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229 Cards in this Set
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Leadership and Navigation |
Ability to direct and contribute to strategic initiatives and processes within the organization |
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Zack Zenger and Joseph Folkman |
contrasted strengths and weakness of HR leaders |
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Kouzes and Posners |
leadership practices (cieme) 1. challenging the process 2. inspiring a shared vision 3. enabling others to act 4. Modeling the way 5. encouraging the heart |
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challenging the process |
leaders seek challenge and take risks |
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inspiring a shared vision |
leaders have vision - a desire to change, create and make things happen |
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enabling others to act |
exemplary leaders enlist the support of others and empower them to do good work |
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encouraging the heart |
leader must encourage the heart of their followers to carry on despite adversity and celebrate success whether they shall be small accomplishments or significant milestones |
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Erica Ariel Fox |
leader has a multifaceted personality or "inner team" |
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inspirational dreamer |
generate and pursue a path forward (fox) |
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analytical thinker |
(fox) - apply facts and logic - consider risks - use multiple perspectives |
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practical warrier |
(fox) - speak hard truths - hold you ground - take action |
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emotional lover |
(fox) - cultivate empathy - build and maintain trust - collaborate |
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authentic leadership |
(bill george) self-aware |
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trait theory |
led by force of their personalities, their wisdom and/or political skill |
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behavioral school |
influence performance and satisfaction of followers (consideration and initiating structure) |
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consideration |
employee centered behavior, leadership aimed at meeting the social and emotional needs of individuals and groups ( help, explain) |
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initiating structure |
job-oriented behavior, aimed at careful supervision of employee work methods and performance levels ( rules, roles, goals) |
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Theory X |
(douglas mcgregor) perceive followers and inherently disliking work - initiating |
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Theory Y |
(douglas Mcgregor) - followers can be self motivated, create participatory and trusting work environments (consideration) |
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Blake-Mouton |
leader's concern for people to concern for production or task |
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team leader |
high in task and high in concern |
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authoritarian managers |
high on the task and low on concern - do what told without question, does not foster environment |
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country club managers |
low on task, high on people - trust individuals to accomplish goals, not jeopardize relationship |
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impoverished managers |
low with people and concern |
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"middle of the road" manager |
balanced sores on both dimensions of task and people |
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Hersey-Blanchard situational leadership |
no ideal leader type and should be matched to the maturity of the employee |
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psychological maturity |
self-confidence, ability and readiness |
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job maturity |
relevant skills and technical knowledge |
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delegating |
(Hersey-Blanchard) low relationship, low task - turn over responsibility for decisions and implementation |
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participating |
(Hersey-Blanchard) high relationship, low task - share ideas and facilitate in decision making |
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selling |
(Hersey-Blanchard) hight task, low relationship - explain decisions and provide opportunity for clarification |
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telling |
(Hersey-Blanchard) high task, low relationship - provide specific instructions and closely supervise performance |
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fiedler's contingency theory |
performance depends upon the appropriateness of task-oriented or relationship-oriented leaderships styes given for a situation termed "situational favorableness" leaders are more effective for certain situations - rather than have leaders change, find a more favorable sitiation |
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situational favorableness |
(fiedler) performance depends upon the appropriateness of task-oriented or relationship-oriented leaderships styes given for a situation |
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leader-member relations |
(fiedler) degree of confidence, trust and respect that followers have in their leader |
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task structure |
(fiedler) extent to which followers' tasks are well defined |
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position power |
(fiedler) degree of power and influence a leader has over subordinates |
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action-centered leadership |
(Adair) effective leader accomplishes task through the efforts of the team |
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transformational leadership |
vision and strategy rather than short term objectives |
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solo leader |
gets involved in everything expect team to conform collect admirers directs activity sets objectives |
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team leader |
delegates recognizes value of diversity encourages constructive disagreement develops growth creates vision for others to act |
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dispersed leadership |
emergent leadership - one will emerge from a group on or task and take the influence - person did not have authority |
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conflict of interest |
an individual's behavior may be affected by competing interests |
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recognize ethical situations as they arise |
ethical compass, sense of right and wrong |
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establish facts about the situation |
decision will depend on knowing details |
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evaluate the ethical dimensions of possible actions |
balancing interests and sacrificing own's own interest |
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utilitarian approach |
argues for the path that provides the greatest amount of good for the greatest number |
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rights approach |
examines whether a decision violates any basic human right |
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justice approach |
degree to which an action might be preferential or discriminatory |
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common-good approach |
considers the impact of the decision on the entire group |
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virtue approach |
