MSM 6610, 6633, 6635, 6645 Study Guide
What are Organizational Politics?
Social influence attempts directed at those who can provide rewards that will help promote or protect the self-interests of the actor
1. task demands 2. physical demands 3. role demands 4. interpersonal demands
The four categories of organizational stressors are
managers
Upward communication usually provides feedback to
A ____ organization is an organization that contracts out almost all of its functions except for the company name and managing the coordination among the contractors.
Virtual
a. expectancy (can I do it?); b. instrumentality (if I succeed, will I then obtain the reward?); c. valence (how much do I want that reward?)
Vroom's (1964) expectancy theory depicts motivation as the product of a chain of three mental calculations:
What is need for power?
Wanting to control and influence others, or to be responsible for others
positive and negative
What are the two types of affectivity?
collaborating
What conflict resolution strategy embodies the mindset that both parties can win?
Continuous improvement is
about emphasizing customer service, teamwork, attention to details and process improvement
interactivity
active feedback
Gen-butsu means
actual parts; if we look at the actual parts, and instead of a flow chart. We rather obtain the time walking and experiencing the process ourselves
perceived threat of loss
Employees who feel the need to protect their own career prospects by impeding the prospects of others are experiencing
psychological contract
Employer and employee expectations of the employment relationship, which operate over and above the formal contract of employment
Transactional Leadership
Focusing on clarifying employees' roles and tasks and providing rewards and punishments contingent on performance
prejudice
Marcos believes that men make better managers than women do. The attitude that Marcos displays is an example of
In a ____ structure, individuals usually report to more than one boss at the same time.
Matrix
In week three the required reading (blog) the discussion is about -
Moving an organization from conformity to excellence
DMAIC describes:
NOT the answers because DMAIC pertains to Six Sigma - the eight essential steps of PDSA - the eight essential steps of ISO 9000 - the eight essential steps all project justification
How is education level correlated with group collaboration?
Negatively
_____ ____ require entrepreneurship and good management
New Ventures
Is stereotyping of styles regarding gender still valid?
No
Compromising Conflict Management Style
No one is completely happy because everyone has to give something up to resolve differences
the top level of the organization
Nonprogrammed decisions are most common at
gender
One of the largest employment discrimination lawsuits ended in a settlement of more than $11.7 million. It involved Walmart and allegations of discrimination based on
What is Position Power based on?
One's position in the organization influence tactics
Assertive behavior is an attempt to satisfy the concerns of who?
Oneself
What two group norms are necessary for maximum group functioning?
Ongoing self-evaluation and ethical standards of behavior
Members who fill task roles are typically skilled in what?
Organization and critical thinking
Audits
- Involve comparisons - Look for non-conformances - Study performance, documentation, and procedures - Verify compliance - Occur based on need
Ethical behavior is expected to be promoted in all interactions with
- Monitoring - responses to breaches - measures
Coaching Leadership Style
High support - High Direction
What is persuasive power?
Power due to the ability to use logic and facts to persuade
thinking
Preferring quick decisions:
Statistical Process Control (SPC)
Prevention of defects by applying statistical methods to control the process. Statistical process control emphasizes the prevention of defects.
Which role helps create trust and member satisfaction?
Relationship Roles
ensure decisions by senior managers are in the best interests of the shareholders
The duty of the board of directors of a public corporation is to
avoiding
Which conflict resolution strategy entails ignoring the conflict, perhaps due to an insufficiency of the information needed to address it?
distributive negotiation
Which conflict resolution strategy entails ignoring the conflict, perhaps due to an insufficiency of the information needed to address it?
Stories have actors:
change leaders, other managers, staff, customers.
Process maps (flowcharts) are
graphical representations of all the steps involved in an activity, a process or a system.
Pareto Charts
graphically rank causes of problems from the most significant to the least significant.
Control charts and run charts
graphically show the performance of a process over time.
Force-Field Analysis
identifies and organizes the forces that alternately drive and restrain actions in a complex situation.
Ethics of Care was defended by Noddings as a form of
moral relationship
Explanations are
theories of change
Six Sigma seeks to reduce the
variability present in processes.
4 different ways of segmenting employees into divisions or functional areas
1)Direct contact 2)Liaison role 3)Task force 4)Cross-functional teams
What are the four types of Substitutes and Neutralizers for leadership?
1)Individual 2)Job 3)Group 4)Organization
assertiveness
As a cultural dimension, masculinity emphasizes
motivators
Aspects of the experience of one's work that make a person want to work harder
____ research is the most common means of developing innovation in a traditional organization, also known as research and development (R&D)
Corporate research
-Often taken for granted (implicit) -Taught to new members as they're socialized into the group -Take a long time to evolve and a long time to change -Can enhance organizational performance -Made up of formal and informal practices, artifacts, espoused values and norms, and assumptions This describes ____ _____
Cultural Values
Feigenbaum, Juran, and Crosby all provided different definitions of quality, as did Deming. The focus on quality has come to rely on which professional's definition?
