PUBAFRS 2130 Final Exam

What is diversity?

- visible or observable differences within a group of people
- differences in educational backgrounds or skills
- differences in terms of values, beliefs, and thought or ideas

What is surface level diversity?

visible or observable differences within a group of people

What is functional diversity?

differences in educational backgrounds or skills

What is deep-level diversity?

differences in terms of values, beliefs, and thoughts or ideas

What is the discrimination-fairness approach to managing diversity?

policies and practices that ensure fair treatment of all groups (procedural and distributive fairness)

What is the colorblind approach to managing diversity?

look beyond the seeming differences and focus on shared values and norms

What is the learning approach to managing diversity?

recognize and value cultural differences

What is inclusion?

the process of incorporating differences in individuals into a group or organization
-people from different backgrounds and identities feel safe, accepted and valued
-majority incorporates minority's opinions, ideas, and interests in decision-making

What is equity?

recognize that certain groups in the society or an organization are not afforded with the same opportunities and resources like others

What do diversity equity and inclusion focus on?

- diversity focuses on recognizing differences
- inclusion focuses on embracing differences, - equity focuses on confronting injustices

What are the early years of diversity management?

- 1960s and 1970s
-efforts to end discrimination
--equal employment opportunity laws
-confront inequities
--affirmative action programs
-create a melting pot
--assimilation of difference groups

What is the era of valuing diversity?

-1980s and 1990s
-research on advantages of diversity
--diversity gives competitive advantage
-includes many dimensions
-salad of different ingredients
-emphasized pluralism

What is diversity and inclusion in the 21st century?

-focus is on creating inclusive climates
-broader in scope and harder to manage
-diversity as a smorgasbord celebrates the unique qualities of a variety of dishes

How can leaders make people feel safe?

-seek out diverse perspectives
-no negative consequences for raising concerns or opposing ideas
-communicate positively with followers

How can leaders make people feel involved and engaged?

-help individuals get involved
-treat followers as insiders
-share information freely

How can leaders make people feel respected and valued?

-put themselves in the other's shoes
-make them feel they belong

How can leaders make people feel influential?

-ideas are heard
-help them feel influential
-include in decision making

How can leaders make people feel authentic and whole?

-internal tension prevents feeling whole
-create atmosphere of transparency
-trustworthy leader
-transparency rewarded

How can leaders recognize, attend to and honor diversity?

-treated fairly
-ability to share social identities
-acknowledging differences

How is ethnocentrism a barrier to diversity and inclusion?

-perceptual window
-prevents understanding or respect of those different from ourselves
-balancing act

How is prejudice a barrier to diversity and inclusion?

-achieves balance for the in-group at the expense of the out-group
-results in systematic discrimination

How is unconscious bias a barrier to diversity and inclusion?

-unconscious attitudes toward people
-malleable and can be changed
-interventions in reducing discrimination can be effective

How are stereotypes a barrier to diversity and inclusion?

-labeling
-reduce uncertainty by providing partial information about others
-barrier to diversity and inclusion
-impact on leaders' treatment of followers

How does privilege a barrier to diversity and inclusion?

-advantage held by the in-group
-privilege blinds individuals to the experience of underprivileged

What is an outgroup?

-distinct from the larger group
-disconnected
-differences in goals
-forms of the out-groups
--minority
--underappreciated

How do outgroups form?

-intergroup competition and conflicts surrounding limited sources
-status and power differences
-differences in values and interests
-conscious and unconscious biases

What is the impact of the perception of ingroup and outgroup within organizations?

-lack of unity and cooperation
-low group synergy
-toxic work environment
--lack of respect and civility
-high turnover and poor performance

How does listening to out group members resolve intergroup conflict?

-unheard voices
-expressing ideas and opinions
-listening is top priority
-connection through leaders

How does showing empathy to outgroup members resolve intergroup conflict?

-practicing empathy
--restatement, paraphrasing, give support
-a learned skill

How does recognizing the unique contributions of outgroup members resolve intergroup conflict?

