Extrinsic: When individuals engage in the work to
obtain some goal that is apart from the work
itself (e.g., money).
Both motivations are important and work
positively
together!
118
Describe the Equity Theory by Adams
Employees compare their contributions to the organization with what they get from their job. It
should be a match between the effort invested and the gains employees get. Employees compare
their situation with their colleagues and the market
Inputs: what I put into my job: time, effort, ability, loyalty, tolerance, flexibility
Outputs: What i get from my job: pay, bonus, benefits, security, recognition
-> People become demotivated and reduce inputs whenever they feel their inputs are not being fairly rewarded by outputs
119
Describe job characteristics of motivation by Hackman & Oldham
Core job characteristics (Skills, variety, atonomy, feedback) -> Critical pshychological states (Meaningfulness of work, responsibility of outcomes, knowledge of results) -> Outcomes (High internal work motivation, high growth satisfaction, job satisfaction, effectiveness)
120
Name a few innate traits that make a good leader (Traditional trait theory)
- drive
- desire to lead
- self-confidence
- cognitive ability
- knowledge
- extraversion
- tolerance to stress
- integrity
121
Describe the inconsistency of leadership results
*People with certain leadership traits were not necessarily effective leaders.
*Two leaders with different traits could be successful in the same situation
*Lack of insight into the process
* Ignores situational specificity: a leader with certain traits could be successful in one situation but not in a different one (e.g., consciousness, extraversion)
122
Describe the two behavioral categories
- Task orientation (the extent the leader defines his/her job to attain organizational goals)
- Relationship-orientation (The extent that the leader is supportive and shows concern for its followers)
123
What type of management is there when there is a high concern for people and a low concern for results?
Country club management
124
What type of management is there when there is a high concern for people and a high concern for results?
Team managament
125
What type of management is there when there is a low concern for people and a high concern for results?
Produce or perish management
126
What type of management is there when there is a low concern for people and a low concern for results?
Impoverished management
127
What are advantages and disadvantages of effective teams?
Advantages:
* Effective means to put the organizational strategy into practice;
*Increase efficacy and efficiency in complex environments/tasks;
*Facilitate organizational learning and retention;
*Trans functional teams increase the quality of management
*Exchange of ideas increases innovation and creativity (e.g., brainstorming)
*Are an effective way to manage and coordinate horizontal organizations;
*increase and foster autonomy and participation in decisionmaking
Disadvantages:
- Group thinking
- Risky Shift (polarization)
- Social loafing
128
Describe distributive justice
Is your outcome justified, given your performance?
Perceived fairness of decision-making outcomes (e.g., pay, promotions, performance evaluations)
Employees compare:
1) Their inputs with the outcomes received
2) Co-workers
128
Describe distributive justice
outcomes
129
Describe interactional justice
Has your leader treated you with respect and shown
concern for your rights?
Has your leader explained the procedures thoroughly?
➢Interpersonal Justice
How authorities treat employees during the process
The extent authorities treat employees with dignity
E.g., respect and propriety (making improper comments)
➢ Informational Justice
Regards the extent authorities provided information and explains certain decisions that affect employees’ life; provide adequate justifications for decisions
E.g., being laid-off by email
130
Describe procedural justice
Have you been able to express your views and feelings during the process?
Perceived fairness of the decision-making process
five rules of fair procedures:
1. Consistency
2. Bias suppression
3. Representetives
4. Accuracy of information
5. Correctability
131
Describe the three pillars of commitment to the organization
- Affective (emotional attachment to identification with and involvement in the organization)
- Normative (Perceived obligation to remain in the organization)
- Continuance (Perceived costs associated with leaving the organization)
132
How do you create a trusting environment?
