Andrew Fastow, the former chief financial officer (CFO) of Enron who was convicted of wire and securities fraud, explains that the culture of an organization starts with the behavior of the top executives. Employees do not follow empty rhetoric though: Employees imitate the behavior and decision-making processes of top management (Useem, 2016). Based on what you have learned in this unit, do you believe this is an accurate statement? How big of an effect can empty rhetoric have on organizational behavior?

Andrew Fastow, the former chief financial officer (CFO) of Enron who was convicted of wire and securities fraud, explains that the culture of an organization starts with the behavior of the top executives. Employees do not follow empty rhetoric though: Employees imitate the behavior and decision-making processes of top management (Useem, 2016). Based on what you have learned in this unit, do you believe this is an accurate statement? How big of an effect can empty rhetoric have on organizational behavior?

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter2: The Evolution Of Management Thinking

Section: Chapter Questions

Problem 1EE

See similar textbooks

Similar questions

Choose one. Why is it important for leaders to understand different theories about thinking, decision making, and bias? Choosing the right decision making theory can make your job easier. Identifying bias can cause rifts in your organization. Knowing how you and others think and decide can aid your organizational decision processes. Being a good thinker is key to removing all bias. Understanding decision theory can bias your thinking.
Robin, founder and CEO of Greenwash.com, is a person who exudes energy, enthusiasm, and drive. He's fun-loving but has pursued his vision for Greenwash.com with serious intensity and has demonstrated an ability to inspire his employees through the ups and downs of a rapidly growing company. Robin is what the employees call a charismatic leader that is, an enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways. You are required to analyse the charismatic leadership using the theories and examples as much as you can.
True or false 1. Involvement is a very powerful influence tactic, and can usually be combined fairly easily with one ormore of the other tactics. 2. The leader using redirection wants to reveal the real reason for the action he or she wants done. The leader wants to redirect those he or she leads because if this does not occur it will have a positiveimpact of one kind or another. 3. Change is an organizational reality 4. The marketplace is an external force of change 5. The “calm waters” metaphor of change is consistent with Levin’s concept of unfreezing, changing, andrefreezing 6. .Organizational change can be any alterations in people, structure, or technology. 7. Any manager can be a change agent. 8. One reason people resist change is that it substitutes ambiguity for uncertainty. 9. Having creative people is not enough to get innovative products and work methods. 10. Organizational change refers to the adoption of a new idea or behavior by an organization.
Mangement Effective management is crucial for the success of any organization, encompassing various tasks such as planning, organizing, leading, and controlling resources to achieve predetermined goals. Managers play a pivotal role in directing the efforts of individuals and teams, ensuring alignment with the organization's objectives. They must possess strong leadership skills to motivate and inspire their teams, as well as effective communication abilities to convey goals and expectations clearly. Additionally, managers need to adapt to dynamic environments, making strategic decisions and problem-solving as challenges arise. They are also responsible for fostering a positive work culture that encourages collaboration, innovation, and continuous improvement. Overall, effective management is essential for driving productivity, achieving targets, and sustaining long-term growth. Question: How can managers effectively foster a culture of innovation within their teams?
At a recent offsite, we broke into small groups of 2-3 people each and imagined ourselves as the leadership team of another marketplace company with somewhat different dynamics. We want to do the same thing with you, because this is our best idea for giving you the most truthful and realistic simulation of what it's like to work together. We love this stuff, and relish the opportunity and responsibility that comes with being stewards of a large marketplace that thousands depend on. If you were running Uber, what are best 2-3 ideas that actually pencil? What’s the output operating metric or financial metric that’s most important to move? What’s the input metric that is the most powerful one to move, to move that output metric?
Which of these strategies makes most sense if one assumes that all conflict is bad? a. Avoidance b. Compromise c. Forcing a solution d. Resolving According to the Myers-Briggs Type Indicator, a person who is structured, scheduled, ordered, planned, and controlled is a(n) a. extrovert b. feeler c. perceiver d. judger To control your use of time, you must be able to say no when appropriate to people who approach you with new tasks. Which of the following tips is most appropriate for situations where one is unable to say no? a. Ask the person not to bother you as you are busy b. Go according to your supervisor or colleague’s timetable c. Remind the person that he or she must learn to manage time properly d. Put a time limit on your participation
Considering John Kotter’s change model, which of the following is the best statement? Leaders should seek ‘buy in’ for change from at least half of their management team. Those who cannot accept change should be kept separate from those who can. Leaders should focus on long term wins vs early wins Leaders should create urgency using honest discussions about potential future scenarios. Investing heavily in early targets proves you are committed.
The Four Framework approach is presented in New Leadership for Today’s Health Care Professionals as a model of how leaders can be matched to 4 different frameworks: political, human resource, structural, and symbolic. Scenario: You have been asked to lead a sensitive negotiation with one of your organization’s primary competitors. The goal is to strike a collaboration between the two organizations to launch a long-term care facility located equal distance from both facilities. Consider the following plans for the collaboration: The negotiation will include employees from both organizations, and they will be at similar ranks. The goal is to share revenue and expenses equally between the organizations. The facility will be co-branded between the organizations. If successful, you will enjoy a promotion and lead the new long-term care facility. Choose 1 or more frameworks to discuss how you will approach the negotiation.
Transformational leadership looks at creating change, which is evident in: a. Connecting the leader’s sense of identity and self to the mission, vision and organizational identity, and which frames an organization’s direction. b. An objective leader being viewed as a role model for managers and the overall team that inspires them. c. Creating a challenging environment, and which prompts team to take less ownership for their work. d. A strong alignment of team strengths, which optimize overall performance and move the organization in a strategic direction. Select one: a. a b. b c. c d. d
The competence and commitment of employees come to play when it comes to organizationalperformance. Leaders are advised to match their style to the competence and commitment ofsubordinates. In effect, effective leadership requires that a person adapts his or her style ofleadership to the demands of different situations. This theory is used extensively in organizationalleadership training and development. As head of a unit or department in your organization howyou would deploy the Situational Leadership Theory.
“Leaning in” as a leader means two things. One is to understand the needs of the followers and provide them with tools, environments, and opportunities that allow the team to be most effective. The second is to trust their team’s ability to conquer any challenges to reach the end goal. If the leader fails to lean in with the team, the whole organization would likely fail. Since the leader needs their followers to achieve any goals at all. The same applies for the follower as well. As a follower, the more you are able to lean in towards the leader. Let them know how you operate and what environment you work best in, it would be impossible for the leaders to create such an environment. To effectively build connections with others, respect, would be the first step. Whether it’s leaders or followers. Respecting each other's opinions and valuing others’ perspectives is the best way to build a solid foundation to your connections. But to make a lasting connection, being yourself is the…
Strength - What you do well or what are you good at. For example, good team captain/leader faster and more accurate decision-making strong communication skills good hand-to-eye coordination gaming expert, good in observation disciplined and determination Weaknesses - could be something that you need improvement on; and what a person should avoid. For example, I am doing too many things simultaneously if it’s into academics, which makes me dizzy and confused, being high on anger when things are not occurring the way I want; getting panicked if something is going out of hand, when there’s an activity that I am not sure to do, I intend to ask others, being unable to keep my composure, and mostly get mentally blocked, especially in exams. Opportunities - What options are available in front of you to grasp. For example, to enhance my skills while working; register and attend in webinars that are related to accounting subjects; take full advantage of my available resources like…