Final Exam

Question 1

Kotter’s 4 Change Guidelines

Answer 1

1. Urgency
2. Creating the vision
3. removal of obstacles
4. Short term wins

Question 2

How to know when your vision is adequate.

Answer 2

5 minutes and people can understand it.

Question 3

High-Performance Team Characteristics (6)

Answer 3

1. Common Purpose
2. Common Performance goals
3. Common Working approach
4. Mutual Accountability
5. Complementary Skills
6. Size (4-10 people, typically small)

Question 4

two keys to mutual accountability?

Answer 4

1. win or fail as a team

2. need to have personal sacrifice

Question 5

Expectancy Theory (3 questions in depth)

Answer 5

1. Will effort lead to performance?
2. Is the performance rewarded?
3. Are the rewards valued?

Question 6

Smart Goal-setting

Answer 6

.

Question 7

4 Keys (1st) & Q12 – key takeaways

Answer 7

.

Question 8

3 Questions to Define Right Outcomes

Answer 8

1. What is right for the customer?
2. What is right for company?
3. What is right for the employee?

Question 9

The Peter Principle

Answer 9

1. The selection of a candidate for a position is based on the candidate’s performance in their current role, rather than on abilities relevant to the intended role.
2. Thus, employees only stop being promoted once they can no longer perform effectively, and “managers rise to the level of their incompetence.”

Question 10

3 False Assumptions about Climbing the Ladder (p. 180-181)

Answer 10

1. more training makes you fit for the next rung
2. competition brings the best fit for the next rung
3. varied experiences lead to the best fit for the next rung

Question 11

Creating Heroes in Every Role

Answer 11

Broadbanding – define pay in broad bands for each role …
rewarding people at the same job/position with varying levels of expertise
Creative acts of revolt
– create new positions which allows people to do what they do best
graded levels of achievement -
mentoring and creativity
Bartender learned 3000 names (example)

Question 12

Manager’s Role in Finding the Right Fit

Answer 12

level the playing field
Holding Up the Mirror - help employees understand where you are and help you get where you want to be
Get to know employees
Tough love
Create safety net
*great managers give timely feedback.

Question 13

3 Functions of a Mentor

Answer 13

1. Career Development - Coaching, skills development, challenging assignments, political protection.
2. Social Support - counseling, friendship, confidence building.
3. Role Modeling - professional conduct, behavioral knowledge, detailed feedback.

Question 14

Organizational Culture (3 components to make up system) and order.

Answer 14

a system of shared assumptions, values, and beliefs that indicate what is appropriate and inappropriate behavior within a given organization

Question 15

Assumptions

Answer 15

are taken for granted, and they reflect beliefs about human nature and reality.

Question 16

Values

Answer 16

are shared principles, standards, and goals.

Question 17

Artifacts

Answer 17

Visible, tangible aspects of organizational culture. Facebook headquarters has machines dispensing necessities such as keyboards and power cords at no charge, by simply swiping their badge.

Question 18

5 Types of Artifacts

Answer 18

1. Mission Statement
2. Rituals.
3. Stories
4. Physical Layout
5. Rules and Policy

Question 19

A strong culture…

Answer 19

is one that is shared by organizational members. [24] In other words, if most employees in the organization show consensus regarding the values of the company, it is possible to talk about the existence of a strong culture.

Question 20

Pro and Con of a Strong Culture

Answer 20

Pro:

1. imagine a company with a culture that is strongly outcome oriented.

Con:

1. outcome-oriented culture coupled with unethical behaviors and desired quantitative results. May be detrimental.
2. difficulty of changing established organizational behaviors
3. may also be a liability during a merger

Question 21

Socialization (2 steps orgs can take)

Answer 21

1. A formal orientation program
2. organizational insiders—namely supervisors, coworkers, and mentors. Mentors can be crucial to helping new employees adjust by teaching them the ins and outs of their jobs and how the company really operates.

Question 22

Formal Orientation Program

Answer 22

formal orientation program indoctrinates new employees to the company culture, as well as introduces them to their new jobs and colleagues.

Question 23

Organizational Insiders

Answer 23

namely supervisors, coworkers, and mentors. Mentors can be crucial to helping new employees adjust by teaching them the ins and outs of their jobs and how the company really operates.

