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OB Test 2 (Leadership (Level 5 Leadership (Level 1 - Highly capable…

- - - - Personality
      - Charisma
      - Self Confidence
      - Achievement
      - Visionary
  - - - Task: Emphasis on technical aspects ofjob
      - Relationship: Emphasis on interpersonal relationships
  - - - S1: Telling - High T, Low R, Lowest P
      - S2: Selling - High T, High R, Low P
      - S3: Participating - Low T, High R, High P
      - S4: Delegating - Low T, Low R, Highest P
- - - - Apparent - Language, Rituals, Stories, Symbols
      - Hidden - Beliefs, Values and Attitudes
      - Hidden Deep: Assumptions
  - - - Flexible, External Focus
      - Orientation: Create
      - Value: Innovation, Transformation, Agility
      - New Change
    - - Flexible, Internal Maintenance
      - Orientation: Collaborate
      - Commitment, Communication, Development
      - Long-term Change
    - - Stable, External Focus
      - Orientation: Compete
      - Value: Market share, Goal achievement
      - Fast change
    - - Stable, Internal Maintenance
      - Orientation: Control
      - Value: Efficiency, Timeliness, Consistency and Uniformity
      - Incremental Change
  - - - Direct vs Indirect Communication
      - Trouble with accents and fluency
      - Differing attitudes to hierarchy and authority
      - Conflicting norms for decision making
    - - Adaptation: no change to membership or assingments
      - Structural intervention: reorganize team
      - Managerial Intervention: Management intervenes to mediate
      - Exit: Too much has been lost and intervention is not helping
- - - - Legitimate: formal hierarchy
      - Reward: distributing rewards
      - Coercive: Fear of negative results
    - - Expert: Skills, competence, or expertise
      - Referent: Control others by being a role model
  - - - Belief that world is just
      - Literature tells people how they want them to behave, not how they actually need to behave
      - People choose to not take advantage of their power
    - - Use resources
      - Use rewards and punishment
      - Advance on multiple frotns
      - Make the first move
      - Cooperate with antagonists
      - Remove rivals
      - Don't draw unneccesary fire
      - Use personal touch
      - Persist
      - Make relationships work no matter waht
      - Make your vision compelling
- - - - Security
      - Fear of unknown
      - Economic Factors
      - Habit
      - Selective perception
    - - Threat to resource allocations
      - Structural intertia
      - Limited focus of change
      - Group inertia
      - Threat to expertise
      - Threat to established relationships
      - Organizational culture
      - Bureaucratic structure
      - Power and conflict
      - Differences in functional orientation
    - - Group norms
      - Group cohesiveness
      - Groupthink
  - - - Stage 2: Movement
      - Stage 3: Refreezing
      - Stage 1: Unfreezing
    - - Formulating Vision and Communication
        
        Show those affected logic
        
        Create urgency
      - Building Support and Commitment
        
        Building powerful coalition
        
        Empowering others
      - Enabling Participation and Execution
        
        Participation in decision process lessens resistance
        
        Implementing Change Fairly
      - Consolidating and Institutonalizing
        
        Short term wins
        
        Institutionalizing new ways
  - - - Strategic Frames (set of assumptions determining management's view of company) can become blinders
      - Processes become routines
      - Relationships become shackles
      - Values (shared beliefs) become dogmas
- - - - Useful when relationships and issues are significant, cooperation is important, and all concerns need to be addressed
      - Not useful when issues are trivial, time is short, there is overload, or one person's goal is wrong
    - - Useful when there is an emergency, correctness matters more than the relationship, and/or others don't care what happens
      - Not useful when collaboration has not been attempted, cooperation is important, as a routine
    - - Useful when you don't care, you're powerless but have no wish to stop, you realize you are wrong
      - Not useful when it harbors resentment, used habitually to gain acceptance, makes others feel like enforcers
    - - Useful for trivial issues, relationship is insignificant, time is short and decision unnecessary, you have no power but want to block
      - Not useful when you care about relationship and issue, used habitually, negative feelings could linger, others could benefit from confrontation
    - - Useful when cooperation is important but resources are limited, finding a solution that is not the best is enough, efforts to collaborate are misunderstood
      - Not useful when finding most creative solution is essential, you don't like outcome
  - - - Points are repeated
      - Discussion gets personal
      - Discussion gets personal
    - - Manage self - reflect to cool down
      - Manage conversations - identify undiscussable and address them
      - Manage relationships - grounded trust, investment in critical relationships, and developing members' ability to understand how to alter patters of relationship interactios
- - - - Defined by functions each member performs
      - Pros: specialization. predictable, stable, and clear career growth
      - Cons: Integration, distance, customer problems, strategic problems
      - Excellent Resource Efficiency, Poor Time Efficiency, Poor Responsiveness, Good Accountability, Stable Environment, Focused Strategy
    - - Forms as organizations begin to produce different products at different locations and serve different customers
      - Pros: Individual profitability, increased control, more complex management
      - Cons: Lack of coordination, bureaucracy, communication, transfer pricing
      - Poor Resource Efficiency, Good Time Efficiency, Moderate Responsiveness, Excellent Accountability, Heterogeneous Environments, Diversified Strategy
    - - Groups people into two groups simultaneously, by function and product
      - Pros: Reduces functional barriers, opens communication, maximizes uses of skilled professionals, concern for both cost and quality
      - Cons: lack of control structure, lack of hierarchy creates conflit, problem of two bosses
      - Good Resource Efficiency, Moderate Time Efficiency, Good Responsiveness, Poor Accountability, Complex environments, Responsiveness Strategy
- - - - Logical, Systematic, Selective, Analytical, Left Brained
    - - Intuitive, Non-linear, Generative, Risk taking, Right brained