STGY Chapter 11

Question 1

leadership

Answer 1

the process of transforming organizations from what they are to what the leader would have them become.

Question 2

setting a direction

Answer 2

a strategic leadership activity of strategy analysis and strategy formulation.

Question 3

designing the organization

Answer 3

a strategic leadership activity of building structures, teams, systems, and organizational processes that facilitate the implementation of the leader’s vision and strategies.

Question 4

excellent and ethical organizational culture

Answer 4

an organizational culture focused on core competencies and high ethical standards.

Question 5

barriers to change

Answer 5

characteristics of individuals and organizations that prevent a leader from transforming an organization.

Question 6

vested interest in the status quo

Answer 6

a barrier to change that stems from people’s risk aversion.

Question 7

systemic barriers

Answer 7

barriers to change that stem from an organizational design that impedes the proper flow and evaluation of information.

Question 8

behavioral barriers

Answer 8

barriers to change associated with the tendency for managers to look at issues from a biased or limited perspective based on their prior education and experience.

Question 9

political barriers

Answer 9

barriers to change related to conflicts arising from power relationships

Question 10

personal time constraints

Answer 10

a barrier to change that stems from people’s not having sufficient time for strategic thinking and reflection.

Question 11

power

Answer 11

a leader’s ability to get things done in a way he or she wants them to be done.

Question 12

organizational bases of power

Answer 12

a formal management position that is the basis of a leader’s power

Question 13

personal bases of power

Answer 13

a leader’s personality characteristics and behavior that are the basis of the leader’s power.

Question 14

emotional intelligence (EI)

Answer 14

an individual’s capacity for recognizing his or her own emotions and those of others, including the five components of self-awareness, self-regulation, motivation, empathy, and social skills.

Question 15

learning organizations

Answer 15

organizations that create a proactive, creative approach to the unknown; characterized by (1) inspiring and motivating people with a mission and purpose, (2) empowering employees at all levels, (3) accumulating and sharing internal knowledge, (4) gathering and integrating external information, and (5) challenging the status quo and enabling creativity.

Question 16

benchmarking

Answer 16

managers seeking out best examples of a particular practice as part of an ongoing effort to improve the corresponding practice in their own organization.

Question 17

competitive benchmarking

Answer 17

benchmarking in which the examples are drawn from competitors in the industry.

Question 18

functional benchmarking

Answer 18

benchmarking in which the examples are drawn from any organization, even those outside the industry.

Question 19

ethics

Answer 19

a system of right and wrong that assists individuals in deciding when an act is moral or immoral and/or socially desirable or not.

Question 20

organizational ethics

Answer 20

the values, attitudes, and behavioral patterns that define an organization’s operating culture and that determine what an organization holds as acceptable behavior

Question 21

ethical orientation

Answer 21

the practices that firms use to promote an ethical business culture, including ethical role models, corporate credos and codes of conduct, ethically based reward and evaluation systems, and consistently enforced ethical policies and procedures

Question 22

compliance-based ethics programs

Answer 22

programs for building ethical organizations that have the goal of preventing, detecting, and punishing legal violations.

Question 23

integrity-based ethics programs

Answer 23

programs for building ethical organizations that combine a concern for law with an emphasis on managerial responsibility for ethical behavior, including (1) enabling ethical conduct; (2) examining the organization’s and members’ core guiding values, thoughts, and actions; and (3) defining the responsibilities and aspirations that constitute an organization’s ethical compass.

Question 24

corporate credo

Answer 24

a statement of the beliefs typically held by managers in a corporation