Feigenbaum
Dr. W. Edwards Deming definition of quality
Quality is non-faulty systems
____ innovation is a Major breakthrough that changes or creates whole industries
Radical Innovation
senior employees with diverse junior employees
Reciprocal mentoring may match
different wages for doing the same work
The defining characteristic of a tiered workforce is that different employees earn
Pressure (Influence tactic)
The person uses demands, threats, or intimidation to convince you to comply with a request or to support a proposal
Level 4 Conflict
Values or Beliefs; Difficult to resolve because it is tied to who we are as people
Companies need to change appropriately to stay _____
Viable
fewer than 5%
What percentage of business schools around the world have AACSB accreditation?
low-context
Type of culture in which people rely on the words themselves to carry all essential meaning:
top managers
Understanding and addressing the environment of a business has traditionally been the purview of
The 3 phases of Lewin's process model are ____, _____ & ____
Unfreezing, change,& Refreezing
Unscorable Statements
Unintelligible, inaudible, or fragmentary statements
jargon
Which type of noise occurs when overly technical language prevents the receiver from understanding the message?
Intuitive approach
internal focused, relies on the use of imagination and imagery to encourage staff to participate in vision development.
A participative pay system
is one in which employees have worked with supervisors to tailor the compensation package to their needs.
Factors for communication intereference:
- perceptual filters - noise - the wider organizational context
What characteristics do women exhibit as leaders?
- tend to be more democratic decision makers -stronger interpersonal skills -confront opposition involving others in decision making to reduce conflict
Visions can fail for many reasons:
- too specific - too vague - too complex - inadequate/fails to address known problems - irrelevant/detached from the business - unrealistic - a rearview mirror/does not offer a clear view of the future
Four popular types of people-oriented change techniques are..
1) Training 2) Management Development 3) Team- building 4) Survey feedback
Why do people respond to expert power?
A belief in the individuals knowledge, skills, or expertise
What is Legitimate Power?
A position power based on a person's holding of the managerial position rather than anything the manager is or does as a person
What is coercive power?
A position power based on fear or a desire to avoid punishment
goals systematically cascade down through the organization
Assumption behind the MBO model of goal-setting:
According to research, contemporary teams have more ________ compared to teams in prior decades
Autonomy
The choice of which influence tactic to use is based on what?
Available resources Willingness to invoke power Expected resistance from target
set of decision rules
Basis for making programmed decisions:
suboptimizing
Decision maker's knowing acceptance of less than the best possible outcome:
Four sets of explanations for the absense of change in the face of external pressures
- Organizational Learning vs. Threat-Rigidity - Environment: Objective Entity vs. Cognitive Construction - Forces for Change vs. Forces for Stability - Bridging (Adapting) vs. Buffering (Shielding)
Typical processes include:
- design, - delivery, - development, - manufacturing, - training, - assembly, - marketing, - evaluation, - information management, and - customer communication
The distance involved in virtual teams can cause what?
Dysfunction Dilute leadership Weaken human relations and team processes
When considering the effectiveness of the learning and development efforts, organizations should
- identify opportunities for improvements in workforce engagement, learning and development opportunities - correlate development and learning outcomes with the results of workforce engagement findings - use learning and development efforts to support performance improvements and ethics as well as ethical practices
In the video about systems theory, classical management is compared to
- machines - one right way - Efficiency and control
Amiable Style
Emotive & Asking Friendly, cooperative, strong need to maintain relationships
Expressive Style
Emotive & Telling Enthusiastic, spontaneous, strong need for social recognition
Primal Leadership
Emphasizes the emotional and social maturity of the leader
______ values and norms are exhibited based on observations of what actually goes on.
Enacted
______ _____ and ____ are the values and norms employees exhibit based on observations of what actually goes on
Espoused values and norms
Referent Power
Established by those who are charismatic and well-liked by others
Malcolm Baldrige National Quality Award: Leadership
Examines senior-level leadership commitment too and involvement in process improvement, organizational governance, and social responsibilities.
Baldrige encourages you to use creative, adaptive, innovative, and flexible approaches and to choose the tools:
Example: - Lean Six Sigma - International Organization for Standardization (ISO) series - a balanced scorecard - Plan-Do-Check-Act (PDSA) that are best suited to your organization and are the most effective in driving improvements and sustainable high performance
Tuckman and Wheelan models describe the relationship dimension of what?
Groupwork
Third-order
Habitual overturning of assumptions, continual adaptation and self-renewal
Interpersonal Competence
Having quality relationships with others because you are perceived as likeable, agreeable, and enjoyable to work with
The Gersick model is more aligned with what dimension?
Task Dimension
____ _____is Changing tasks involved in doing the work, the technology, or both
Task Redesign
valence
In the expectancy model of motivation, which term refers to the perceived value of a given reward or outcome?
During which stage of team development do groups attempt to restore stability and develop a more effective structure?
Norming stage
Navigator Image
Plan with care, but expect the unexpected
POSDCoRB
Planning, organizing, supervising, directing, coordinating, reporting, and budgeting. This reflects a "top-down" approach hierarchical view of managing, associated with the image of organization as machine.
Types of Interdependence
Pooled, sequential, and reciprocal
3 P's of facilitating active listening
Posture Paraphrasing Probing
What is informational power?
Power derived from control over information
Reciprocal Interdependence
Requires the greatest level of interaction among members as they work together simultaneously
Ethics of Care has been influential in such areas as
education, medicine and counseling
Smart decision-makers base their decisions and actions on
facts and sound evidence.
Cause and Effect Diagrams
identify and organize causes for problems. aka Ishikawa diagram and wishbone
TQM "caught on" starting in the West (the US)
in the 1980s
General self-efficacy
refers to one's confidence in being able to perform most kinds of tasks. (James Bond has high general self-efficacy, as he gleefully attempts new feats all the time.)