whether an action will promote or obstruct the decision maker's character development and te character development of those affected by the decision |
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apply relevant codes of ethics and behavior to the options |
organizations and professions may have developed their own codes of ethical behavior that can provide more specific guidance |
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consult with others |
HR leaders should identify people, inside and outside the organization they consider ethical mentors, individuals who are known for their ethical behavior and their ability to understand and advise on complex situaitons |
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make a decision, own it and learn from one's mistakes |
when the issue has been satisfactorily analyzed, as decision should be made and communicated to those affeted by it |
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ethical universalism |
argues that there are fundamental principles that apply across cultures and that global organization must apply these principles when making decisions in a country, without regard to local ethical norms |
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cultural relativism |
argues that ethical behavior is determined by local culture, laws and business practices. However, an organization may find itself directly violating its core values and thus weakening its ethical character |
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business acumen |
ability to understand and apply information to contribute to the development and/or implementation of an organization's strategic plan, takes HR outside its traditional comfort zone |
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value |
defined and measured differently. refers to an organization's success in meeting its strategic goals, but those goals can be diverse |
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value chain |
process by which an organization creates the product or service it offers to the customer (business model) - analysis identifies areas critical to strategic success R&D>Operations>Marketing and Sales>Fulfillment>Customer |
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global value chain |
layers different locations onto different functions and can be complex to organize and manage; enhances opportunities to reduce risk, share knowledge and achieve operational economies |
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stakeholder theory |
an organizations internal and external stakeholders are the receivers of the organization's value, and they perceive that value in distinctive ways |
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stakeholder concept |
proposes that any organization operates within complex environment in which it affects and is affected by a variety of forces or stakeholders who all share in the value of the organization and its activities |
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customers' |
expectations of a service may vary widely |
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suppliers |
to an organization in a culture that values long-term relationships might understand being asked to reapply for supplier status peridically |
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employees |
different countries look for different kinds of benefits |
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communities, political groups, religious institutions and governments |
will have different relationships with organizations based on their cultures and administrative systems and on the organizations' own histories |
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shareholders, boards of directors and senior management |
have expectations that lie along a spectrum between a belief that an organizations first responsibility is to maximize financial return to investors and the opposite conviction that the organization must put first its moral obligations to employees and society |
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Life Cycle |
introduction growth maturity decline |
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introduction |
revenue is low because there is little market awareness and because of the market's resistance to change |
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growth |
revenue begins to ingrease |
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maturity |
market is saturated and growth occurs only through introduction of new products or customer groups |
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porter's five forces |
designed to identify industries that were more likely to be profitable and would provide a return on investment, identify opportunities and threats |
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Threat of substitition |
(porter) how easy is it for a competitor to capture customers by offering a similar product or a product that satisfies the same need but perhaps in a different way |
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threat of entry |
how easy is it for anew competitor to enter the industry |
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bargaining power of suppliers |
how vulnerable are organizations in this industry to the actions of upstream supply chain partners |
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bargaining power of buyers |
how vulnerable are organizations to action by customers |
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rivalry among existing competitors |
all of the other forces have the potential to increase the intensity of competition within the industry |
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strategy |
is essentially a plan of action for accomplishing an organization's long-range gaols |
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strategic planning |
process of setting goals and designing a path toward a competitive position |
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strategic management |
actions that leaders take to move their organizations toward those goals and create value for all stakeholders |
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consistent, long-term goals |
goals result in wasting fewer resources on activities that are unrelated to the goals or are ineffective in supporting attainment of the goals |
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consistent decision making by leaders |
strategy provides guideposts throughout the organization, from top to bottom |
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better competitive and external vision |
the process of making decision and managing risks requires gathering and monitoring information about the external environment |
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better internal vision |
strategic management provides a better internal vision of what resources the organization can apply to its strategic goals and how they may need to be developed or supplemented |
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taking shortcuts |
effective strategy requires extensive research, detailed analysis and honest evaluation of the organization and its competitive situation (mistake to avoid) |
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little follow-throught |
often, strategic planning is a "pro forma" exercise the produces a plan that is placed in a desk drawer (mistake to avoid) |
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overreliance on the comfortable and familiar |
strategy often requires change and risk taking (mistake to avoid) |
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insufficient commitment |
sometimes the task of setting strategy is handed off to consultants; senior management and board are not committed to the process or directly involved (mistake to avoid) |
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insufficient involvement of the rest of the organization |
