mangmt 3000 final review

8/6/2019 MANGMT 3000 Final Review

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MANAGEMENT 3000 Final Review 4/26/11 5:53 PM

Segment 14 Leadership (Lecture)

(*) Be responsible for any content in lectures pertaining to Segment 14 -

Leadership.

Describe leadership as it relates to you, others, and the organization.

Leadership is learned through practice. One must find his/her ownstyle of leading.

Summarize the sources of power for managers.

Five Sources of Management Powero Legitimate

Authority, Orders, Direction, Tasko Reward

Salary Raises, Promotions, Good Taskso Coercive

Punishment, No raises, Termination, Bad Taskso Referent

Appeal, Personal Characteristicso Expert

Knowledge, Experience, Know-how, AnswersExplain two common leadership flaws.

Leader/Managero Relies too much on Legitimate, Reward, and Coercive Powero Relies too little on Referent and Expert.

Leader/Managero Perceives: Anointmento Reality is: Appointment

Summarize characteristics of great leaders.

Lack Ego Self Importance Demonstrate Humility Deflect Praise Surround themselves with the right people who are self-motivated

and highly capable.

Distinguish between leadership and management.

Good leaders can be bad managers and vice versa.Summarize the Historical Paradigm (Herzberg) model and its gains and

shortcomings.

Concern for Work Concern for People


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Shortcoming: it is linear; as you become better at one you becomeworse at the other.

Gain: See others as people too, not just tasks.Summarize the Ohio State/Michigan model and its gains and shortcomings.

One can have high concern for both work and people, but still 2Dimensional

Summarize the Blake & Mouton Grid model and its gains and shortcomings.

Grid not just linear; rate/train managers

Summarize the Path Goal model and its gains and shortcomings.

Gain: Shortcoming:

Summarize the Vroom-Yetton model and its gains and shortcomings.

???***Segment 14 Leadership (Textbook Ch. 13)

Define power


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Power: the ability to get someone else to do something you wantdone or to make things happen the way you want.

Illustrate three types of position power and discuss how managers use each

Reward Poweris the capacity to offer something of value as ameans of influencing other people.

Coercive Poweris the capacity to punish or withhold positiveoutcomes as a means of influencing other people.

Legitimate Poweris the capacity to influence other people byvirtue of formal authority, or the rights of office.

Illustrate two types of personal power and discuss how managers use each

Expert Poweris the capacity to influence other people because ofspecialized knowledge.

Referent Poweris the capacity to influence other people becauseof their desire to identify personally with you.

Define empowerment

Empowerment: enables others to gain and use decision-makingpower.

Explain the notion of servant leadership Servant Leadership is follower-centered and committed to helping

others in their work.

Identify five personal traits of successful leaders

Drive- Successful leaders have high energy, display initiative, andare tenacious.

Self-Confidence- Successful leaders trust themselves and haveconfidence in their abilities.

Creativity- Successful leaders are creative and original in theirthinking.

Cognitive Ability- Successful leaders have the intelligence tointegrate and interpret information

Job-relevant knowledge- Successful leaders know their industry andits technical foundations


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Motivation- Successful leaders enjoy influencing others to achieveshared goals.

Describe behaviors associated with four classic leadership styles

Autocratic Styleo Acts in a command-and-control fashion.o Authority Obedience Manager (Spock)

Human Relations Styleo Emphasizes people over worko Country Club Manager

Laissez-Faire Styleo Do the best you can and dont bother meo Impoverished Manager (George Jetson)

Democratic Styleo Emphasizes boths tasks and peopleo Team Manager/High-High/Nine-Niner

Explain Fiedlers contingency model

Proposes that good leadership depends on a match or fit between apersons leadership style and situational demands.

Identify the four leadership styles in the Hersey-Blanchard situational model Delegating

o Allowing the group to take responsibility for task decisions; alow-task, low-relationship style.

o Turn over decisionso Followers able, willing, confident

Participatingo Emphasizing shared ideas and participative decisions on task

directions; a low-task, high-relationship style.

o Share ideaso Followers able, unwilling, insecure

Sellingo Explaining task directions in a supportive and persuasive way;

a high-task, high-relationship style

o Explain decisions


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o Followers unable, willing, confident. Telling

o Giving specific task directions and closely supervising work; ahigh-task, low-relationship style.

o Give instructionso Followers unable, unwilling, insecure.

Explain Houses path-goal theory

Like Fielders it is situational based but House believes you can shiftbetween them

Directive Leadership- letting followers know what is expected;giving directions on what to do and how; scheduling work to be

done; maintaining definitive standards of performance; clarifying

the leaders role in the group.

Supportive Leadership- doing things to make work morepleasant; treating team members as equals; being friendly and

approachable; showing concern for the well-being of subordinates.

Achievement-oriented Leadership- setting challenging goals;expecting the highest levels of performance; emphasizing

continuous improvement in performance; displaying confidence in

meeting high standards.

Participative Leadership- involving team members in decisionmaking; consulting with them and asking for suggestions; using

these suggestions when making decisions.

Define substitutes for leadership

Substitutes for leadership: factors in the work setting that directwork efforts without the involvement of a leader

o Outside leadership unnecessary because it is already providedwithin the situation

o Managers should not restate the obvious in these situationsand instead lead in others ways.