Sequential Interdependence
When group members are dependent on the completed work of other members prior to being able to complete their own part
distributive negotiation
Which type of negotiation occurs when any gain to one party entails an equivalent loss to the other?
Quality costs typically originate from: (p. 431)
anywhere within a company
Audits are designed to
appraise the activities, practices, records, or policies of an organization.
Rigid organizations
are characterized by low acceptance and resources
Integration and collaboration
are common problems in larger organizations, often requiring cultural, structural and process solutions to improve cross-divisional communication and information sharing. - cross-divisional communication - need for information sharing
Check Sheets
are data recording devices that collect data (events) according to category.
terminal values
are descriptions of idealized end-states of existence (noun phrases, such as true friendship, family security, and social power).
instrumental values
are descriptions of idealized modes of behavior (adjectives, such as ambitious, responsible, and logical),
Programmed decisions
are routine and repetitive. They demand little thought, and a person can usually apply straightforward decision rules to them.
Positive Organizational Scholarship (POS) OD
asserts the importance of organizational interventions that improve the "human condition" in ways that are not reducible to "traditionally pursued organizational outcomes" such as profitability
Reviewing organizational performance and capabilities usually includes
assessing financial health, competitive performance and assessing organizational successes
Normative-re-educative strategies
assume that changes occur when people abandon their traditional, normative orientations and gain commitment to new ones.
Caretaker's vision
assumes that an organization's vision is shaped primarily by external forces.
Change manager as Nurturer
assumes that even small changes can have a large impact on organizations, and that managers may be unable to control the outcomes of these changes.
Director's image
assumes that responsibility for framing vision lies with senior leaders
In Baldrige Criteria 2, the level of strategy that is discussed is
at the organizational level
Power-coercive strategies
rely on achieving the intended outcomes through the compliant behavior of those who have less power
What are the four levels of organization culture?
1) Artifacts 2) Assumptions 3) Espoused Values 4) Enacted Values
What are six universal traits of International Leadership?
1) Charismatic, value-based leadership 2) Team-oriented leadership 3) Participative leadership 4) Humane-oriented leadership 5) Autonomous leadership 6) Self-protective leadership
The four responses to influence attempts are?
1) Commitment 2) Compliance 3) Passive resistance 4) Active Resistance
3 stages of the survey feedback process
1) Data Gathering 2) Group Feedback Meetings 3) Process Analysis
What are 5 characteristics of organizational structure?
1) Division of labor 2) Span of control 3) Hierarchy 4) Formalization 5) Centralization
What are the 4 kinds of cultures of conflict?
1) Dominating 2) Passive-aggressive 3) Collaborative 4) Avoidant
6 structures that arise from different groupings.
1) Functional 2) Divisional 3) Matrix 4)Team- based: 5)Lattice 6)Network organization
What are the 6 common upward influence tactics?
1) Ingratiation 2)Exchange 3) Rationality 4) Assertiveness 5) Coalition Formation 6) Upward Appeals
The Evolution of Quality:
1. Artisan 2. Inspection 3. Quality Control 4. Statistical Quality Control 5. Statistical Process Control 6. Total Quality Management 7. Continuous Improvement 8. Six Sigma 9. Future
The change manager can become a "disruptive innovator" by adopting five habits:
1. Associating 2. Questioning 3. Observing 4. Experimenting 5. Networking
Six Sigma Methodology focuses on
1. Customer knowledge - Critical to Quality information 2. Core processes - Key business processes that deliver value directly to the customer 3. Accurate performance measures of both
A control chart exhibits a state of control when:
1. Two-thirds of the points are near the center value. 2. A few of the points are on or near the center value. 3. The points appear to float back and forth across the centerline. 4. The points are balanced (in roughly equal numbers) on both sides of the centerline. 5. There are no points beyond the control limits. 6. There are no patterns or trends on the chart.
The meaningful vision depends on three features:
1. What it is and says 2. Where it is used and by whom 3. How it emerges and who has contributed
Hard factors have three properties
1. are able to measure them in direct or indirect way 2. can easily communicate their importance, within and outside the organization 3. capable of influencing those elements quickly
vision have two components
1. cognitive 2. affective
Two broad images of the task of managing:
1. controlling 2. shaping
Managing organizational change is
1. creative 2. rational process
Road map for change
1. ground work 2. implementation 3. running heads
Environmental pressures for change points
1. these six sets of pressure are interrelated , and most or all of them may be active at any one time 2. this list of pressure is not comprehensive but is constantly shifting with local, national and international trends and developments
Program Management Offices (PMO) four factors of effectiveness
1. they need a senior executive champion 2. their role must be clearly understood 3. the change professionals who staff the PMO must have their respect of functional departments 4. PMOs need to collaborate with functional departments in the development of initiatives, and not act as "change police"
Total Quality Management (TQM) can be traced back to early
1920s
When designing teams, what percentage of the team should have worked together in the past in order to create a strong foundation?
20%
What percentage do vocal cues (pitch) contribute to overall interpretation?
38%
How many levels of conflict are there?
4
What percentage do nonverbal cues contribute to overall interpretation?
55%
What percentage do verbal cues (words) contribute to overall interpretation?
7%
Walton's categorization of quality of work-life programs has ___ categories
8
ethics
A person's approach to making decisions based on conceptions of right versus wrong behavior:
What is power?
A person's or group's potential to influence another person's or groups behavior
What is Referent Power?
