MGMT Final

Lewin's change model

Unfreezing, changing, refreezing

Cyberloading

Using the internet at work for personal use

Virtuous leadership

What individuals and organizations aspire to be when they are at their very best

2 Components of hope

Willpower (goal) and waypower (means for achievement)

How to assess organizational effectiveness

With balanced scorecards and other organizational dashboards

Mechanisms for creating culture change

- Formal Statements - Design of Physical Space - Slogans, Language, Acronyms, saying - Training Programs - Rewards - Stories, Legends, Myths - Activities and Processes - Leader Reactions to Critical Incidents - Rites and Rituals - Workflow and Organizational Structure - Organizational Systems and Procedures - Organizational Goals

Benefits of mindfulness

-Increased Physical, Mental, and Interpersonal Effectiveness -More Effective Communications -More Balanced Emotions -Personal Effectiveness

How to overcome resistance to change

1. Education and communication 2. Participation and involvement 3. Facilitation and support 4. Negotiation and agreement 5. Manipulation and cooperation 6. Explicit and implicit coercion

Why do we form groups?

For survival, and to share our strengths and cover our weaknesses

4 Components of virtuous leadership

Forgiveness, greater good, trust, integrity

Task roles

Formal, keep the group on track (for example, initiator, coordinator, recorder)

5 Stages of group development

Forming, storming, norming, performing, adjourning

Purpose of an informal group

Friendship or common interests

Types of organizational structures

Functional, divisional, matrix, horizontal, hollow/network, modular, virtual

Organizational practices

Host of procedures, policies, practices, routines, and rules that organizations use to get things done (like training, support programs, and HR practices)

Organizational values

Ideals that are endorsed, shared, and supported by the organization as a whole (need restorative justice, compassion, and temperance)

4 Stages of rational decision making

Identify the problem or opportunity, generate alternative solutions, evaluate alternatives and select a solution, implement and evaluate the solution chosen

Maintenance roles

Informal, keep group together (encourager, gatekeeper)

4 Phases of mentoring

Initiation, cultivation, separation, redefinition

Forces for innovation

Innovation strategy, committed leadership, required structure and processes, human capital, HR policies, innovation systems

5 Common conflict handling styles

Integrating (best win/win), obliging, dominating, avoiding, compromising

Conscious capitalism

Integrating POB through every aspect of the organization and incorporating: -Higher purpose -Stakeholder interdependence -Conscious leadership -Conscious culture

2 Systems for decision making

Intuition and analytical/conscious thought

Occupational stress

Job-related stress, which often comes from occupational duties for which people perceive themselves as having a great deal of responsibility, yet little or no authority or decision-making latitude

4 Truths about culture change

Leaders are the architects and developers of organizational change; changing culture starts with one of the three levels of org; consider how closely the current culture aligns with the organizations; use a structured approach when implementing culture change

Guards against loafing

Limit group size, assure equity of effort, hold people accountable, offer hybrid rewards

2 Approaches to designing organizations

Mechanistic, organic

3 Levels of organizational culture

Observable artifacts, espoused vs enacted values, basic underlying assumptions

Conflict

Occurs when one party perceives that its interests are being opposed or negatively affected by another party

Work-family conflict

Occurs when the demands or pressures from work and family domains are mutually incompatible

Two basic functions of formal groups

Organizational and individual goals

4 Functions of organizational culture

Organizational identity, collective commitment, social system stability, sense-making device

Strategic plans

Outlines an organization's long-term direction and the actions necessary to achieve planned results

Characteristics of high-performing teams

Participative leadership, shared responsibility, high communication, creative talents, rapid response

3 Types of conflict

Personality (dislike or personal disagreement), intergroup, work-family conflict

5 Components of well-being

Positive emotions, engagement, relationships, meaning, achievement

Decision making

Process for identifying and choosing alternative solutions that lead to a desired state of affairs

Dynamic model of resistance to change

Recipient characteristics, change agent characteristics, change agent-recipient relationship

Trust

Reciprocal faith in others' intentions and behaviors

Roles vs norms

Roles are individual and set expected behavior, norms are shared by the group and guide behavior

Positivity begets positivity

Self-reinforcing and perpetuating aspects of positive emotions and positivity leads to upward spirals of positivity

4 steps in the communication process

Sender, message, receiver, feedback

Organizational development

Set of techniques for implementing planned change to make people and organizations more effective

