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MGMT 610 > Final > Flashcards

Final Flashcards

1
Q

Why Pay Attention to Emotions?

A

Emotions drive thinking
Emotions motivate
Emotions communicate

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2
Q

How do we read emotions?

A

Facial expression / body language 55%
Tone of voice 38%
Spoken word 7%

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3
Q

Key Leadership Behaviors?

A

Setting direction

Aligning and motivating others

Setting Strategy

Coaching others to implement strategy

Shaping the org culture

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4
Q

Key Teamwork Behaviors

A 
Assigning, completing and coordinating tasks
Providing performance feedback
Giving help and sharing information
Focusing on shared goals
Adapting to change
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5
Q

Types of interdependence

A

Pooled - all separate and come together
Sequential - order of operations
Reciprocal - iterative to everyone

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6
Q

What is amygdala hijacking and what can you do to stop it?

A

Amygdala hijacking is fight / flight response that takes over thoughts (Zidane head butt)

Can use Cognitive Reappraisal - use your brain to see how it’s impacting your emotions / behaviors and then reframe it

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7
Q

Abilene Paradox

A

Groups agree to a course of action that nobody wants, because everyone assumes the others want it

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8
Q

Groupthink

A

Groups become overconfident and fail to consider divergent perspectives, which undermine decision quality

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9
Q

Group Polarization

A

Group judgments are often more extreme than the sum of judgments of individuals

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10
Q

How to best make group decisions

A

Find out what each person knows
Use breadth of groups knowledge and expertise
Don’t rely on majority rule; encourage minority opinion
Express true opinions, not just what you think others are feeling
Create norms that foster differences in opinion

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11
Q

Team Size

A

Optimally between 4-7

Helps with coordination and communication

Keeps people motivated and reduces “social loading” (slackers)

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12
Q

Benefits of Diversity

A

Divergent thinking
Increased preparation
Thorough process (takes more time though)

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13
Q

Bases of Power

A 
Reward 
Coercive (punishment)
Legitimate (formal boss)
Informational (know more)
Expert (must prove expertise)
Referrent (persuaded because of who they are - role model)
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14
Q

What can we learn from Sports Teams?

A

Two categories - Team Structure and Motivation

Integrate cooperation and competition - leverage team member desire to out do one another and also invest in each other’s success - Competition always exists, if you don’t address it directly will go underground and folks undermine each other

Orchestrating Early Wins - teams that start with success aspire to more, have higher expectations, and confidence. Break task into smaller pieces and select short and easy ones first + celebrate their success

Breaking out of losing streak - shape attribution to things that are controllable - not stable and uncontrollable (aka nothing can be done - economic cycle)

Carve out time for practice - allows for time to innovate (allow for “intelligent failure)

Call Half-time - natural break to reassess strategy

Keep team membership stable - people that will stay through end of project and have right incentives

Study Game Video - review team performance and reflect on good / bad

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15
Q

Bases of Power

A 
Reward 
Coercive (punishment)
Legitimate (formal boss)
Informational (know more)
Expert (must prove expertise)
Referrent (persuaded because of who they are - role model)
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16
Q

Sports Caveats

A

Pick the right sports team model (interdependence)

Don’t confuse coaching with managing - focus on team structure and design variables

Build bridges not boundaries - not everyone knows sports

Don’t assume winning is the only thing - success is more than winning / biz more complex stakeholders than sports

17
Q

How to get down the ladder of inference

A

Get back to the observable data

18
Q

Balancing Advocacy with Inquiry

A

All about Visibility!

Better advocacy - make your own process visible then publicly test your conclusions and assumptions

Inquiry - ask others to make their thinking visible

At Impasse - embrace it and dissect current thinking, look for new information

19
Q

Problems with Brainstorming?

A

Face to face brainstorming produced lower quality ideas than working alone

  • only one person can talk
  • fear of negative evaluation
  • conformity

Solution - Brainwriting: each independently generate ideas, submit anonymously, and then discuss / evaluate as a group

20
Q

Types of Conflict

A

Relationship - personal dislike, most problematic
Task - about the work
Procedural - how to get it done (delegation, role distribution, coordination problems)

Low functioning teams have high relationship conflict

21
Q

Types of Leaders and what they do

A

Transactional - Clarify expectations / rewards, monitor behaviors, take action to correct problems

Transformational - speak optimistically about future, emphasize a purpose and mission, treat people as individuals, seek diverse perspectives and challenge thinking. (Dorsey)

Better for times of change or uncertainty

22
Q

Big Five Traits

A

Extraversion - biologically based
Conscientiousness - focused and structured vs. carefree
Agreeableness - accommodate others
Emotional Reactivity - relaxed and composed
Openness - seek out novelty

Conscientiousness is most predictive of performance

23
Q

Self Limiting Behaviors

A 
Expert
Compelling argument
Unsure of ability to contribute
Meaningless decision
Conformity
Dysfunctional decision making structure
24
Q

What makes culture strong?

A

Agreement on shared values

Intensity in belief in those values

Strong cultures improve performance by 1) energizing employees around a set of meaningful and unified goals

2) shaping and coordinating employee behavior

Culture can only be used when it is Strategically Relevant

25
Q

Ways to Manage and change culture?

A

Recruiting and selecting people for culture fit - person-culture fit can be more important that person-jon fit because some skills can be taught

Managing culture through socialization and training - allow others to acquire cultural knowledge (stories, jargon, jokes, norms, rules of conduct) and bond with each other

Managing culture through a reward system - clear consistent and comprehensive rewards (CompUSA)

26
Q

What is organizational culture?

A

A system of Shared Values (what’s important) and Norms (socially stared standards against which appropriate attitudes and behavior can be evaluated)

27
Q

Three Cs of Culture

A

Clairifies what’s important

Coordinates members efforts (without the cost and inefficiency of close supervision)

Communicates its distinctive competence to external constituencies

28
Q

What is org culture?

A

Artifacts and Practices (low impact/high vis) - physical dress/objects, norms and rules of conduct, stories and jargon

Espoused and enacted values (med/med) - shared statements about what is good/bad and what is actually rewarded/punished

Basic Underlying Assumptions - habits of perception, thought, and feeling. Taken for granted assumptions about the way things are

29
Q

How to avoid the common knowledge effect?

A

Appoint an information manager and ask if there is any information that hasn’t been shared.

30
Q

Persuasion Principles

A 
Liking
Consistency
Social proof
Reciprocity
Authority (expert)
Scarcity
31
Q

Leader do before the meeting?

A

Choose the right mix of team members - minimize status differences and keep team size optimal

Frame the decision task - convey the importance + present clear, consistent, and specific goals to reduce self limiting

32
Q

Leader do during / after meeting?

A

During
Set the tone
Monitor the process - facilitate discussion
Encourage self-management by team members - give them discretion over task and scheduling

After
Give honest feedback
Praise individual and group accomplishments

33
Q

What is team climate?

A

Emergence of an overall objective / mission for the group

Have fun

34
Q

3 elements of team effectiveness

A

Performance - output meets quantity and quality standards

Development and well-being - involvement contributes to growth and satisfaction of individual members

Viability - team retains ability to work together in the future

35
Q

Growth vs Fixed Mindset

A

Growth - believes abilities can be built up with practice (accepts more challenges, seeks stretch assignments)

Fixed - believes abilities are static, behavior represents natural ability. (Avoids challenges and fears failures as an indication of being a loser)

Managers should work like coaches to encourage a growth mindset

MGMT 610 (1 decks)

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