MHR 300: Final

Private industry spent on average

$31.93 per hour for worker compensation *69.9% wages and salaries and 30.1% benefits

3.* passive leadership

(also called laissez-fair leadership)

open shop

(applies in 22 states (right to work states)) workers may choose to join or not join a union

agency shop

(applies to public-sector teachers in some states, prohibited in others) workers must pay equivalent of union dues, but aren't required to join the union

closed shop

(illegal) employer may hire only workers for a job who are already in the union

external force: Social and political pressures

*created by social and political events

5. holistic wellness

*how it works a broad, interdisciplinary approach that goes beyond stress reduction by advocating that people strive for personal wellness in all aspects of their lives *assessment involves inexpensive but often behaviorally difficult lifestyle changes

2. biofeedback

*how it works electronic monitors train people to detect muscular tension; muscle relaxation is then used to alleviate this symptom of stress *assessment at one time expensive due to costs of equipment;however, equipment continues to be more affordable and can be used to evaluate effectiveness of other stress-reduction programs

five key change agent characteristics

1. Decisions that disrupt cultural traditions or group relationships: whenever individual are transferred, promoted, or reassigned, cultural and group dynamics are thrown into disequilibrium *resistance would increase because of the uncertainty associated with dealing with new team members and their expectations

takeaways of Fiedler's model

1. Leadership effectiveness goes beyond traits and behaviors 2. organizations should attempt to hire and promote people whose leadership styles fit or match situational demands 3. leaders need to modify their style to fit a situation

*Organization Development

1. OD is about planned change aimed at increasing "an organization's ability to improve itself as a humane and effective system

path goal theory

1. reducing road blocks that interfere with goal accomplishment 2. providing guidance and support by employees 3. linking meaningful rewards to goal accomplishments

dispositional resistance compromises four attributes

1. routine seeking: extent to which you enjoy and seek out stable environments

reasons=>

1. solve organizational problems by using their skills at another location 2. broaden experience in being assigned to assigned to a different position 3. retain interest interest and motivation by being presented with a new challenge 4. solve some employee problems

dispositional resistance compromises four attributes

3. short-term focus: extent you are preoccupied with inconveniences in the near term due to the changes instead of long-term benefits

transformation leadership underscores managerial implications

3. transformational leadership affects outcomes at individual group, and organizational levels

how to become a better follower

4. building on mutual strengths and adjust or accommodate the leader's divergent style, goals, expectation, and weaknesses

ABCDE's of cognitive restructuring

A- name the event or problem B- list your beliefs about the event or problem C- identify the consequences of your beliefs D- Formulate a counterargument to your initial thought and beliefs. It is important to remember that pessimistic thoughts are generally overreactions, so the first step is to correct inaccurate or distorted thoughts E- describe how energized and empowered you feel at the moment

4. Misuse of Funds

They apply financial resources to the wrong uses, or they maintain adequate control over their resources (mistakes) *financial limitation is also a financial advantage ex: expensive furniture or location

Surprise and fear of the unknown

When innovative or radically different changes are introduced without warning, affected employees become fearful of the implications *failing to set expectations around a change effort or the setting of new goals is a key contributor to resistance

entrepreneurship

Wisconsin-Kaufman start-up rank: 50th Dead last, UW-Madison-Top producer or IP-one of the worst at commercialization *need more start-up activities=> opportunity for jobs

Second, the good teams all had high ''average social sensitivity''

a fancy way of saying they were skilled at intuiting how others felt based on their tone of voice, their expressions and other nonverbal cues.

role of economic environment

and behavior of individuals ex: money critical resource: increase in money supply and supply of bank loans, real economic growth, improved stock market performance lead to both improved prospects and increased sources of capital

leaders manage

and managers lead

*Behavioral styles approach

attempts to identify the unique behaviors displayed by effective leaders=> categories 1. task oriented leader behavior 2. relationship oriented leader behavior 3. passive leadership 4. transformational

2. *external recruiting

attracting job applicants from outside the organization *vacancies: newspaper, employment agencies, executive recruiting firms, union hiring halls, college job placement offices, and word of mouth and social media

2.*subjective appraisals

based on a manager's perception of an employee's 1. traits 2. behaviors *trait appraisals: ratings of such subjective attributes as attitude, initiative, and leadership, but still somewhat subjective

4. tolerate or risk, ambiguity, and uncertainty

calculated risk takers and risk managers, tolerant of stress, and able to resolve problems

locus control

can be internal or external

*off job training

classroom, programs, video tapes, work books

type of unionized and non unionized workplaces

closed shop, union shop, agency shop, and open shop

typical areas of training and development

customer service, safety, leadership, computer skills, quality initiatives, communications, human relations, ethics, diversity, and sexual harassment

4. education

educate workers to better manage their sleep and factors that can effect it

*development

educating professional and mangers in the skills they need to do their jobs in the future

*training

educating technical and operational employees in how to better do their current jobs

1. *leader member relations

extent to which to leader has the support, loyalty, and trust of the work group most important component of situational control

*stressors

factors that produce stress

*benefits

fringe benefits, are additional non monetary forms of compensation designed to enrich the lives of all employees in the organizations, which are paid or in part by the organization *health insurance, dental insurance, life insurance, disability protections, retirement plans, holidays off, accumulated sick and vacation days, recreation options, country club or health club memberships family leave, discounts on company merchandise, counseling, credit unions, legal advice, and education reimbursement

psychological safety

his team leader was ''direct and straightforward, which creates a safe space for you to take risks.'' *making sure teams had clear goals and creating a culture of dependability. *by its very nature, somewhat messy and difficult to implement *lesson from Project Aristotle

*situational inteview

interviewer focuses on hypothetical situations *can handle difficult situations

3. opportunity obsession

intimate knowledge of customers' needs, are market driven, and obsessed with value creation and enhancement

fear of failure

intimidating changes on the job can cause employees to doubt their capabilities *self-doubt erodes self-confidence and cripples personal growth and development

4. *intellectual stimulation

involves behaviors that encourage employees to question the status quo and to seek innovative and creative solution to organizational problems

*radically innovative change

is at the high end of the continuum of complexity, cost, and uncertainty *most difficult to implement and tend to be the most threatening to managerial confidence and employee job security *potentially the greatest benefits *most likely to fail if there is inconsistencies with the three levels of organizational culture: observable artifacts, espoused values, and basic assumptions

*leader member exchange (LMX) theory

is based on the assumption that leaders develop unique one to one relationships with each of the people reporting to them

partnership

is manifest in a trademark or brand, and together the partners' mission is to maintain to build the brand

non financial resources

legitimacy

*fighting fatigue

lost productivity and absenteeism/presenteeism

1. *followers characteristics

more positive environment if employees posses competence, positive personalities, agreeableness, conscientiousness, and extraversion

since 1980

more than 95% of wealth was created by entrepreneurs

when relationship-oriented leadership is best

most effective in moderate control

internal

most likely to be participative, or achievement oriented leadership because believe have control over work environment, unlikely to be satisfied with directive leader behaviors that exert additional control over their activities

psychological safety

motivation and accountability *create environment where you can speak up and opinions

transfer

movement of employee to a different job with similar responsibility: reasons=>

*vertical dyad

naturally occurring process, resulting from leader's attempt to delegate and assign work roles

*Mediation

neutral 3rd party, a mediator, listens to both sides in a dispute, make suggestions, and encourages them to agree on a solution=> lawyers, retired judges, specialists

*entrepreneurship

occurs when an enterprising individual pursues a lucrative opportunity *involves discovery, evaluating, and capitalizing on opportunities to create new and future good and services *creating value: central objective of entrepreneurship, just as it is strategic management

bad economic times

opportunity to expand (easier to recruit talent)

*performance appraisal

or performance review, consist of 1. assessing an employee's performance 2. providing them with feedback *dictated by a date on a calendar and is one sided/boss dominated assessment that comes down to whether your superior "likes" you, according to some critics

external force: demographic characteristics

organizations are changing the way in which they design and market their products and services and design their store layouts based on generational differences *high level unemployment levels among young people around the world are creating a strong force for change by governments and organizations alike

*labor unions

organizations of employees formed to protect and advance their members' interests by bargaining with management over job-related issues

*human resource inventory

report listing your organization's employees by name, education, training, languages, and etc.

