MAN 4143 Exam Flashcards

Question

First-level supervisor leadership programs use:

Answer 1

lectures, case studies, and role-playing exercises to improve supervisory skills.

Answer 2

individualized feedback, case studies, presentations, role playing, simulations, and in basket exercises to improve the following: 1. Interpersonal skills 2. Oral and written communication skills 3. Time management skills 4. Planning 5. Goal setting

Answer 3

strategic planning, public relations, and interpersonal skills.

Answer 4

Involves the use of actual work issues and challenges as behaviors activity itself. Philosophy is that the best learning involves learning by doing.

Answer 5

is training an organizational (or team) change so that everyone becomes a better leader.

Answer 6

is a personal relationship in which a more experienced mentor acts as a guide, role model, and sponsor of a less experienced protege.

Answer 7

is a key leadership skill that can help leaders, improve the bench strength of the group and retain high-quality followers.

Answer 8

step 1: Forging a partnership step 2: Inspiring commitment step 3: Growing skills step 4: Promoting persistence step 5: Shaping the environment

Answer 9

are designed for the specific needs and goals of individual executives and managers in leadership positions.

Answer 10

Mentoring is usually about support and guidance, whereas coaching is usually more about specific developmental needs.

Answer 11

Begins with an assessment of the managers to clarify developmental needs. The coach and manager meet monthly to build skills. Role plays are videotape are used extensively and coaches provide immediate feedback. Can cost more than 100k.

Answer 12

1. they involve information, demonstration, and practice. 2. They are based on a needs analysis. 3. They involve multiple, spaced sessions rather than a single session. This gives time to digest information and apply it, also lets us relearn the information. 4. They are NOT self-administered (Effect size was 0) 5. They are administered to low-level leaders

Answer 13

Either through leadership development of the whole organization, allowing for formal and informal mentoring to take place, or through coaching.

Answer 14

"Most effective when administered to low level front line leaders, when they are no self-administered, are on a needs basis, and involve information, demonstration and practice."

Answer 15

Would involve action learning, involves the use of actual work issues and challenges as behaviors activities itself. The philosophy of action learning is the best learning involves learning by doing.

Answer 16

Would allow low-level leaders to develop their own informal mentors through the program to help them feel supported, the training would be more formal.

Answer 17

Several sessions over 1 long session

Answer 18

Thomas Carlyle (1841). He was a philosopher not an empirical researcher.

Answer 19

Great men possess some special trait or characteristic that allows them to rise to the top in any situation.

Answer 20

Leadership research in the first half of the 20th century searched for the special trait of leaders. (Stogdill 1948)

Answer 21

- Reviewed 124 studies - Almost all these traits were modestly related to leadership - No trait was universally and strongly related to leadership emergence or able to predict who might become a leader

Answer 22

"A person does not become a leader by virtue of the possession of some combination of traits, but the pattern of personal characteristic of the leader must bear some relevant relationship to the characteristics, activities, and goals of the followers."

Answer 23

effectively killed this type of research for about 50 years.

Answer 24

Has started up again. Traits are recurring regularities or trends in a person's behavior. Trait theory maintains that people behave the way they do because of the strengths of the traits they posses.

Answer 25

Extraversion, Openness, Conscientiousness

Answer 26

Openness, Agreeableness

Answer 27

predict leadership behavior more strongly in weak situations rather than strong situations. Weak situations are unfamiliar and ambiguous. Strong situations are governed by specific rules, demands, or organizational policies, which can minimize the effects that traits have on behavior.

Answer 28

1. Wonderlic 2. SAT/ACT/GRE/GMAT/LSAT 3. Raven's Progressive Matrices 4. ASVAB

Answer 29

1. Rational pursuasion (using logical arguments and facts) 2. Pressure (using demands and threats) 3. Personal appeal (appealing to someone's loyalty or friendship) 4. Ingratiation (praise and flattery) 5. Coalition (seeking help of others to convince the target (ganging up) 6. Legitimizing (appealing to authority (either yours or the consistency of the request with established norms.) 7. Consultation appeal (someone's input to a process they will ultimately have to buy into) 8. Inspirational appeal (arousing enthusiasm by appealing to values, ideals, and aspirations)

Answer 30

1. Liking 2. Reciprocity 3. Social Proof 4. Consistency and commitment 5. Authority 6. Scarcity

Answer 31

Expert power: Power of Knowledge Referent power: Power of relationships Legitimate power: Power of one's formal role Reward power: Power of desired resources Coercive power: Power of punishment

Answer 32

defines the company's business, its objective and its approach to reach those objectives.