-let workers know they are competent
-instill motivation by acknowledging contributions
-make everyone feel useful

How does helping outgroup members feel included resolve intergroup conflict?

-belongingness
-sense of self
-leaders response to communication cues
-a leader's sensitivity

How does creating a special relationship with outgroup members resolve intergroup conflict?

-leader-member exchange
-offer new challenges
-acceptance of responsibilities
-validation and connection

How does giving outgroup members a voice and empowering them to act resolve intergroup conflict?

-an equal footing
-empower others
-relinquish some control
-empowering offers most benefits

What are the four key task-oriented behaviors?

-planning
-clarifying
-monitoring
-problem solving

What are the four key relations-oriented behaviors?

-empowering
-recognizing
-coaching
-supporting

What are the characteristics of empowered people?

-a sense of meaning
-a sense of impact
-a sense of autonomy
-a sense of mastery

What are some tips on empowering subordinates?

-helping people see how their work makes a difference
-removing performance obstacles and barriers
-allowing subordinates to make decisions on their own
-challenging subordinates to raise their performance
-helping subordinates to develop skills and confidence

Why don't we give and receive more encouragements at work?

-discomfort in opening ourselves and showing emotions to others
-fear of making some other people unhappy
-don't know how to effectively recognize people

What are some tips on how to recognize others' contributions?

-set clear standards for excellence
-expect the best from people
-paying attention to others' performance
-personalize recognition for each employee
-tell the story
-don't delegate recognizing to others\

What does coaching do?

focuses on discovering actions and practices that enable and empower people to contribute more fully, productively, and with less alienation than the control model entails

What are the characteristics of effective coaching?

-having an ongoing, committed partnership with a player and who empowers that person, or team, to exceed prior levels of performing
-the motivation to learn and improve should come from the mentee

Why are most managers are poor coaches?

-managers believe they already know how to manage and try the same approach with everyone
-managers may be more committed to control, authority, and power than producing results
-managers care more about looking good to their bosses than helping subordinates' to succeed
-managers do not feel personally responsible for poor performance of their subordinates

What are the characteristics of a great coach?

-be ethical with rules of the game, but don't let rules limit your thinking and approach
-be committed to each player and have a personal stake in their success and well being
-be focused on the development of each player
-be personally responsible for the players' successes and failures

How should a manager support their followers

-paying attention to subordinates' problems, needs, emotions, and concerns
-listening with empathy when subordinates are worried or upset
-instilling confidence among subordinates in difficult or stressful times

What does reflective listening involve?

-empathy yourself
-pay attention
-accept the other person's reaction
-avoid judgment or comparison
-stay with the feeling

How can you establish a constructive climate?

-provide structure
-clarify norms
-build cohesiveness
-promote standards or excellence

Why is it important to provide structure in the workplace?

-architectural blueprint for work
-communicating mission
-achieving synergy: uniqueness
-challenge for leaders is finding how each individual can contribute to mission

Why is it important to clarify norms in the workplace?

-road map navigating behavior
-outcome of interaction
-strong impact on group functionality
-leaders should shape norms to maximize group effectiveness

Why is it important to build cohesiveness in the workplace?

-cement holding the group together
-satisfaction of group members when accepted

What are the positive outcomes of building cohesiveness?

-increased participation and better interaction
-more consistent
-exert a strong influence
-member satisfaction is high
-feel more productive

What are the negative outcomes of building cohesiveness?

-develop groupthink
-resistant to change
-unwelcoming to people

What are actions for building cohesiveness?

-create a climate of trust
-invite to become active participants
-willing to listen and accept
-help achieve individual goals
-promote free expression
-share leadership responsibilities
-foster member-to-member interaction

What are the six factors that are essential for members to function effectively?

1. What group members need to know and what skills they need to acquire?
2. How much initiative and effort they need to demonstrate?
3. How are group members expected to treat one another?
4. The extent to which deadlines are significant
5. What goals they need to achieve?
6. What the consequences are if they achieve or fail to achieve these goals?

