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Pygamilion and employee learning hypothesis and outcomes
Pygamilion and employee learning hypothesis and outcomes
- Leader expectations positively relate to employee engagement in learning activities = confirmed
- LMX rlationship mediates the relationship between leader expectations and employee engagement in learning activities = rejected
- Goal specifity mediates the relationship between leader expectations and employee engagement in learning activities = confirmed
- Goal dififeculty mediates the relationships between leader expectations and employee engagement in learning activities = confirmed
- Providing learning opportunities mediates the relationship between leader expectations and employee engagement in learning activities = confirmed
- Feedback mediates the realtionship between leader expectations and employee engagement in learning activities = rejected
What are the outcomes of trhe article "how to get radical creative ideas...."
What are the outcomes of trhe article "how to get radical creative ideas...."
- Leaders with performance goals are more likely to oppose subordinates radical creatives ideas, whereas those with mastery goals are more inclined to adopt such ideas
- Explorative interest indeed mediates the relationships between leader's achievement goals and their responses to creative idease, highlighting the importance of a leader's interest in expoloration for fostering creativity.
- The mode of voice used by subordinates leader's resonses, with performance goal leaders showing a preference for considerate comunication. This suggests that how creative ideas are communicated can influence their acceptance.
Articles 3,4,5 Summary
Articles 3,4,5 Summary
While Schein presents a constructive approach to consulting that emphasizes empowerment and self-help within organizations, Kieser and Sturdy offer critical perspectives on the dissemination and impact of management ideas and consultancy practices. Shein's optimism about the portential for postive change thorugh process consultations contrasts with withe Kieser's skepticism about the cyclical nature of management ideas and Sturdy's critique of the ethical and political dimensions of consultancy. However, all three articles converge on the necessity for a more critical and reflective approach to management practices and consultancy, suggesting a move towareds more meaningful and responsbile organizational development.
The central message, hypotheses and outcomes of the article "firm resources and sustained competitive advantage"
The central message, hypotheses and outcomes of the article "firm resources and sustained competitive advantage"
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The central message, hypotheses and outcomes of the article "What is strategy"
The central message, hypotheses and outcomes of the article "What is strategy"
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The central message, hypotheses and outcomes of the article "What is strategic management really?"
The central message, hypotheses and outcomes of the article "What is strategic management really?"
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Hypothesis of article "personality, context, and resistance to organizational change"
Hypothesis of article "personality, context, and resistance to organizational change"
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The framework out of the article "succesful organizational change......" What are the 10 steps to make change happen.
The framework out of the article "succesful organizational change......" What are the 10 steps to make change happen.
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What are the organizational levels of Shein out of the article "Oragnizational culture and leadership"
What are the organizational levels of Shein out of the article "Oragnizational culture and leadership"
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Outcomes & hypothesis of article "Social and commercial entrepreneurship...."
Outcomes & hypothesis of article "Social and commercial entrepreneurship...."
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Framework of opportunities out of article: "The promis of entrepreneurship"
Framework of opportunities out of article: "The promis of entrepreneurship"
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Outcomes out of the article "why diversity programs fail"
Outcomes out of the article "why diversity programs fail"
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Why do traditional approches to diversity often fail?
Why do traditional approches to diversity often fail?
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Outcomes/conclusions of the article "inclusive workplaces....."
Outcomes/conclusions of the article "inclusive workplaces....."
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The key elements of a model of inclusive organizations
The key elements of a model of inclusive organizations
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Personality and context + influences
Personality and context + influences
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Study Notes
Learning and Creativity
- Pygamilion hypothesis: People's performance is influenced by others' expectations.
- Employee learning hypothesis: Employees learn and grow when they are challenged and supported.
Radical Creative Ideas
- Outcomes of the article "How to Get Radical Creative Ideas":
- Radical creativity is driven by individuals who are able to combine divergent thinking and convergent thinking.
- Creativity can be triggered by changing one's environment and perspective.
Firm Resources and Competitive Advantage
- Central message: A firm's resources and capabilities are the foundation of its competitive advantage.
- Hypotheses:
- The resource-based view (RBV) suggests that a firm's competitive advantage is derived from its valuable, rare, and inimitable resources.
- The RBV is a more accurate predictor of a firm's performance than the market-based view.
- Outcomes:
- Firms that possess valuable, rare, and inimitable resources are more likely to achieve sustained competitive advantage.
What is Strategy?
- Central message: Strategy is about making deliberate choices about how to compete in the market.
- Hypotheses:
- A firm's strategy is driven by its goals, resources, and market conditions.
- A good strategy involves trade-offs between different activities and choices.
What is Strategic Management?
- Central message: Strategic management is the process of making decisions about how to achieve a firm's goals and objectives.
- Hypotheses:
- Strategic management involves analyzing the internal and external environment of the firm.
- It involves making decisions about how to allocate resources and prioritize activities.
Organizational Change
- Hypothesis of the article "Personality, Context, and Resistance to Organizational Change":
- Individuals' personality and context influence their resistance to organizational change.
- Framework for successful organizational change:
- 10 steps to make change happen:
- Establish a sense of urgency
- Form a powerful coalition
- Create a vision
- Communicate the vision
- Empower others to act
- Plan for and create short-term wins
- Consolidate improvements and produce more change
- Anchor new approaches in the culture
- Organizational levels of Schein:
- Artifacts (visible organizational structures and processes)
- Espoused values (stated values and norms)
- Assumptions (unconscious beliefs and values)
- 10 steps to make change happen:
Entrepreneurship
- Framework of opportunities out of the article "The Promise of Entrepreneurship":
- Identifying opportunities involves recognizing patterns, trends, and needs in the market.
- Entrepreneurs must be able to combine different resources and capabilities to create new products and services.
- Outcomes and hypothesis of the article "Social and Commercial Entrepreneurship":
- Social entrepreneurship involves creating social value through innovative solutions.
- Commercial entrepreneurship involves creating economic value through innovative solutions.
Diversity and Inclusion
- Outcomes of the article "Why Diversity Programs Fail":
- Traditional approaches to diversity often fail because they focus on changing individuals rather than the organization.
- Effective diversity programs involve changing the organization's culture and systems.
- Outcomes/conclusions of the article "Inclusive Workplaces":
- Inclusive workplaces involve creating a culture of respect, empathy, and trust.
- The key elements of a model of inclusive organizations:
- Inclusive leadership
- Diverse and inclusive culture
- Fair and unbiased HR practices
- Mechanisms for reporting and addressing discrimination
- Why traditional approaches to diversity often fail:
- They focus on compliance rather than culture change.
- They do not address the root causes of discrimination.
Personality and Context
- Personality and context + influences:
- Individuals' personality influences their behavior and performance.
- Contextual factors such as leadership, culture, and environment also influence behavior and performance.
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Description
Explore the Pygmalion effect in the context of employee learning, focusing on the hypothesis and outcomes associated with this phenomenon.