Values & attitudes
What is a terminal value?
A personal conviction about lifelong goals or objectives
What is a mood?
A feeling or state of mind
What is organizational culture?
The shared set of beliefs, expectations, values, norms, and work routines that influence how members relate to one another and work together to achieve organizational goals
What company did Simo become CEO of, and in what year?
Instacart, in 2021
Hill says new managers inevitably ponder two questions about management, plus a third, more unsettling one. What is the third question?
"Who am I becoming?"
What is an instrumental value?
A personal conviction about desired modes of conduct, or ways of behaving
How do emotions differ from moods, per the chapter?
Emotions are more intense, relatively short-lived feelings directly linked to whatever caused them; moods are less tied to a specific cause and can linger after the triggering emotion fades
What is organizational socialization?
The process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform their jobs effectively
What company did she work at before Instacart?
True or False: Hill argues a manager's real source of power is their formal authority.
False — she found the real source is "everything but" formal authority: credibility earned over time
What are norms, and how do they relate to terminal values?
Unwritten, informal codes of conduct that prescribe how people should act in particular situations; terminal values often lead to the formation of norms
What is emotional intelligence?
The ability to understand and manage one's own moods and emotions and those of other people
Name the four factors Chapter 3 says maintain and transmit organizational culture.
Values of the founder, socialization, ceremonies and rites, and stories and language
What field did Simo move into that usually requires a technical background she didn't have?
Product management
Name the three qualities Hill says new managers must demonstrate to earn credibility with subordinates.
Character, competence, and influence
What are the two attitudes Chapter 3 identifies as most important for managerial behavior?
Job satisfaction and organizational commitment
How can negative moods actually help a manager's decision-making, per the chapter?
They can promote more detail-oriented, critical thinking and devil's-advocacy, sometimes leading to more accurate judgments
What is the ASA (attraction–selection–attrition) framework?
Founders/managers tend to hire people whose personalities resemble their own; dissimilar hires are more likely to leave over time, shaping culture around a dominant personality type
What value does Simo explicitly say makes work "more interesting, creative, and even fun"?
Diversity
Hill says "compliance does not equal ___." What's the missing word?
Commitment
What are organizational citizenship behaviors (OCBs), and how does job satisfaction relate to them?
Behaviors not required of organizational members but that contribute to organizational efficiency, effectiveness, and competitive advantage (e.g. going "above and beyond"); satisfied managers are more likely to perform them
The chapter cites Satya Nadella changing Microsoft's culture. What did he focus on to do it?
Self-awareness and empathy — shifting Microsoft from arrogance and cut-throat rivalry to openness, collaboration, and innovation
Name the three types of organizational rites the chapter describes, with an example of each.
Rite of passage (e.g. induction/basic training), rite of integration (e.g. office holiday party), rite of enhancement (e.g. presentation of annual awards)
What health conditions does the case say Simo was open about while leading? Name at least one.
Pelvic pain, a miscarriage, a difficult pregnancy requiring bed rest, and a neuroimmune disorder
What is the myth vs. reality Hill describes around managing people (one-on-one)?
Myth: managing one-on-one builds a good team. Reality: managers must lead the team as a whole, shaping its culture (norms and values) — over-focusing on individual relationships can undermine the team