mgmt 648 exam #1

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jvuuu
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107995
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mgmt 648 exam #1
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2011-10-12 01:09:38
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business leadership
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Ch. 1-20 Notes
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  1. Managing Vs. Leadership
    • Def: Coping w/ complexity | Coping w/ change
    • Deciding what to do: Planning, Budgeting | Setting direction
    • Trying to achieve plan: Organizing, staffing | Aligning ppl
    • Ensuring ppl do their jobs: Controlling, prob-solving | Motivating, inspiring
  2. Five Practices of Leadership
    • 1. Model the Way
    • 2. Inspire a Shared Vision
    • 3. Challenge the Process
    • 4. Enable Others to Act
    • 5. Encourage the Heart
  3. Primal Dimension
    • Emotional task of the leader to understand and improve the way they handle their own and other's emotions
    • Leads to better business results
  4. Resonance
    When leaders drive positive emotions, bring out everyone's best; performance soars
  5. Dissonance
    • When leaders drive negative emotions, swaying spirits down
    • Emotional hi-jacking
  6. Emotional Intelligence
    An individual trait; how leaders handle themselves and their relationships
  7. Four Frames of Leadership
    • 1. Structural
    • 2. Human resource
    • 3. Political
    • 4. Symbolic
  8. Structural frame (machine)
    • Structural leaders emphasize rationality, analysis, logic, facts and data
    • Clear division of labor, formal roles
  9. Human resource frame (family)
    • Human Resource leaders emphasize the importance of people (and their needs) and the fit between people and organizations
    • Interpersonal relationships
  10. Political frame (jungle)
    • Political leaders believe that they need to advocate and fight to achieve resources to aid the organization’s goals
    • Allocation of power; negotiation, competition
  11. Symbolic frame
    • Symbolic leaders believe the task of management is to provide vision and inspiration
    • Provide meaning, purpose
  12. How Does Framing Affect Leadership?
    • Several basic frames (perspectives) can be applied to most decisions
    • Leaders need to “reframe” to view an issue or decision from multiple perspectives
  13. Leadership Quotient (LQ)
    • Qualities collectively developed in an organization
    • Affect employees at all levels of organization, not just the CEO or President
  14. Seven Ages of the Leader
    • 1. Infant executive (face frightening world)
    • 2. Schoolboy, w/ shining face (eager, inspected)
    • 3. Lover, w/ woeful ballad (must lead friends)
    • 4. Bearded soldier (confident, distant)
    • 5. General, full of wise saws (arrogant deafness)
    • 6. Statesman, w/ spectacles on nose (waning powers)
    • 7. Sage, second childishness (mentor)
  15. Context
    • Where the leader finds him/herself (age, level, position in org.)
    • Can refer to specific organization or environment
    • Can also be about where a leader is on his/her leadership journey
  16. Traces of Talent
    • 1. Yearnings
    • 2. Rapid learning
    • 3. Satisfactions
  17. Yearnings
    • Reveal presence of talnt, particularly early in life
    • Reflect mental connections
  18. Rapid learning
    • Learning skill at high speed
    • Something that sparks talent later in life
  19. Satisfactions
    • Feeling good when you perform the acitivity
    • Anticipation to do it again
  20. Authentic leaders...
    • Don’t emulate others or follow prescribed leadership style
    • Trust their instincts...
    • Yet know when to put them aside to make big-picture decisions in an innovative way
    • Have a genuine desire to serve others
    • Recognize their shortcomings & work to overcome them
  21. Dimensions of an Authentic leader
    • Understanding their purpose
    • Practicing solid values
    • Leading with the heart
    • Establishing close, enduring relationships
    • Demonstrating self-discipline
  22. 5 Levels of Leadership
    • Level 5: Executive
    • Level 4: Effective Leader (Comm & vision stimulates group to high performance standards)
    • Level 3: Competent Manager (Organizes ppl & resources to effectiveness & efficiency)
    • Level 2: Contributing Team Member (Effectively contributes to achievement of group objectives)
    • Level 1: High Capable Individual (Productive contributions thru talent, knowledge, skills, good work habits)
  23. Level 5 Leadership: Executive
    • Builds enduring greatness thru personal humility and profession will
    • A compelling modesty, unwavering resolve
    • "The window and the mirror"
    • Born and bred
  24. Thinking Gray
    • Maintain intellectual independence
    • Don't form opinions about important matters until you've heard all the facs & arguments
  25. Three Dangers to Black&White Binary Thinking
    • Immediate opinions close minds
    • Flip-flopping between propositions
    • Believing what you think other believe
  26. Thinking Free
    • Enhances intellectual creativity
    • Freeing your mind from all prior restrainrs
    • Allow mind to contemplate every possible, outrageous idea/option
  27. Congenital Naysayers
    • Think of resons why idea's don't work
    • Greatest stumbling block
    • Undermines creativity
  28. Psycho-spiritual Dimensions of Leadership Development
