management final
T/F: An essential condition for high performance teamwork is to set specific goals for each team member
False. Setting individual goals does not necessarily help build effective teams. Setting team-based goals and being held accountable to those team goals will help the team perform more effectively.
the original basis for a company's culture
The personal values and beliefs of the founders >These include values and beliefs about how to view and treat employees, customers, and shareholders, as well as how to accomplish the mission of the organization.
negative leadership qualities
dictorial, irritable, arrogant, unethical
Organizational Citizenship Behaviors (OCBs)
going to extra mile to help the company succeed ex:help their colleagues when needed and volunteer to take on extra assignments
some of the advantages of group decision making over individual decision making
groups increase access to knowledge, buy-in, cohesion and trust
what makes an effective leader?
high integrity, values-based, charismatic, supportive
departmentalization
how you group ppl into different tasks/ roles
the factors of team effectiveness
resources and setting- reward/ information systems nature of task- goal clarity/ complexity team composition- abilities/ training team size
organizational culture is built and maintained by
the actions of managers and supervisors
centralized
who has power to make decisions; power held at very top if its very centralized
At Southwest, leadership takes actions to make their teams effective, including:
working at working together; establishing trust; communicating; and making sure that everyone feels like part of the team.
Kurt Lewin's model of change
1) understand context of change (driving and restraining forces) 2) unfreezing the organization (get ppl ready for change) 3) making the change (technical aspect of moving the organization) 4) refreezing the organization (reinforce through reward systems, new policies, etc)
6 different principles of persuasion
1. authority (official-looking clothing, cars or expensive duty carry status, and status increases obedience) 2. commitment and consistency (Writing provides a physical proof of commitment, cannot be disbelieved, and can be shown to others- must be active, public, effortful, and freely chosen) 3. social proof (ppl follow the lead of similar other people) 4. liking (familiar, attractive) 5. reciprocity (People repay in kind. We should try to repay to a comparable level what another person has provided us. Uninvited and unwanted favors and gifts works just as well. It also works better if it's termed as a gift. Someone can do a small favor and get a bigger one in return. However, if the first request is seen as too extreme, the whole thing backfires) 6. scarcity (The less available something is, the more valuable it seems. We react more strongly to the possibility of losing something rather than gaining something)
7 characteristics of successful onboarding programs
1. have targeted goals 2. make the first day a celebration 3. involve peers to help the new hire start building relationships and rapport with coworkers 4. make new hires productive on the first day 5. involve activities that are not boring or rushed 6. include activities over several weeks/ months 7. use feedback to continuously improve the onboarding program
5 ways leaders influence the culture of an organization
1. what leaders pay attention to (customer satisfaction measures, profits, costs, employee satisfaction/retention) 2. How leaders react to problems or crises 3. how leaders communicate and behave (must talk about values and behave/ act accordingly to these values) 4. how leaders allocate rewards (recognition, monetary rewards or advancement, and development opportunities) 5. How leaders hire and fire individuals
3 phases of socialization
Anticipatory Phase: prior to joining the organization; recruiting process, how the new hire expects their skills and abilities to be valued by their manager and coworkers, and how sensitive the organization will be towards their needs and values Encounter Phase: when the newly hired employee actually begins working for the organization, new hire begins to discover what working in the organization is truly like compared to the image they had of the organization, learn what to do and how to do it in the organization; becoming familiar with task and group dynamics; and learning to manage lifestyle-versus-work conflicts and potential role conflicts Change and Acquisition Phase: after a few months of employment at the new organization. During this phase, the employee works to master the necessary skills to be successful in their new position. The perceptual and social process at play involves the mastery of critical tasks and resolution of competing demands. Group norms and values are accepted and internalized
what actions organizations can take to create strong and effective cultures?
Clarify organizational values and expected behaviors. Recruit and hire only employees who have the requisite skills and personally fit with the organization's culture. Emphasize the organization's values and expected behaviors during orientation and employee onboarding. Continuously monitor the culture and reward examples of employee behaviors that are aligned with the culture.
