BMGT 335 Exam 3

What influences Organizational Structure?

Business strategy External environment Nature of the organization's talent Organizational size Expectations of how employees should behave Organization's production technology Organizational change

Which term refers to having a high concern with others' perceptions and adjusting one's behavior to fit the situation? A) Political skill B) Manipulation C) Machiavellianism D) Self-monitoring E) Vanity

D) Self-monitoring

Individual resistance to change

Sources: Habit - altered tasks Security - altered tasks or reporting relationships Economic factors - changed pay or benefits Fear of the unknown - new job, new boss Lack of awareness - isolated groups not heeding notices Social factors - group norms

Organizational resistance to change

Sources: Over-determination - employment systems, job description, reward systems, organizational culture Narrow focus of change - structured change w/ no concern given to other issues Group inertia - group norms Threatened expertise - people move out of area of expertise Threatened power - decentralized decision-making Resource allocation - increased use of part-time help

Team Orientation

the degree to which work activities are organized around teams rather than individuals

Expert power

Power due to control because of knowledge, skills, or expertise.

Rational persuasion

Using logic and facts to persuade someone

Referent power

Power due to control because subordinates respect, admire, and identify with the leader.

Informational power

Power due to control over information.

Coercive power

Power due to control over punishments.

Reward power

Power due to control over rewards.

Legitimate Power

Power due to position of authority held.

Persuasive power

Power due to the ability to use logic and facts to persuade.

Position power

Power that resides in a position, regardless of who is filling that position

Personal power

Power that resides in the person, regardless of the position being filled

Cialdini article

Principles of Influence: Reciprocity - People repay in kind. Social Proof - People follow the lead of similar others. Consistency - People align with their clear commitments. Authority - People defer to experts Scarcity - People want more of what they can have less of.

Network Organization

a collection of autonomous units or firms that act as a single larger entity, using social mechanisms for coordination and control

Ben wants to take advantage of the existing culture of his organization. To do this, Ben must first A)achieve productivity through people. B)empower his employees. C)be fully aware of the culture's values. D)practice hands-on management. E)implement cultural innovations.

c) be fully aware of the culture's values

Methods for dealing with resistance to change

- education and communication - participation and involvement - facilitation and support - negotiation and agreement - manipulation and co-optation - explicit and implicit coercion

Levels of culture analysis

1) Surface level 2) Expressed values and beliefs 3) Unconsciously held assumptions and beliefs

People-oriented change techniques

1) Training 2) Management development 3) Team building 4) Survey feedback

Characteristics of Organizational Structure

1. Division of Labor 2. Span of Control 3. Hierarchy 4. Formalization 5. Centralization

7 social processes that grease slippery slope to evil (Zimbardo)

1. Mindlessly Taking the 1st Small Step 2. Dehumanization of Others 3. De-individuation of Self (anonymity) 4. Diffusion of Personal Responsibility 5. Blind Obedience to Authority 6. Uncritical Conformity to Group Norms 7. Passive Tolerance of Evil Through Inaction, or Indifference

Divisional Structure

A division is a collection of functions organized around a particular geographic area, product or service, or market Common among organizations with many products or services, geographic areas, and customers

Positive vs. Negative

A strong positive culture promotes employee commitment to the firm's value system and helps to align employee and company values.

When managers consider the impact of a change on the culture, the dominant coalition, and the people, tasks, and structure of the organization, they are more likely to be successful because they have A)taken a holistic view B)started small C)encouraged participation D)considered international issues E)Wasted valuable time & money

A) Taken a holistic view

Milgram Experiment

An experiment devised in 1961 by Stanley Milgram, a psychologist at Yale University, to see how far ordinary people would go to obey a scientific authority figure. Obedience to authority: Our culture Perceived expertise Need for consistency Change in self-perception Escalation of commitment Limited sources of information Responsibility wasn't assigned

Virtual Organization

An organization that contracts out almost all of its functions except for the company name and managing the coordination among the contractors. Low operating costs and high flexibility Communication and management is a challenge

Bureaucratic structure

An organizational structure with formal division of labor, hierarchy, and standardization of work procedures

Inspirational appeals

Appealing to aspirations, values, and ideals to gain commitment

Personal appeals

Asking for a personal favor or to do something "because we're friends"

Self-monitoring

Having a high concern with others' perceptions of us and adjusting our behavior to fit the situation

With respect to managing change, management should consider resistance to change as A)something to be overcome as quickly as possible B)a signal to carefully examine the advantages and disadvantages of a change C)something to be avoided D)an opportunity to reinforce their authority E)a commonplace, everyday event and not worry about

B) A signal to carefully examine the advantages and disadvantages of a change.

Of the various influence tactics, which one has been found to be the least effective? A) Exchange B) Pressure C) Coalition tactics D) Ingratiation E) Legitimating tactics

B) Pressure

How and why did the Zimbardo experiment come to an end? A) A riot broke out and campus authorities were brought in to regain control thereby ending the experiment. B) Zimbardo aborted the experiment early when Christina Maslach, a graduate student, objected to the conditions of the prison. C) Because multiple psychological breakdowns occurred among prisoners, the Dean of Students forced Zimbardo to end the experiment. D) The repeated emotional stress of participants who shocked the learner was so severe that Zimbardo ended the experiment early. E) Zimbardo ended the experiment early after violence inflicted on prisoners resulted in serious injury to one of the experiment participants.

