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PDIII Quiz 1 study guide

Lecture 1 Top Performer Differential

A players
o 20%
o Filled with passion, committed to excellence
o Pros:
Seen as a success in field of expertise
Usually receives higher compensation
Receives needed project funding
Better access to resources
Continue to move forward with career
Selected first for offers
Assigned as team lead
Considered a Change agent
Savvy in recognizing and moving through the culture
Viewed as a mover and shaker
Viewed as ethical decision maker
o Cons:
Potentially spends more time at work
Has additional responsibilities
Measured on percentages of goals or targets met
Works cross-functionally and has more than one direct report
Heightened sense of responsibility
B players
o 70%
o Vital, not visionary
o Show up and work hard most of the time
o Pros:
Viewed as hard worker
Maintains status quo
Opportunities for middle-management positions
Medium threat of losing job/employment
Medium level of empowerment
Seen as team player and team contributor
Has strong communication skills
Open to change
Ethical decision maker
Recognizes and respects organizational culture
o Cons:
Often overlooked for leadership positions

Has assignments/tasks delegated to them

Measured on errors and quality of output
Works cross functionally, yet as one direct report
Fewer professional growth opportunities
Not considered for succession planning
Little networking opportunities
Low level of recognition

C players
o 10%
o Bottom feeders
o Become a drain on A and B players
o Pros:
J.O.B. to pay the bills
No pressure for more responsibility
Satisfied doing a mediocre job
Tries to stay under the radar
No decision-making required
Individual contributor
Ethical decision maker
o Cons:
Possibly viewed as incompetent
Told what to do
Viewed as having a low quality of output
Works functionally & has one direct report
Few professional Dev. Opportunities
Little or no upward mobility
High threat of job loss
Sees change as a threat
Viewed as being difficult to work with
Direct measures:
o Output data/overall results
o Percentage of goals or targets met
o Error rate
o Customer complaints or compliments
o Impact (accuracy) of key decisions
o Impact (accuracy) of forecasts
o Percentage/number of repeat customers
o Number of ideas, suggestions, or innovations implemented
Indirect measures:
o Subjective team or manager review of an individuals performance
o Speed of promotions


Performance improvement
360-degree feedback
Success rate or teams
Customer feedback
Forced ranking by direct peers/project team/management/experts
How they rank on company succession plan

Lecture 2 Competency-Based Strategies

The Organizational Perspective costs in selection process for hiring new members
o Upfront Costs
Recruitment costs
Time spent arranging & conducting interviews
Candidate travel and lodging
o Back end costs (poor hire)
Training & development
Decreased productivity
Opportunity cost
Poor morale
Dissatisfied customers
Types of Scenarios
o Impromptu meeting
o Follow-up session
o Lunch or dinner
o One-on-one discussion
o Panel or board review
o Tag-team discussion
o Telephone discussion
Competency based approach
o Past behavior predicts future success
o tell me about a time when
S.T.A.R. Response Situation Task Action Result
o Situation/Task
Set up example in which a particular behavior took place
o Action
What did you do? What action did you take?
o Result
What happened as a result of your action?
Organizational Dimensions
o Every organization/position has specific criteria they are looking for in their members

Questions asked align accordingly

Attention to detail
Customer service orientation
Planning & organization
Written communication
Motivational fit

Lecture 3 Marketing Yourself

Extemporaneous vs. Impromptu

o Extemporaneous Speaking
a carefully prepared and rehearsed speech that is presented (delivered) from a
brief set of notes in a conversational tone
o Allows more prep time
o Seems spontaneous but is actually well prepared
o Enhances speakers ability to monitor and adapt to audience
o Allows more contact and audience interaction than manuscript
o Generates positive audience response
o Increases anxiety in sections not covered in notes
o May cause poorly chosen language
o May cause mismanagement of formatting and flow may not be
o Impromptu Speaking
Off the cuff, unrehearsed, and unplanned
o Natural and conversational speaking style
o Maximum eye contact
o Freedom of movement
o Easier to adjust to audience feedback
o Limited time to make decisions
o Possible high communication apprehension
o Potential for awkward and ineffective delivery
o Difficulty gauging time
Individual Presentation Assignment Format
o Backdrop


Main Body
Your skills
Skill (noun)
o An ability to do an activity or job well, especially because you
have practiced it
o Proficiency, facility, or dexterity that is acquired or developed
through training or experience
Your knowledge
Knowledge (noun)
o And understanding of information about a subject which has
been obtained by experience or study, and which is either in a
persons mind or possessed by people generally
o The state or fact of knowing, familiarity, awareness, or
understanding gained through experience or study
Your experience(s)
Experience (noun)
o (the process of getting) knowledge or skill that is obtained from
doing, seeing, or feeling things, or something that happens
which has an effect on you
o The apprehension of an object, through, or emotion through
the senses or mind. Active participation in events or activities,
leading to the accumulations of knowledge or skill
Your personal qualities
Quality (noun)
o A characteristic or feature of someone or something
o An inherent or distinguishing characteristic; a property. A
personal trait, especially a character trait
Support your concepts

Lecture 4 Organizational Culture

Organizational Culture: 3 Levels

o Artifacts
Observable organizational structures & processes
The physical and social environment, including common behaviors
o Values
Strategies, standards, goals, & philosophies
(espoused justifications)
o Assumptions
Subconscious or taken for granted habits of perception, thought, and feeling

(Unlimited source of values and action)

Determinants of Organizational Culture

Shifts in Organizational Structure

Real vs. Espoused Culture

o How are risk and failure approached?
o How are their stated values demonstrated in daily activities?
o How accessible is senior management?
o What is the primary mode of communication?
o When do you take credit vs. give it to your boss?
o How many consecutive days can you take off before losing credibility?
What are some other ways to discover what a REAL culture of a company is?
o Ask someone who works there
o How are people treated?
Grad students, lab techs, secretaries, cab drivers, mail carriers, professors,
managers, etc.
o Meet with everyone you might work with