Answer 33

describes the desired future position of the company

Answer 34

A vision is necessary for effective leadership A leader can develop a vision for any projects, work, group, or organization Many leaders fail because they do not have a vision Vision-driven companies perform 8 times better than their competitors (think Disney vs Columbia) CEO of J&J: “40% of my time is spent communicating and reinforcing the company’s vision

Answer 35

Initiate and provide constant vigilance. The leader initiates the process, articulates the need for the vision, and starts drafting a document Be challenging, yet realistic. A vision should stretch the abilities of the organization but not destroy the members Seek significant early involvement by other members. “We’ve begun, but we need your input. Your involvement is essential” Encourage widespread review and comment. Include as many people as possible. Invite people to be critical. “We’ve worked hard on this and like it, but what do you think? Give us your ideas. Be critical. We want this to belong to everyone.” Keep communication flowing. Report on progress. Give acknowledgement and appreciation Allow time for the process to work. All time for change - the visioning process might take a year Demonstrate commitment, follow-through, and concurrent action by leaders. All leaders need to match their behavior to the vision Maintain harmony of subunits. Make sure the overall vision is reflected in each subunit’s vision.

Answer 36

Start with the “Why” Start by writing “I believe…” How do you do what you do ? Use 2-5 values that explain how your company operates and makes you unique These ideas should be specific and actionable (don’t say “be innovated” instead say “always have options to any solution you offer”) Explain what you do Articulate the things you sell that will serve as proof to the world Why and How you do things I work to inspire people to do the things that inspire them No matter what I do in order to realize my vision, I hold myself accountable to five guiding principles 1. Be unconventional: shake things up. Offer new perspectives. Only when you see or hear things in a different way can you see greater opportunities 2. Keep it simple: if people can more easily understand something, then it’s more likely to get done 3. Collaborate: work with others, because they know more and have already made all the mistakes 4. Silver line it: look for the silver lining in every cloud. It’s better to amply what works than obsess with fixing what doesn’t work. 5. Act!: Action is always better than inaction

Answer 37

Contain a one time, specific goal Focus on competitors Focus on what the organization currently does Use vague language that could apply to any organization Be able to analyze and evaluate a vision statement Be able to analyze the visibility of a vision Your vision statement needs to be at the forefront of everything you do

Answer 38

downsizing, human capacity building, performance improvement, job redesign, increasing worker voice, strategic change, changing operational practice, replacing senior leadership, merger and acquisitions

Answer 39

Reactive: Put our small fires. Solving problems on a day to day basis, quick fixes. Proactive: Tweaking. Anticipate and plan. Improve current ways of doing. Fine tuning. Guided evolution.

Answer 40

Reactive: Stop the bleeding. Crisis management, industry shakeups, economic turmoil, financial shocks Proactive: Transformation. Do things fundamentally different. Change basic assumptions. Revolutionize.

Answer 41

reduce resisting forces, rather than increase driving forces.

Answer 42

Are for reactive change

Answer 43

1. Unfreezing - explaining the problem, ask for input (this can backfire), ask everyone to challenge assumptions. 2. Changing - make changes clear, make the changes fair, offer support, expect some conflict 3. Refreezing- adjust rewards systems to reinforce the change, employees tend toward equilibrium anyway.