B) Zimbardo aborted the experiment early when Christina Maslach, a graduate student objected to the conditions of the prison.

An organization's culture takes a _________ time to evolve, and it takes a _________ time to change it. A)short, long B)long, long C)short, short D)long, short E)moderate, moderate

B) long, long

Unconsciously Held Assumptions and Beliefs

BELIEVED Beliefs and assumptions Rarely discussed

In class, we watched a video about an experiment conducted by Milgram. What did we learn from Milgram's study about obedience and authority? A) The presence of authority radically shifts the fundamental character of an organization. B) An individual's inherent need to obey can occur spontaneously or randomly. C) An individual is more likely to obey and commit an unethical action when an authority figure assumes all responsibility for the individual's actions. D) When authority figures are in costume, we are more likely to obey them. E) Peer pressure is the strongest influence on an individual's willingness to obey an authority figure

C) An individual is more likely to obey and commit an unethical action when an authority figure assumes all responsibility for the individual's actions.

Richard is a new manager at an office supplies company. This is his first job out of college and he fully realizes that he is the newest & youngest employee there. His boss has asked him to integrate a new order processing system throughout the company, but most of the managers & employees are very resistant to adapting these changes initiated by Richard. Richard needs your advice on this issue. Which of the following represents the best technique for Richard to employ to manage the resistance to change among his fellow managers & employees in this situation? A)Explicit & Implicit Coercion B)Manipulation & Cooptation C)Participation & Involvement D)Negotiation & Agreement E)None of these are correct

C) Participation and Involvement

The values that make up organizational culture are often... A) discussed among employees. B) popularized in the company. C) taken for granted. D) used as a strategic planning tool. E) celebrated on a monthly basis.

C) taken for granted.

Reactions to influence attempts

Commitment Compliance Passive Resistance Active Resistance

What causes political behavior?

Conflict Uncertainty: if there are no clear rules, people make them up themselves. Scarcity of valued resources Inaction Policies that reward political behavior

Keys to successful organizational change management

Consider global issues Take a holistic view of the organization Start small Secure top management support Encourage participation by those affected by the change Foster open communication Reward those who contribute to change

Lattice Structure

Cross-functional and cross-level subteams are formed and dissolved as necessary to complete specific projects and tasks

Strategy vs. Culture

Culture eats strategy for breakfast?

Each of the following is a reason to secure top management support for a change except A)to keep key managers informed. B)to avoid problems of control. C)to head off problems of power. D)to reduce fear of obsolescence. E)to get the dominant coalition on the side of change

D) to reduce the fear of obsolescence.

Functions of organizational culture

Defining boundaries Conveying identity Facilitating commitment Enhances stability Sense-making and control

Organizational Chart

Describes the structure of an organization Shows all the people, positions, reporting relationships, and lines of formal communication.

Factors that trigger the Lucifer effect

Dispositional: the bad apples Situational: the bad barrel around the bad apples Systemic: the bad barrel-makers

Taking Advantage of Existing Culture

Easier and faster to alter employee behaviors within the existing culture than it is to change existing history, traditions, and values Managers must be aware and understand the organization's values. Managers can communicate their understanding to lower-level individuals

Matrix Structure

Employees report to both a project or product team and to a functional manager

Coalition tactics

Engaging the help of others to persuade someone to do something

Legitimating tactics

Enhancing formal authority by referring to rules, precedents, or documents.

Organizational mechanisms

Examples of organization culture that employees see in more experienced employee's behaviors (Corporate pamphlets and formal training sessions)

People

Examples: Generation X, Y, Millenials Senior citizens Workforce diversity Demands for different training, benefits, workplace arrangements, and compensation systems.

Team-Based Structure

Horizontal or vertical teams define part or all of the organization

Competition

Examples: Global markets International trade agreements Emerging nations Global competition, more competing products with more features and options, lower costs, higher quality.

Technology

Examples: Internet Global design teams More education and training for workers at all levels, more new products, products move faster to market

Information processing and communication

Examples: Videoconferencing Social Networking Global Sourcing Faster reaction times, immediate responses to questions, new products, different office arrangements, telecommuting, marketing, advertising, recruiting on social networking sites.

Ingratiation

Flattering someone to put them in a good mood

Organic Structure

Flexible, decentralized Open communication channels Focus on adaptability Faster response to market and competitive changes May increase job satisfaction and commitment

How to reduce political behavior

Formal rules and procedures Keeping number of subordinates assigned to managers at a reasonable level Understanding motivations and aspirations of subordinates

Communities of practice

Groups of people whose shared expertise and interest in a joint enterprise informally bind them together.

