Management Ch 7, 8 & 9

Education & communication; misinformation

can help reduce resistance to change by helping employees see the logic of the change effort and is used when resistance is due to ___________________

Organizational Development (OD)

change methods that focus on people and the nature and quality of interpersonal work relationships

physical symptoms of stress

changes in metabolism increased heart and breathing rates, raised blood pressure, headaches, and potential heart attacks

behavioral symptoms

changes in productivity, absenteeism, job turnover,changes in eating habits, increased smoking or consumption of alcohol, rapid speech, fidgeting and sleep disorders

disruptive innovation

changes in products, services, or processes that radically change an industry's rule of the game

accept ambiguity; tolerate the impractical; keep external controls minimal; tolerate risk; tolerate conflict; focus on ends rather than means; provide positive feedback; exhibit empowering leadership

characteristics of an innovative organization include

performance planning program

clarify job responsibilities, provide clear performance goals, and reduce ambiguity through feedback

participation; have the expertise to make a contribution

involves bringing those individuals directly affected by the proposed change into the decision making process and is used when resisters ________________________

competitor intelligence

involves gathering info about competitors that allows managers to anticipate competitors' actions rather than merely react to them

coercion; a powerful group's endorsement is needed

involves the use of direct threats or force against the resisters and is used when_______________

having weakness can stunt one's professional growth

why is it important for employees and managers to recognize their own wekness

to avoid having any other employees, or the manager pick up the slack to makeup for the weakness

why is it important for managers to help employees improve his or her weakness

allows you to determine if you're making good progress

why is it important to make goals measureable

1. organizational performance 2. change 3. complexity 4. diversity

why is strategic management so important

role conflicts

work expectations that are hard to satisfy

realistic; measurable; attainable

3 things to remember when setting goals

quality; design thinking; social media

competitive advantage can come in the form of:

Calm Waters Metaphor

a description of organizational change that likens that change to a large ship making a predictable trip across a calm sea and experiencing an occasional storm

White-Water Rapids Metaphor

a description of organizational change that likens that change to a small raft navigating a raging river

single- use plan

a one-time plan specifically designed to meet the needs of a unique situation

Management by Objectives (MBO)

a process of setting mutually agreed upon goals and using those goals to evaluate employee performance

unfreezing, changing, refreezing

List the stages of successful change according to lewin

competitive advantage

a company's distinctive edge is referred to as its

1. determine org. purpose or vision 2. exploiting & maintaining org.'s core competencies 3. developing the org.'s human capital 4. creating & sustaining strong org. culture 5. creating & sustaining org. relationships 6. re-framing prevailing views by asking penetrating questions & questioning assumptions 7. emphasizing ethical org. decisions & practices 8. establishing appropriately balanced org. controls

8 dimensions of strategic leadership

growth strategy

A corporate strategy that's used when an organization wants to expand the number of markets served or products offered, either through its current business(es) or through new business(es)

renewal strategy

a corporate strategy designed to address declining performance

stability strategy

a corporate strategy in which an organization continues to do what it is currently doing

sustaining innovation

small and incremental changes in established products rather than dramatic breakthroughs

change agent

someone who acts as a catalyst and assumes the responsibility for managing the change process

strategic management

what managers do to develop the organization's strategies

competitve advantage

what sets an organization apart; its distinctive edge

Driving forces

Forces pushing for change

Changing consumer needs and wants, new governmental laws, changing technology, economic changes

List the external forces of change

New organizational strategy, change in composition of workforce, new equipment, changing employee attitudes

List the internal forces for change

process consultation

OD Technique in which an outside consultant helps the manager understand how interpersonal processes are affection the way work is being done

Team Building

OD technique that includes activities that help team members learn how each member thinks and works

inter-group development

OD technique that involves changing the attitudes, stereotypes, and perceptions that work groups have about each other

Sensitivity training

OD technique that is a method of changing behavior through unstructured group interaction