4. resistance

resistance to change is found even when the goals of change are highly desirable

people are most important

resource/asset

4. affiliate model

sites pay commissions to other sites to drive business to their own sites ex: zazzle.com, spreadshirt.com, cafepress.com

since WWII

small entrepreneurial firms have generated 95% of all radical innovation in the U.S.

the opportunity entrepreneurs

spot, create, and exploit opportunities in a variety of ways *markets could be simpler, cheaper, more accessible, or more convenient

1. dispositional resistance to change

stable personality trait

*calamities

such as wars and natural disasters ex: 911=> increased security

3. *leading for competence

supporting and coaching employees, make sure employees know how to do job, provide positive feedback and sincere recognition

3. *the rater's perspective

who is doing the evaluation: view of effective leadership may vary: made by different people or groups

*equal employment opportunity (EEO) Commission

whose job is to enforce anti discrimination and other related laws *later prevented discrimination against older workers and people with physical and mental disabilities

1. labor relations

(1935 Wagner Act) National Labor Board: enforces procedures whereby employees may vote to have an union and for collective bargaining *collective bargaining *1947 Taft-Hartley Act

*eustress

(good stress) stress that is associated with positive emotions and outcomes *stress is not merely nervous tension *stress can have positive consequences *stress is not something to be avoided *the complete absence of stress is death

*trait approach

(great man leadership theory) attempts to identify personality characteristics or interpersonal attributes that can be used to differentiate leaders from followers

union shop

(not allowed in 22 states (right to work states)) workers aren't required to be union members when hired for a job but must join the union within a specified time

2. *structure interview

(type 1) asking each applicant the same questions and comparing their responses to a standardized set of answers *situational interview

3. *behavioral description

(type 2) interviewer explores what applicants have actually done in the past *designed to assess the applicant's ability to influence others

Jessica Man

*InternshipIn: information provided about internship opportunities *Y combinator: provides funds and advice to selected start-ups *inDinero: a company that helps small business owners manage money

OD and the Integrative Framework of OB

*US and European firms used OD interventions more frequently than firms from China and Japan, and some OD interventions are "culture free" (ex: are more or less effective depending on the national culture) and some are not

external recruiting

*advantages 1. applicants may specialized knowledge and experience 2. applicants may have fresh viewpoints *disadvantages 1. recruitment process is more expensive and takes longer 2. the risks are higher because the persons hired are less well known

internal recruiting

*advantages: 1. employees tend to be inspired to greater effort and loyalty. Morale is enhanced because they realize that working hard and staying put can result in more opportunities 2. the whole process of advertising, interviewing and so on is cheaper 3. there are fewer risks, internal candidates are already known and are familiar with the organization *disadvantages: 1. internal recruitment restricts the competition for positions and limits the pool of fresh talent and fresh viewpoints 2. it may encourage employees to assume that longevity and seniority will automatically result in promotion 3. whenever a job is filled, it creates a vacancy elsewhere in the organization

growth creates new challenges

*beginning work long hours, low pay, deliver great service, get good word-of-mouth advertising and business grows *sometimes growth needs to be restrained until company is ready

top manangement teams

*board of directors: improves company image, develops long-term plans for expansion, support day-to-day activities and develops a network of info sources

5. manipulation and co-optation

*commonly used where other tactics will not works or are too expensive *advantages it can be a relatively quick and inexpensive solution to resistance problems *drawbacks leads to future problems if people feel manipulated

3. facilitation and support

*commonly used where people are resisting because of adjustment problems *advantages no other approach works as well adjustment problems *drawbacks can be time-consuming and expensive and still fail

4. negotiation and agreement

*commonly used where someone or some group will clearly lost out in a change and that group has considerable power to resist *advantages sometimes it is relatively easy to avoid major resistance *drawbacks too expensive if it alerts others to negotiate for compliance

6. explicit and implicit coercion

*commonly used where speed is essential and the initiators of change possess considerable power *advantages it is speedy and can overcome any kind of resistance *drawbacks risky if it leaves people made at the initiators

2. participation and involvement

*commonly used where the initiators do not have all the information they need to design the change and others have considerable power to resist *advantages people who participate will be committed to implementing change, and any relevant information they have will be integrated into the change plan *drawbacks time-consuming if participators design an inappropriate change

1. education and communication

*commonly used where there is a lack of information or inaccurate information and analysis *advantages once persuaded, people will often help with implementation of the change *drawbacks time-consuming if lots of people are involved

Franchise not less risky than start-up

*consider=> market presence (local, regional, or national), market share and profit margins, national programs for marketing and purchasing, the nature of the business, including required training and degree of field support, terms of license agreement, capital required, and franchise fees and royalties ex: 20 years with automatic renewal vs. less than 10 years or no renewal

entrepreneur

*creativity and innovation: high *general management skills, business know-how, and networks: high

inventor

*creativity and innovation: high *general management skills, business know-how, and networks: low

manager administrator

*creativity and innovation: low *general management skills, business know-how, and networks: high

promoter

*creativity and innovation: low *general management skills, business know-how, and networks: low

other ways that are effective

*e-recruitment tools: dot-job office websites, membership directories, for associations and trade groups, social networking sites, and industry-specific blogs, forums, and newsgroups

OD and the Integrative Framework of OB

*employee satisfaction with change was higher when top management was highly commitment to the change effort

4. cognitive restructured

*how it works irrational or maladaptive thoughts are identified and replaced with those that are rational or logical *assessment expensive because it requires a trained psychologist or counselor

3. meditation

*how it works practitioners relax by redirecting their thoughts away from themselves, often following a structured procedure to significantly reduce mental stress *assessment least expensive, simple to implement, and can be practiced almost anywhere

1. muscle relaxation

*how it works uses slow, deep breathing and systematic muscle tension relaxation *assessment inexpensive and easy to use; may require a trained professional to implement

OD and the Integrative Framework of OB

*interventions using more than one OD technique were more effective in changing job attitudes than interventions that relied on only one human process or structural approach

Kotter's Eight Steps for leading organizational change

*organizational change fails because of ineffective implementation not inadequate planning *provide specific recommendations about behaviors and activities needed to successfully lead organizational change *need to be followed in sequence =>commitment of resources: time, money, and people to implement the model

spot opportunities consider

*technological discoveries *demographic changes *lifestyle and taste changes *economic dislocations *calamities *government initiatives and rule changes

OD and the Integrative Framework of OB

*varying one target element of change created changes in other target elements. Also, there was a positive relationship between individual behavior change and organizational-level change

dismissals: three sorts

1. Layoffs: dismissed temporarily, may be called back if economic conditions improve 2. downsizing: permanent dismissal, bankruptcy occurs in company 3. findings: being terminated, separated, let go, canned=> dismissed permanently for a cause=> absenteeism, sloppy work habits, failure to perform satisfactorily, breaking the law, and so on *must document for legal purposes

take aways from trait theory

1. We can no longer afford to ignore the implications of leadership traits *central role in how we perceive leaders, and ultimately impact leadership effectiveness

two types of workplace discrimination

1. adverse impact 2. disparate treatment

five steps in the training process

1. assessment: is training needed? 2. objectives: What should training achieve? 3. selection: which training methods should be used? 4. implementation: how should training be effected? 5. evaluation: is the training working?

resistance is caused by two other key factors:

1. change agent's characteristics, actions, and in actions, and perceptions 2. quality of the relationship between change agents and recipients

intrapreneur: building support for your idea

1. clearing the investment with your immediate boss(es) explain the idea and seek approval to look for wider support (involves cheerleaders=> people who will support the manager before formal approval form higher (levels)

successful entrepreneur has these characteristics

1. commitment and determination 2. leadership 3. opportunity obsession 4. tolerate or risk, ambiguity, and uncertainty 5. creativity, self-reliance, and ability to adapt 6. motivation to excel

CFO's that have survived such changes in leadership offer three pieces of advice that other executives can benefit from

1. communicate 2. Identify the CEO's strength and compensate for the weaknesses 3. Don't be an obstacle or resister *unusual or high levels of absenteeism and turnover also represents forces for change

leadership effectiveness: three issues

1. content of evaluation 2. level of evaluation 3. the rater's perspective

coping strategies

1. control strategy 2. escape strategies 3. symptoms management strategies

5 most significant digital enterprise trends in business

1. digital engagement of customers 2. big data and advanced analytics 3. digital engagement of employees and external partners 4. automation 5. digital innovation

six of the key recipient characteristics

1. dispositional resistance to change 2. surprise and fear of the unknown 3. fear of failure 4. loss of status and/or job security 5. peer pressure 6. past success

final issues to keep in mind about target elements

1. double-headed arrows in the figure connecting each target element of change convey the message that change ripples across an organization *organizations are more likely to succeed when managers proactively consider the impact of change on employees

six strategies for overcoming resistance to change

1. education and communication 2. participation and involvement 3. facilitation and support 4. negotiation and agreement 5. manipulation and co-optation 6. explicit and implicit coercion

Daniel Goleman: two conclusions

1. emotional intelligence is an input to transnational leadership: helps managers effectively enact behaviors associated with transformational leadership 2. emotional intelligence has a small, positive, and significant association with leadership effectiveness=>not secret elixir of leadership effectiveness

how to overcome resistance to change

1. employee and change recipient characteristics and reactions 2. change agent- employee relationships 3. organizational processes and practices 4. contingency approach to overcoming resistance

what determines leadership effectiveness: The match between leadership behavior and contingency factors

