Management Seminar short answers

  

Answer these questions. Your answer must be Original, no plagiarizing. Otherwise, I won’t pay you.Here’s 3 notes you may need to answer these questions:MGT4479 NOTES 9-11.docx MGT4479 NOTES 12-14.docx MGT4479 NOTES 15-16.docx Here’s 25 questions:1.
Why is “leadership” about “being” rather than “doing”? Why can’t “leadership”
be simply doing the same sorts of things “great leaders” have done previously
or acting in manner congruent with the traits generally ascribed to “great
leaders”? Why isn’t leadership simply about acting a certain way or doing
certain things?
2.
What leadership strengths do you have that you over-emphasize? What leadership
potential strengths do you under-utilize? What do you need to do to increase
your leadership effectiveness?
3.  Quinn suggests that the “normal state”
involves leadership hypocrisy, in which a leader espouses a need for change
while concurrently working hard to stay in his/her comfort zone. Why would
leaders do this? What would be different if they changed?
4.
  Of all of the characteristics of “bad
bosses,” which one do you think is most damaging to the morale and productivity
of the workplace? Why?
5.
  Do you think it is realistic to expect
you can change either your boss’s behavior or that of your coworkers? If not,
what options does that leave you?
6.
  Why do jerks and assholes often seem to
succeed in organizational settings? Does this make sense to you?
7.
  Discuss a situation in which you felt
you were very persuasive and got your point across. How did you feel afterward?
Did it seem natural to you? If not, why not?
8.  Why are we more risk seeking when there is a
high probability for potential losses?
9.  How does the anchoring effect influence our
decisions?
10.
Is the trend toward data-driven decision-making good or bad for consumers? Why?
11.
What are gut feelings and what are they based upon? Discuss a situation where
you made a decision based on a gut feeling and list the advantages and
disadvantages of making your decision based on gut feelings (versus complex
calculation).
12.
How do ethical blind spots affect our decision-making?
13.
What is outcome bias?
14.
What is an authentic leader? How does an authentic leader distinguish
him/herself from other leaders?
15.
Why is a balanced life important to a CEO? Don’t most successful CEOs appear to
devote all of their waking hours to company business as the ultimate method for
achieving success?
16.
What steps could a manager take to help instill meaning into the lives of
employees?
17.
Overall, what is your assessment of the
significance and relevance of Frankl’s ideas in the workplace? Are they
appropriate and useful?
18.
Frost suggests that “There is always pain
in the room.” Do you agree? If so, how can you tell? In other words, how does
pain occur and what behaviors or speech patterns are indicators that pain is
present?
19.
Is it a taboo to talk about organizational pain? If so, why?
20.
What is the Theory of Cognitive Dissonance? How can it be applied to help
understand the attitudes that people possess and the behaviors they exhibit?
21.
Think of a time in your life when you had
to deal with a major change. Which character from “Cheese” did you most act
like? How? How were you different from that character?
22.
Is “play” in the workplace a new
discovery? If it is, why hasn’t it appeared in a major business publication
until very recently?
23.
Has Pfeffer been guilty of creating a
“straw man” argument, in which he unfairly accuses organizations of naively
falling for “conventional wisdom”? Explain.
24.
Which managerial posture(s) do you normally employ? Why?
25.
Do you have enough information and understanding to actually engage in
evidence-based management? What else would you need to know in order to
implement this decision-making process?
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Part 9
Reading 1
THE BASIC IDEA AND CONCEPT PATH
Leadership, rather than being a set of tool-like behavioral patterns to be enacted
through emulation, is best portrayed as a state of being rather than a means of doing.
Anyone who aspires to leadership must engage in a continuous and, perhaps most
important, courageously and consciously intended learning journey.
PRACTICES FOR ENTERING THE FUNDAMENTAL
STATE OF LEADERSHIP
The eight intergraded but creatively tense and seemingly paradoxical practices
individuals can engage in for entering the fundamental state of leadership are as
follows:
1. Reflective action
2. Authentic engagement
3. Appreciative inquiry
4. Grounded vision
5. Adaptive confidence
6. Detached interdependence
7. Responsible freedom
8. Tough love
DEVELOPING LEADERS
It is encouraging people to engage in the process of deep change in themselves
and then inviting others to do the same.