A personal power based on a manager's charisma or attractiveness to others
What is Reward Power?
A position power that involves the use of rewards to influence and motivate followers
Environment: Objective Entity vs. Cognitive Construction
A pressure for change has to be perceived and interpreted as such before action is triggered, and if those external events are not understood as significant, change is unlikely to happen
Processes and Process Improvement:
A process takes inputs and performs value-added activities on those inputs to create an output.
Quality circles
A quality circle is a volunteer group of workers who meet and discuss issues to improve any aspects of workplace, and make presentations to management with their ideas. started in the early 60s.
Task Role
A role that helps a group achieve its goal and accomplish its work
risk propensity
A supervisor who experiments with new ideas, takes a chance with new products, and leads the department in new directions has high
What is charismatic Leadership?
A type of influence based on the leader's personal charisma
_____ structure is an Organizational structure with formal division of labor, hierarchy, and standardization of work procedures
Bureaucratic
5 Conflict Management Styles
Competing Collaborating Compromising Avoiding Accommodating
________ is the level of commitment where members will do what they are assigned or asked, even though they have not fully embraced the importance of the group mission
Compliance
What are the stages of conflict?
Confrontation Escalation Resolution
insulation from expert opinions
Contributing factor to groupthink:
Analytic style
Controlled & Asking Detail oriented, precise, strong need to be right
Change manager as Caretaker is
Controlling and Unintended
The basis of the Criteria is a set of
Core Values and Concepts that are embedded in high-performing organizations
_____ may need to change due to changes in strategy, technology, or organizational structure
Culture
___ of ____ is the extent to which majority members value efforts to increase minority representation, and whether the qualifications and abilities of minorities are questioned
Culture of inclusion
Total Quality Management (TQM)
Customer focus, the involvement of all employees, continuous improvement and the integration of quality management into the total organization. In the 1980s to the 1990s, a new phase of quality control and management began.
What type of environments are Organizational politics more likely to occur in?
Ambiguous and uncertain environments
risk
An HR manager takes time to estimate the probability that a given percentage of employees will take advantage of a proposed benefit plan. This manager is operating under a condition of
Four social styles
Analytical, driver, amiable, expressive
Shallow
Another label for incremental, small scale change, fine tuning
Deep
Another label for transformational, disruptive change, mold breaking
orientation to authority
Another term for power distance
_____ are Physical manifestations of the culture (e.g.,myths and stories, awards, rituals, decorations, office space allocations, anddress code)
Artifacts
Knowledge management systems
Assists members in capturing, storing, and cataloguing what they know so that others can access that knowledge and experience
_____ are Organizational values that have become so taken for granted over time that they become the core of the company's culture
Assumptions
What are the requirements of communication?
At least one sender, one receiver, and a message that is transmitted within a communication medium
Flight statements
Attempts to avoid work and demonstrate a lack of commitment to the group
(a) affect (feeling); (b) cognition (thought); (c) conation (intention, or the readiness to act on one's perception).
Attitudes have three components:
Building and managing customer relationships is a key element of
Baldrige Criteria 3
On what is expert power based?
Based on an individual's expertise in some area.
the nonprofit sector
Based on its mission statement, one of the strategic constituencies of the Sorrell College of Business is
the US military
Based on its mission statement, one of the strategic constituencies of the Sorrell College of Business is
Hersey and Blanchard Model
Based on the premise that appropriate leader behavior depends on the "readiness" of the leader's followers (i.e., the subordinate's degree of motivation, competence, experience, and interest in accepting responsibility
What are roles?
Behaviors required of an individual member who occupies a certain position
When Culture is Strategically relevant, strong, and emphasizes innovation it ____ organizational performance.
Boosts
social process that involves information exchange
Definition of communication:
Social styles can be determined by identifying characteristics along what two continuums?
Degree of assertiveness and emotional expression
task identity
Degree to which a job requires completion of a whole, identifiable piece of work:
Counterpairing statements
Demonstrate an avoidance of intimacy and interpersonal connection by keeping the discussion distant and intellectual
Intellectual Competence
Established when members have proven themselves to have sound judgment and valuable knowledge
Forces for Change vs. Forces for Stability
Even in the face of a clear need for change, forces for stability may interfere. These include stakeholder expectations, which limit innovation, dispersed power, which impedes decision making, and a lack of resources to support innovation
The global environment is _____-_____
Ever-changing
Malcolm Baldrige National Quality Award: Strategy
Examines senior-level leadership commitment too and involvement in process improvement, organizational governance, and social responsibilities.
Dr. Armand Feigenbaum is the originator of the modern total quality movement. His landmark textbook, published in 1951, remains a significant influence on today's practices. Select the most accurate statement(s) about Dr. Feigenbaum from the list below: (p. 36)
He predicted consumers would come to expect quality as an essential of the product or service they purchased, and believed quality is an approach that makes organizations more effective
flextime
If an individual reports to work early every day of the week to be able to end the workday shortly after lunch on Friday, the individual's work schedule is most likely an example of...
Legitimate Power
Implied power of certain roles in a group or organization
Your power is greater if the things you control are ____, _____, & _______
Important, Rare, & Without Substitute
The Organizational Profile
sets the context for your organization. It serves as the background for all you do.