1. employee characteristics 2. environment factors 3. leader behaviors

myths about entrepreneurs

1. entrepreneurs are born, not made 2. anyone can start a business 3. entrepreneurs are gamblers 4. entrepreneurs want the whole show to themselves 5. entrepreneurs are their own bosses and completely independent 6. entrepreneurs work longer and harder than managers in big companies 7. entrepreneurs experience a great deal of stress and pay a high price 8. start a business and fail you'll never raise money again 9. money is the most important start-up ingredient 10. entrepreneurs should be young and energetic 11. entrepreneurs are motivated solely by the quest for the almighty dollar 12. entrepreneurs seek power and control over others 13. if an entrepreneur is talented, success will happen in a year or two 14. any entrepreneur with a good idea can raise venture capital 15. if an entrepreneur has enough start-up capital, he or she can't miss 16. entrepreneurs are lone wolves and cannot work with others 17. unless you attained 600 + on your SATs or GMATs, you'll never be a successful entrepreneur

*Kotter's Eight Steps for leading organizational change

1. establish a sense of urgency 2. create a 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 approached in the culture

strategic human resource management process

1. establish the mission and vision 2. establish the grand strategy 3. formulate the strategic plans 4. plan human resources needed 5. recruit and select people 6. orient, train, and develop 7. perform appraisals *purpose: get optimal work performance to help realize company's mission and vision

transformation leadership underscores managerial implications

1. establishment of a positive vision of the future: inspirational motivation should be considered a first step at applying transformational leadership *vision: represents long-term goal to attempt for leaders to gain agreement and consensus and communicate vision

managerial and personal implication of LMX theory

1. expectations: high performance expectations 2. diversity: be careful don't have homogeneous work environment 3. initiative: lead and don't wait for boss

reference not always accurate

1. fear negative comments, sued by former employee 2. fear positive comments, if job candidate does not pan out, will be sued by new employer *many check credit

LMX influenced by variables

1. followers characteristics 2. leader characteristics 3. interpersonal relationship variables

typical business plan

1. helps determine the viability of your enterprise 2. guides you as you plan and organize 3. helps you obtain financing *read by potential investors, suppliers, customers, and others

general strategy for application of situational theories

1. identify relevant leadership behaviors: managers must determine goals they want to achieve ex: decrease customer complaints

two distinct LMX relationships

1. in group exchange 2. out group exchange

*Model of occupational stress

1. individual level 2. group level 3. organizational level 4. extra-organizational level

five traits differentiate

1. intelligence 2. dominance 3. self-confidence 4. level of energy and activity 5. task-relevant knowlege

how to become a better follower

1. it is critical to understand boss: attempt to gain appreciation of manager's leadership style, interpersonal style, goals, expectation, pressures, and strengths and weaknesses

following orientations employees should know

1. job routine: what is required in the job for which they were hired, how the work will be evaluated and who the immediate coworkers and manager are 2. organization's mission and operations: its purpose, products or services, operations, and history 3. organization's work rules and employees benefits: formalized work rules, overtime requirements, grievance procedures, and elaborate employee benefits

takeaways from behavioral styles theory

1. leadership behavior is more important than leader traits when it come to effectiveness 2. leader behaviors can be systematically improved and developed 3. there is no one best style of leadership

assumptions of Lewin's change model

1. learn and unlearn 2. motivation 3. people make or break 4. resistance 5. reinforce

servant leadership characteristics

1. listening 2. empathy 3. healing 4. awareness 5. persuasion 6. conceptualization 7. foresight 8. stewardship 9. commitment to the growth of pole 10. building community

management objectives

1. managers and employees jointly set objectives for the employee 2. managers develop action plans 3. managers and employees periodically review the employee's performance 4. manager makes a performance appraisal and rewards the employee according to results

Do men and women display the same leadership traits

1. men and women: more task and social leadership 2. women: more democratic or participative style than men *men: more autocratic and directive style than women 3. men and women: equally assertive 4. women executive: score higher than men on a variety of effectiveness criteria

stress reduction techniques

1. muscle relaxation 2. biofeedback 3. meditation 4. cognitive restructured 5. holistic wellness

dark side traits

1. narcissism 2. machiavellianism 3. psychopathy

readiness four components

1. necessity for change 2. top management support for change efforts 3. Personal ability to cope with changes 4. perceived personal consequences of change

four targeted elements for change

1. organizational arrangements 2. social factors 3. methods 4. people *include a subset

categories of leader behavior with the revised path goal theory

1. path goal clarifying behaviors 2. achievement oriented behaviors 3. work facilitation behaviors 4. supportive behaviors 5. interaction facilitation behaviors 6. group oriented decision making behaviors 7. representation and networking behaviors 8. valued based behaviors

two aspects

1. psychological safety 2. motivation and accountability

(model of occupational stress) outcome to stressors

1. psychological/attitudinal job satisfaction organizational commitment job involvement self-esteem burnout emotions depression

successful followers

1. recognize conflict: there are personal and ethical tradeoffs of leadership styles 2. enhance success: best to be a good follower for the success of the leadership, be competent

fight fatigue and negative effects

1. staffing 2. scheduling 3. environment 4. education

5 successful models in e-commerce

1. transaction fee model 2. advertising support model 3. intermediary model 4. affiliate model 5. subscription model

two macro environment work will in

1. uncertainty 2. interdependence

path goal theory take aways

1. use more than one style of leadership 2. help employees achieve their goals: clarify path and remove obstacles, managers need to guide and coach 3. modify your leadership style to fit various employee and environmental characteristics

*compensations

1. wage or salaries 2. incentives 3. benefits *in different organizations one part may take on more importance than another

common management challenges

1. you might not enjoy it 2. survival is difficult 3. growth creates new challenges 4. it's hard to delegate 5. misuse of funds 6. poor controls 7. mortality and succession 8. going public

*Organization Development

2. OD takes theories and results from the laboratory and applies them to the real life work settings. OD is very similar to the applied problem-solving approach

(model of occupational stress) outcome to stressors

2. behavioral absenteeism turnover performance accidents substance abuse violence

transformation leadership underscores managerial implications

2. best leaders are not just transformational: effective leaders rely on task oriented and relationship oriented behaviors and avoid laissez- faire

dispositional resistance compromises four attributes

2. emotional reaction: degree to which you feel stressed and uncomfortable when change is imposed

intrapreneur: building support for your idea

2. horse trading begins. offers promises of payoffs from projects in return for support, time, money and etc.

general strategy for application of situational theories

2. identify relevant leadership behaviors: identify behaviors appropriate to the situation at hand *sale path goal: clarifying, work facilitation, supportive behaviors

take aways from trait theory

2. list of positive traits and "dark side" traits provide guidance regarding the leadership traits you should attempt to cultivate and avoid if you want to assumer leadership role in the future

how to become a better follower

2. need to understand your own style , needs, goals, expectation and strengths and weaknesses

five key change agent characteristics

2. personality conflicts: personalities change agents can breed resistance

*Organization Development

3. OD takes a distinctly democratic and participative approach to solving conflict and problems. Not simply top-down approach where senior leaders prescribe changes or directives to be followed by employees. Involvement of all players in identifying needed changes, planning how to make such changes, and then the ultimate implementation and evaluation of change efforts

(model of occupational stress) outcome to stressors

3. cognitive poor decision making lack of concentration forgetfulness

how to become a better follower

3. conduct a gap analysis between understanding you have about your boss and understanding you have about yourself

intrapreneur: building support for your idea

3. get blessing of relevant higher-level officials=> formal presentation, guarantee technical and political feasibility, expect resistance and frustration and use passion and persistence, business logic to persuade

five key change agent characteristics

3. lack of tact or poor timing: undue resistance can occur because change agents introduce change in an insensitive manner at an awkward time *proposed organizational changes are more likely to be accepted by others when change agents effectively explain or "sell" the value or their proposed changes

general strategy for application of situational theories

3. match leadership to conditions at hand *use knowledge about organizational behavior to determine best match between leadership styles/ behaviors and situation at hand *empowering leadership: work facilitation behaviors and avoid directive leadership

take aways from trait theory

3. organizations may want to include personality and trait assessments in their selection and promotion processes

dispositional resistance compromises four attributes

4. cognitive rigidity: stubbornness or lack of willingness to consider alternative ways the doing things

take aways from trait theory

4. develop a global mind-set increasingly is becoming a positive task-oriented trait

general strategy for application of situational theories

4. identify situational conditions: Fiedler's and House both have contingency factors *managing virtual sales team requires different types of leadership

five key change agent characteristics

4. leadership style: research show that people are likely to resist change when the change agent uses transformational leadership