Survey Feedback

OD technique that is a technique for assessing attitudes and perceptions, identifying discrepancies in these, and resolving the differences by using survey information in feedback groups

breadth, time frame, specificity, frequency of use

when categorizing plans what factors are considerd

1. identify org. current mission, goals, & strategies 2. SWOT Analysis 3. Formulate strategies 4. Implement Strategies 5. Evaluate Results

Steps of the Strategic Management Process

role ambiguity

when role expectations are not clearly understood

strategy: modifying the approach ensuring the organization's success Structure: structural components & structural design Technology: Work processes, methods, & equipment People: Attitudes, expectations, perceptions, & behavior

What are the 4 types of change? Give a description of each.

strategic management process

a six-step process that encompasses strategic planning, implementation, and evaluation

BCG Matrix

a strategy tool that guides resource allocation decisions on the basis of market share and growth rate of SBUs

functional strategy

a strategy used by an organization's various functional departments to support the competitive strategy

setting the tone with management behavior; creating new stories, symbols, and rituals to replace those currently in use; select, promote, and support employees who adopt the new values; change the reward system; clearly specify expectations; shake up current subcultures through job transfers, job rotation, and/ or terminations; get consensus w/ employee participation & create a climate w/ a high level of turst

actions managers can take to facilitate cultural change include:

weaknesses

activities the organization doesn't do well or resources it needs but doesn't possess

- reputation of innovation & industry leader - cost & learning benefits - control over scarce resources & keeping competitors from having access to them - opportunity to begin building customer relationships & loyalty

advantages of being a first mover

internet or things

allows everyday things to generate and store and share data across the internet

SWOT

an analysis of the organization's strengths, weaknesses, opportunities, and threats

traditional goal- setting

an approach to setting goals in which top managers set goals that then flow down through the organization and become sub-goals for each organizational area

Standing plan

an human resource procedure providing guidance to hiring managers who repeatedly interview job candidates would be an example of a

means-end chain

an integrated network of goals in which the accomplishment of goals at one level serves as the means for achieving the goals, or ends, at the next level

too high; low- cost leader; differentiated enough to compete with the differentiator

an organization becomes stuck in the middle when its costs are ______________ to compete with the ____________________ or when its products and services aren't _______________________________________________.

first mover

an organization that's first to bring a product innovation to the market or to use a new process innovation

resources

an organization's assets that are used to develop, manufacture, and deliver products to its customers

capabilities

an organization's skills and abilities in doing the work activities needed in its business

competitive strategy

an organizational strategy for how an organization will compete in its business(es)

corporate strategy

an organizational strategy that determines what businesses a company is in or wants to be in, and what it wants to do with those businesses

strengths

any activities the organization does well or any unique resources

Organizational change

any alteration of people, structure, or technology in an organization

time management programs

can help employees who's personal lives suffer from a lack of planning to sort out their priorities

goals

desired outcomes or targets

- uncertainty of exact direction tech. & market will go - risk of competitor imitation - financial & strategic risk - high development costs

disadvantages of being a first mover

plans

documents that outline how goals are going to be met

stressors

factors that cause stress

positive financial results- higher profits and higher returns on assets, and so forth

formal planning is associated with

real goals

goals that an organization actually pursues, as defined by the actions of its members

formal planning department

group of specialists whose sole responsibility is helping to write organizational plans

skunkworks

has a mission to develop a project primarily for the sake of radical innovation

role overload

having more work to accomplish than time permits

business model

how a company is going to make money

encourage self- knowledge & self awareness

how can a manager help employees overcome their weaknesses

make organizational changes capable, understand their role in the process, & give individual employees a role in the process

how can managers make change successfully

at least annually

how often should one assess own strengths & weaknesses

idea champion

individuals who actively and enthusiastically support new ideas, build support, overcome resistance, and ensure that innovations are implemented

Facilitation & support; are fearful & anxiety ridden

involve helping employees deal with the fear and anxiety associated with the change effort and is used when resisters______________

negotiation; comes from a powerful group

involves "buying" commitment or exchanging something of value for an agreement and is used when resistance __________________

large, established, & highly profitable organizations

who is most vulnerable to disruptive innovation

Psychological symptoms

job- related dissatisfaction, tension, anxiety, irritability, boredom, and procrastination