The Criteria for Performance Excellence is based on
seven categories
LEAN focuses on doing more work with fewer resources. Some of the areas included with LEAN could be:
seven forms of waste
Jargon
unfamiliar or incorrectly used specialized terminology
positive affect
which reflects a combination of high energy and positive evaluation characterized by emotions like elation and lightheartedness
The results triad (Workforce, Operations, and Results) includes
your workforce-focused processes, your key operational processes, and the performance results they yield.
Environmental pressures for change
- Fashion - Demographic trends - External mandate - Globalization and related geopolitical developments - Hypercompetition - Threats to corporate credibility and reputation
Controlled variation, chance, or common causes:
- Variation present in a process due to the very nature of the process. - Small random changes in the process that cannot be avoided. - Consistently affect the process and its performance day after day, every day. - This type of variation can be removed from the process only by changing the process.
In order to successfully adopt the Six Sigma methodology, an organization must have:
- Visible management commitment - Visible management involvement - Clear definition of customer requirements - Understanding of key business processes - Sound measures of performance - Discipline - Rewards
Dr. Shewart's control charts have advanced process improvement efforts for nearly every type of industry in spite of differing opinions about - (page 27)
- appropriateness - applicability - sampling frequency - use
Resistance to change disadvantages:
- can threaten organizational performance - Competitiveness - survival - lead to job loss - failure to learn new skills and abilities
Effective visions should be:
- clear - appealing - vivid - ambitious - attainable - provide a sense of direction - guide decision making - flexible
The process of knowledge management typically includes
- collecting and transferring workforce knowledge among employees - assembling and transferring relevant knowledge to use in innovation and strategic planning - blending and correlating data from different sources to create new knowledge
Change managers should concentrate on the "Hard Factors"
- controlling - communicating - scheduling - monitoring
Senior Leadership, Criteria 1, is responsible for
- creating an environment for success - creating a focus on action - setting vision and values - all of the above<<<correct
Soft factors
- culture - leadership - motivation
ISO 9000 standards topics include:
- customer-focused organization, - management responsibility, - quality policies and objectives, - corrective and preventive actions, - resource management, - product realization, - measurement analysis and improvement, - document control, and - continuous improvement
Senior leadership, Criteria 1, is not responsible for
- demonstrating personal accountability for organizational actions - communicating with the entire workforce - motivating the workforce - none of these<<<<correct
Poka-yoke is also known as "mistake proofing". This can be effectively used when:
- designing a new system - when analyzing issues - tuning the process steps
Present the change manager as having active, as opposed to reactive, role in how change occurs in organizations
- director - coach - navigator - interpreter
Statistical Quality Control:
- focuses on product and the detection and control of quality problems; - involves testing samples and statistically infers compliance of all products; - is carried out at stages through the production process; and - relies on trained production personnel and quality control professionals.
As with any major process improvement, failure may still. Failure may be the result of: (p. 50)
- lack of an implementation plan - lack of resources or inadequate resources - individuals may not be aware about how to access the power that procedures and information provide - lack of understanding about ISO 9000
Why Use Flow Charts?
- makes communicating and documenting a process quick and clear, so that the process will more likely be understood and applied correctly and consistently. - It can also help you to estimate the timescale of the process - identify who you should involve and at what stage - be able to focus on the detail of each individual stage, without feeling overwhelmed by the rest of the process
Resistance to change benefits:
- provides constructive feedback - implement effective change - improving relationships
Three types of quality definition:
- quality of design, - quality of conformance, and - quality of performance
Three uses of the six-images framework:
- surfacing assumptions - assessing dominant images - using multiple perspectives and images
Process Narrative advantages:
- they tell us about the context, give us a sense of the whole story - complexity can be expressed within a coherent sequence of events - the nature and significance of the casual factors acting on events are exposed - the narrative patterns transcend individual cases
Inspection was one of these tasks and
- was intended to ensure that no faulty product left the factory or workshop; - focuses on the product and the detection of problems in the product; - involves testing every item to ensure that it complies with product specifications; - is carried out at the end of the production process; and relies on specially trained inspectors.
How can you reduce political behavior in the workplace?
-Clear job expectations - Open communication -Manager who confronts poorly behaving employees -Manager who serves as a good role model
Types of influence tactics
-Coalition tactics -Consultation -Exchange -Ingratiation -Inspirational appeals -Legitimating tactics -Personal appeals -Pressure -Rational persuasion (Reason)
What are causes of political behavior?
-Conflict -Uncertainty -Scarcity of valued resources -Inaction -Organizational policies that reward employees who engage in political behavior or punish those who don't
What are traditional leader tasks?
-Control Situations -Direct Work -Supervise People -Closely Monitor Situations -Make Decisions -Structure Activities
Examples of common political tactics in orgs.
-Controlling ino -controlling lines of communication -Using outside experts -Controlling the agenda - Game Playing -Image building -Building coalitions - controlling decision parameters -eliminating political rivals
What are some results of abuse of power?
-Decreased employee satisfaction & helping behaviors -Increase employee deviance -Increase turnover
What are cues that someone is using impression management?
-Elevated speaking pitch -Speech errors and pauses -Negative statements -Eye shifting -Increased blinking and pupil dilation -Fondling or manipulating objects with hands
What are roles of leader as mentors?
-Help select team members and other new employees -Provides general direction -Helps o train/develop the team and member skills o acquire information/resources o resolve conflict and mediate disputes
Improvements seen from employee empowerment include ___, ____, & _____
-Improve Quality -Cut Costs -Boost efficiency and flexibility
What are the types of power?