(model of occupational stress) outcome to stressors

4. physical stress cardiovascular system immune system musculoskeletal gastrointestinal system

transformation leadership underscores managerial implications

4. transformational leaders works virtually

general strategy for application of situational theories

5, determine how to make the match: managers use guidelines from contingency theory or path goal theory *change person or style of leadership

five key change agent characteristics

5. failing to legitimize change: change must be internalized by recipients before it will be truly accepted *active, honest communication and reinforcing reward systems are needed to make this happen *important for change agents to explain how change will lead to positive personal and organizational benefits *requires change agents have a clear understanding about how recipients' jobs will change and how they will be rewarded

transformation leadership underscores managerial implications

5. transformational leaders can be ethical or unethical: enables employees to enhance self-concepts, unethical ones select or produce obedient, dependent and compliant followers

high innovation/ low risk

Lego and Proctor and Gamble

OD and the Integrative Framework of OB

OD has been shown to positively influence a number of outcomes in the integrative framework of OB

4. feedback

What does the evaluation suggest about the diagnosis and the effectiveness of how the intervention was implemented? *negative evaluation: 1. the initial diagnosis was wrong 2. the intervention was not effectively implemented *negative evaluations generally require you to collect more information about steps 1 and 2

*inputs

Why change? *intended changes align with the organization's mission, vision, and resulting strategic plan

*vision

a compelling future state for an organization, and it also is another important input in the systems model of change *highly desirable future and outline how the organization will get there; which markets, services, products, and people will be involved; and how all of these elements align with the organization's values

successful companies do not always require

a cutting-edge technology or an exciting new product

*emotional intelligence

ability to manage oneself and one's relationships in mature and constructive ways

teams made people feel safe

able to take risks 1. Frame the work and recognize uncertainty: help create opportunities to speak up and safe environment 2. acknowledge your own validity 3. model curiosity

*affirmative action

achieving equality of opportunity within as organization *active recruitment, elimination of prejudicial questions in interviews, and establishments of minority hiring goals *do not allow use of hiring quotas (EEO)

Loss of status and job security

administrative and technological changes that threaten to alter power bases or eliminate jobs generally trigger strong resistance

followers seek,

admire, and respect leaders who foster emotional responses: significance, community, excitement

2. advertising support model

advertisers pay the site operator to gain access to the demographic group that visits the operator's site

lean startup movement

agile development, which originated in the software industry. Agile development works hand-in-hand with customer development. Unlike typical yearlong product development cycles that presuppose knowledge of customers' problems and product needs, agile development eliminates wasted time and resources by developing the product iteratively and incrementally. It's the process by which start-ups create the minimum viable products they test.

networks

aided by strong network of people

*facing ranking performance review systems

all employees within a business unit are ranked against one another and grades are distributed along some sort of bell curve *helps managers, identify and remove poor performers *can produce shocks to morale, productivity, and loyalty

*demographic changes

all kinds of healthcare organizations have sprung up serve an aging population, from exercise studios to assisted living facilities ex: Errands Done Right: pressed for time or have difficulty getting around

1947 Taft-Hartley Act

allows the president of U.S. to prevent or end strike that threatens national security

three dimensions of situational control

amount of control and influence the leader has in her or his immediate work environment 1. leader-member relations 2. task structure 3. position power

1. *background information

application forms, resumes, and reference checks=> citizenship, education, work history, and certifications *many lie about background

*dispositional resistance to change

are "less likely to voluntarily initiate changes and more likely to form negative attitudes toward the changes [they] encounter

2 *escape strategies

are those in which you avoid or ignore stressors *if you have no control over stressors ex: president of your company is an unpredictable and unlikeable individual, but thankfully not your direct supervisor

*stress

as an adaptive response to environmental demands, referred to as stressors, that product adaptive responses that include physical, emotional, and behavioral reactions that are influenced by individual differences

*resistance to change

as any thought, emotion, or behavior that does not align with real or potential changes to existing routines *people resist both actual and imagined events *viewing change in this way is helpful because managing resistance and change are fundamentally attempts to influence employees to think, feel, or behave differently

1. * initiating structure

as leader behavior that organizes and defines what group member should be doing to maximize output *moderately strong relationship with measure of leadership effectiveness

1. *unstructured interview

asking probing questions to find out what the applicant is like *not fixed questions or systematic scoring procedure *may have too much bias *more accurate for personality traits

least preferred co-worker (LPC) scale

asks you to evaluate a coworker you least enjoy working with on 16 pairs of opposite characteristics=> high scores: indicate that an individual is relationship-motivated, low scores=> suggest a task-motivated style

integrity tests

assess attitudes and experiences related to person's honesty dependability, trustworthiness, reliability, and prosocial behavior *likely to engage inappropriate, antisocial, or dishonest work-place behavior *direct questions about past experience related to ethics and integrity *preferences and interests from which inferences may be drawn about future behavior=> conscientious, emotional maturity, etc.

2.*level of evaluation

at what level are the criteria being measured: measured at individual, group, or organizational levels. Different levels of evaluations=> different conclusions

*implicit leadership theory

based on the idea that people have beliefs about how leaders should behave and what they should do for their followers

system model of change

based on the notion that any change, no matter how large or small, has a cascading effect throughout an organization *includes inputs, strategic plans, target elements of change, and outputs *it is very practical approach and can be used to diagnose what to change and to determine how to evaluate the success of a change effort

1. *contingency theory (Fiedler's)

because it is based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style fits or matches characteristics of the situation at had *two leadership styles 1. task orientation vs. 2. relationship orientation

3.* individualized consideration

behaviors associated with providing support, encouragement, empowerment, and coaching to employees *leaders pay attention to the need of their followers and search for way to help people to develop and grow

Bayh-Dole Act of 1980

better links between government and industry *legislation dealing with intellectual property arising from federal government-funded research.

average operating margin (profit)

better/higher when there is a high traditional engagement, and high sustainable engagement

what is lean start up

build companies and launch quicker and connect with customers better *minimum viable product: to get feedback *build, measure, feedback loop *focus: customer

the internet

business frontier that continues to expand

second step

business plan

dark side attribute

career derailment

building intrapreneurship

careful and deliberate strategy=> two common approaches for intrapreneurial activity 1. skunk works 2. bootlegging

5. competitive aggressiveness

challenge competitors directly and intensely to achieve entry or improve its position, outperform rivals *firm is entrepreneurial: effective combination of five tendencies

less than 5%

chance of success (1st try)

2. motivation

change will not occur unless there is motivation to change. this is often the most difficult part of the change process

4. proactive firms

changes competitive landscape, forward thinking, fast to act, leaders, shape to create environment, encourage and allow teams and individuals

5. subscription model

charge a monthly or annual fee for site visits or access to site content ex: newspaper and magazines

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4. equal opportunity of employment

civil right act of 1964 *equal employment opportunity (EEO) Commission

1. path goal clarifying behaviors

clarifying employees' performance goals; providing guidance on how employees can complete tasks; clarifying performance standards and expectation; use of positive and negative rewards contingent on performance

*internal forces for change

come from inside the organization *subtle: low job satisfaction, or can manifest in outward signs, such as low productivity, conflict, or strikes *come from both human resource problems and managerial behavior and decisions

followers vary

commit to comply with, resists leaders *three types of followers 1. helpers: deference and comply with leadership 2. independents: distance themselves from leadership and showless compliance 3. rebels: show divergence from leader and are least compliant

1. transaction fee model

companies charge a fee for goods or services ex: Amazon.com

*social captial

competitive advantage in the form of relationships with other people and the image other people have of you *lasting sources of competitive advantage: gain access to useful information, gain trust and cooperation form others, recruit employees, form successful business alliances, receive funding from venture capitalists

*grievance

complaint by an employee that management violated the terms of the labor management agreement ex: employee asked for overtime and hasn't got fair share

*target elements of change

components of an organization that may be changed *change levers that managers can push and pull to influence various aspects of an organization => choice of which lever is based on diagnosis of a problem, or problems, or the actions needed to accomplish a goal *four targeted elements of change

*computer assisted instruction (CAI)

computers are used to provide additional help or to reduce instructional time

1.* formal appraisals

conducted a specific times throughout the year and are based on performance measures that have been established in advance *manager should give feedback, describing how the employee is performing, well or not and give examples

2.* informal appraisals

conducted on an unscheduled basis and consist of less rigorous indications of employee performance

2. scheduling

consider overtime and time spent commuting when when scheduling workers to help assure they have enough time between shifts to sleep the needed amount

*strategic human resource planning

consists of developing a systematic, comprehensive strategy for a). understanding current employees needs b). predicting future employee needs *understanding current employee needs *to plan for future=>understand present

*human resource (HR) management

consists of the activities managers perform to plan for attract, develop, and retain an effective workforce

*base pay

consists of the basic wage or salary paid employees in exchange for doing their jobs *determined by economic factors: prevailing pay levels in a particular industry and location, what competitors are paying, whether unionized, if jobs are hazardous, what individual's level is in the organization, and how much experience

1.*control strategy

consists of using behaviors and cognitions to directly anticipate or solve problems *take charge tone *people are more apt to use control coping when they possess high self-esteem, self-efficacy, and problem solving skills ex: talking to boss about work over load

external force: technological advances

cost effective tool for improving productivity, competitiveness, and customer service *technology has changed how employees look for and find jobs, how companies recruit talent, and how companies make money facilitating these relationships

