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Foundational Perspectives in Leading and Managing Organizations
Fichas del conjunto (20)
- 1Vertical/horizontal differentiation.Vertical: Centralized or not?
Horizontal: Functional, horizontal, matrix, geographical, etc - 2Vertical/Horizontal linkages.Vertical: Chain of command, rules, plans
Horizontal: Integrator, etc. - 3Schein's icebergCultural artifacts.
Values, attitudes and beliefs.
Basic assumptions. - 4Relationship model between environment and strategy to corporate culture.Adaptability culture: Flexible environment, external focus.
Mission culture: Stable environment, external focus.
Clan culture: Flexible environment, internal focus.
Bureaucratic culture: Internal focus, stable environment. - 5Deal & Kennedy culture types.Tough-guy, macho man culture: High risk, fast feedback.
Bet the company culture: High risk, slow feedback.
Work hard/play hard culture: Low risk, fast feedback.
Process culture: Low risk, slow feedback. - 6Trait theory.Leaders are born, not made.
Leaders have 6 traits in common:
- Knowledge of the business
- Honesty
- Drive
- Motivating
- Self-confidence
- Ability to understand the world - 7Transactional vs transformational leadership.Transactional: Maintain normal flow of operations. Status quo. Task-orientated, rules and plans essential.
Transformational: Visioning new corporate future. Uses support, motivation, recognition. - 8Management vs leadership.Management: Budgetting, planning, organising.
Leadership: Inspiring, motivating, communicating, setting direction.
(they are complementary, one does not work without the other) - 9Weber's bureaucracy.Ability to remove favoritism and nepotism.
Six charachteristics:
- Rules
- Specialization
- Written communication
- Seperation of position from position holder
- Hierarchy of authority
- Technically qualified - 10New control systems.Diagnostic control systems: Classic system. Control via goals ala revenues, profits, etc.
Beliefs systems: Communicating the values and direction managers want the employees to take.
Boundary systems: Tell people what NOT to do.
Interactive control systems: Online control systems that gather data. - 11Balanced scorecard.Financial performance: Activities that add to the financial performance.
Customer service: How the customers see the company and the customers' satisfaction.
Internal business processes: Production and operating effectiveness.
Learning and growth: E.g. how well resources/human capital are retained to encourage future growth. - 12Porter's competitive strategies.Low-cost leadership: E.g. RyanAir. Make it the cheapest.
Differentiation: E.g. Apple. Make the products better.
Focused low-cost: Make it the cheapest to a certain market/segment.
Focused differentiation: Make it better to a certain market/segment. - 13Miles and Snow typology.Prospector: Seeks growth, innovation. Works best in dynamic environments.
Defender: Seeks to keep market share, hold on to current customers. Works best in declining or stable environment.
Analyzer: Mix of the two aforementioned.
Reactor: Reacts to external environment. - 14Contingency effectiveness approach.Resource-based: Observes beginning of process, analyses if the organization obtains enough resources to remain competitive.
Internal process: Looks internally.
Goal approach: Focus on the output side. Does the firm reach its desired outputs? - 15LEAPS.Logos, Ethos, Agora, Pathos, Syzygy.
- 16Cialdini's six principles.- Liking.
- Reciprocity.
- Social proof.
- Consistency.
- Authority.
- Scarcity. - 17Team effectiveness model.Organizational and team environment: physical space, rewards, etc.
Team design: Size, etc.
Team process: Team development, cohesion, trust.
Team effectiveness:
Organizational and team environment --> Team design and team process --> Team effectiveness.
And team design --> Team process. - 18Mintzberg's emergent strategy.Intended strategy --> Deliberate strategy --> External environment --> Realized strategy.
- 19Kotter's eight steps.- Sense of urgency.
- Guiding coalition.
- Develop a plan/vision
- Communicate vision.
- Give employees the tools to execute vision.
- Develop short-term goals.
- Don't declare it a win too early.
- Incorporate it into the corporate culture. - 20Framework for interorganizational relationships.- Resource dependence: Competitive and dissimilar.
- Population ecology: Competitive and similar.
- Collaborative network: Coorperative and dissimilar.
- Institutionalism: Coorperative and similar.
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- Descripción
- CBS - Foundational Perspectives in Leading and Managing Organizations
- Creado por
- Jonas Klint Westermann
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