    • Cultivating Self-awareness - Who am I? (self-conciousness, self-discovery)
    • Connecting to Others - Who are you? (role-taking, empathy, human relations)
    • Forming Community - Who are we? (group mind, bonding, diversity)
    • Discovering Purpose - Why are we here? (Deep external connections, universal conciousness)
  29. Fundamental State of Leadership
    • Draw on own values & capabilities
    • Operate from true frame of mind
    • Usually leadership after a crisis
  30. Four Qualities of Fundamental State
    • Move from comfort-centered to results-centered
    • Move from externally-directed to internally-directed
    • Less self-focused and more other-focused
    • More externally open to outside signals & stimuli
  31. Sense-making
    • Noticing, deciding, determining
    • Personal search for meaning
    • Reflect deep human need for order & control
  32. Everyday Theory-Building
    • On-going, automatic process of making sense of new experiences
    • Overtime, are reinforced & modified
  33. Human Systems on Auto Pilot: Four Player Model (& Challenges)
    • 1. Tops: "overloaded executives" (handle unpredictable, multiple input)
    • 2. Middles: "torn managers" (messengers between tops & bottoms who want diff. things)
    • 3. Bottoms: "disregarded workers" (producers of goos & services that feel powerless & invisible to tops)
    • 4. Environmental Players: "neglected customers" or stakeholders (needs products & services but are always put on hold while ppl in org. do something else)
  34. Players & Reflex Responses
    • Tops: Suck in responsibilities (burden) and pull away from others (loneliness)
    • Middles: Lose independence of thought & action (make others' conflicts own)
    • Bottoms: Blame others and hold "them" responsible (oppression)
  35. Players & defensiveness=emotional distance
    • Tops: Tend to be separated from each other by specialization; fight for relative status
    • Middles: Emotionally distant from each other; "I" conciousness
    • Bottoms: Disagreements may quickly turn into violence
  36. Dominants
    • Those with access to resources
    • Make and enforce rules; est. cultural norms
    • Behave like Tops w/o titles
    • Create additional challenges
  37. Robust Systems
    • Weather adversity & seizes the moment
    • Welcome, value, and use differences well
  38. Four Basic Robust Systems (balanced) Elements
    • 1. Differentiation
    • 2. Homogenization
    • 3. Integration
    • 4. Individuation
  39. Four Types of Boundaries (that keep organizations focused, distinct, & organized)
    • 1. Vertical (btwn levels & ranks of ppl)
    • 2. Horizontal (btwn functions & disciplines)
    • 3. External (btwn org, & suppliers, customers)
    • 4. Geographic (btwn locations, markets, cultures)
  40. Boundaryless Organization
    • Making boundaries more permeable to allow flexibility
    • Info, resources, ideas, energy quickly & easily pass through "membranes"
    • Not fixed state; develops & grows
    • Definitions & distinctions still exist
  41. Four Critical Factors Influencing Organizational Success
    • 1. Size
    • 2. Role Clarity
    • 3. Specialization
    • 4. Control
  42. New Set of Critical Success Factors
    • 5. Speed (fast customer response)
    • 6. Flexibility (cross-trained, relocation)
    • 7. Integration (collaboration)
    • 8. Innovation (encourage creativity)
  43. Why Knowledge Managment Doesn't Work
    • Neither Knowledge nor Managment
    • Knowledge gained only thru participating/experiences
    • No accountability or quality control
    • Knowledge only in people, info in database
    • No incentive to share
    • No management positions necessary
  44. Who Are Geeks?
    • Knowledge workers specializing in creation, support of high-tech
    • Highly intelligent, independent-minded
    • Hard-to-find, difficult-to-keep workers
    • Implement innovation
    • Essential to every org.'s ability to remain vibrant
  45. Geek Leadership
    • Diff. from leading other ppl
    • Geek work is diff. from other work
    • Power is useless with geeks since it is control over behaviors
  46. Miasma
    • Murky atmosphere of misperception & distortion that black managers work in
    • Degrades communication, interactions, work performance
    • Reduces trust, keeps guards up
  47. Leading Diversity
    • Equality does not mean sameness
    • Acknowledge differences
    • Cultural, racial, age, and gender awareness
    • Be a change agent (speak up for those not being treated fairly)
  48. Middlescence
    • Mid-career restlessness
    • Lack of promotions
    • Frustration, confusion, alienation
    • Self-discovery, new directions, fresh beginnings
  49. Six Strategies for Revitalizing Careers
    • 1. Fresh Assignments
    • 2. Career Changes
    • 3. Fresh Training
    • 4. Sabbaticals (period of paid leave)
    • 5. Expanding leadership development
  50. "New Economy" Premise
    • Increased globalization
    • Improved technology
    • Decreased loyalty to a single organization
    • Boundaryless
  51. New Economy Leadership
    • Need for constant change & innovation in routines & organizational processes = don't become too attached to how things are
    • Employees are more likely to shift roles = leaders need to know who knows what
    • People are primary asset = retain talent!
  52. Leading innovative tasks
    • Minimal structure is best
    • Start with "head in the clouds" & end with "feet on the ground"
    • Role is to facilitate creativity, not direct it

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