- need to know, find, & leverage your workplace strengths so you can be the best employee possible - can size up where you stand in your career & make good decisions about how to keep advancing - be prepared to answer the question when interviewers ask

knowing personal strengths & weaknesses are important because

1. review orgs. mission 2. evaluate available resources 3. determine goals both individually or with others input 4. write down goals & communicate to all necessary parties 5. review results & if goals are being met

list the 5 steps of goal setting

Link the present & the future; make learning a way of life; support and encourage day to day improvements & changes; ensure divers teams; encourage mavericks; shelter breakthroughs; integrate technology; build and deepen trust; couple performance with perpetual change; support an entrepreneurial mindset

list the necessary elements of a change- capable organization

planning

management function that involves setting goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities

threats

negative trends in the external environment

stated goals

official statements of what an organization says, and what it wants its various stakeholders to believe, its goals are

standing plans

ongoing plans that provide guidance for activities performed repeatedly

short- term, specific, and standing

operational plans are usually

type B personality

people who are relaxed and easy going and accept change easily

type A personality

people who have a chronic sense of urgency and an excessive competitive drive

planner

planning ahead, anticipating, being ready, & taking time to be ready. Jim is playing the role of a/an _________

providing direction; reducing uncertainty; minimizing waste & redundancy, and establishing the goals or standards

planning is useful for:

Short-term plans

plans covering one year or less

commitment concept

plans should extend far enough to meet those commitments made when the plans were developed

strategic plans

plans that apply to the entire organization and establish the organization's overall goals

specific plans

plans that are clearly defined and leave no room for interpretation

directional plans

plans that are flexible and set out general guidelines

operational plans

plans that encompass a particular operational area of the organization

long- term plans

plans with a time frame beyond three years

opportunities

positive trends in the external environment

Manipulation & co-optation; a powerful group's endorsement is needed

refers to covert attempts to influence others about the change and is used when__________________

cloud computing

refers to storing and accessing data on the internet rather than on a computer's hard drive or a company's network

environmental scanning

screening information to detect emerging trends

1. org. overall obj. & strategies are formulated 2. major obj. allocated among divisional & departmental units 3. unit managers collaboratively set specific objectives for their unit with their managers 4. specific objectives are collaboratively set with all department members 5. action plans 6. implementation of action plans 7. progress periodically reviewed & feedback is provided 8. success reinforced by performance based rewards

steps of the Management by Objectives

long term directional and single use

strategic plans are usually

innovation

taking creative ideas and turning them into useful products or work methods

digital tools

technology, systems, or software that allow the user to collect, visualize, understand, or analyze data

strategic leadership

the ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a positive future for an organization

creativity

the ability to combine ideas in a unique way or to make unusual associations between ideas

strategic flexibility

the ability to recognize major external changes, to quickly commit resources, and to recognize when a strategic decision was a mistake

stress

the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities

core competencies

the organization's major value-creating capabilities that determine its competitive weapons

strategies

the plans for how the organization will do what it's in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals

mission

the purpose of an organization

Strategic Business Unit (SBU)

the single independent businesses of an organization that formulate their own competitive strategies

in terms of outcomes rather than actions; measurable & quantifiable; clear time frame; challenging but attainable; written down; communicated to all necessary org. members

well written goals are:

performance planning programs, employee counseling, time management programs, and wellness programs

what are some ways in which managers can reduce employee stress

corporate; competitive; functional

what are the 3 types of organizational strategies

1. threats of new entrants 2. threat of substitutes 3. bargaining power of buyers 4. bargaining power of suppliers 5. current rivalry

what are the 5 forces or factors that determine industry attractiveness and profitability

uncertainty, habit, concern over personal loss, and the belief that the change is not in the organizations best interest

what are the main reasons people resist change

dramatic crisis occurs; leadership changes hands; culture is weak

what conditions facilitate cultural changes

employee skill sets & availability

what employee resources should be considered when setting goals