4 Characteristics of organizational culture

Shared concept, learned over time, influences our behavior at work, impacts outcomes at multiple levels

5 Factors that affect media richness

Speed of feedback, channel, type, language source, person

Mindlessness

State of reduced attention expressed in behavior that is rigid or thoughtless

Positive deviance

Successful performance that dramatically exceeds the norm in a positive direction - results from POBs

Teams vs groups

Teams have shared leadership, collective accountability, and problem solving is emphasized

Social loafing

Tendency for individual effort to decline as group size increases

Mindfulness

The awareness that emerges through paying attention on purpose

Modular organizational structure

The company assembles product parts, components, or modules provided by external contractors

Organizational socialization

The process by which a person learns the values, norms, and required behaviors which permit him to participate as a member of the organization

Stress

The reaction of the body and mind to everyday challenges and demands that produces adaptive responses

Organizational culture

The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments

Positive organizational behavior

The study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today's workplace

Employees are more likely to resist change if when

They perceive the personal costs of change outweigh the benefits

3 Categories of organizational design

Traditional, horizontal, open

Kotter's 8 steps for leading organizational change

1. Establish a sense of urgency 2. Create the guiding coalition 3. Develop a vision and strategy 4. Communicate the change vision 5. Empower the broad-based action 6. Generate short-term wins 7. Consolidate gains and produce more change 8. Anchor new approaches in the culture

Strategies to increase positivity

1. create high-quality connections 2. cultivate kindness 3. develop distractions 4. dispute negative self-talk and thoughts

TED 5 step protocol

1. frame your story 2. plan your delivery 3. develop your stage presence 4. plan your multimedia 5. put it together

Integrative negotiation

A negotiation approach in which the parties' goals are not seen as mutually exclusive, but the focus is on both sides achieving their objectives

Eustress

A positive stress that energizes a person and helps a person reach a goal

Alternative dispute resolution

A process by which two parties resolve conflicts through the use of a specially trained, neutral third party

Groupthink

A situation in which group members seek unanimous agreement despite their individual doubts

What is a team?

A small number of people with complementary skills who are committed to a common purpose

Purpose of a formal group

Accomplish specific goals

4 Listening styles

Active, involved, passive, detached

3 General models of change

Adaptive change (reintroduce familiar practice), innovative change (new practice for the organization), radically innovative change (new practice for the industry)

Distributive negotiation

Adversarial negotiation in which the parties in conflict compete to win the most resources while conceding as little as possible

3 Phase model of organizational socialization

Anticipatory socialization, encounter, change and acquisition

Incivility

Any form of socially harmful behavior, such as aggression, interpersonal deviance, social undermining, harassment

Preventing groupthink

Assign everyone the role of devil's advocate, avoid use of committees, encourage debate, re-evaluate decision after consensus reached

2 Inhibitors of mindfulness

Attentional deficit, attentional hyperactivity

2 Methods for fostering mindfulness

Breathing meditation, walking meditation

Psychological capital

Capital you own and control. Leads to hope, efficacy, resilience, optimism

Linguistic style

Characteristic speaking pattern where we use culturally learned signals to communicate what we mean, interpret others' meaning, and evaluate one another as people.

3 C's of effective teams

Charters and strategies, composition, capacity

4 Types of organizational culture

Clan, adhocracy, market, hierarchy

3 Characteristics of team players

Committed, collaborative, competent

3 Forms of trust

Competence (trust in abilities), communication (trust they will share info), contractual (trust their dependability)

Programmed conflict

Conflict that raises different opinions regardless of the personal feelings of the managers (devil's advocacy or dialectic/formal debate method)

3 Approaches to intergroup conflict

Contact hypothesis (the more you interact, the less you will have conflict), conflict resolution (intentionally address conflict as it arises), psychologically safe climate (create belief that the team is a safe space for interpersonal risk taking)

Hollow organizational structure

Designed around a central core of key functions and outsources other functions to other companies or individuals who can do them cheaper or faster

Organizational development process

Diagnosis, intervention, evaluation, feedback

Bullying

Different from other forms of incivility because it is evident to others, it affects everyone, and has group-level implications

4 Decision making styles

Directive, analytical, conceptual, behavioral

3 ways norms are created

Emerge by themselves, purposefully created, via peer pressure

Organizational climate

Employees' perceptions of formal and informal organizational policies, practices, procedures, and routines

2 Forces for change

External (demographics, technology, market changes, social and political pressures), internal (HR issues, managerial decisions)