HRM 300 EXAM #3 VERIFIED STUDY GUIDE
Trait-Based Leadership Approaches - Answers - Intelligence
-General mental ability
-Emotional intelligence
Big 5 personality traits
-O.C.E.A.N
Self-Esteem
Integrity
Theory X & Theory Y - Answers - Theory X- Employees are lazy
Theory Y- Employees are driven
An Inspiring Leader - Answers - Is an Exemplar- Ethical, courageous, authentic,
passionate
Focuses on others- cares, empowers, develops, generous
Has a vision- positive, meaning, purpose
Articulating a Vision - Answers - Values- Core ideology, values and purpose
Envisioned Future- 10 to 20 year goals, vivid description
Charismatic Leadership Tactics - Answers - Charisma
Metaphors, Similes and analogies
Stories and anecdotes
Contrasts
Rhetorical Questions
Three part lists
Expressions of moral conviction
Statements that reflect the groups sentiments
Setting the high goals
Body Gestures
Facial Expressions
Animated Voice tone
Conveying confidence that goals can be achieved
Span of Control - Answers - the number of people reporting directly to a given manager
Rules of Thumb for Functional Structure - Answers - Functional If...there is a stable
environment and employee coordination not critical
Rules of Thumb Divisional Structures - Answers - Divisional If...customer focus and
adaptability to market forces are critical
, Rules of Thumb Matrix Structures - Answers - -Can be best of both worlds, but difficult
to implement effectively
-Requires an org. culture that is very collaborative, with people who have skills to work
together and can be flexible amid ambiguity
Centralized Decision Making - Answers - -Top managers make all key decisions
-Gives a company more control
-Quality, Service Standards
Decentralized Decision Making - Answers - -Lower-level managers are empowered to
make important decisions
-Gives a company better responsiveness to a changing environment
-Innovation, Adaptability
Kurt Lewin's 3-Stage Model of Planned Change - Answers - Unfreezing
-Focus is to create the motivation to change
-Begin by disconfirming the usefulness or appropriateness of employees' present
behaviors or attitudes
Changing
-Provide employees with new information, new behavioral models, new processes or
procedures, new equipment, new technology, or new ways of getting the job done
-Change can be aimed at improvement or growth, or it can focus on solving a problem
such as poor customer service or low productivity
Refreezing
-Change is supported by helping employees integrate the changed behavior or attitude
into their normal way of doing things
-Giving employees the chance to exhibit new behaviors, which are then reinforced
Kurt Lewin's Force-Field Analysis - Answers - Purpose- Identify forces that are driving
and inhibiting change
1.Identify the ideal future state (what would things look like after successful change?)
2.Brainstorm forces driving you towards the ideal situation
3.Brainstorm forces that are restraining movement toward the ideal state
4.Prioritize which driving and restraining forces can be most effectively increased or
decreased, respectively, to push toward effective change
(Refer to model)
Kotter's 8 Steps to Leading Organizational Change - Answers - 1. Establish a sense of
urgency
2. Create a guiding coalition
3. Develop a vision and strategy
4. Communicate the change vision
5. Empower broad-based action
6. Generate short-term wins
7. Consolidate gains and produce more change
8. Institutionalize the change (anchor new approaches in the culture)
Trait-Based Leadership Approaches - Answers - Intelligence
-General mental ability
-Emotional intelligence
Big 5 personality traits
-O.C.E.A.N
Self-Esteem
Integrity
Theory X & Theory Y - Answers - Theory X- Employees are lazy
Theory Y- Employees are driven
An Inspiring Leader - Answers - Is an Exemplar- Ethical, courageous, authentic,
passionate
Focuses on others- cares, empowers, develops, generous
Has a vision- positive, meaning, purpose
Articulating a Vision - Answers - Values- Core ideology, values and purpose
Envisioned Future- 10 to 20 year goals, vivid description
Charismatic Leadership Tactics - Answers - Charisma
Metaphors, Similes and analogies
Stories and anecdotes
Contrasts
Rhetorical Questions
Three part lists
Expressions of moral conviction
Statements that reflect the groups sentiments
Setting the high goals
Body Gestures
Facial Expressions
Animated Voice tone
Conveying confidence that goals can be achieved
Span of Control - Answers - the number of people reporting directly to a given manager
Rules of Thumb for Functional Structure - Answers - Functional If...there is a stable
environment and employee coordination not critical
Rules of Thumb Divisional Structures - Answers - Divisional If...customer focus and
adaptability to market forces are critical
, Rules of Thumb Matrix Structures - Answers - -Can be best of both worlds, but difficult
to implement effectively
-Requires an org. culture that is very collaborative, with people who have skills to work
together and can be flexible amid ambiguity
Centralized Decision Making - Answers - -Top managers make all key decisions
-Gives a company more control
-Quality, Service Standards
Decentralized Decision Making - Answers - -Lower-level managers are empowered to
make important decisions
-Gives a company better responsiveness to a changing environment
-Innovation, Adaptability
Kurt Lewin's 3-Stage Model of Planned Change - Answers - Unfreezing
-Focus is to create the motivation to change
-Begin by disconfirming the usefulness or appropriateness of employees' present
behaviors or attitudes
Changing
-Provide employees with new information, new behavioral models, new processes or
procedures, new equipment, new technology, or new ways of getting the job done
-Change can be aimed at improvement or growth, or it can focus on solving a problem
such as poor customer service or low productivity
Refreezing
-Change is supported by helping employees integrate the changed behavior or attitude
into their normal way of doing things
-Giving employees the chance to exhibit new behaviors, which are then reinforced
Kurt Lewin's Force-Field Analysis - Answers - Purpose- Identify forces that are driving
and inhibiting change
1.Identify the ideal future state (what would things look like after successful change?)
2.Brainstorm forces driving you towards the ideal situation
3.Brainstorm forces that are restraining movement toward the ideal state
4.Prioritize which driving and restraining forces can be most effectively increased or
decreased, respectively, to push toward effective change
(Refer to model)
Kotter's 8 Steps to Leading Organizational Change - Answers - 1. Establish a sense of
urgency
2. Create a guiding coalition
3. Develop a vision and strategy
4. Communicate the change vision
5. Empower broad-based action
6. Generate short-term wins
7. Consolidate gains and produce more change
8. Institutionalize the change (anchor new approaches in the culture)