What changes in the structure are designed to respond to environmental dynamism?
Decentralization of power so managers lower down in the organization's hierarchy can make more decisions without involving the top executives
What changes in the structure are designed to respond to environmental complexity?
Departmentalization by customer rather than by technology
To assess the success of a change initiative, consider three questions:
Did change happen? (hard metric) What were the effects on the change agent? What were the effects on the organization? (stronger or weaker)
three processes that leads to team effectiveness
Effort: Is the team exerting enough effort to accomplish the task, become a more cohesive unit, and meet individual needs? You can look group norms and a sense of cohesion as a marker of the effort of a team. Knowledge: Does the team know what to do to accomplish its tasks? Does each individual member know what the team expects out of him/her? You can look at roles as a marker of knowledge. Strategy: Does the team know how to interact in order to facilitate performance? Are there clear communication standards, a decision-making process, or a way to manage conflict? You can look at these as markers of a team strategy.
failing forward/ failure tolerance
Employees will take a risk if they know that possible failure will be seen as helping to advance knowledge, rather than something that will be punished
Give two examples of specific actions that GREEN could take using personal power. Discuss the advantages and disadvantages of utilizing this source of power in resolving the tension between Green and Davis.
Expert Power: Green could have utilized this power base to some degree by becoming an expert in market forecasts. By providing tangible data, detailed market studies, and complex models, Green could have gained some power as an authority in this area. Referent Power: Green's main failing was not to exploit this power base. As we can infer from his impressive sales record and positive impression made on McDonald, Green has the ability to persuade others and is charismatic. Creating Cooperation: Green could have tried to be flexible and comply with what Davis was asking for.
T/F: teams make better decisions than their members could alone
False. Teams make better decisions than the average of their members. But, they tend to make worse decisions than what their best member would alone.
Which of the following is an example of changes in the complexity of Microsoft's environment?
Fragmentation of the market because customers are using computers differently in different settings (work, home, etc.)
Why do some organizations do various tasks like marketing, finance, and human resource management in-house rather than contracting for these services from other companies that specialize in these functions?
In order to have greater control over operations Because the cost of transacting/contracting for services/processes in the market are higher than the cost of incorporating the services/processes into the organization In order to reduce challenges associated with coordination across organizational boundaries Because the organizations' managers may be concerned about theft of intellectual property, unethical practices, and other wrongdoings by potential contractors ALL OF THE ABOVE
major onboarding mistakes
Information overload: Quite often, onboarding programs involve a data dump of facts about the organization, such as names of key (and often not so key) employees and company policies. This is usually done very quickly with little opportunity for the new employee to ask questions. This information overload can also consist of boring, lecture-style presentations delivered in an impersonal manner with very limited interaction. Work environment not prepared for new hire: Many times, organizations are not adequately prepared for the new employee to start. The new employee's desk is not ready, or they do not have a computer. In effect, they can't start work because they don't have the necessary equipment or work environment! One-day/one-shot programs: Onboarding needs to take place over a period of days, weeks, or even months. Often, organizations will cram everything into a one-day program and expect that to be sufficient.
Common Knowledge Effect
People focus on commonly held knowledge, rather than unique information because of a desire to establish a common ground with other team members (murder mystery lesson)
What are examples of changes in the dynamism of Microsoft's environment?
Rapid changes in technology (computing power, functionality, new applications)
leadership @ SW airlines
Southwest Airlines executives understand that authentic leadership resonates with their employees. They also understand that effective leadership is not about the leaders. Instead, effective leaders strive to provide resources, mentoring opportunities, and anything else that their employees need to provide customers with a fantastic experience.