Answer 44

1. (HIGHLIGHTED) Establish a sense of urgency: begin with a discussion of unpleasant facts 2. Form a powerful guiding coalition: 3-5 from all important departs who are well-respected/powerful 3. Create a vision: must be compelling. Must be 5 mins or less 4. Communicate the vision: think about how much communication you need and multiply that times 10. 5. Empower others to act on the vision: encourage employee participation 6. Plan for and create short-term wins: ward against momentum losses by celebrating “proof” that change is working 7. Consolidate improvements and sustain the momentum for change: Be vocal that change may take years and sustained commitment is needed 8. Institutionalize the new approach: Make the new way to do things “the way we do things around here”

Answer 45

Positive with positive Change. 1. Initiate the inquiry Employees should be involved in choosing the issue Should be positive change, successful male-female collaboration as opposed to sexual discrimination 2. Inquire into best practices Gather information about best practices in the organization 3. Discover the themes Examine the commonalities among the stories Categorize themes into “what is” and “what could be” 4. Envision a preferred future Develop “possibility propositions” - statements that link current best practices to ideal possibilities These propositions should be exciting and provocative This vision becomes a statement of “what should be” 5. Design and deliver ways to create the future Begin the unfreezing, moving, and refreezing process to implement the change This eventually becomes “what will be”

Answer 46

Practice evidence-based change Never underestimate the challenge Remember the process and don’t forget to unfreeze and refreeze Don’t forget about opportunities for proactive change People won’t believe the message if they don’t believe the messenger Be intentional about change. Plan as if you were Kotter Use as many influence tactics and principles of persuasion as you can Don’t resist the resistor Don’t forget to evaluate

Answer 47

Skill variety: the degree to which a job requires a mix of activities and skills Task identity: the degree to which the job requires completion of a whole unit of work Task significance: the degree to which the job has substantial impact on others’ lives or the environment Autonomy: the degree to which the job gives the worker independence and freedom Feedback: the degree to which the worker receives clear information about their performance

Answer 48

Restructure, redefine, reorganize the job to maximize ^ those five things Give employees a complete unit of work (or put them into teams to complete a unit of work) Add more difficult assignments and provide training Give employees more authority and decision making power Assign individuals to become specialising in a particular area Create self managed work teams

Answer 49

Not establishing a great enough sense of urgency Starting a change program requires “aggressive cooperation” of many individuals, and requires a discussion of unpleasant facts Not creating a powerful enough guiding coalition Should grow over time, a successful coalition requires power in terms of titles, information and expertise, reputations, and relationships Lacking a vision Requires a vision of the future that is easy to communicate to others; recommended 5 min elevator pitch of the vision Failure to communication the vision Communication messages consist both of words and observed behaviors Not removing obstacles to the new vision Some obstacles are psychological, others are real roadblocks that might include organizational systems and people Not planning for and creating short-term wins Declaring victory too soon Not anchoring changes into the organization’s culture

Answer 50

Don’t be defensive, instead offer empathy and support Don’t avoid the issue, communicate with the resistor, lack of communication can fuel gossip and rumors Ask for participation of the resister (Highlighted) Rarely, if ever, use coercion (Highlighted) Ultimatums are a last resort (Highlighted)

Answer 51

Compare and contrast creativity and innovation Creativity is the production of ideas Innovation is the production AND implementation of ideas Understand how leaders foster creativity and innovation The leader needs to be an explorer Undercover boss works Treat every day like your first day Make idea gather part of your daily schedule Devote 25% of meeting time to idea gathering Invite outsiders to offer suggestions at meetings (outside the department, consultants, etc.) “Shop” with competitors Be restless Understand contributors to creativity

Answer 52

Expertise Creative-thinking skill (Requires self-efficacy and cognitive ability) Intrinsic motivation

Answer 53

Organizational motivation to innovate Resources (financial, time, and personnel) Supervisory encouragement

Answer 54

If the idea is novel, and unproven theory/process

Answer 55

Recruit talented, creative people and empower them to be innovative Encourage innovation Encourage learning Help people improve their mental models Evaluate new ideas with small scale experiments Encourage sharing of knowledge and ideas Leverage learning from surprises and failures Set innovation goals Reward entrepreneurial behavior

Answer 56

Remove evaluation apprehension Alleviate production blocking Reduce social loafing E-brainstorming, which can outperform individual brainstorming

Answer 57

Hire people who are high on openness to experience, low on neuroticism Hire people who are high on proactive personality

Answer 58

a common understanding of how to perform as a team

Answer 59

Important when the task is complex, unpredictable, or new Similarity and accuracy of team mental models Suggests accuracy is more important for team performance