strategy is developed by a small management group, it will be more difficult to convince the entire organization of the wisdom of the decisions and the value of changes, effort and sacrifices (mistake to avoid) |
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inadequate communication |
the strategic intent and decision may not be hared with the entire organization (mistake to avoid) |
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organizational strategy |
focuses on the future of the organization as a single unit |
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business unit strategy |
address questions of how and where the organization will focus to create value |
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operational strategy |
reflects the way in which the organization and business unit strategies are translated into action at the functional level through functional strategies |
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levels of strategy |
organizational or corporate business unit operational |
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effectiveness |
initiative accomplishing the objective? |
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efficiency |
is the initiative producing results that exceed the investment in it? |
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impact |
is the initiative helping to move the organization toward its strategic goals? |
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key performance indicators (KPI's) |
help organizations make the right measurements, quantifiable measures of performance used to gauge progress toward strategic objectives or agreed standards of performance |
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common values |
hurley believes that finding commonalities helps overcome the sense of "otherness" |
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aligned interests |
what do we do if we don't shares values - if we come from different cultures or belong to different religions or political parties or generations or sexes |
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benevolence |
perceived as having genuine concern about another's well-being, above or at least equal to his or her own intersts |
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capability or competence |
people must feel that an individual can deliver on commitments |
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predictability and integrity |
a trustworthy person reliably "walks the talk" - there is consistency between values and behavior |
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communication |
trustworthy people communicate often and fully |
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emotional intelligence (EI) |
quality of being sensitive to and understanding of one's own and other' emotions and the ability to manage one's own emotions and impulses |
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perceiving emotion |
identifying and evaluation emotions in oneself and others |
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using emotion to facilitate thought |
capitalizing on feelings to promote and inform decision making, problem solving, and other cognitive activities |
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understanding emotion |
interpreting complex emotions and understanding their causes |
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regulating emotion |
tracking and managing one's own and others' emotions |
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self-awareness |
becoming more aware of one's own emotions and needs and their effect on work relationships |
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self-regulation |
learning to control (and accommodate) one's emotions |
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motivation |
a passion of the job or current objective |
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empathy |
moving from self-awareness and acceptance of the importance and legitimacy of other's emotions |
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social skills |
ability to apply this intelligence to workplace activities, such as forming teams, persuading and influencing, or leading change |
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group dynamics |
(Bruce Tuckman) - four stages of group or team development -forming -storming -norming -performing |
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forming |
individual come together around common activity and shared goals |
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storming |
individuals move past politeness, and there may be higher levels of discord as perspectives, styles and agendas clas |
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norming |
over time, effective groups build trust and establish relationship |
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performing |
the group becomes fully productive, collaborative and mutually supportive |
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group roles |
Kenneth Benne and Paul Sheats - three basic types of roles - task roles - social roles - dysfunctional roles |
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task roles |
help get the work done |
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social roles |
help maintain relationships and positive group function |
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dysfunctional roles |
weaken the group and reduce its productivity |
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accommodate |
the leader restores good relations by emphasizing agreement and downplaying disagreement |
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assert (or force) |
the leader imposes a solution, one side wins and the other loosers |
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avoid |
the leader withdraws from the situation or accepts it, leaving the conflict to be resolved by others or remain unresolved |
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collaborate (or confront) |
the leader and those in conflict accept the fact that they disagree and look for a "third way", an new solution to the problem of the conflict |
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compromise |
the leader asks those in conflict to bargain - altering positions on different issues until a mutually acceptable solution is defined |
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negotiation |
process in which two or more parties work together to reach agreement on a matter |
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soft negotiators |
value the relationship more than the outcome and will back down |
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hard negotiators |
committed to winning |
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principled negotiatiors |
aim for mutual gain |
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negotiating process |
-preparation -relationship building -information exchange -persuasion -concessions -agreement |
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preparation |
negotiator should identify critical needs, wants that could be concessions and possible demands from the other side |
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relationship building |
trust id built with the exchange of personal information that reveals character |
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information exchange |
positions and needs are explained by both sides |
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persuasion |
negotiators seek mutually beneficial options rather than trying to win the other side to their own position |
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concessions |
both sides wants that are not essential to agreement |
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agreement |
agreements may be legal instruments or verbally expressed understandings |
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resistant |
fear of the unknown, comfort int he status quo -empathy, communication, support |
