Business Management exam 3

rely on personal understanding of organization members as the primary source of ideas for a vision

identify strategic objectives with wide appeal and use them as a source of insights about shared values

ensure that the vision is compatible with core competencies in the organization

continually assess the feasibility of the vision and refine it as new possibilities are discovered

make followers feel responsible for failure of the old strategy

provide opportunities to experience early success in implementing change

emphasize the obstacles so followers will not become complacent

maintain control over sensitive information about new problems

refreezing

reengineering

reorganizing

revitalizing

convince people that the change can be made without any difficulties or inconvenience for them

use ceremonies and rituals to help people deal with the pain of giving up familiar things they value

create a sense of urgency about the need for change by showing that it will be more costly not to change

demonstrate personal commitment to see the change through to the end, regardless of temporary setbacks

encourage employees to become specialists in functional areas

encourage systems thinking by managers at all levels of the organization

create a reward system that fosters competition among employees

use imitation of competitors as the primary basis for innovation

a and b

describe the changes as routine, incremental adjustments to avoid upsetting people

build a broad coalition of supporters inside and outside the organization

make dramatic, symbolic changes that will affect the daily activities of members

remove from key management positions opponents who continue to resist change

a deviant reaction by someone preoccupied with self interest

a situation that requires the use of power to overcome resistance

a source of energy that can be redirected to improve change

an indication of systems dynamics that will nullify any change

select an executive team with the skills and values needed to implement the new strategy

specify detailed guidelines on how to implement the strategy at all levels in the organization

change the organization structure to make it consistent with the new strategy

gather accurate information about the effects of the change on people, processes, and performance

a culture that strongly supports the current competitive strategy

a culture consistent with the values of the most powerful subunit

a culture that emphasizes the need for flexibility and continuous learning

a culture that creates goal alignment among organization members

concern about their future job security in the organization

concern about not being able to adjust to the necessary changes

concern about the high cost to the organization of making the changes

a belief that the proposed changes are unnecessary

it should emphasize ideological objectives

it should be clear and easy for followers to understand

it should be bold and ambitious

it should include detailed action steps to make it credible

post a statement of the organization’s values in prominent places

use stories and myths to communicate key values and beliefs

use orientation and training programs to convey values and priorities

act in ways that emphasize key values and priorities

try to isolate them and work around them

replace them with people who will support the change

ignore them and hope they will come to see why the change was necessary

keep increasing the pressure on them to support the change

effective leaders find capable substitutes to replace subordinates who lack appropriate skills or motivation

effective leaders find capable substitutes to fill in for them when they must be absent from the work unit

hierarchical leadership is less important when new strategies can be substituted for obsolete ones

hierarchical leadership is less important when many substitutes are present in the situation

is very critical of coworkers with whom it is difficult to work

very participative when making decisions about the work

less likely to be effective as a leader in most situations

has a primary motivation to maintain cooperative relationships

there are few substitutes and neutralizers

there are few substitutes and many neutralizers

there are many substitutes and few neutralizers

there are many substitutes and neutralizers

stress tolerance

intelligence

experience

use of group problem solving

to maximize the task commitment of subordinates

to improve planning and coordination of operations

to correct any deficiencies in intervening variables

to remove organizational constraints

subordinate effort and commitment

organizational policies

leader behavior

leader position power

the leader's interpersonal skills

the leader's ability to make the situation more favorable

the leader's technical skills for problem solving

the leader's ability to gain more power over subordinates

tedious and stressful

important and meaningful

complex and variable

interesting and enjoyable

high subordinate expertise

high task structure

high formalization

high position power

interdependent work roles

feedback from the work itself

cohesive work group

clear rules and standards

leader maturity

subordinate maturity

task structure

subordinate role interdependence

group size

task structure

position power

leader-member relations

use more planning to prepare for a long, complex task

provide more direction to people with independent work roles

be more supportive to people who have a stressful task

provide more direction and briefings when there is a crisis

a charismatic leader

a transformational leader

a transactional leader

a transforming leader

select subordinates who will be loyal and uncritical

challenge strongly held values of followers to get their attention

delegate most decisions to self-managed teams

use a combination of transformational and transactional behaviors

Shamir’s self concept theory

Meindl’s social contagion theory

Conger and Kanungo’s attribution theory

Bass’ transformational leadership theory

specific, challenging performance objectives

tangible benefits that justify exceptional follower effort

symbolic and expressive aspects of the work itself

factual evidence about the feasibility of the objectives

set a concrete deadline for attaining key aspects of the vision

explain in a general way how the vision can be attained

remind followers about the obstacles so they do not become complacent

offer incentives to followers for their help in attaining the vision

Meindl’s social contagion theory

Shamir’s self concept theory

Conger and Kanungo’s attribution theory

Bass’ transformational leadership theory

Meindl’s social contagion theory

Shamir’s self concept theory

Conger and Kanungo’s attribution theory

Bass’ transformational leadership theory

ask followers to place their trust in the special ability of the leader

express confidence that followers will be able to attain the vision

use dramatic, symbolic actions to emphasize key values in the vision

empower followers to find effective ways to attain the vision

internalization

personal identification

social identification

instrumental compliance

followers attribute charisma to a new leader who uses unconventional behavior and enthusiastic visioning to deal successfully with a crisis

followers attribute charisma to a new leader who uses an unconventional approach in a crisis, regardless of the outcome

followers attribute charisma to a new leader who uses unconventional behavior and enthusiastic visioning, regardless of whether there is a crisis

charisma is unlikely to be attributed to any new leader in a highly bureaucratic organization, regardless of the situation

take the time to guide and facilitate the implementation of their vision in the organization

press ahead in a persistent quest to attain their vision despite setbacks or negative evidence

give recognition to followers who make important contributions to the attainment of the vision

plan carefully for a successor qualified to protect the vision after the leader departs

continued loyalty to established values and traditions about how things are done

small, incremental changes in how things are done in the organization

radical changes in the core ideology and primary values of followers

major changes that are consistent with the primary values of followers

individualized consideration

contingent reward behavior

intellectual stimulation

inspirational motivation

appoint as the successor a charismatic leader who shares the vision

create an administrative structure that will continue to implement the vision

embed the vision in the culture of the organization

use training programs to develop charisma among the followers themselves