2. create the guiding coalition

create a cross-functional, cross-level group of people with enough power to lead change

3. develop a vision and strategy

create a vision and strategic plan to guide the change process

4. communicate the change vision

create and implement a communication strategy that consistently communicates the new vision and strategic plan

2. * out group exchange

creating more formality in expectation and rewards low LMX: economic exchange between leaders and followers, more formal and negotiating the relationship between between performance and pay, does not have mutual trust, respect, or common fate

1. *in group exchange

creating trust and mutual obligation, High LMX: partnership of reciprocal influence, mutual trust, respect and liking, and sense of common fates, becomes more social over time

internet

crowdfunding=> help donate and raise funds for businesses *securities and exchange commission: regulates investing, needs to ensure that investors on these sites have the same protections available to traditional investors

3. organizational level

culture structure technology introduction of change in work conditions

leaders

deal with interpersonal aspects of a manager's job *inspire others, provide emotional support, drive common goal *create vision and strategic plan

1. commitment and determination

decisive, tenacious, disciplined, willing to sacrifice, and able to immerse themselves in their enterprises. entrepreneurial passion can play an important role

*narcissism

defined as having a self-centered perspective, feelings of superiority, and advice for personal power or glory *more charismatic and passionate and promote counterproductive work behaviors from others

*reliability

degree to which a test measures the same thing consistently-individuals score remains the same overtime

3. *position power

degree to which the leader has formal power to reward, punish, or otherwise obtain compliance from employees

2. *leading for self-determination or choice

delegating meaningful assignment and tasks

*government initiatives and rule changes

deregulation spawned new airlines and trucking companies, tighten energy requirements=> opportunity for alternative energy use products

*job description

describes minimum qualifications a person must have to perform the job successfully *predicting future employees needs =>staffing the organization might need: better to assume organization will change, understand vision and strategic plan so proper people hired for the future strategies and work =>likely sources for staffing: recruit inside and outside of organization i. inside: motivated, trainable, and promotable ii. outside: availability of talent in your industry's and geographical area's labor pool, training of people graduating from various schools, etc.

*opportunity analysis

description of the good or service, an assessment of the opportunity, an assessment of the entrepreneur, specification of activities and resources needed to translate your idea in to viable business, and your source(s) of capital (focuses on opportunity, not entire venture), whether to act or not

moderate compliance

diplomats, partisans, and counselors

selling the plan

doctors and dentists: passive investors who give them money and let them do what they want *professional venture capitalists: demand control and more returns

Organization Development (OD)

does not entail a structured sequences proposed by Lewin and Kotter *but does possess the same diagnostic focus associated with the systems model of change *broader orientation than other models

others

drug testing, polygraph, genetic screening, and handwriting analysis

*cost of living adjustment

during the period of the contract ties future wage increases to increases in cost of living as measured by CPI

form a union

each worker must sign authorization card: designates a certain union as the workers' bargaining agent, when 30% of workers sign card they can ask employer for official recognition *usually employer declines *National labor relations Board (NLRB)

good economic times

easier to start up a business

*Human capital

economic or productive potential of employee knowledge, experience, and actions

*social capital

economic or productive potential of strong, trusting, and cooperative relationships *goodwill, mutual respect, cooperation trust, and teamwork

5. reinforce

effective change requires reinforcing new behaviors, attitudes, and organizational practices

effective leadership requires

effective managerial skills at some level

4. contingency approach to overcoming resistance

effective managers apply the knowledge and tolls to match the requirements of the situation

management challenges

effort of intrapreneurship may fail *risk of over reliance on a single project and spread entrepreneurial efforts over too many project: bad

5. empower the broad-based action

eliminate barriers to change and use target elements of change to transform the organization. encourage risk and creative problem solving.

most effective resource is

employee referrals

high

employee work on routine and simple tasks, supportive leadership is most useful

1. employee and change recipient characteristics and reactions

employees are more likely to resist when they perceive that the personal costs of change outweigh the benefits. then managers are advised to: 1. provide as much information as possible to employees about the change 2. inform employees about the reasons/rationale for the change 3. conduct meetings to address employees' questions regarding the change 4. provide employees the opportunity to discuss how the proposed change might affect them

low

employees are not clear about their role or performance expectations- high role ambiguity, need directive and supportive leadership

people

energetic and have skills and expertise directly relevant to venture

2.*relationship-oriented leader behavior

enhance employees' skills and to create positive work relationships among coworkers and between the leader and his/her employees * supporting, developmental appreciative, and empowering 1. consideration 2. empowering leadership 3. servant leadership

1.*task oriented leader behavior

ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of group or organizations=> planning, clarifying, monitoring, and problem solving=> two types 1. initiating structure 2. transactional leadership

workforce planning

ensuring there is a match between required work and employees' skills and experiences

* machiavellianism

entails the use of manipulation, a cynical view of human nature (ex: all people lie to get what they want) and a moral code that puts results over principles (ex: you have to cheat to get a head)

*franchising

entrepreneurial alliance between two organizations: the franchisor and the franchise ex: Chipotle, Jibby Lube, Dunkin Donuts

*fair labor standards Act (1938)

established minimum living standards for workers engaged in interstate commerce, including provision of a federal minimum wage ($7.25 and hour) and 140 hours after which overtime must be paid and banned child labor *executives, administrative, and professional employees exempt from over time rules

8. valued based behaviors

establishing a vision, displaying passion for it, and supporting its accomplishment; demonstrating self-confidence; communicating high-performance expectations and confidence in others' abilities to meet their goals; giving frequent positive feedback

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internal forces: Managerical behaviors and decisions

excessive interpersonal conflict between managers and their subordinates or board of directors is a sign that change is needed

disadvantages going public

expense, time, and effort, tendency to become more interested in the stock price and capital gains than in running the company properly; and the creation of a long-term relationship with an investment banking firm that won't necessarily always be a good one

5. poor controls

fail to use formal control systems ex: record keeping=> company earns inadequate margins to support growth

success or failure

failure rate high for restaurants and failure rate low for successful franchises

*innovative change

falls midway on the continuum of complexity, cost, and uncertainty *more complex=> organization needs to learn new behaviors, as well as create, implement, and enforce new policies and practices =>cause more uncertainty and more fear *ex: Intel is embarking on innovative changes as they try to compete in smartphone and tablet markets

4. extra-organizational

family socioeconomic commuting time noise, heat, crowding, and air pollution

6. mortality and succession

fate of organization after founder's death. Founders often fail to plan succession *business fail because of lack of skilled replacement ex: family owned businesses

entrepreneurs avoid going public

feel they lost control of what they do

task motivated

focus on accomplishing goals, whereas relationship-motivated leader are more interested in developing positive relationships with followers

3. *symptom management strategies

focus on reducing symptoms of stress, are the third time of strategy commonly used, such as relaxation, meditation, medication, or exercise to manage the symptoms of stress

2. *transactional leadership

focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance *fundamental managerial activities of setting goals, monitoring progress toward achievement, and rewarding and punishing people for their level of goal accomplishment *positive associations between transactional leadership and leader effectiveness and group performance

3. *servant leadership

focuses on increased service to others rather than oneself *promote leadership effectiveness because focuses on providing support and growth opportunities to employees

plan should make it clear that the context inevitably will change,

forecast how the changes will affect the business, and describe how you will deal with the changes

*charisma

form of interpersonal attraction that inspires acceptance, devotion, and enthusiasm

*business plan

formal planning step that focuses on the entire venture and describes all the elements involved in starting it (market, strategies, and future directions), functional plans for marketing, finance, manufacturing, and human resources

poor performing employees

given warning or a reprimand and then disciplined

*realistic job preview (RJP)

gives a candidate a picture of both positive and negative features of the job and the organization before her or she is hired *very effective and reduces turnover with 30 to 90 days of employment

innovator (successful entrepreneurs)

good knowledge and skills in management, business, and networking

good leaders are not necessarily

good managers and vice versa

1. independent action

grant individuals and teams the freedom to exercise their creativity, champion promising ideas, and carry them through competiton

manager administrator

great at ensuring efficient operations but aren't necessarily innovators

2. Group level

group dynamics managerial behavior harassment managers create stress for employees for: 1. exhibiting inconsistent behaviors 2. failing to provide support 3. showing lack of concern 4. providing inadequate direction 5. creating a high-productivity environment 6. focusing on negatives while ignoring good performance

next frontiers

growth in health care, education, mobile apps

3. it's hard to delegate

hard to must employees to do quality work

3. intermediary model

has EBay as the premier example, bringing buyers and sellers together and charging a commission for each sale

*social entrepreneurship

has been defined in many ways, but most fundamentally it refers to leveraging resources to address social problems (by market based methods)

*entrepreneural venture

has growth and high profitability as primary objectives *aggressively manage and develop innovative strategies, practices, and products *seek rapid growth, immediate, and high profits, and sometimes a quick sellout with large capital gains