Answer 60

a shared understanding of Who knows what, who knows who, who is good at what, and who prefers what Those who train together have better transactive memory Have part of each meeting set aside for “knowledge dumps” Have part of each meeting set aside for “knowledge holes” Assign expertise for needed skills

Answer 61

typically has zero or negative effect on team performance

Answer 62

Diversity in terms of big five Minimum agreeable of a team is important for task performance Mean conscientiousness of a team is important for task performance

Answer 63

Diversity in terms of functional expertise, attitudes, education, background Typically has a positive relationship with performance

Answer 64

sum of forces attracting group members and holding the group together Cohesion is most important in truly interdependent teams Cohesive groups strongly enforce norms

Answer 65

the extent to which a team thinks it can perform a particular task

Answer 66

the extent to which a team thinks it can perform any task

Answer 67

Better performing More proactive

Answer 68

Lower on customer satisfaction Lower on employee job satisfaction

Answer 69

teams that don’t work together face-to-face, but rather through computer

Answer 70

The group has controls over allocating work, prioritizing work, and setting work shifts Research shows employee job satisfaction tends to be higher, but withdrawal also tends to be higher Empowerment matters for the effectiveness of a self-managing team Empowering a team might even be a better approach than allowing a team to be entirely self-managing

Answer 71

exists when multiple individuals share the leadership role Requires strong shared mental models Deters corruption Can be used in self-managed teams or in regular teams Shared leadership involves a set of leaders who have similar, shared responsibilities (best for self managed teams Collective leaders involves a set of leaders who have separate leadership responsibilities (best for regular teams)

Answer 72

directed by respect for ethical beliefs and values and for the dignity and rights of others. It is thus related to concepts such as trust, honesty, consideration, charisma, and fairness.

Answer 73

Truth vs. loyalty – honestly answering a question that may compromise confidentiality Individual vs. community –compromising the rights of an individual for the good of the community Short-term vs. long-term – balancing spending time with family against making career investments for future benefits Justice vs. mercy –excusing a person’s behavior due to extenuating circumstances or convicting to teach a lesson

Answer 74

1. Gather the facts 2. Define the ethical issues 3. Identify the affected parties 4. Identify the consequences 5. Identify the obligations 6. Consider your character and integrity 7. Think creatively about potential actions 8. Check your gut

Answer 75

Women make up 27% of the CEO positions Women make up 4% of Fortune 500 CEOs 17% of Fortune 500 board seats 19% of Congress is female (84th out of 189 countries) 6.9% of military officers are women

Answer 76

Some think its a pipeline problem = there aren't enough qualified women In terms of education this is not true However is a leaky pipeline Women tend to have child rearing responsibilities that men do not have, causing them to have less experience on average Some think that women self-select into “mommy track” but this is not true Women do not have fewer developmental opportunities Fewer responsibilities, less training, less mentoring, less visibility, more likely to be promoted to “glass cliff”

Answer 77

Women are more cooperative, democratic, and more participative in their leadership Women tend to be more transformational than men Women tend to use rewards and men tend to use punishment Women are devalued compared to men when they lead in a masculine manner Women are evaluated more harshly when they are in masculinized leadership positions Women are evaluated more positively when they are in a communal (feminine) leadership position (education

Answer 78

Women tend to underestimate their abilities; men tend to overestimate their abilities (even something objective like GPA Women are less likely than men to promote themselves for leadership positions Women are less likely to emerge as leaders, but more likely to promote themselves into facilitator/organizer positions Self-promotion Women are seen as less socially attractive if they self-promote Women negotiate less often than men (7% of women negotiate their first salary, but 53% of men do)

Answer 79

Men are stereotyped with agentic characteristics Confidence, assertiveness, independence, rationality, and decisiveness Women are stereotyped with communal characteristics Concern for others, sensitive, warmth, helpfulness, and nurturance Women facing cross-pressures to be tough but not too “manly” Greater difficulty for women to be viewed as effective in top leadership roles Penalties for women who violate gender stereotypes Decision-maker influenced by homosocial reproduction, a tendency for a group to tendency for a group to reproduce itself in its own image Be able to describe what organizations can do to help solve the women in leadership problem

MAN 4143 Exam Flashcards

(107 cards)