-Legitimate -Reward -Coercive -Expert -Informational -Referent -Persuasive
PDSA - Plan Do Study Act - was created by
Dr. Shewart
Benchmarking
During the benchmarking process, a company compares its performance against a set of standards or against the performance of a best-in-class company. With the information provided by the comparison, a company can determine how to improve.
Out-Group
Receive less of the supervisor's time and attention: are likely to be assigned the more mundane tasks the group must perform and not be "in the loop" when information is being shared
negative reinforcement
Removal of current or prospective unpleasant consequences, to increase the likelihood that someone will repeat a behavior:
workplace bullying
Repeated mistreatment of another employee through verbal abuse, threatening behavior, humiliation, intimidation, or sabotage:
Effectiveness benchmark assessments verify
Requirement compliance and effective systems to ensure requirements are met
What upward influence style uses an average amount of influence and emphasizes reason?
Tactician
negative affectivity
Tammi generally is pessimistic and usually sees situations and events in a negative light. Tammi has a relatively high degree of
3 conditions for team success
Trust Identity Efficacy
Change Manager
the basic tools and structures with which smaller-scales changes are controlled.
Co-create vision approach
shared vision is created by CEO and staff, CEO wants to identify shared visions throughout the organization
A frequency diagram
shows the number of times each of the measured values occurred when the data were collected. This diagram can be created either from measurements taken from a process or from data taken from the occurrences of events.
Processes
Value-added activities performed by individuals, work groups, functions, machines, or organizations
values related to the outcomes of the work
What are extrinsic work values?
insight
While driving home from a difficult day at work, the solution to the problem that Susan had been having with a certain customer has just occurred to her. Susan has just reached which stage of the creative process?
Definition of trust
Willingness to rely on others
Can leaders transition from transformational to transactional leadership?
Yes
authoritarian
People who accept orders from a supervisor based solely on the latter's position are highly
selective perception
Process of screening out information with which we are uncomfortable or that contradicts our beliefs
First-order
Solves a problem and/or makes improvements, in ways that do not present a challenge to current methods and thinking
relationship conflict
Which of the following dynamics occurs due to interpersonal issues?
The basis of the Criteria for Performance Excellence is
an integrated performance system consisting of six categories
Different types of change:
- Planned - Emergent - Incremental - Transformational - First-order - Second-order - Third-order - Shallow - Deep
Reputation Change
an organization's sales and credibility can be badly affected by process, product, service and internal governance failures and rapid changes to restore and build reputation may often be necessary - process, product and service failures - governance problems
Audits potentially answer several questions such as
are records being properly retained and used to solve production problems
Needs
are the starting point of motivation. They occupy a relatively deep, enduring part of the human mind.
Active resistnace
are those who shout and complain the loudest, may be more valuable
The Star Model
five elements are: - strategy, - structure, - processes, - rewards, and - people.
Innovative Organizations are
flexible and adaptable organizations that achieve operational excellence by partnering with stakeholders and developing innovative strategies that meet market goals.
receiver responds to message
Initiation of the feedback phase of the communication process:
intuition
Innate belief about a proposition without conscious consideration:
____ is the process of creating and doing new things that are introduced into the marketplace as products, processes, or services
Innovation
3 characteristics of trust
Integrity Benevolence Competence
Interpersonal dynamics
Interaction among members in a specific social context
Norms
Interpersonal rules that members are expected to follow
What is generally associated with high managerial performance?
Leadership Motive Pattern
What is ethical Leadership
Leading based on consistent principles of ethical conduct
Supporting Leadership Style
Low direction - High support
it gives managers a much wider range of feedback than traditional performance appraisals do
Main reason for which 360-degree feedback is beneficial to managers:
Lean production
focuses on driving waste out of the production cycle. Lean practitioners are interested in doing more work with fewer resources. They seek ways to accomplish more in less time, space, equipment, people, and resources.
Continuous Improvement
focuses on improving processes in order to enable companies to give customers what they want the first time, every time.
Locating and eliminating the root or real cause of a problem should
follow a logical, systematic method
In Criteria 2, strategy development assumes these are considered:
forecasts, projections, options, scenarios
The only system described in chapter 3 with a clear continuous improvement mandate which represents a total quality system is
Malcolm Baldrige
Bridging (Adapting) vs. Buffering (Shielding)
Management may decide to use buffering strategies to shield the organization from adaptive change
have a lower risk propensity than other managers
Managers who are cautious and try to adhere to the rational decision-making model
Interpreter Image
Managing meaning through interpretations that explain and convey understanding to others
In a _____ Structure, Employees report to both a functional manager and to a project or product team
Matrix
Best Alternative To a Negotiated Agreement
Meaning of the acronym BATNA:
-Rigid, traditional bureaucracy -Hierarchical communication -Uniform job descriptions -May minimize costs -Slow to capitalize on new opportunities These describe what type of structure?
Mechanistic
Expert Power
Members who are perceived as having knowledge that is particularly useful to the group
needs
Motivated behavior begins with one or more
Six Sigma was developed by reliability engineer who worked for
Motorola
______ is a system of shared values, norms, and assumptions that guide members' attitudes and behaviors
Organizational culture
once a year
Organizations most often conduct performance appraisals...
job specialization
Original model, in modern times, of how to design individual work:
Cooperative behavior is an attempt to satisfy the concerns of who?
Others
successful, ethical, and engaged business professionals with the knowledge to compete in the global business environment
Our mission statement: The Sorrell College of Business prepares a diverse student body, drawn primarily from Alabama and surrounding states, to become
What do attributions effect?