6. motivation to excel

have a clear results orientation, set high but realistic goals, have a strong drive to achieve, know their own weaknesses and strengths, and focus on what can be done rather than on the reasons things can't be done

promoters

have a different set of marketing and selling skills-useful for entrepreneurs, but those skills can be hired, whereas innovativeness and business management skills remain the essential combination for successful entrepreneurs

*small businesses

having fewer than 100 employees, being independently owned and operated, not dominant in its field, and not characterized by many innovative practices *tend to not manage aggressively, expect normal, moderate sales, profits and growth

self-appraisals

help employees become involved in the whole evaluation process and may make them or receptive to feedback about areas needing improvement

advisory boards

help with basis=> how to do cash flow analysis, identify needed strategic changes, and build relationships with bankers, accountants, and attorneys

career assessment tests

help workers identify suitable jobs tend to be of this type i. valuable asset in team building, improving communication, and resolving personality conflict

*orientation

helping newcomers fit smoothly into the job and organization *the first 6 months on a job can be critical to how one performs over the long haul because of psychological patterns are established

HR quality

higher levels of employee satisfaction, financial performance, and service performance

inventors

highly creative, but often lack the skills to turn their ideas into a successful business

skills

improving interpersonal relations or using new tools: discussion, role playing and practice work

First, on the good teams, members spoke

in roughly the same proportion, a phenomenon the researchers referred to as ''equality in distribution of conversational turn-taking.'

shop steward

in union handles this, an official elected by union membership who works at the company the represents interests of unionized employees on a daily basis to the employees' immediate supervisors *not successful: chief shop steward and then grievance committee *not successful: medication or arbitation

recipient characteristics

include a variety of individual differences *represent actions (engaging in new behaviors) or inactions (failing to engage in new behaviors) displayed by recipients *recipient perceptions of change can contribute to resistance

1. *inspirational motivation

includes the use of charisma, involves establishing an attractive vision of the future, the use of emotional arguments and exhibition of optimism and enthusiasm, vision realistic, credible and attractive future

*change agent characteristics

includes variety of individual differences possessed by change agents *represent the actions and inactions displayed by change agents *resistance is a function of the change agent's perceptions of why employees behave the way they do in the face of organizational change

*entrepreneurs

individuals who establish a new organization without the benefit of corporate support

2. *bootlegging

informal work on projects, other than those officially assigned, of employees' own choosing and initiative *informal: secretive, boss will not like activities *company's should encourage, but limit=> lost time, but learning and to some profitable innovations

going public

initial public offering (IPD)

making good choices

innovation and risk *new venture may involve high or low levels of innovation *risk: probability of major financial loss

franchisors

innovator who has created at least one successful store and seek partners to operate the same concept in other local markets

1.* leading for meaningfulness

inspiring their employees and modeling desired behaviors, identify employees' passions at work

1.*consideration

involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members' needs and desires *promotes social interactions and identification with team and leader with team and leader *moderately positive relationship with leadership effectiveness

*leadership prototype

is a mental representation of the traits and behaviors that people believe are possessed by leaders

minimum viable product

is a product with just enough features to satisfy early customers, and to provide feedback for future development.

*psychopathy

is characterized as a lack of concern for others, impulsive behavior, and a lack or remorse or guilt when one's action harm others

*leadership

is defined as a "process whereby an individual influences a group of individuals to achieve a common goal *don't need to have a formal position of authority to be a leader

*readiness for change

is defined as beliefs, attitudes, and intentions regarding the extent to which changes are needed and the capacity available to successfully implement those changes *can be an individual-and/or an organizational-level input *readiness has four components

I-Corps

is helping hundreds of scientists become successful entrepreneurs * is a national science foundation initiative to increase the economic impact of research it has funded

personality

is more important than intelligence to select leaders

*change agents

is someone who is a catalysts in helping organizations to deal with old problems in new ways *can be external consultants or internal employees

3. evaluation

is the intervention working? *evaluation requires measurement of effectiveness *measures must match the problem *helpful if the final evaluation is based on comparing measures of effectiveness obtained before and after the intervention

*adaptive change

is the least complex, costly, and uncertain. It involves reimplementation of a change in the same organizational unit at a later time or imitation of a similar change by a different unit *are not particularly threatening to employees because they are familiar *ex: accounting department work more hours during tax preparation time

2. *idealized influence

is to instill pride, respect, trust within employees *managers sacrifice for good of the group, being a role model, displaying high ethical standards

1. individual level

job demands work overload under load and monotony role conflict role ambiguity job security

left side of the chart

leader behavior is influenced by both individual and organizational characteristics

*path-goal theory

leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction

low control

leader's decision may not influence work outcomes because leader has the ability to influence *when is each style most effective

2. *leader characteristics

leaders: transactional and transformational leadership tend to have positive LMX, extraverted and agreeable

newness

learn how to better than established competitors at something that customer value

3. *employment tests

legally considered to consist of any procedure used in the employment selection decision process, even application forms, interviews, and educational requirements

bullied employees

less satisfied at work, more likely to spend time gossiping and not putting full effort forth or likely to quit

3. environment

light, sound, temperature, and other workplace elements can have subtle but important effects on worker fatigue

1. *employee characteristics

locus of control, task ability, need for achievement, experience, and need for clartiy

1. staffing

maintain adequate staffing to cover the work load

1. *internal recruiting

making people already employed by the organization aware of job openings *job posting

*assessment center

management candidates participate in activities for a few days while being assessed by evaluators

3. organizational processes and practices

managers should not assume that people are consciously resisting change *resistance has a cause that generally involves some obstacle in work environment, such as job design, performance of management practices, and organizational change *obstacles makes people choose between the new vision and their own self-interests impedes more than individual's direct resistance *important for management to obtain feedback about any obstacles that may be affecting their ability or willingness to accept change

dynamic view of resistance

many managers of change see resistance as employees pursuing their own interests and attempting to undermine the interests of the manager or larger organization

performance tests or skills tests

measure performance on actual tasks

ability tests

measure physical abilities, strength and stigma, mechanical ability, mental abilities, and clerical abilities

personality tests

measure such personality traits adjustments, energy, sociability , independence, and need for achievement *must be interpreted carefully

negotiate as union

meet with management representatives to collective bargain pay and benefits *after agreement reacted members ratification: vote to accepts or reject the contract negotiated by their leaders *if yes: representatives sign a negotiated labor management contract: sets general tone terms under which labor and management agree to work together during contract period

4.* leading for progress

monitoring and rewarding others

*promotion

moving an employee to a higher level position most obvious way to recognize that person's superior performance three concerns 1. fairness: shouldn't be reasons for nepotism, cronyism or favoritism 2. nondiscrimination: cannot discrimination based on race, ethnicity, gender, age, or physical 3. others' resentment: if someone else is promoted don't be resentful

if keep at it

near 100% likely successful

*collective bargaining

negotiations between management and employees about disputes over compensation benefits, working conditions, and job security

*arbitration

neutral third party, an arbitrator, listens to both parties in a dispute and makes a decision that the parties have agreed will be binding on them=> usually retired judge

*two tier wage contracts

new employees are paid less or receive lesser benefits than veteran employees have

low innovation/high risk

new restaurants, retail shops, commercial outfits

*intrapreneurs

new venture creators working inside big companies; they are corporate entrepreneurs, using their company resources to build a profitable line of business based on a fresh new idea *Zappos: Tony Sold Link Exchange to Microsoft

1. you might not enjoy it

not willing to learn new skills and run a whole business by yourself at first=> entrepreneurship not for you

high innovation/high risk

novel product ideas ex: new drug or car *most small businesses

3. Health and Safety

occupational safety and Health act (OSHA) of 1970 requires organizations to provide employees with non hazardous working conditions *later extended health coverage, 2010 health reform=> requires companies with more than 50 employees to provide health insurance

smallness

odds of surviving improve if the venture reaches a critical mass at least 10 to 20 people, has revenues of $2 million or $3million, and is pursuing opportunities with growth potential

startup companies because

of frustrations

contemplate head on the possibilities

of key people leaving, interest rates changing, a key customer leaving or a powerful competitor responding ferociously=> describe how you will cope, avoid or prevent

1/3 hard assests

of value company property, plan, and equipment

*business incubators

often located in industrial parks or abandoned factories, are protected environments for new, small businesses *low rent and low shared costs *shared staff costs (receptionist and secretaries) avoid expense of a full time employee *staff manager: experienced businessperson or consultant that advises new business owners *associated with universities: technical and business services *popular in 1990's=> 8 out of 10 shut down following the collapse of the internet bubble, but idea of nurturing new businesses persists

5. creativity, self-reliance, and ability to adapt

open-minded, restless with status quo, able to learn quickly, highly adaptable, creative, skilled at conceptualizing, and attentive to details

first planning step

opportunity analysis

franchisor

opportunity is wealth creation through growth

franchisee

opportunity is wealth creation via proven (but not failure proof) business concepts, with the added advantage of franchisor's expertise

