mgt 164 final Flashcards
(145 cards)
1
Q
The usual suspects
A
Framing, Emotion, Trust, Relationships, Awareness, Give to Get, Process
2
Q
Reality of Self-Awareness
A
only 10-15% are Self-Awareness
3
Q
Empathy/Values
A
Figuring out(becoming aware ) of what people value-and then giving it to them ( give to get )
4
Q
why relationship
A
source of power/ coalition source of information
5
Q
What generates trust
A
Benevolent
Transparent
Reliable
competent
6
Q
we’re ____ and therefor____
A
dependent, vulnerable
7
Q
Cognitive trust vs. Affective trust
A
Cognitive trust is task based ( competence, reliability.
Affective/emotional trust is relationship based ( benevolence)
8
Q
Diaz-Competent
A
Awareness-Framing- relationships
9
Q
According to the power Dynamic Article, one reason that politics arises is that
A
people rely on others who may not have the same goals
10
Q
the consequence of political conflict are always destructive for the people involved
A
False
11
Q
Paradox of Power
A
too much power makes you less empathetic to those around you
12
Q
According to the Microsoft article one of the most painful behaviors their department had to endure was
A
having to rely on another department to get something done
13
Q
what was cause of Microsoft’s poor innovation patterns through the time the article was written
A
- poor relationship among the various departments,
- destructive culture
- conflicting goals among different departments
- lack of trust among different departments
14
Q
Microsoft executive was willing to support clear type if and only if
A
the owner was willing to make themslf dependent on the executive by transferring control to him
15
Q
consequence of the political in flighting at Microsoft in the period leading up to the “Creative Destruction” article was that
A
- Microsoft had considerable conflict
- Microsoft was unable to generate many market-relevant innovations
16
Q
what generates Trust
A
Benevolent, Transparent, Reliable, Competen
17
Q
Powerful people
A
less sympathetic/empathic
less eye contact
18
Q
being ___, ___ the mirror system
A
powerless, boosted
19
Q
5types of power
A
legitimate power reward power coercive power expert power referent power
20
Q
legitimate power
A
bosses, government, similar to authority
21
Q
reward power
A
promotion, times off
22
Q
coercive power
A
punishment
23
Q
expert power
A
skills, talent
24
Q
referent Power
A
Charismatic power
25
Uncertainty/Ambiguity
both invites politicis
26
High PSI Score
Resilience
high self-monitoring
emotional intelligence
higher performance rating
27
The foundation of any culture are
the underlying assumption
28
a strong culture is characterized by
high level of agreement among employees about what's valued
| higher level of intensity about company's values
29
one of the main jobs of organizational culture is to support the organization's strategy
True
30
Howard Schultz (Starbuck)claims that he succeeds through which means
humility
31
Schults has build a successful culture at Starbucks through
- careful hiring and socialization of new employee
- generous benefits to all employees
- respect for his worker s
- connect to his workers
32
According to Howard Schultz, Starbucks value and guiding principle are only slightly less important than the brand and product
False
33
Microsoft motivated their employees by boosting their self -esteem and confidence with regard to their ability
false
34
People at Microsoft in the 90's formed a strong culture
false
35
Microsoft's culture could be described as
Completive
36
At Amazon, workers sometimes felt they were being evaluated or treated too harshly, particularly after some personal challenges
true
37
culture defines what is important and what behavior are accepted and expect of employees
true
38
Politics
- uncertainty
- interdependence
- diverse goals
- scarce resource
39
Power
no relationship
| no trust
40
Trust
- benevolent
- Transparent
- reliable
- competent
41
level of Culture
Basic - Assumption- Values- Artifacts
42
The best way to build your crefdibilirt s to advocate for your accomplishments bcz it will enable others to trust you
false
43
showing sincere interest in others is a good way yo gain power
True
44
conger would advocate having influence by telling stories bcz it activates which mechanism
emotion
45
its equally effective yo build credibility and relationships in person or via social media or emails
false
46
people will only exercise influence if they have something others value
true
47
the most effective networks are as large as practically possible
false
48
it is important to have ___ to be able to exert influence
empathy
49
Social Networks usual suspects
- relationships
- emotions
- trust
- awareness