1. Precontemplation
2. Social liberation
3. Emotional arousal
4. Self-reevaluation
5. Commitment
6. Countering
7. Environment control
8. Reward
9. Helping relationships
Reading 2
INTRODUCTION
Managers need to understand the psychology of creating a true sense of urgency in
organizations to solve problems and address issues that will achieve strategic and
financial objectives
THE STRATEGY FOR INCREASING TRUE URGENCY
The primary way to develop a true sense of urgency is to aim at the heart first. This
can be done
by creating thoughtful human experiences, such as bringing in a customer who has a
passion for
quality and performance, or visiting a successful competitor’s place of business.
THE FOUR TACTICS FOR CREATING A TRUE SENSE OF URGENCY
There are four tactics for creating a true sense of urgency:
1. Bring the outside in.
2. Behave with urgency every day.
3. Find opportunity in crises.
4. Deal with the NoNos.
Bring the Outside In
Success creates an inward focus and a false sense of security that diminishes the
critical influence and reality of serious threats from the outside. To bring the outside
in to the organization, top management needs to listen to those employees who have
regular contact with customers, suppliers, and the business community.
Behave with Urgency Every Day
The information revolution and proliferation of electronic communications have
added to the
often-unrelated busy activities that fail to address real threats and bring the outside
into the organization
Behave with Urgency Every Day
The information revolution and proliferation of electronic communications have
added to the
often-unrelated busy activities that fail to address real threats and bring the outside
into the organization.
Find Opportunity in Crises
Managers can often find opportunities in crises if the situation is used effectively to
create a true
sense of urgency.
Deal with NoNos (Perpetual Naysayers)
NoNos are those few individuals in the organization who are against change in any
form. They
are far more dangerous than we want to believe, and frequently their negative
behavior is not
fully seen by their superiors.
1. Keep the NoNos fully occupied with value-added responsibilities and activities that
do not
allow them to have a negative effect on the change process.
2. Eliminate NoNos from the organization and give them an appropriate severance
package.
3. Expose their negative behaviors and allow the force of peer pressure to reduce or
eliminate
their effectiveness.
Part 10
Reading 1
Workplace Survival: Dealing with Bad Bosses,
Bad Workers, Bad Jobs
BAD BOSSES
1. Abusing their power.
2. Failing to control their anger.
3. Exhibiting poor management skills.
4. Being insecure and/ or incompetent.
5. Being backed by weak/ poor upper management.
BAD EMPLOYEES
1. Lack interpersonal skills
2. Take or subject others to unnecessary risks
3. Manipulate, threaten, harass, bully, or sabotage others.
4. Don’t carry their own weight.
BAD JOBS
1. Unpleasant or unsafe workplaces.
2. Low rewards and poor security
3. Bad customers.
4. Poor organizational culture/ climate
WHAT CAN BOSSES AND WORKERS DO TO BECOME “GOOD”?
Option #1: talk with your boss
Option #2: report the situation
Option #3: get another job
HOW CAN JOB SEEKERS AVOID JOINING AN ORGANIZATION WITH
BAD BOSSES AND BAD COWORKERS?
WHAT CAN BOSSES DO TO AVOID HAVING BAD WORKERS?
1. Hire the right employees
2. be aware of employees’ behavior through direct observation and second-hand
reports.
3. Reinforce your expectations consistently
4. Take action with bad workers promptly
5. Provide feedback to employees
6. Provide remedial training
7. If the employee doesn’t correct the unacceptable, assist the exit
WHAT CAN COWORKERS DO ABOUT BAD WORKERS?
1. Improve undesirable workplaces, by asking employees for suggestions
2. Ensure employees’ safety is your top priority all of the time.
3. Try to modify a dysfunctional organizational culture.
4. Select better workers and outside contacts
5. Explore increasing pay, job security, and advancement opportunities
6. Redesign jobs to make them more desirable.
WHAT CAN WORKERS DO ABOUT BAD JOBS?
1. Change or adapt to the workplace
2. Try to deal with the organizational culture
3. Change or adapt to bad bosses, coworkers, and outside contacts
4. Reevaluate your career.
Reading 2
INTRODUCTION
“Who hired this jerk?” is a frequently asked question. Unfortunately, almost all
organizations have some mean-spirited employees who are bullies, tormentors,
tyrants, egomaniacs, and weasels—bluntly speaking, assholes—who make our lives
miserable.