Own behavior and the capacity of an individual to behave like a leader
Interpersonal Sensitivity
People tend to be oversensitive to challenges or questions, while others are insensitive and unaware of how they are coming across to others
-Can improve a struggling firm's performance -Not a cure-all -Restructuring is stressful and can be demotivating -Employees who survive downsizing suffer stress, decreased commitment, and higher turnover intentions These are all effects of ______ on _______
Restructuring on performance
Change manager as Interpreter is
Shaping and some Intended
Self Managed Work Teams use what kind of power?
Shared power
4 team characteristics that lead to effective team climate
Shared vision Participative safety Task orientation Support for innovation
Histograms
Similar to frequency diagrams. - The most notable difference between the two is that on a histogram the data are grouped into cells. Each cell contains a range of values.
Employees must be ____ & ____ for empowerment to work.
Skilled & Trained
a. jargon b. semantics c. ambiguity d. loss of transmission
Some commonly encountered types of noise in communication include:
disengaged workers
Some workers perform at a significantly lower level than their potential capability, because they lack the emotional and motivational connections to their employer that would normally drive discretionary effort. Such people fall into the category of
____ is the number of people reporting directly to an individual
Span of control
"new values and beliefs must be seen as stable and as influential as old ones" describes ______
Stability of change
ISO 14000 Environmental Management
Standard encourages voluntary environmental protection and the prevention of pollution while taking into account the economic needs of society. ISO 14000 standards do not enforce environmental laws or regulate environmental activities of an organization.
What does strategic leadership require?
That leaders be capable of understanding the complexities of both org. and leading change in the org. to achieve and maintain a superior alignment between the organization and its environment
questionnaires
The Delphi technique uses which of the following tools to gather opinions from experts?
diverse
The Sorrell College of Business prepares a ______ student body
Coalition
The person garners the aid and support of others before making a request for someone to do something.
Inspirational Appeal
The person makes a request or proposal that arouses enthusiasm by appealing to values, ideals, and aspirations
Exchange (Influence Tactic)
The person offers an exchange of favors, indicates willingness to reciprocate at a later time, or promises a share of the benefits if help is given
Collaboration (Influence Tactic)
The person offers to provide relevant resources or assistance if others will carry out a request or approve a proposed change
____ is the process of systematically planning, organizing, and implementing change
Transition management
T/F Each model adopts a different focus on aspects of organizational functioning, and no one model, or small collection of models, can be described as "best".
True
Dr. Joseph Juran significantly influence the movement of quality through
from a narrow statistical focus to quality as a management focus
Growth
generates problems of increased size and complexity, and at some point the need for formal rules interferes with the need for creativity and innovation
Gen-jitsu means
get the facts; it helps us understand what's really happening, it helps us understand what words like rarely or always actually mean
Overmanaged organizations
have high resources availability but little acceptance of the need to change
Perquisites (informally called "perks")
have high symbolic value but often low monetary value. They usually consist of special privileges, such as a preferred parking space, access to a special lunchroom, or a name plate on one's office door.
Bold organizations
have limited resources but high acceptance
Dr. Edwards Deming taught management strategies and practices focused on quality. Following World War II,
he helped turn Japan into an industrial force
An ethical statistician may accept work for which he or she is sufficiently qualified if
he/she is honest with the client about limitation of expertise
The Baldrige Excellence Framework consists of 7 Criteria. These are intended to:
help improve organizational processes, capabilities and results
Affinity Diagrams
help organize the output of brainstorming sessions.
Vision advantage
help staff identify with the organization, and inspire the motivation to achieve personal and corporate objectives
Innovation comes from
identifying strategic opportunities and taking intelligent risks
Ethics of care can have a positive influence on leadership and management if
if leadership sees value in developing and training employees
Planned Change
implemented in anticipation of, or in response to, known trends and developments
Geopolitics Change
in a highly interdependent global economy, events in distant locations can have "ripple effects" around the planet, and all organizations need to address the implications of climate change and global warming - interdependent global economy - global warming, climate change
Identify the statement that is true:
inputs to processes are often the outputs of a previous process
In Baldrige, knowledge assets refers to
intellectual resources and knowledge possessed by your organization
filtering
intentional withholding or distortion
Modern quality principles have developed over time, but in 1798 Eli Whitney began designing and manufacturing muskets with
interchangeable parts
Control charts can be revised and new limits calculated under two conditions, when no out of control signals have been seen or when new operating conditions exist. Identify the steps taken to revise charts: (pages 189-191)
interpret the original charts to determine lack of control; isolate the cause, take corrective action, revise the chart
Disruptive Innovation
introduce wholly new processes and services, imply deep transformational change
Vision disadvantage
is associated with organizational decline and failure.
A process
is considered to be under control when the variability (variation) from one part to another or from one service to another is stable and predictable.
The system foundation (Measurement, Analysis, and Knowledge Management)
is critical to effective management and to a fact-based, knowledge-driven, agile system for improving performance and competitiveness.
Organizational Development (OD)
is one where its adherents present their developmental prescriptions for achieving change as being used, at least traditionally, upon a core set of values, values that emphasize that change should benefit not just organizations but people who staff them
Moderate degree of workload-related stress
is optimal, because it leads to high levels of energy and motivation.