Question 24

2 Things employees can do to help with organizational socialization:

Answer 24

1. feedback seeking helps new employees.

2. Relationship building, or networking, is another important behavior new employees may demonstrate.

Question 25

4 things to do to change company culture

Answer 25

1. Employee Surveys 2. Focus Groups/Interviews 3. Metaphors 4. Identify "Sacred Cows" (Follow Kotter's Change Guidelines)

Question 26

What is the main idea of the Culture of Candor article?

Answer 26

Great transparency within organizations, leaders should carry the banner

Question 27

How Candor Improves Performance

Answer 27

1. rewarding contrarians | 2. practice having unpleasant conversations

Question 28

8 Strategies for Creating Transparency

Answer 28

1. Tell the truth 2. Encourage people to speak truth to power 3. Reward Contrarians 4. Practice having unpleasant conversations 5. Diversify your sources of information 6. Admit your mistakes 7. Build organizational support for transparency (start w/ protection for whistleblowers) 8. Set Information Free

Question 29

3 Types of Noise

Answer 29

1. External (distractions, volume, information overload) 2. Internal (perceptions, stress, lack of focus) 3. Semantic (Jargon (including hot buttons), ambiguity)

Question 30

Directions of Formal Communication

Answer 30

1. Upward 2. Downward (KISS is a problem with downward) 3. Horizontal (Jargon can be an issue), know who internal customers are

Question 31

Channel Richness

Answer 31

--Amount of information that can be transmitted during a communication episode --Focus on extremes (Low & High richness) 1. Low Richness (Formal reports, bulletins) Disadvantages - Impersonal, one-way, slow feedback Advantages - Provides record, premeditated, easily disseminated 2. High Richness (Face-to-face, Telephone) - --Disadvantages - No record, spontaneous, dissemination hard - --Advantages - Personal, two-way, fast feedback (interviews should be rich as possible)

Question 32

Sticky (Steps)

Answer 32

Simple - find core of the message* Unexpected - use the element of surprise Concrete - provide specifics for easier recall Credible- give an idea believability Emotional - connect with the heart Stories - explain with compelling narrative*

Question 33

KISS

Answer 33

(keeps it short and simple) | More a factor with downward

Question 34

MBWA

Answer 34

(Management by wandering around) | More a factor with upward

Question 35

Conflict Management - 5 Approaches

Answer 35

1. Accommodation (From time-to-time) 2. Avoidance 3. Compromise (Most common in business, but not most effective) 4. Collaboration (THE ONE WIN,WIN SITUATION) -- Two reasons why this is not used most: a. Time b. Trust 5. Competition Situational Considerations (see slide)

Question 36

Interviewing for Talent (p. 215-221)

Answer 36

1. Make sure the talent interview stands alone (separate hiring logistics from assessing talent) 2. Ask a few open-ended questions and then try to keep quiet 3. Listen for specifics (time, person, event) 4. Clues to Talent (a sudden glimpse of excellence at the role, a yearning toward certain activities, a feeling of flow while performing the activity) a. Rapid learning b. Satisfactions 5. Know what to listen for (only ask questions where you know how top performers respond)

Question 37

4 characteristics common to the performance management routines of great managers

Answer 37

1. Simple - Avoid competency overload 2. Frequency - How often? Most companies are moving to monthly reviews. 3. Focused on the Future - What is wrong with focus on the past? a. Can’t fix the past b. Make goals moving forward c. Focus on strengths 4. Self-Tracking/Collaborative - Increases employee ownership

Question 38

The Performance Planning Meetings | To help him prepare, ask him to write down answers to these three questions before each meeting:

Answer 38

What ______ have you taken? 1. actions? 2. discoveries have you made? 3. partnerships have you built? 4. main focus? (primary goals for the next 3 months?) 5. new discoveries are you planning? 6. partnerships are you hoping to build?

Question 39

The goal of the performance review can be summarized in 2 words:

Answer 39

NO SURPRISES

Question 40

Ask the 5 Discovery questions

Answer 40

1. How would you describe success in your current role? 2. What do you actually do that makes you as good as you are? 3. Which part of your current role do you enjoy the most? 4. Which part of your current role are you struggling with? 5. What would be the perfect role for you?