WHY ARE THERE SO MANY OF THEM?
The terminology is used widely and frequently, perhaps indiscriminately, and without
an
agreed-upon definition.
1. Does the target of the abuse feel oppressed, humiliated, de-energized, or belittled
by the
person?
2. Is the venom directed at people who are less powerful rather that at those with
greater stature
and hierarchical power?
There are strategies and techniques that are frequently found in the quiver of everyday
actions
that such individuals use. They include the following:
personal insults
sarcastic testing
two-faced attacks
humiliation
public shaming
threats
intimidation
rude interruptions
treating people as if they are invisible
EVERY WORKPLACE NEEDS THE RULE
All organizations need a no-asshole rule, or the rule, to offset the harm caused by
mean-spirited
and abusive people. These jerks cause damage to the targets of their venom as well as
to bystanders
and colleagues, and their actions are detrimental to the success of the organization and
to
themselves.
The victims of this abusive treatment suffer psychologically, physiologically, and
through damage to their careers
Innocent battered bystanders also are affected by the acts of these misguided
managers and colleagues.
IMPLEMENTING AND KEEPING ALIVE THE RULE
If an employee is extremely successful, our societal norm is to overlook little
imperfections in
conduct and the lack of cultural fit.
1. 1. Make it public: Having official policies buried in handbooks, sentiments posted
in the hallways,
and intranet reminders is necessary but not sufficient. What you say and what you
do—consistently—are what really matters.
2. Integrate the rule into hiring: Left to their own devices, people making hiring
decisions
will hire people similar to themselves. The potential for bad outcomes is obvious
when
we hire our clones. To escape this dilemma, references are essential, especially those
that
go beyond technical competence. Likewise, interviews and other face-to-face
elements of
the selection process should focus on human qualities. All job candidates should be
interviewed
by people who will work with and be subordinates of the new hire.
3. Apply the rule to customers and clients: Organizations that really care about their
employees
expect their customers and clients to uphold comparably high standards of behavior.
4. Status and rank shouldn’t matter
5. Enforce the rule and walk the talk:
HOW TO SURVIVE NASTY PEOPLE
Don’t become one of the jerks; recognize the assholes are contagious.
1. Hope for the best, but expect the worst.
2. Develop indifference and emotional detachment.
3. Look for small wins; you’re not going to change the world.
4. Limit your contact and risk.
5. Develop a support network.
DO ASSHOLES HAVE ANY VIRTUES?
Much to the annoyance of their peers and subordinates, jerks often are
successful—sometimes,
very successful.
THE RULE AS A WAY OF LIFE
The following lessons shown will not cure the ills of the world or suddenly turn jerks
into model
citizens. They are, however, constructive steps to achieve incremental improvement
and help
victims cope with bad situations. The seven key lessons are as follows:
1. A few jerks can overwhelm the good of a large number of civilized people.
2. Policies and rules are a start, but successes are built on day-to-day actions.
3. The rule lives or dies by dealing with problems immediately and directly.
4. A few bad people, if managed properly, can be helpful in demonstrating how not to
behave.
5. Enforcing the no-asshole rule is not just management’s job; everyone should step
up to the plate and support the goal of eliminating unacceptable behavior.
6. Embarrassment can be a powerful learning tool, so jerks must be put on the spot.
7. Remember, there are times when WE are the assholes.
Reading 3
POLITICS: IS IT REALLY A BAD THING?
Most people consider workplace politics as a necessary evil.
THE DEFINITION OF POLITICS
Quite simply, politics is the positioning of ideas in a favorable light by knowing what
to say, and
how, when, and to whom to say it.
Letting Intuition Be the Guide
People who are born with natural intuition are a very rare breed. The good news,
however, is that
anyone without natural instincts can develop them just by observing those who are
intuitive and
then replicating certain behaviors. Therefore, it is important to be able to identify
these general
characteristics of an intuitive person.
Here are some common, straightforward guidelines to improve your intuition skills:
Political Insight: It’s About Thinking
Another component of politics is knowing what to do after you predict what is about
to happen.