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neutral |
selling benefits, opportunities for involvment |
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maintaining course |
perceived benefits, increase challenge -recognition, delegation support |
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shared purpose |
if people believe in the overall purpose and reason for the change, they will make a legitimate effort to change themselves |
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reinforcement systems |
structures, management processes and encouragement, measurement, communication, and other critical support factors must be present and congruent with the desired change initiative |
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skills required for change |
training is much more efficient and effective method than trial and error |
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consistent role models |
presence of a role model within and individual employee's sphere of influence makes change real and demonstrates, in real time, that change is possible |
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HDKAR - Jeffrey Hiatt |
-awareness -desire - knowledge - ability - reinforcement |
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change process model |
(kurt lewin) -unfreezing -moving -refreezing |
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unfreeze |
purpose of this step is to get people to accept that change will occur. reducing factors that work against change is critical |
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move toward the new state |
focus on getting people to accept the new, desired state |
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refreezing |
once the change has been implemented and generally accepted, the focus should be on making the new idea a regular part of the organization. |
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cascade |
relies on a top-down sequence with complete change at each level |
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progressive |
change originates at the top and is broadcast to the entire organization, individuals slowly change with added information |
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organic |
relies on independent centers and multiple origins of change within the organization, radiates out unevenly but accelerates when top leadership support local change and local leaders |
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business intelligence |
refers to the ability to gather and analyze data from inside and outside the organization so that information is available for decision makers |
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reliability |
reflects the ability of data-gathering instrument or tool, such as a survey or a rater's observation or a physical measurement, to provide results that are consistent |
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validity |
ability of an instrument to measure what it is intended to measure |
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statistical sampling |
used when a population to be analyzed is very large or when data cannot be obtained from the entire population |
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measurement bias |
when people consciously or unconsciously evaluate data in an irrational manner |
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stereotyping |
applies generalized opinions about how people of a given gender, race, religion, age, education level, job type, or national origin look, think, act, feel, or respond |
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inconsistency |
in using a data-gathering approach or tool can result in selectively gathering data |
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first-impression error |
investigator makes snap judgements and lets his or her first impression (either positive or negative) cloud the subsequent evaluation |
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negative emphasis |
involves weighting a small negative reaction or piece of information more than it shoudl objectively merit |
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halo effect |
allows one strong point to that he or she values highly to overshadow all other information when this works in the subject's favor |
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horn effect |
allows one strong point to that he or she values highly to overshadow all other information when this unfavorably towards the subject subject |
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nonverbal bias |
undue emphasis is placed on unrelated nonverbal cues |
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contrast effect |
strongly convincing individuals tend to enhance the negative impressions of the next individual interviewed, and the vice versa |
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similar-to-me- error |
involves making judgements based on shared personal characteristics |
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cultural noise |
occurs when an analyst fails to recognize that an individual is responding to questions with answers that the interviewer wants them to hear |
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mean |
the average of a score or value |
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unweighted average |
raw average, gives equal weight to all values |
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weighted average |
weighted mean, adds factors to reflect the importance of different values |
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median |
or 50th percentile, is the middle number in a range of values |
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mode |
the most frequently occuring value |
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quartiles and percentiles |
show dispersion, or how groups of data relate to each other |
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variance analysis |
identifies the degree of difference between planned and actual perforance |
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regression analysis |
refers to a statistical method used to determine whether a relationship exits between variables and the strength of the relationship |
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trend analysis |
examines data from different points in time to determine if a variance is an isolated event or if it is part of a longer trend |
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root-cause analysis |
starts with a result and then works backwards |
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scenario analysis / what if analysis |
for the purpose of evaluation, used to test the possible effects of altering the details of a strategy to see if the likely outcome can be improved |
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pie-chart |
graphically depicts as portions or slices of a circle that constituents that comprise 100% of a data group to present a high-level impression of data distribution as a percentage of a whole |
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histogram |
graphically depicts the sorting of data into groups arranged in the shape of a statistical distribution, showing a central tendency and dispersion around that tendency sort data and to support rapid comparison of categories of data |
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pareto chart |
applies the Pareto principle (80% of effects come from 20% of causes) in the form of a histogram. a percentage lines the plots distinguishes between the "vital few" categories that contribute most of the issues and the "trivial many" categories of infrequent occurrence to support more-focused quality improvement activities |
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scatter diagram |
plots data points against two variables that form the chart's x and y axes can be used to test possible causal relationships and narrow focus on subsequent tests |