50
Power in social network depend on
Position/ Centriality
who you connect to
the shape
51
Two ways to play structural holes
Exploiting arbitrage
| Facilitating coop
52
Type of Networks
communication
advice
Trust
53
Dunbar's number
150 people
54
Face has little to do with one's sense of organization power in asia
False
55
Your organization has lots of rules and structure, and experts are quickly accessed to gain answers to things that are unclear this suggests that the country in which you operate has
high uncertainty avoidance
56
an employee of a company is unwilling to provides suggestions when she is asked for one by her boss, this may be a result of which cultural concept
power distance
57
collectivism in Asia is most closely associated with
Loyalty
58
What makes it so hard to rush failing
the social network in which one is embedded
59
Values in Culture
Influence Behavior
affect management practices
hard to change
60
Managing Values
Awareness
| don't became judgemental
61
What Generates trust
benevolence
reliability
transparency
competency
62
Statue based on performance (US,UK)
Achievement
63
Statue based on who or what a person Is (CHINA, Indonesia
Ascription
64
Time Orientation
Sequential
-do one at time
Synchronous
_do more than one
65
most o us at least a little bit racist or sexist
True
66
Companies have solid evident that workshops pr many of its other efforts to improve diversity are actually working
False
67
Unconscious bias is harmful bcz even a small bias can lead to underrepresented of a group such as women or certain minorities
True
68
to lessen the effects of unconscious bias one can
- use structured interview where all applicants are asked the same questions in the asme order
- use tests or blind audition instead of relying on resume date
- remove identifying information form resumes
- be careful to use language on the job describing that not biased toward any on group
69
most senior executives usually Gove self awareness the credit it deserve the they look for potential leader
false
70
having empathy for workers is increasingly important given which trends in organization
increased use of teams
| -more international and global interactions for many workers
71
in joint venture, when each side thinks it is contributing more than its fair share and questions what the other side is doing, they would
both may put less effort into the venture to compensate for the unfairness
72
a person who continually asks questions and consider more possibilities in framing a question is an example pf which type on the Myers-briggs test
perceiving
73
the ideal flow of influence
personality-attiude-behavor
74
Personality come from ___and
heredity, Environment
75
THE BIG five
```
openness
conscientiousness
extraversion
agreeableness
neuroticism
```
76
MBIT
Myers-Briggs Types indicator
close to d, not preference
77
Social orintation
```
Introvent
-inner life
vs.
extravert
-expressive
```
78
Information gathering method
sensing
-see the detail, stead
Intuitive
-big picture , idea and possibilities
79
information Evaluation method
Thinking
-objective
felling
-subjective
80
information gathering speed
Judging
-locked and settling
Perceiving
-open
81
MBTI vary by country
yes
82
the necessary type
N(intuitive /Visionary
S (Sensing/Organizer
E/F (external relationship/ feeling ,extravert
J(Enforcer /Judging
83
Eq Competence model
other-managing emotion -relationship management
Other- recognizing emotion- social awareness
Self-managing emotions-self-managment
Self- Recognizing emotion - Self Awareness
84
How to self-control
- distraction
- aware
- motivation
85
Locus of Control (LoC
internally control
-innovatioon
risky
may be inner-driven
86
Mindset
Growth mindset (better
- self-awreness
- curiosity
Fixed mindset
87
Perceptual defense
protecting oneself against ideas, objects or situation that are threatening
88
Contrast effects
information biases our perception
89
assimilation effect
first impression for motion
90
order effect
how you things in order
91
Recency effect
the last data to the
92
Halo effect
if you like them, you expect the best
93
Self-fulfing prophecy
prediction became true `
94
self -serving bias
never me- all the external influence
| -dont see your self accurately
95
implicit bias
stereotoes
96
a compelling visor is more important than a strategy of small, incremental gains and improvements
false
97
brad Cooper was able to get people to work by
first making sure they were not afraid of what was to come
98
Diehl was able to go around the obstacles he faced form the office of budget and management by
going to coin shows and talking to coin enthusiasts
getting information from potential customers directly through the internet