How do you require results for promoting standards of excellence?

-clear, concrete expectation
-should establish mutual goals
-identify specific objectives
-give clear instructions

How do you review results for promoting standards of excellence?

-give constructive feedback
-avoid potential bias during feedback
-ways to give constructive feedback
-resolve performance issues

How do you reward results for promoting standards of excellence?

-practical and straightforward
-recognize and appreciate contributions
-greater sense of group identity

What is a vision?

-vision depicts an ideal future state
-mission is how to get there
-challenges in developing a vision
-role of vision in leadership

What do transformational leaders do?

demonstrate vision as one of four factors of performance

What do charismatic leaders do?

create changes by linking their values and vision to the self-concept of followers

What are the five characteristics of visions?

- a picture
- a change
- values
- a map
- a challenge

How are visions a picture of the future?

- better than the status quo
- mental images toward a common goal
- impact of a vision: if attractive and inspiring, it can help leaders lead others effectively

How can a vision represent a change?

- change in the status quo
- occurs in many forms: policies, existing conditions, goals, or values
- resistance to change is very common

What are values?

- ideas, beliefs, and modes of action
- visions are grounded in values
- centrality of values in visions

What is a map?

- a laid-out path to follow
- provides guiding philosophy
- shows meaningfulness of one's work

What does a vision challenge people to do?

- transcend the status quo
- commit to worthwhile causes
- inspire to help others

How do leaders articulate a vision to others?

- leaders must adapt their vision to their audience-they need to articulate their visions so that they fit within others' latitude of acceptance
- if the vision is too demanding and demands too big a change, it will be rejected

What do leaders need to highlight in their vision?

- need to highlight the intrinsic value of their vision, emphasizing how the vision presents ideals worth pursuing
--using words and symbols that are inspiring
--using inclusive language to enlist broad participation and build a community

How do leaders implement a vision?

- takes effort over an extended period
- involves
--acting out the vision
\-- setting performance expectations
--keeping eyes on the goal
--sharing work and empower people

Why do transformational efforts fail?

1. lacking an inspiring vision
-visions need to be inspiring
-guide people to action
2. not communicating the vision well
-inconsistent and poor communication can derail transformation efforts
-use all available mediums to communicate your vision and strategies
3. Not establishing a sense of urgency
-leaders underestimate how hard it is to get people out from their comfort zones
-leaders become paralyzed by the downside possibilities
4. Not creating a powerful guiding coalition
-without a critical mass, nothing worthwhile will be accomplished
-you need to align powerful actors/groups
5. Not empowering others to act on the vision
-without others' actions, you cannot produce change
-remove obstacles and barriers (resources, rules, policies, and procedures)
6. Not creating short-term wins
-making visible performance improvements
-recognizing people for the improvements
7. Declaring victory too soon
8. Not institutionalizing changes in the culture

What is power?

refers to a capacity that A has to influence the behavior of B, so that B acts in accordance with A's wishes
-power may exist but not be used

What is the most important aspect of power?

a function of dependence
-a person can have power over you only if he or she controls something you desire

How can leaders use power as a means of attaining group goals?

-goal compatibility
--power does not require goal compatibility, merely dependence
-the direction of influence
--leadership focuses on the downward influence on one's followers
-leadership research emphasizes style

What are the forms of formal power?

-coercive power
--bureaucratic authority
--legal authority
--traditional authority
-reward power
-legitimate power

What are the forms of personal power?

-expert power
--knowledge or skills
-referent power
--someone you respect or look up to

Which bases of power are most effective?

-personal sources are most effective
--both expert and referent power are positively related to employees' satisfaction with supervision, their organizational commitment, and their performance, whereas reward and legitimate power seem to be unrelated to these outcomes
-coercive power can be damaging

What is the general dependency postulate?