Explain LMX theory

A leader and follower interact over time, their exchanges end updefining the followers role; in-group vs. out-group.


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Contrast the authority, consultative, and group decisions in the Vroom-Jago

model

Authority decision is made by the leader and then communicatedto the group

Consultative decision is made by the leader after receivinginformation, advice, or opinions from group members.

Group decision is made by group members themselves. Governed by three factors

o Decision quality: who has the information necessary to makedecision

o Decision acceptance: Acceptance and commitment critical forimplementation?

o Decision time: Time pressure for decision making?Explain how emotional intelligence contributes to leadership success

Emotional intelligence is the ability to manage our emotions insocial relationships

Charismatic leaders display positive emotions that followers findcontagious

Core Set of emotional intelligence Competencieso Motivated and Persistento High Social Awareness


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o Good self-managemento Good relationship managemento High self-awareness

Discuss research insights on the relationship between gender and leadership

The gender similarities hypothesis holds that males and femaleshave similar psychological properties.

Women are at times considered more take-care and men moretake-charge

Womens style at times called Interactive Leadership (see below)Define interactive leadership

Interactive Leadership: strong communicators and actdemocratic and participative with followers.

Discuss integrity as a foundation for moral leadership

Leaders show integrity by acting with honesty, credibility, andconsistency in putting values into action.

o This builds trust, and when followers trust their leader theytry to behave in ways that live up to the leaders expectations

List Druckers three essentials of good old-fashioned leadership

1) Defining and establishing a sense of mission/ The leaders firsttask is to be the trumpet that sounds a clear sound

2) Accepting leadership as a responsibility rather than as a rank 3) Earn and keep the trust of others (personal integrity)

Segment 15 Decision-Making (Lecture)

(*) Be responsible for any content in lectures pertaining to Segment 15

Decision-Making.

Summarize the Decision Making Model.

Explain the relationship between decision-making and risk.

Summarize the reasons for decisions.

Summarize the barriers to effective decision-making.

Know the Guaranteed Approach To Being Successful In Of All Lifes

Decisions.

Segment 15 Decision-Making (Textbook Ch. 7)

Explain systematic and intuitive thinking


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Systematico Approaches problems in a rational and analytical fashion.

Intuitiveo Approaches problems in a flexible and spontaneous fashion.

List four cognitive styles in decision making Sensation Thinkers

o STs tend to emphasize the impersonal rather than thepersonal and take a realistic approach to problem solving.

They like hard facts, clear goals, certainty, and situations of

high control

Intuitive Thinkerso Its are comfortable with abstraction and unstructured

situations. They tend to be idealistic, prone toward intellectual

and theoretical positions; they are logical and impersonal but

also avoid details.

Intuitive Feelerso Ifs prefer broad and global issues. They are insightful and

tend to avoid details, being comfortable with intangibles; they

value flexibility and human relationships.

Sensation Feelerso SFs tend to emphasize both analysis and human relations.

They tend to be realistic and prefer facts; they are open tocommunicators and sensitive to feelings and values.

Describe the challenges of crisis decision-making

Crisis Decision: occurs when an unexpected problem arises that canlead to disaster if not resolved quickly and appropriately.

o 1- Figure out what is going ono 2- Remember that speed matterso 3- Remember that slow counts tooo 4- Respect the danger of the unfamiliaro 5- Value the skeptico 6- Be ready to fight fire with fire

Explain decision making in certain, risk, and uncertain environments


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A certain environmentoffers complete information on possibleaction alternatives and their consequences

A risk environmentlacks complete information but offersprobabilities of the likely outcomes for possible action

alternatives. An uncertain environmentlacks so much information that it is

difficult to assign probabilities to the likely outcomes of alternatives.

Explain cost-benefit analysis in decision making

Cost-benefit analysis: involves comparing the costs and benefitsof each potential course of action.

Explain how the lack-of-participation error can hurt decision making

Lack-of-participation error: is failure to involve in a decision thepersons whose support is needed to implement it.

List useful questions for double checking the ethical reasoning of a decision

1. UtilityDoes the decision satisfy all constituents or stakeholders? 2. RightsDoes the decision respect the rights and duties of

everyone?

3. JusticeIs the decision consistent with the canons of justice? 4. CaringIs the decision consistent with my responsibilities to

care?

Explain the availability, representativeness, anchoring, and adjustment

heuristics

The availability bias bases a decision on recent information orevents.

o Uses only information that is readily available The representativeness bias bases a decision on similarity to

other situations

o Assess likelihood of something happening based on itssimilarity to a stereotyped set of occurences

The anchoring and adjustment bias bases a decision onincremental adjustments from a prior decision point.

o Occurs when decisions are influenced by inappropriateallegiance to previously existing value or starting point.


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Illustrate framing error, confirmation error, and escalating commitment in

decision making

Framing Erroris trying to solve a problem in the context in whichit is perceived.

o Often referred to in Politics as spinning the data. Confirmation Erroroccurs when focusing only on information that

confirms a decision already made.

o Seek information supporting what we believe ignoringinformation contradicting our previous belief.

Escalating Commitmentis the continuation of a course of actioneven though it is not working.

o Managers that have time calling it quits and keep shovelingresources into a system that doesnt work.

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