The answer is Interpersonal Trust:
1) Lead by example
2) Be consistent
3) Be fair (at different levels)
4) Show that you care
5) Communicate openly
6) Fulfill your promise
133
Describe the types of change. order of change VS change category (Porras & Robertson)
order of change
first order - affects specific parts of the organization
second order - changes the basic assumptions of the organization
Change category
planned - result of a structured and intended plan. of improving the functioning
unplanned - originates outside the organization and to which the organization has to respond
134
what is organizational socialization
goal and values (adaptation of the spoken and unspoken goals and values of the organization)
people (sucessful and satisfying relationship with organizational members)
politics (information regarding formal and informal work relationship and power structure)
history (information regarding the organization's traditions and customers)
language (knowledge of the acronyms and slang)
performance proficiency (knowledge of the roles and required and the tasks involved in the job)
135
name some
136
How do leaders affect culture through the primary and secondary mechanisms?
Primary Mechanism
*Attention
*Reactions to critical incidents and crisis
*Role modeling
*Distribution of rewards and status
*Distribution of scare resources
*Criteria for hiring, promoting, and firing
Secondary Mechanisms
*Organizational Structure Design
*Procedures And Systems Designs
*Rites And Rituals
*Physical Space Design
*Stories, Legends, And Myths
*Formal Appearances
137
Q
What type of management is there when there is a medium concern for people and a medium concern for results?
middle of the road management
138
What makes the Indian market attractive for Netflix?
* India second largest population country in the world →huge potential customer base
* Increase in wealth → more disposable income & spending
* Penetration of internet and smartphone usage increased over time
* Liberal country→no barriers for market entry
139
What advantages or disadvantages does Netflix have in the Indian market?
* Netflix largest global player with settled partnerships
* Large R&D budget
* High quality product
* Large range of international films
* High-cost subscription
* Less local content
* No free content
* Non-Indian company like Hot Star→must adapt to culture
140
Which challenges Netflix is likely to face in the Indian market?
* Internet infrastructure problems and absence of robust broadband system
* Existing strong online streamers like Hot Star or Eros + cable TV providers
* Possible unwillingness of Indian population to pay for subscription fee
* More than 15 official languages in India
* Different customer market than in America & Europe
141
Which adjustments in its product (video on demand) and business model (how the company operates) can improve Netflix’s performance in the Indian market?
* Offering cheaper payment plan
* Offering more local content
* New ways of accessing content
142
describe the key-characteristics of K-Pop from customers point of view:
* Mix languages to target local audiences
* Well-developed choreography
* High quality of perform/video
* Video with appealing elements of Asian culture
* “likeable” behavior
* Rotation of leading performers
* Group of “members” with different types
* niche popularity due to language and taste differences
* repetition that might be boring in the long term→similarity
* Mix of styles may become lack of uniqueness
143
Describe the business model of K-Pop
* Perfection through years of training
* Training to get predictable results
* Large management companies→enormous control of every part of talent-
development system
* Performers learning different languages
* Development of skills of performer
* Easy to imitate (→China)
* Dissatisfaction of performers
* Large investments upfront
→perfecting individuals based on market preferences you already know
144
Describe the characteristics of the U.S market for Harley Davidson
* Good market share – but decreasing
* Most important market for HD
* High brand loyalty
* Large bikes – not convenient for everyday use
* High pricing
→not many US competitors but many global competitors – no time to relax
145
Case: Logoplaste
Name the advantages and disadvantages of on-site/through the wall:
* No transport costs
* Better relationship with customer
* Customization is easier
* Reduced CO2 Emissions
* No inventory
* JIT delivery
* Increased SC effectivity
* Very depending on customer (demand)
* Higher cost of adding new customer
* No economies of scale
146
Why was Logoplaste expanding to new markets?
* Expansion because of limited demand in Portugal
* Following their customers to new countries→on-site production
* Logoplaste started to expand to countries with low geographical and
cultural difference→learning process and increase distance by time
* Better supplier for existing customers & get new customers
147
What were the liabilities created by foreign markets for Logoplaste?