99
Diehl was able to motive Mint employee by
pointing out that the mint has roots that predate the formation of the United States
100
Kermit the frog was an effective element for enacting which of otter;s 8 steps
communication the mints vision to employees and customers
101
Diehl's vision was enacted by calling employees on Sunday evening and seeing if they were excited about going to work on Monday morning
false
102
the mint was bale to come up with the effective coin design by asking their customers to suggest some of those designs
true
103
Diehl succeeded at the mint because he was decisive ,
false
104
stark, strength at whitecap were in his ability to deal with customers, not marketing department member
true
105
bob white was critical to continental whitecaps bcz of his symbolic ties to its culture
true
106
one challenge that browning face was to how to create a sense of urgency to get people at whitecap to take the plastic threat seriously
True
107
Type of organization change
Tuning- incremental-anticipatory
Adaptation- Incremental -reactive
Reorientation-Strategic/radical-Anticipatory
Re-creation- Strategic/radical-reactive
108
Model of change
unfreezing-changing-refreezing
109
what always accompanies change
unercentainty/ fear
110
four steps to persuasion
credibility
frame goals
reinforce positions
connect emotionally
111
potter's leading change
```
implement change (unfreezing
during (change
after (refreezing
```
112
implement change (unfreezing
- establish urgency
- guiding coalition
- create vision
113
during (change
communication the vision
empower other to act
creating short term wins
114
after(refreezing
consolidate improvements, continue change
| -institutionalize new apporaches
115
why the lack of urgency at the mind
disconnect
cultural norms
structure/poor
116
Powerful Guiding coalition
Convince other
have the resources
deal with political situation
117
need for vision
key coordinator as change
118
communicate the vision
use every opportunity
| do not underestimate
119
Indiv. source of resistance to change
- habit
- security
- economic factor
- fear of the unknown
- selective information processing
120
org.source of resistance to change
```
Structural inertia
limited focus of change
Group inertia
Threat to expertise
treat to established power relationships
```
121
obstacle of change
people
procedures
structural
culture
122
Empower of change
increase skills
provide resource and information
give others authority
encourage experiment and dont punish failure
123
strategy of small, short-term wins
doing a little at a Time
| visibility of small win
124
Small, short-term wins
show clear improvement
set goal
reward people
125
Declaring victory too soon
- change may not rooted
| - go backwards
126
Institutionalizing New Approaches; What Reinforces Change
- change of culture
- stakeholder expectation
- Internationalized personal change
127
Institutionalize New Approaches
Expectations
Customers
Employees
Government
128
Change: What to Think About
Fear, uncertainty, lack of trust
129
How to Manage Change
- Recognize that uncertainty
- deal with it first
- Put Emotion/Feelings First
130
Influence: What Tools?
Give to Get
| Use emotion/feeling
131
people who are ambivalent thinkers are more consistent in their jobs than black-and-white thinkers bcz the ambivalent thinker consider all possibilities
false
132
Chinese investor may invest in risker venture because Chinese are more willing to tolerate more risk than Americans
false
133
asian decision makers may be even more overconfident than American decision maker
true
134
making decision with hard date is preferable to relying on your intuition and unconscious hunch
false
135
student can evaluate the effecting of a professor from clip with 10-5-2 second long
true
136
Decision-making Process
perception - making the decision
137
Models of Decision Makin
Rational Model
Administrative Model
Judgmental biases and heuristics
138
Rational Model of Decision Making
consider all the possibilities
139
Administrative Model of Decision Making
A more realistic alternative model
140
Judgmental Heuristics and Biases
Often cause people to make biased judgments
Save time/effort
141
Framing Effects
consequences or problems are presented can cause people to choose differently on what objectively is the same situation
142
When considering losses
People will be more risk seeking
| Willing to take a chance to avoid the loss
143
When considering gains
People will be more risk averse
| People will stick with the sure thing
144
Framing Prescriptions
identify your reference point
145
To become better calibrated one need to
make many predictions
get clear and immediate feedback