This is called political insight. Political insight is typically 99 percent perspiration
and 1 percent
inspiration. Essentially, it is using creativity to respond to typical situations. Insightful
people
demonstrate the following behaviors:
Understanding Persuasion
Political influence can be more important to bring about change in the workplace than
the
standard methods of authority, culture, or expertise. Persuasion, one of the most
important
components of influence, is the ability to position ideas in an appealing manner so
others will
accept them.
Common Persuasion Strategies
There are many methods and approaches to persuade others. The approach that is
most effective
will depend on each person and situation. Typically, however, the three more
commonly used
strategies are reciprocity, scarcity, and authority.
Reciprocity is doing a favor for someone now in order to have it returned later.
Skilled
politicians are very good at giving help up front to get things accomplished in the
future. Scarcity
is the ability to create a high demand by providing scarce resources. People want what
they can’t
have. An example of this strategy was the Tyco Beanie Baby craze of the late 1990s.
Authority
is becoming an expert in a certain field, preferably in a field that is inadequately filled.
Thus, a person becomes a “niche” player.
How Does Political Power Work?
In order to get ahead in the workplace it is paramount to understand how political
power works
and to learn how to gain this power. Accomplishments alone are not enough; selling
yourself is
the key.
improve and maintain their power base:
Political Power: Courage Versus Suicide
Most people would agree that in order to increase power, a person must take risks and
not
be afraid to make misjudgments or mistakes. But the question is: When does political
courage
become political suicide? The answer lies in one’s intentions.
POLITICAL BOUNDARIES
To some extent, all organizations mold and shape their political direction by the
nature of their
culture. A company’s political environment should be carefully analyzed prior to
employment
whenever possible.
THE POLITICAL GAME
Staying on top of the political game can make all the difference between hiding out on
the bench
(frightened to take risks) and getting out on the field to score the necessary points to
stay ahead.
PART 11. Managerial Decision Making
A group made decision entails a participatory process that involves multiple
individuals acting in a collective manner. Each group is entitled to reason together
in any problem and develops alternatives, collectively. The number of each group
matters greatly as the number may vary from two to seven individuals. Additionally,
the group is selective in accordance to demography and/or diversity. The nature,
composition and engagement of any group in decision making-process vary greatly.
There are several measures used to design decision-making process like brainstorming.
The latter entails group members with verbal communication and are suggesting ideas
or alternative courses of action(Bass, 2010). Brainstorming is therefore relatively
unstructured since it involves a detailed process to make each group come to
conformity of issue or problem. Each group leader will therefore come out with a
lateral program to make everyone comfortable. The “generation of alternatives” stage
is clearly differentiated from the “alternative evaluation” stage, as group members are
not allowed to evaluate suggestions until all ideas have been presented. Once the ideas
of the group members have been exhausted, the group members then begin the process
of evaluating the utility of the different suggestions presented. Brainstorming is a useful
means by which to generate alternatives, but does not offer much in the way of process
for the evaluation of alternatives or the selection of a proposed course of action.
Part 9
Reading 1
THE BASIC IDEA AND CONCEPT PATH
Leadership, rather than being a set of tool-like behavioral patterns to be enacted
through emulation, is best portrayed as a state of being rather than a means of doing.
Anyone who aspires to leadership must engage in a continuous and, perhaps most
important, courageously and consciously intended learning journey.
PRACTICES FOR ENTERING THE FUNDAMENTAL
STATE OF LEADERSHIP
The eight intergraded but creatively tense and seemingly paradoxical practices
individuals can engage in for entering the fundamental state of leadership are as
follows:
1. Reflective action
2. Authentic engagement
3. Appreciative inquiry
4. Grounded vision
5. Adaptive confidence
6. Detached interdependence
7. Responsible freedom
8. Tough love
DEVELOPING LEADERS
It is encouraging people to engage in the process of deep change in themselves
and then inviting others to do the same.
1. Precontemplation
2. Social liberation
3. Emotional arousal
4. Self-reevaluation
5. Commitment
6. Countering
7. Environment control
8. Reward
9. Helping relationships
Reading 2
INTRODUCTION
Managers need to understand the psychology of creating a true sense of urgency in
organizations to solve problems and address issues that will achieve strategic and
financial objectives
THE STRATEGY FOR INCREASING TRUE URGENCY
The primary way to develop a true sense of urgency is to aim at the heart first. This
can be done
by creating thoughtful human experiences, such as bringing in a customer who has a
passion for
quality and performance, or visiting a successful competitor’s place of business.
