MENG 540 FINAL EXAM STUDY GUIDE
Managers Intended Outcomes - Answers - Managers (Transact)
- Plans, tasks & resources
- Create objectives
- Build contract with employees:you achieve "x" and you will receive "y"
- Fair, consistent, stable work environment
- Formal authority
- Intended Outcomes: Predictability, order, consistency, efficiency
James Webb Telescope (Greg Robinson) - Answers - - Before Greg Robinson - over
budget, poor work efficiency, no transparency
- Greg Robinson - turned things around by building trust, accountability and
communication
- superior leadership changes what's possible
Difficult Conversation Guide - Answers - - Create a constructive climate for authentic
conversation
- Frame the conversation
- State the issue
- Listen, discuss and try to resolve
- Agree on an action plan
- Close
Sources of Authority - Answers - - Positivity and Engagement
- Confidence and Courage
- Care and Concern
- Knowledge and Skills
- Commitment and Dedication
- Position and Title
Apollo 13 (Eugene Kranz) - Answers - Key learnings:
- Kranz made organizational changes before the crisis
- Build the flight's crisis capabilities (relentless testing and simulating crisis & weeding out
individuals)
- Nurture team camaraderie and understanding (sports, see how individuals communicate)
- Build a "Team of Teams" (group people across levels, group inside employees with
outside contractors)
- crystal clear, complete understanding of the mission
Competence standard - Answers - the ability to compensate for each other when the chips
are down, an attitude so positive that basically we can solve any problem, allows for crisp
and authoritative decisions, asking for help
- "what needs to be done" vs "we're better than the last team" (keep focused on the
mission)
- develop your own template for what a superior team does (need to know its specs,
characteristics/ competencies; we need to see it in action)
Eugene Kranz's leadership style (engage, empower, lead) - Answers - - ask for help
(called in superiors in front of his team)
- listen (kept silent)
, - explore (let others debate)
- decide (made the call firmly and explained his rationale)
Attunement for team - Answers - 1. knowing what needs to be done
2. commit
3. know when its time to change
Psychological safety - Answers - - safe to have different POVs
- great arguments
- making your point respectfully
- requires standard to ensure respect, ego flexibility to support change
Team Accountability - Answers - - an attitude that the team succeeds or fails together
- peer to peer
What followers want from leaders - Answers - - trust
- compassion
- stability
- hope
Best Buy (Hubert Joly) - Answers - remarkable turnaround of the company
- humans treated with dignity
- purpose/ meaning of employees
Leadership Practices (Kouzes & Posner) - Answers - - Model the Way: Clarify values &
set the example by aligning actions with values.
- Inspire a Shared Vision: Envision through imagining exciting, ennobling possibilities;
Enlist others through shared aspirations.
- Challenge the Process: Search for opportunities, seize initiative, innovate to improve;
Experiment, take risks; Celebrate wins and learn continuously.
- Enable others to Act: Foster teamwork, build trust, build relationships. Strengthen others,
increase self-determination, develop competence.
- Encourage the Heart: Recognize contributions, show appreciation for individual
excellence; Celebrate values & victories, create spirit of community
Functions of Management - Answers - - Planning: Budgeting, resource allocation and
setting objectives
- Organizing: Establishing structures, policies & procedures
- Staffing: Hiring, training, role-development, coaching, performance evaluation,
compensation
- Directing: Assigning tasks & work goals, providing guidance & direction, delegating
- Controlling: Monitoring results vs. plan, corrective action, re-planning
Leaders Intended Outcomes - Answers - Leaders (Transform)
- Focus on visions, ideas and people
- Challenge, inspire, meet highly individualistic goals
- Create conditions for creativity & risk-taking
- Make management possible
- Earn the leadership privilege
- Intended Outcomes: Creative disorder, adaptive change, maximum efforts, exceptional
results
Clifton Strength - 4 domains of talent - Answers - - executing - know how to make things
happen
Managers Intended Outcomes - Answers - Managers (Transact)
- Plans, tasks & resources
- Create objectives
- Build contract with employees:you achieve "x" and you will receive "y"
- Fair, consistent, stable work environment
- Formal authority
- Intended Outcomes: Predictability, order, consistency, efficiency
James Webb Telescope (Greg Robinson) - Answers - - Before Greg Robinson - over
budget, poor work efficiency, no transparency
- Greg Robinson - turned things around by building trust, accountability and
communication
- superior leadership changes what's possible
Difficult Conversation Guide - Answers - - Create a constructive climate for authentic
conversation
- Frame the conversation
- State the issue
- Listen, discuss and try to resolve
- Agree on an action plan
- Close
Sources of Authority - Answers - - Positivity and Engagement
- Confidence and Courage
- Care and Concern
- Knowledge and Skills
- Commitment and Dedication
- Position and Title
Apollo 13 (Eugene Kranz) - Answers - Key learnings:
- Kranz made organizational changes before the crisis
- Build the flight's crisis capabilities (relentless testing and simulating crisis & weeding out
individuals)
- Nurture team camaraderie and understanding (sports, see how individuals communicate)
- Build a "Team of Teams" (group people across levels, group inside employees with
outside contractors)
- crystal clear, complete understanding of the mission
Competence standard - Answers - the ability to compensate for each other when the chips
are down, an attitude so positive that basically we can solve any problem, allows for crisp
and authoritative decisions, asking for help
- "what needs to be done" vs "we're better than the last team" (keep focused on the
mission)
- develop your own template for what a superior team does (need to know its specs,
characteristics/ competencies; we need to see it in action)
Eugene Kranz's leadership style (engage, empower, lead) - Answers - - ask for help
(called in superiors in front of his team)
- listen (kept silent)
, - explore (let others debate)
- decide (made the call firmly and explained his rationale)
Attunement for team - Answers - 1. knowing what needs to be done
2. commit
3. know when its time to change
Psychological safety - Answers - - safe to have different POVs
- great arguments
- making your point respectfully
- requires standard to ensure respect, ego flexibility to support change
Team Accountability - Answers - - an attitude that the team succeeds or fails together
- peer to peer
What followers want from leaders - Answers - - trust
- compassion
- stability
- hope
Best Buy (Hubert Joly) - Answers - remarkable turnaround of the company
- humans treated with dignity
- purpose/ meaning of employees
Leadership Practices (Kouzes & Posner) - Answers - - Model the Way: Clarify values &
set the example by aligning actions with values.
- Inspire a Shared Vision: Envision through imagining exciting, ennobling possibilities;
Enlist others through shared aspirations.
- Challenge the Process: Search for opportunities, seize initiative, innovate to improve;
Experiment, take risks; Celebrate wins and learn continuously.
- Enable others to Act: Foster teamwork, build trust, build relationships. Strengthen others,
increase self-determination, develop competence.
- Encourage the Heart: Recognize contributions, show appreciation for individual
excellence; Celebrate values & victories, create spirit of community
Functions of Management - Answers - - Planning: Budgeting, resource allocation and
setting objectives
- Organizing: Establishing structures, policies & procedures
- Staffing: Hiring, training, role-development, coaching, performance evaluation,
compensation
- Directing: Assigning tasks & work goals, providing guidance & direction, delegating
- Controlling: Monitoring results vs. plan, corrective action, re-planning
Leaders Intended Outcomes - Answers - Leaders (Transform)
- Focus on visions, ideas and people
- Challenge, inspire, meet highly individualistic goals
- Create conditions for creativity & risk-taking
- Make management possible
- Earn the leadership privilege
- Intended Outcomes: Creative disorder, adaptive change, maximum efforts, exceptional
results
Clifton Strength - 4 domains of talent - Answers - - executing - know how to make things
happen