*360 degree assessment

or 360 degree feedback appraisal: employees are appraised not only by their managerial superiors but also by peers, subordinates, and sometimes clients, thus providing several perspectives *employee chooses 6 to 12 people and fill out anonymous forms *employee then goes it over with manager and creates long-term plan for performance goals *trust is important: determines how much an individual is willing to contribute for an employer

1. *objective appraisals

or results appraisals: are based on facts and are often numerical *keep track of number of products the employee sold in a month, customer complaints filed against an employee, lies of freight hauled => measure results: important to measure employee performance, benefits costs, and the like as an aid strategy => they are harder to challenge legally: harder for employees to challenge legal grounds=> age, gender, and racial discrimination

*social entreprises

organization that engages in social entrepreneurship *creates social value by stimulating social change or meeting social needs ex: Nobel Prize *not charity=> corporate social responsibility (CSR) *social and economic value: dual shared value ex: hospitals, universities

1.*adverse impact

organization uses an employment practice or procedure that results in unfavorable outcomes to a protected class (such as Hispanics) over another group of people (such as non-Hispanic whites) ex: job requires college education, but many Hispanics don't have one

*external forces of change

originate outside the organization *apply to your organization and its competitors or even entire industries

*strategic plan

outlines an organization's long-term direction and the actions necessary to achieve planned results *based on SWOT: strengths, weaknesses, opportunities, and threats => helps attain desired goals such as profits, customer satisfaction, quality, adequate return on investment, and acceptable levels of turnover and employee satisfaction

wage rates subject to negotiation

overtime pay, different wages for different shifts, and bonuses

*union security clause

part of labor management agreement that states that employees who receive union benefits must join the union, or at least pay dues *closed shop agreement-illegal: company agreed it would hire only current union members for a given job

most firm's value

patents, processes, and employee and customer satisfaction

*work place discrimination

people are hired and promoted or denied hiring or promotion for reasons not relevant to the job *skin color, eye shape, gender, religion, national origin, and etc. *1. although the law prohibit discrimination in all aspects of employment, it does not require an employer to extend preferential treatment because of race, color, and religion, and so on *2. employment decisions must be made on the basis of job-related criteria

3. people make or break

people are the key to all organizational changes. Any change, whether in terms of structure, group process, reward systems, or job design, requires individual to change. Organizations don't change if employee behaviors don't change

*legitimacy

people's judgement of a company's acceptance, appropriateness and desirability, generally stemming from company goal, and method that are consistent with societal values *helps acquire top managers, good employees, financial resources, and government support *goals and methods are consistent with societal value

best business plans include five factors

people, opportunity, competition, context and risk and reward

2. *secondary appraisals

perceptions of how able you are to deal or cope with a given demand

1. *primary appraisals

perceptions of whether a stressor is irrelevant, positive, or negative

*who should make

performance appraisals *peer and subordinates: coworkers, colleges, and subordinates may see different aspects of performance *customers and clients *self appraisals *managers

spending hours on simulated work tasks,

performing role-playing exercises, or tackling a business case study

military tests

physical qualifications, along with behavioral and educational abilities

*job posting

placing information about job vacancies and qualifications on bulletin boards, newsletters, and organization's intranet

6. generate short-term wins

plan for and create short-term "wins" or improvements. Recognize and reward people who contribute to the wins

Lewin's change model

planned change that explains how to initiate, manage, and stabilize the change process *three stages: unfreezing, changing, and refreezing

managers

planning, investigating, organizing, and control

3. work facilitation behaviors

planning, scheduling, organizing, and coordinating work; providing mentoring, coaching, counseling, and feedback to assist employees in developing their skills; eliminating roadblocks; providing resources; empowering employees to take actions and make decisions

6. group oriented decision making behaviors

posing problems rather than solutions to the work group; encouraging group members to participate in decision making; providing necessary information to the group for analysis; involving knowledgeable employees in decision making

third column in chart

positive effects on followers and work groupers=> individual, group, and organizational performance; organizational commitment; organizational citizenship behaviors (OCB's) and safety behaviors

intellectual tests

predict future executive performance

Organization Development

prescribe and implement an intervention and evaluate progress 1. Diagnosis 2. intervention 3. evaluation 4. feedback

7. representation and networking behaviors

presenting the work group in a positive light to others; maintaining positive relationships with influential others; participating in organizational social function and ceremonies; doing unconditional favors for others

external force: Shareholder, Customer, and Market Changes

pressing for organizational change in response to ethical lapses from senior management and anger over executives' compensation packages *customers also are increasingly sophisticated and demand the companies with whom they do business to deliver higher value products and services =>if customers don't get what they want, then they will shop elsewhere => companies seek feedback

startups and small-companies

primary focus is not e-commerce *create attractive websites that add to their professionalism, give the access to move customers, and bring them closer to suppliers, investors, and service providers *companies can move more quickly and save money =>customer service/support, technical support, data retrieval, public relations, investor relations, selling, requests for product literature, and purchasing

internal forces for change: human resource problems or prospects

problems stem from employee perceptions about how they are treated at work and the match between individual and organization needs and desires

cognitive appraisal

process by which people evaluate the meaning of events and demands for their own well-being

*recruiting

process of locating and attracting qualified applicants for jobs open in the organization *qualified: skills, abilities, and characteristics

leader want followers who are

productive, reliable, honest, cooperative, proactive, and flexible

1. *skunk works

project teams designated to produce a new, innovative product *specific goal and time frame *risk takers not punished for taking risks or failing *risk takers have opportunity to earn large rewards

incentives

promotes productivity or attract or retain top performers=> commissions, bonuses, profit-sharing plans, and stock options

*situational theories

propose that effectiveness of a particular style of leader behavior depends on the situation 1. contingency theory (Fiedler's)

opportunity

provide a competitive advantage that can be defended *identity current competitors and their strengths and weaknesses, predict how they will respond to the new venture will respond to the competitors' responses, identify future potential competitors, and consider how to collaborate with or face off against actual or potential competitors

*business accelerators

provide additional support and advice. An organization that assists young firms in achieving faster and sustainable growth as they move into the next phase of their development

*behavioral anchored rating scale (BARS)

rates employees gradations in performance according to scales of specific behaviors

8. anchor new approached in the culture

reinforce the changes by highlighting connections between new behaviors and processes and organizational success. Develop methods to ensure leadership development and succession.

*bullying

repeated mistreatment of one or more person's by one or more perpetrators; it is abusive physical, psychological, verbal, or nonverbal behavior that is threatening, humiliating, or intimidating *women tend to be more bullied than men

*laissez fair leadership

represents a general failure to take responsibility for leading ex: avoiding conflict, failing to provide coaching on difficult assignments, failing to give performance feedback do not address bullying, being hands-off (employees don't know what they are doing)

*mission statement

represents the "reason" organizations exist *imply little or nothing about change *define the organization's purpose

2. empowering leadership

represents the extent to which a leader creates perceptions of psychological empowerment in others

2. innovate

requires firm to support new ideas, experimentation, and create processes that lead to new products or processes; venture beyond status quo

causes of resistance of change

resistance is a dynamic interaction among the three sources, rather than being caused solely by irrational and stubborn recipients of change

Change agent-recipient relationship

resistance is reduced when change agents and recipients have a positive, trusting relationship *managers who trust their employees make the change process an open, honest, and participative affair =>employees trust management that are more willing to expend extra effort and take chances with something different

5. interaction facilitation behaviors

resolving disputes; facilitating communication; encouraging the sharing of minority opinions; emphasizing collaborating and teamwork; encouraging close relationships among employees

2. *disparate treatment

results when employees from protected groups (such as disabled individuals) are intentionally treated differently ex: give international assignments to non disability workers

on boarding

rolling out welcome by assigning buddies providing detailed orientations and educate about company culture

*changing

rubber meets the road and change occurs *providing employees with new information, new behavioral models, new processes or procedures, new equipment, new technology, or new ways of getting the job done *organizational change can be aimed at improvement or growth, or it can focus on solving a problem such as poor customer service or low productivity *change can be targeted a different level in an organization

*initial public offering (IPD)

sale to the public, for the first time, of federally registered and under written shares of stock in the company *reasons going public: raising more capital, reducing debt or improving the balance sheet and enhancing net worth, pursuing otherwise unaffordable opportunities, and improving credibility with customers and other stakeholders

*selection process

screening of job applicants to hire the best candidate three types 1. background information 2. interviewing 3. employment tests

2. leadership

self-starters, team builders, superior learner, and teachers. Communicating a vision for the future company- an essential component of leadership-has a direct impact on venture growth

4. awareness

servant leaders are very self-aware of their strengths and limitations

8. stewarship

servant leaders assume that they stewards of the people and resources they manage

9. commitment to the growth of people

servant leaders commit to people beyond their immediate work role. They foster an environment that encourages personal, professional, and spiritual growth

7. foresight

servant leaders have the ability to foresee future outcomes associated with a current course of action or situation