THE FOUR TACTICS FOR CREATING A TRUE SENSE OF URGENCY
There are four tactics for creating a true sense of urgency:
1. Bring the outside in.
2. Behave with urgency every day.
3. Find opportunity in crises.
4. Deal with the NoNos.
Bring the Outside In
Success creates an inward focus and a false sense of security that diminishes the
critical influence and reality of serious threats from the outside. To bring the outside
in to the organization, top management needs to listen to those employees who have
regular contact with customers, suppliers, and the business community.
Behave with Urgency Every Day
The information revolution and proliferation of electronic communications have
added to the
often-unrelated busy activities that fail to address real threats and bring the outside
into the organization
Behave with Urgency Every Day
The information revolution and proliferation of electronic communications have
added to the
often-unrelated busy activities that fail to address real threats and bring the outside
into the organization.
Find Opportunity in Crises
Managers can often find opportunities in crises if the situation is used effectively to
create a true
sense of urgency.
Deal with NoNos (Perpetual Naysayers)
NoNos are those few individuals in the organization who are against change in any
form. They
are far more dangerous than we want to believe, and frequently their negative
behavior is not
fully seen by their superiors.
1. Keep the NoNos fully occupied with value-added responsibilities and activities that
do not
allow them to have a negative effect on the change process.
2. Eliminate NoNos from the organization and give them an appropriate severance
package.
3. Expose their negative behaviors and allow the force of peer pressure to reduce or
eliminate
their effectiveness.
Part 10
Reading 1
Workplace Survival: Dealing with Bad Bosses,
Bad Workers, Bad Jobs
BAD BOSSES
1. Abusing their power.
2. Failing to control their anger.
3. Exhibiting poor management skills.
4. Being insecure and/ or incompetent.
5. Being backed by weak/ poor upper management.
BAD EMPLOYEES
1. Lack interpersonal skills
2. Take or subject others to unnecessary risks
3. Manipulate, threaten, harass, bully, or sabotage others.
4. Don’t carry their own weight.
BAD JOBS
1. Unpleasant or unsafe workplaces.
2. Low rewards and poor security
3. Bad customers.
4. Poor organizational culture/ climate
WHAT CAN BOSSES AND WORKERS DO TO BECOME “GOOD”?
Option #1: talk with your boss
Option #2: report the situation
Option #3: get another job
HOW CAN JOB SEEKERS AVOID JOINING AN ORGANIZATION WITH
BAD BOSSES AND BAD COWORKERS?
WHAT CAN BOSSES DO TO AVOID HAVING BAD WORKERS?
1. Hire the right employees
2. be aware of employees’ behavior through direct observation and second-hand
reports.
3. Reinforce your expectations consistently
4. Take action with bad workers promptly
5. Provide feedback to employees
6. Provide remedial training
7. If the employee doesn’t correct the unacceptable, assist the exit
WHAT CAN COWORKERS DO ABOUT BAD WORKERS?
1. Improve undesirable workplaces, by asking employees for suggestions
2. Ensure employees’ safety is your top priority all of the time.
3. Try to modify a dysfunctional organizational culture.
4. Select better workers and outside contacts
5. Explore increasing pay, job security, and advancement opportunities
6. Redesign jobs to make them more desirable.
WHAT CAN WORKERS DO ABOUT BAD JOBS?
1. Change or adapt to the workplace
2. Try to deal with the organizational culture
3. Change or adapt to bad bosses, coworkers, and outside contacts
4. Reevaluate your career.
Reading 2
INTRODUCTION
“Who hired this jerk?” is a frequently asked question. Unfortunately, almost all
organizations have some mean-spirited employees who are bullies, tormentors,
tyrants, egomaniacs, and weasels—bluntly speaking, assholes—who make our lives
miserable.
WHY ARE THERE SO MANY OF THEM?
The terminology is used widely and frequently, perhaps indiscriminately, and without
an
agreed-upon definition.
1. Does the target of the abuse feel oppressed, humiliated, de-energized, or belittled
by the
person?
2. Is the venom directed at people who are less powerful rather that at those with
greater stature
and hierarchical power?
There are strategies and techniques th …
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