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global mindset |
ability to take an international, multidimensional perspective that is inclusive of other cultures, perspectives, and views |
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culture |
set of beliefs, attitudes, values, and behaviors shared by members of a large group and passed down form one generation to the next |
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national cultures |
the distance between countries is merely geographical. with their different national cultures comes host of differences in assumptions, outlook, and rules that can challenge communication and comprehension |
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subcultures |
there can be significant between distances between subcultures within the same national culture |
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organizational/corporate cultures |
difference between different groups (departments) in and organization |
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industry cultures |
difference between how to different companies based on what they do |
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professional or functional cultures |
culture can vary by functions within and organization. product development vs finance |
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cultural layers |
(inside moving out) - basic assumptions (implicit culture) - norms and values - artifacts and products (explicit culture) |
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artifacts and products |
include a cultures obvious differences, such as its food, dress, architecture, humor, and music |
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norms and values |
less immediately obvious are a culture's shared and stated sense of acceptable behaviors |
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basic assumptions |
these are culture's core beliefs about how the world is and ought to be |
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clans |
value family-like ties and supportive relationships among employees |
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adhocracies |
value entrepreneurial spirit and risk taking |
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hierarchies |
value efficiency and stability and believe in rules |
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market |
cultures are driven by competition and value results |
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family |
organizational culture is marked by a parent-child dynamic in which personal relationships and getting along together are extremely important |
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eiffel tower |
concept that refers to a hierarchical structuring of relationships |
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incubator |
describes organizations that are relatively flat, in which individuals can exert power and gain recognition |
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guided missile |
organization is highly focused on the achievement of specific goals, often those that deliver value in a short time frame |
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intercultural wisdom |
also called cultural intelligence, capacity to recognize interpret, and behaviorally adapt to multicultural situations and contexts |
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cognitive |
including thinking learning and strategizing, developing a knowledge of cultural differences and similarities and being able to use that knowledge to determine how best to handle a cross-cultural situation |
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motivational |
including effectiveness, confidence, persistence, value congruence and the level of attraction toward a new culture |
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behavioral |
including an individual's range of possible actions and responses to intercultural encounters |
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civil law |
civil law is a system based on written codes approved by legislative bodies |
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common law |
common law is based on legal precedent; each case is considered in terms of how it relates to judicial decisions over time |
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religious law |
religious law is based on religious beliefs and conventions: a mixture of written codes and interpretations by religious scholars |
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rule of law |
ancient concept that stipulates that no individual is beyond the reach of the law and that authority is exercised only in accordance with written and publicly disclosed laws |
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due process |
a critical component of the rule of law, is the concept that laws are enforced through accepted, codified procedures, thereby avoiding unfair or arbitrary government action and restraining governments - or branches of government or individual officials - from abusing their power over citizens and entities doing business there |
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jurisdiction |
right of a legal body to exert authority over a given geographical territory, subject matter, or person or institutions |
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conflict of laws |
occurs when the laws of two or more jurisdictions with ties to a lawsuit differ and in which the outcome of the case may depend on which jurisdiction's laws are applied |
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forum or jurisdiction shopping |
occurs when plaintiffs seek to bring their suit in a jurisdiction more likely to be sympathetic to their claims |
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levels of law |
must meet national codes and tax regulations, local employment rules and building codes, municipal zoning regulations and so on.. |
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national laws |
these are laws enacted by the highest federal legislative bodies of a country, intended to apply across the entire nation |
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subnational |
levels might include municipalities, states, provinces, or regions within a nation |
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extraterritorial |
extends the power of a country's laws over its citizen outside that country's sovereign national boundaries |
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regional/supranational |
binding agreements among nations of a region (european union) |
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international |
involves both the relationship between nations and the treatment of individuals within national boundaries |
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communication model |
communication > message > medium > receiver goes back to communication with feedback |
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high-impact communication |
you>message>delivery>audience |
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framing |
reflects the process of getting an audience to see communicated facts in a certain way so that they take a certain action |
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reframing |
changing the way an audience sees or feels |
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posture and movement |
maintaining an erect but relaxed posture, moving slowly, following and mirroring the posture of audience members if appropriate |
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gesture |
using hand movements to emphasize key points but not overusing gestures or using them at the wrong time |
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eye contact |
establish soft (not piercing) contact with the eyes of audience members, shifting gaze slowly to include all members of the audience |
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vocal qualities |
speaking clearly, loudly enough to be heard, and at a reasonable speed |