T/F: A good way to avoid social loafing, or the tendency to exert less effort when working in a team, is to have peers evaluate each other
True. Engaging in peer evaluation makes people accountable to each other and improves their motivation to perform well.
counterculture
a group of employees who hold values and exhibit behaviors that are in direct contradiction to the values of the larger organization; can lead to interpersonal conflict, decreased employee satisfaction, and increased employee turnover; sometimes encouraged to drive innovation and change
organization subculture
a group of employees who hold values and exhibit behaviors that do not specifically align those of the organization, but are at least compatible with the organization's values sometimes based on the specific job in the organization or to meet the needs of a specific customer or business environment
euphemistic language
a way to pitch what you're doing to rationalize your action even though you know its wrong
general environment
applies to all organizations; political context, technological developments, environmental considerations/ responsiveness, and social trends/ developments in the market
The appropriateness of the basis for departmentalization is determined by
assumptions about products and customers.
best onboarding practices
begins as soon as the employee accepts the job offer, make sure the new hire's work area is ready for them with the equipment and supplies they need to begin work, make new hire feel welcome, assign a mentor, provide orientation packets
examples of complexity
competitors suppliers types of customers customer expectations social changes demographic shifts
specific environment
competitors, customers, suppliers, and stakeholders in your immediate business
2 critical aspects of the organizational environment
complexity- variety of things to pay attention to in environment dynamism- change in the various elements of the organization's environment over time
espoused values vs values in use
espoused values: values you say you have values in use: values that are implied by your actions
formalization
extent to which work in an organization is driven by specific policies, rules, and procedures
6 dimensions of organizational structure
formalization standardization centralization departmentalization coordination span of control
departmentalization methods
functional grouping: separating by function to have ppl with similar expertise working together and learning form each other, but makes ppl focus on their department's specific goals
standardization
how clearly specified various tasks are
the most visible features of culture
how employees dress and interact with customers and other employees, slogans and stories that are repeated, and ceremonies that are performed Values and deep underlying beliefs serve as the basis for an organization's culture by informing and directing employee behavior, as well as providing guidance for addressing problems and uncertainty. Values can be found below the surface and directly observable behaviors.
span of control
how many people are being controlled
virtual organizations
how much they focus on keeping tangible control on all the operations & how much they rely on the open market to purchase these services from other specialized vendors
coordination
how ppl go about interacting and make sure they're integrating efforts on behalf of the organization (personal or impersonal)
characteristics of a successful change leader
humility (rely on others to make the change) credibility (how much people trust you) approachability (ppl should be willing to challenge and connect with you) flexibility (being willing to modify the change to suit areas of the organization) political sensitivity (who might be threatened and whom you can draw on) focus (keeping change on track) determination (show the tenacity required to handle setbacks)
incremental versus radical change
incremental: additional change to something you're already doing (ex: introducing a new information system) radical: completely changing something such as making a store front online
group decision making tactics to combat common knowledge effect
individual brain storming, use appropriate techniques group consensus can make it worse!! do these: devils advocacy/ dialectical inquiry (assigning one person to challenge every other person's opinion) nominal group technique (ppl contribute what they know online)
8 types of moral disengagement
moral justifications euphemistic language advantageous comparison displacement of responsibility- individual displacement of responsibility- team distortion of consequences dehumanizing the other demonizing the other
how to maximize effectiveness of teams
motivate group members, keep them accountable, use/ access members' unique knowledge to make decisions
3 aspects of team effectiveness
team output, team growth, individual learning
employee engagement
the level of emotional and cognitive connection (involvement/ enthusiasm) an employee has to the organization for which they work; how attracted to and inspired an employee is by their work
organizational socialization
the process by which organizational newcomers are transformed from outsiders to effective and participatory members of the organization
t/f: displaying high levels of task-oriented and people-oriented leadership can lead to effective outcomes
true
Change implementation involves three main activities
unfreezing (prepare organization to mobilize), moving (changing stage), and re-freezing (internalize/ sustain change)
elements that determine employee engagement
unit and organizational leadership, overall culture of the organization, how closely they fit with that culture (e.g., values, goals, etc), the formal and informal organizational processes (e.g., how information flows, perceived organizational support, rewards, and recognition), job characteristics (providing the employee with challenging, diverse, and important tasks; opportunities for autonomy; and progress reports and feedback)
3 questions to ask when deciding if you want to keep something in-house or outsource?
what are my core competencies (what am i good at)? what do i need to protect? how easy is it to purchase these services from a reliable source?