* Administrative differences
* Cultural differences
* Language differences
* Access to funding→harder to get fundings
→Competitive advantages can compensate for the liability of being a foreigner
148
Describe the key characteristics of Time Out Market Lisbon
* Why Lisbon? – open culture, increase in tourism, lower costs, climate good
for tourism
* High variety and quality of food
* No reservation, no dress code
* Novel, interesting experience
* Convenient location
* Mix of high-scale restaurants and middle-scale restaurants
* Expectations of high scale restaurant→might expect better service
* Expectations of food-court→might complain about waiting times
→in advertisements put emphasis on entertainment that goes beyond food by concert hall, cooking academy, art exhibitions – but in realty majority just there for food
149
Describe the business challenges for Time Out
* Putting more emphasis on bringing information online instead of printed
* Revenue streams:
o Advertising
o Licensing fees
o Commission for organizing live events o Sales of printed magazines
o Commission for click-through sales
* Licensing of magazine→not everywhere self-published
→advantage of having local expertise in every published city →publishing were many events are happening
→presence in many countries – customer from one place consumes also in another place
* Establishing time out markets in North America→cultural differences rather low + knowledge of market as their publishing there for many years
* Customization regarding concerts, events, art exhibitions to adapt sth. local →balance between customizing and standardizing
150
Describe Walmart's strategy
* One-shop solution
* Convenience for customer & operational efficiency
* Standardized products in every store
* High volumes of sale with low margin per unit→large number of sales
generates huge revenue
* Operations costs lowered to minimum
151
Describe the business model of Walmart
* Huge scale of operations
* Supply chain management effectiveness
o IT
o Distribution network
o Stores build around warehouses
* Low salaries and limited benefits + no unions
* Good relationships with suppliers→Walmart often most important
distribution channel for suppliers→ability to negotiate low prices
152
Describe the strategy of Emirates
* Different strategy than other airlines→focusing on premium experience instead of reducing prices
* Emirates offering mostly long-haul flights→customers willing to pay more
* Focus on wealthy customers
* Premium strategy in order to differentiate from established airlines
* Special attention to emerging markets because they are underserved
* Sponsoring various premium and high-class sport events
* Global advertising strategy
153
Name the sources of competetive advantage for Emirates
* Governmental support→state owned – strong incentives to support it o Low airport fees
o Lower taxes
o Low interest loans
* Geographic locations – between Europe & Asia
* Lower labor costs→no unions in UAE
* Relatively young and efficient aircraft fleet
- Good wheather conditions which limited cancellations
154
Name the reasons for poor performance LG Display had in Poland
* High turnover rate→lack of trust & dissatisfaction
* High defect ratio→problems in communication between Korean and
polish management
* Low production/operation rate→lack of motivation & low satisfaction
→organizations concerned about increasing productivity
→elimination of employee’s problems leads to elimination of production problems – still other reasons possible as non-functional equipment or unsuitable technology
→problems associated with cross-national differences
155
What could have been the solutions for LG Display to handle their high turnover rate in Wroclaw?
* Training (for managers & employees)
* Better workplace initiatives (canteen meetings, sports, etc.)
* Showcase of final products
* Talking buses or screen panels
* Bring locals in addition to expats into management team
* Surveys to track satisfaction of employees
* Not only concentrating on hygiene factors but also motivating factors
156
Case: China's National Oil Companies
What are the advantages VS disadvantages of state-owned companies?
* Essential services at cheaper and affordable rates
* No aim of making profits
* Government can control certain strategic sectors of economy→water,
energy supply e.g.
* Possible high rate of corruption
* Political and state interference can harm productivity
* Negative work attitude as company is not their own
157
What are the differences between state-owned & private companies?
* Set up by government/private people
* Controlled by government/private individuals
* Aim is to provide essential service to people/ make profit
* Losses/profits borne by government/private individuals
→economic growth comes from entrepreneurs risking their own money →private ownership better than state owned regarding performance of company
→partial privatization allows state to retain control and vote in critical decisions – less profitable but more stable
→depends on investor – stability or profitability