-when you possess anything others require but that you alone control, you make them dependent upon you and, therefore, you gain power over them
-dependence, then, is inversely proportional to the alternative sources of supply

What creates dependence?

-importance
-scarcity
-substitutability

What is legitimacy as an influence tactic?

-relying on your authority position or saying a request accords with organizational policies or rules
--hard influence tactic

What is rational persuasion as an influence tactic?

-presenting logical arguments and factual evidence to demonstrate a request is reasonable
--soft influence tactic

What is inspirational appeals as an influence tactic?

-developing emotional commitment by appealing to a target's values, needs, hopes, and aspirations
--soft inspirational tactic

What is consultation as an influence tactic?

-increasing the target's support by involving him or her in deciding how you will accomplish your plan
--soft influence tactic

What is exchange as an influence tactic?

-rewarding the target with benefits or favors in exchange for following a request
--hard influence tactic

What is personal appeals as an influence tactic?

-asking for compliance based on friendship or loyalty
--soft influence tactic

What is ingratiating as an influence tactic?

-using flattery, praise, or friendly behavior prior to making a request
--soft influence tactic

What is pressure as an influence tactic?

-using warnings, repeated demands, and threats
--hard influence tactic

What is coalitions as an influence tactic?

-enlisting the aid or support of others to persuade the target to agree
--hard influence tactic

How some influence tactics more effective than others?

-rational persuasion, inspirational appeals, and consultation are most effective when the audience is highly interested in the outcomes
-pressure tends to backfire
-both ingratiation and legitimacy can lessen the negative reactions from appearing to "dictate" outcomes

What influence tactics use upward influence?

-rational persuasion
-ingratiation

What influence tactics use downward influence?

-rational persuasion
-inspirational appeals
-pressure
-consultation
-ingratiation
-exchange
-legitimacy

What influence tactics use lateral influence?

-rational persuasion
-consultation
-ingratiation
-exchange
-legitimacy
-personal appeals
-coalitions

How do people in different countries prefer different power tactics?

-individualistic countries see power in personalized terms and as a legitimate means of advancing their personal ends
-collectivistic countries see power in social terms and as a legitimate means of helping others

How do leaders apply power tactics?

-people differ in terms of their political skill: their ability to influence others to enhance their own objectives
--the politically skilled are more effective users of all the influence tactics
-cultures within organizations differ markedly: some are warm, relaxed, and supportive; others are formal and conservative
--people who fit the culture of the organization tend to obtain more influence

Does power corrupt?

-power leads people to place their own interests ahead of others
-powerful people react, especially negatively, to any threats to their competence
-power leads to overconfident decision making
-power doesn't affect everyone in the same way, and there are even positive effects of power

What is political behavior?

-activities that are not required as part of one's formal role in the organization, but that influence the distribution of advantages within the organization
--outside of one's specified job requirements
--encompasses efforts to influence decision-making goals, criteria, or processes
--includes such behaviors as withholding information, whistle-blowing, spreading rumors, and leaking confidential information

What is impression management?

the process by which individuals attempt to control the impression others form of them
-mostly high self-monitors
-impressions people convey are not necessarily false-they might truly believe them
-intentional misrepresentation may have a high cost
--effectiveness depends on the situation

What are the ethics of behaving politically?

questions to consider
-what is the utility of engaging in politicking
-how does the utility of engaging in the political behavior balance out any harm it will do to others
-does the political activity conform to standards of equity and justice

What is ethical leadership?

influence of a moral person
-accomplishing a common good
-desirable values and morals
-ethics decide use of power

What are the six dimensions of character for an ethical leader?

-trustworthiness
-respect
-responsibility
-fairness
-caring
-citizenship

What are the actions of an ethical leader?

-ways to accomplish goals ethically
-principles guiding actions of leaders
--showing respect
--serving others
--showing justice

What are the goals of an ethical leader?

-using goals to influence others
-identifying and pursuing worthy goals
-establish goals agreeable to all