5. persuasion

servant leaders rely more on persuasion than positional authority when making decisions and trying to influence others

10. building community

servant leaders strive to create a sense of community both within and outside the work organization

3. healing

servant leaders strive to make themselves an others whole in the face of failure or suffering

6. conceptualization

servant leaders take the time and effort to develop broader-based conceptual thinking. Servant leaders seeks an appropriate balance between a short-term, day-to-day focus and a long-term, conceptual orientation

2. empathy

servant leaders try to empathize with others' feelings and emotions. An individual's good intentions are assumed even when he or she performs poorly

1. listening

servant-leaders focus on listening to identify and clarify the needs and desires of a group

low innovation/low risk

service business in entry to small towns

*performance management

set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations 1. define performance 2. monitor and evaluate performance 3. review performance 4. provide consequences *improves individual, group, and organizational effectiveness

2. achievement oriented behaviors

setting challenging goals; emphasizing excellence; demonstrating confidence in employees' abilities

4. supportive behaviors

showing concern for the well-being and need employees; being friendly and approachable; treating employees as equals

2. compensation benefits

social security act (1935) established vs. retirement system *fair labor standards Act (1938)

can help when business goes wrong

solve problems, lend more money, navigate financial and legal waters *plan: reduce risk, maximize reward and convince others

peer pressure

someone who is directly affected by a change may actively resist it to protect the interests of his her friends and coworkers

*knowledge worker

someone whose occupation is principally concerned with generating or interpreting information, as opposed to manual labor *use brains

immigrants

start businesses

idea and team

start-up neeed

*lifestyle and taste changes

start-ups have capitalized on new clothing and music trends, desire for fast food, and growing interest in sports

*technological discoveries

start-ups in a biotechnology, microcomputers, and nanotechnologies followed technological advances

the idea

starts with great ideas=> Sony, Disney, Hewlett-Packard, Proctor and Gamble, IBM, and Walmart

states with the small business start-ups

statewide economics tend to grow faster and employment levels tend to be higher than in states with less entrepreneurship

(1947 Taft Hartley Act) *Right to work laws

statutes that prohibit employees from being required to join a union as a condition to employment *outlawed union and agency shops

improve quality of leadership

stay focused on department goals and remain positive about your ability to accomplish your goals and focus on changing things you can control, work on improving your relationship with your manager, use an authentic, respectful and assertive approach to resolve difference with your manager

Past success

success can breed complacency *can foster a stubbornness to change because people come to believe that worked in the past will work in the future

risk

successful entrepreneurs are realistic about risk=> anticipate difficulties

keep planning elements

successful needs enough cash to cover start-up expenses and keep the company running during slow periods *initial budget should-cover one-time costs, such as the fee to form a corporation, and ongoing expenses such as supplies and rent for the first few months *may finance business with own money or take out a loan or equity (taking money in exchange for an ownership share in the company => investors: very little support of entrepreneurs

*economic dislocations

such as booms or failures. Rising oil prices result in development of alternative energy

*refreezing

support and reinforce the change *change is supported by helping employees integrate the changed behavior or attitude into their normal way of doing things *positive reinforcement *extrinsic rewards: recognition, feedback, bonuses *remodeling

what is I Corp

talk to customers first before you develop the product: partnership with UC-Berkley, U of San Fran

when task leadership is best

task oriented leadership in either high or low control situations

2.*environment factors

task structure (independent vs. interdependent tasks) and work group dynamics

regulatory and economic perspectives

tax policies, rules about raising capital, interest rates, inflation and exchange rates will affect the viability of the new venture

external

tend to view as uncontrollable, thereby preferring the structure provided by supportive or directive leadership *task structure: can be low or high

*entrepreneurial orientation

tendency of organization to identify and capitalize successfully on opportunities to launch new ventures by entering new or established markets with new or existing goods or services *five tendencies 1. to allow independent action 2. innovate 3. take risks 4. be proactive 5. be competitively aggressive

*validity

test measures what is purports to measure and its free of bias

2. *task structure

the amount of structure contained within tasks performed by the work group, 2nd most important ex: managerial job contains less structure than a bank teller

communication and empathy

the building blocks of forging real connections — into an algorithm they could easily scale.

1. learn and unlearn

the change process involves learning something new as well as discontinuing or unlearning current attitudes, behaviors, or organizational practices

*outputs

the desired end results or goals of a change *change efforts are more complicated and difficult to manage when they are targeted at the organizational level => because organizational level changes are more likely to affect multiple target elements of change

*Unfreezing

the focus of this stage is to create the motivation to change *replace old behaviors and attitudes with new ones *challenge: creating and communicating a convincing reason to change -> present data or compelling arguments: low employee or customer satisfaction data, or market share gains made by competitors

to succeed entrepreneurs must have

the foresight and talent to survive when the environment becomes more hosile

2. change agent-employee relationships

the four recommendations just described will improve agent-recipient relationship by enhancing the level of trust between parties

7. consolidate gains and produce more change

the guiding coalition uses credibility from short-term wins to create more change. Additional people are brought into the change process as change cascades throughout the organization. Attempts are made to reinvigorate the change process

the cost of an incompetence is greater

the higher up you go in an organization

*hostile enviornment

the person being sexually harassed doesn't risk economic harm but experiences an offensive or intimidating environment *managers can make sure harassment policy is in place => formal complaint procedure should be established=> how charges will be investigated and solved

resistance to change

this perspective underscores that resistance is one of the three possible influence outcomes-the other two being compliance and commitment

business plan

thorough analysis and planning, encourage people to get on board and avoid cost mistakes

transformational leaders tend

to be extraverted, agreeable, and proactive, higher emotional intelligence *more females use transformational leadership than men *less trait like and more susceptible to managerial influence *environments that are adaptive and flexible

*job analysis

to determine, by observation and analysis, the basic elements of the job *interview: what they do, observe flow of work, and learn how results are accomplished

*on job training

training takes place in work setting while employees are performing job related tasks *methods: coaching, training positions, job rotation, and planned work activities

*transformational leaders

transform followers to pursue organizational goals over self-interest *naming self-concepts: values, motives, and personal identity=> 4 key leader factors 1. inspirational motivation 2. idealized influence 3. individualized consideration 4. intellectual stimulation

model of transformational leadership

transformational leaders

2. survival is difficult

trouble finding lenders, investors, and customers *economic conditions may cool or competition may heat up, have to make right decisions for business

3. *interpersonal relationship variables

trust each other, have similar interests, and like each other

start-ups

two major liabilities 1. newness 2. smallness

partners

two people go into a business, help one another access capital, spread the work load, share the risk, and share expertise, need to acknowledge one another's talents and trust each other

1. establish a sense of urgency

unfreeze the organization by creating a compelling reason for why change is needed

*givebacks

union agrees to give up previous wage or benefit gains in return for something else ex: job security or no-lay-off policy

National labor relations Board (NLRB)

union petitions to them decide which union should become bargaining unit to represent workers *election is held by NLRB if 50% or more votes cast agree to unionization and NRLB certifies union as exclusive representative

2. *interviewing

unstructured, situational, and behavioral description *helps prevent bias interview can be designed, conducted, and evaluated by 3 people or more three forms 1. unstructured interview 2. structured interview 3. behavioral-description interview

*sexual harassment

unwanted sexual attraction that creates an adverse work environment *if managers: organization can be sued *quid pro quo harassment: the person to whom the unwanted sexual attention is directed is put in the position of jeopardizing being hired for a job or obtaining job benefits or opportunities unless they implicitly or explicitly acquiesces

development

upgrading skills of professionals and managers

training

upgrading skills or technical and operational employees

effective leadership requires

using the right behavior at the right time

generate legitimacy

visibly conforming to rules and expectations created by governments, credential associations, professional organization=> endorsing widely held values and beliefs

alternative

wage re-opener clause: allows wage rates to be re-negotiated at certain stated times during the life contract

2. intervention

what can be done to solve the problem? *changes being made to solve the problem *treatments are selected based on the causes of the problem

1. diagnosis

what is the problem and its causes? *answer question through: interviews, surveys, written materials, and direct observation

1.*content of evaluation

what the criteria are being used to assess effectiveness: effectiveness depends on what the evaluator wants ex: task performance, quality, customer satisfaction, sales, employee job satisfaction, turnover or an overall evaluation of leadership effectiveness

*presenteeisum

when employees show up but are sick or otherwise in no condition to work productively

clean house

when new CEO's take charge they often bring their own people

*psychological empowerment

which reflects employees' belief that they have control over their work, is expected to drive intrinsic motivation=> increase psychological empowerment=> 1. leading for meaningfulness 2. leading for self-determination or choice 3. leading for competence 4. leading for progress

3. risk taking

willingness to commit significant resources and perhaps borrow heavy, to venture into unknown=> bold or cautious, high levels of certainty, and tend to follow tried and true paths

facts

work rules or legal matters: lectures, videotapes, work looks