Functional Structure

Groups people with the same skills, or who use similar tools or work processes, together into departments

Expressed Values and Beliefs

HEARD What people say How decisions are made

Continuous change process model

Incorporates the forces for change, a problem-solving process, a change agent, and transition management. Takes a top management perspective - perceives forces and trends that indicate need for change - determines alternatives for change - selects the appropriate alternative

Changing Organizational Culture

Managing symbols Substituting stories and myths that support the new cultural values for those that support old ones. Culture can be difficult to change when upper management inadvertently reverts to old behavior New values and beliefs must be seen as stable and influential to the old ones.

Distributions of power in structure

Narrow span of control: Organization has more levels (tall), each individual oversees only a few subordinates. Wide span of control: Organization has fewer levels (flat), each individual oversees more subordinates.

Exchange

Offering something valuable in return for cooperation.

Cultural Values

Often taken for granted Taught to new members as they are socialized into the group. Take a long time to evolve and change. Can enhance organizational performance

pressures for organizational change

People Technology Information Processing and Communication Competition

Culture at SAS

People Oriented

Change agent

Person responsible for managing a change effort - assists management with problem definition - can be involved in evaluating potential action plans - can be insider or outsider - implements the change - measures, evaluates, and controls the desired response

Lewin's Process Model

Planned organization change requires a systematic process of movement from one condition to another. 1) Unfreezing: Process by which people become aware of the need for change. 2) Change: Movement from the old way of doing things to the new way. 3) Refreezing: Process of making new behaviors relatively permanent and resistant to further change.

____ power exists when subordinates behave as the manager does and wants because they seek his or her approval. A)Legitimate B)Reward C)Coercive D)Expert E)Referent

Referent

Consultation

Requesting someone's advice to solve a problem

Mechanistic Structure

Rigid, traditional bureaucracy Hierarchical communication Uniform job descriptions May minimize costs Slow to capitalize on new opportunities

Surface Level

SEEN Symbolic artifacts and behaviors

Integrating employees

Segmenting employees into divisions, functional areas, or groups requires additional integrating mechanisms that facilitate coordination and communication among employees and groups. Direct contact Liaison role Task force Cross-functional team

Empowerment

Sharing power with employees and giving them the authority to make some decisions

Prebureaucratic structure

Smaller organizations with low standardization, total centralization, and mostly one-on-one communication

Political Behavior

Social influence attempts directed at those who can provide rewards that will help promote or protect the self interests of the actor.

Strong vs. Weak

Strong cultures clarify appropriate behavior, are widely shared, and are internally consistent.

Innovation and Risk Taking

The degree to which employees are encouraged to be innovative and to take risks.

Attention to Detail

The degree to which employees are expected to exhibit precision, analysis, and attention to detail.

People Orientation

The degree to which management cares about the impact of their decisions on employees.

Outcome orientation

The degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve them.

Quality-of-work-life goals

The degree to which members of a work organization are able to satisfy important personal needs through their experiences in the organization. Goals: Adequate and fair compensation Safe and healthy work environment Growth and security Constitutionalism Social relevance Total life space Social integration Development of human capacities Benefits: Increase employee morale and productivity Increase organizational effectiveness

Stability

The degree to which organizational activities emphasize maintaining the status quo in contrast to growth.

Aggressiveness

The degree to which people are aggressive and competitive rather than easygoing.

Facilitation and support

Use when: Resistance traces to resource or adjustment problems. Advantages: Satisfies directly specific resource or adjustment needs. Disadvantages: Can be time consuming; can be expensive.

Explicit and implicit coercion

Use when: Speed is important and change agent has power. Advantages: Quick; overpowers resistance. Disadvantages: Risky if people get "mad."

Organizational development

The planned development and reinforcement of organizational strategies, structures, and processes for improving an organization's effectiveness.

Transition management

The process of systematically planning, organizing, and implementing change

Organizational Socialization

The process through which employees learn about the firm's culture and pass their knowledge and understanding on to others

Pressure

Using coercion or persistent follow-up or reminders to gain influence.

Challenge of training programs

Transferring learning to the workplace

Zimbardo Experiment

Twenty-four male students out of seventy-five were selected to take on randomly assigned roles of prisoners and guards in a mock prison situated in the basement of the Stanford psychology building. The participants adapted to their roles well beyond Zimbardo's expectations, as the guards enforced authoritarian measures and ultimately subjected some of the prisoners to psychological torture. Many of the prisoners passively accepted psychological abuse, and, at the request of the guards, readily harassed other prisoners who attempted to prevent it. The experiment even affected Zimbardo himself, who, in his role as the superintendent, permitted the abuse to continue. Two of the prisoners quit the experiment early, and the entire experiment was abruptly stopped after only six days.

Education and Communication

Use When: People Lack information or have inaccurate information Advantages: Creates willingness to help with the change Disadvantages: can be very time consuming

Negotiation and agreement

Use when: A person or group will "lose" something because of the change. Advantages: Helps avoid major resistance. Disadvantages: Can be expensive; can cause others to seek similar "deals"

Manipulation and cooptation

Use when: Other methods don't work or are too expensive. Advantages: Can be quick and inexpensive. Disadvantages: Can create future problems if people sense manipulation.

Participation and Involvement

Use when: Other people have important information and/or power to resist. Advantages: Adds information to change planning; builds commitment to the change. Disadvantages: Can be very time consuming.