The image of the change manager as coach
is particularly strong in the approach to change that has developed with what is known as organizational development (OD) and its derivative including appreciative inquiry (AI), change as viewed from within the perspective of positive organizational scholarship (POS) and dialogic OD
Variation defintion
is present in any natural process, no two products or occurrences are exactly alike
General mental ability
is the same concept as general intelligence (IQ).
Symbolic value
is the subjective and personal meaning of a reward.
Workplace bullying
is usually a manifestation of a strong need for personalized power, in terms of McClelland's model.
Change Analysis problem
it often suggests a felt need for deep, transformational change, which immediately generates an overwhelming and potentially resource-intensive agenda
multiple simultaneous cues
levels of meaning, like words, vocal inflection, or body language
Example of identity markers
Physical appearance, office decor, body posture, demeanor, and explicit statements
Six Sigma projects seek out
sources of waste (overtime, warranty claims, production backlogs, and/or customer issues).
Weak self-efficacy
makes a person want to avoid even trying to perform the task
The Baldrige framework helps you
manage all the components of your organization as a unified whole to achieve your mission, ongoing success, and performance excellence (called a systems perspective).
Director Image
management choice, command and control
Strong self-efficacy
motivates the person to try
_____ is the process through which individuals become social beings
Socialization
inputs : outcomes
According to equity theory, what ratio do people consider when assessing the equitability of their treatment in the workplace?
the threat of losing a benefit
According to prospect theory, people experience the strongest motivation by...
greater self-direction in their work
According to the human-resource approach, the best way to enhance motivation in the workplace is to find ways to offer employees
extinction
Ceasing to laugh at a coworker's inappropriate jokes as a way to discourage the coworker from persisting in that undesirable practice is an application of the principle of
____ is the degree to which power and decision-making authority are concentrated at higher levels of the organization rather than distributed
Centralization
In a low-context culture
people communicate directly, through more of the literal meaning of the selected words. Top five low-context cultures: German Switzerland, Germany, Flemish Belgium, Scandinavian countries, and the United States.
high-context culture
people communicate indirectly and through situational cues. Top five high-context cultures: Japan, China, India, Russia, and Arab countries.
Benchmarking can be done at different levels. Different types of benchmarking can include
perception and compliance
The goal of Six Sigma is to
reach 3.4 defects per million opportunities over the long term.
Procedural fairness
referring to the equitable application of the rules
Intuition
refers to an unconscious mode of thought; that is, it refers to using one's ability to feel the appropriateness or character of a choice instead of consciously thinking about it to render a judgment about it.
Planning for contingencies
refers to considering what will happen if the chosen course of action proves infeasible due to deviations between the assumptions and the unfolding of reality.
Autonomation
refers to error-proofing production processes, preventing overproduction, and stopping the process when something goes wrong.
Prevention
refers to those activities designed to prevent defects, defectives, and nonconformance in products and services.
Risk propensity
reflects a person's inclination to take chances in the pursuit of success.
One measure of customer satisfaction, dissatisfaction and engagement is
relative to their satisfaction with your competitors
5 Bases of Power
reward, coercive, legitimate, expert, referent
Norming
roles, norms, and goals are established
Entropy is
rundown, deteriorated, disorganized
selective perception
seeing only those parts of a message that fit one's expectations or beliefs
Multiframe thinking
seeing the same situation in different ways
statistical process control (SPC) emphasizes the prevention of defects and
seeks to limit variation present in the item being produced or the service being provided
Nuturer's vision
sees visions emerging from the clash of unpredictable forces, and therefore as temporary constructs
Statistics
the collection, tabulation, analysis, interpretation, and presentation of numerical data, provide a viable method of supporting or clarifying a topic under discussion.
Liberated organizations
the context in which vision processes are most likely to be effective/successful, with high acceptance and high resource availability
In manufacturing, variation is often identified as
the difference between the specified target dimension and the actual part dimension.
Intended Change Outcomes
the dominant assumption of this image that intended change outcomes can be achieved as planned
Shape refers to
the form that the values of the measurable characteristics take on when graphed. Shape is based on the distribution's symmetry, skewness, and kurtosis
What is organizational structure?
the formal system of task, reporting, and authority relationships within which an organization does its work
Root cause analysis
the systematic search for the true cause of a problem is supported by quality tools.
In service industries, variation may be the difference between
the type of service received and the type of service expected.
Chaos Theory
theoretical construct defining the random-appearing yet deterministic characteristics of complex organizations
one believes one can accomplish a goal
In the context of goal-setting, self-efficacy is the extent to which
As extrinsic values,
they are visible to all and unambiguous. They are values (rather than rules or guidelines) because they describe desired rather than required behavior.
Predictability enables
those studying the process to make decisions concerning the product or service.
Variation
to be different from one instance to the next, is present in any natural process, meaning that no two products or occurrences are exactly alike.
Sources of group norms
Initial group patterns Explicit behavior or statements Critical events Past group experiences
Total Quality Control in Japan
which is different from the western idea of total quality. According to Ishikawa, his explanation, it means 'company-wide quality control' that involves all employees, from top management to the workers, in quality control.
Positive affect
which reflects a combination of high energy and positive evaluation characterized by emotions like elation and lightheartedness
Large organizations use _____ to innovate
Intrapreneurship
Level 1 Conflict
Involves conflict about Facts or Data
Action-Oriented Team
Involves participants in the specific actions needed to build a high performance team
active listening
Involving oneself in the process of attending closely to what someone is saying, while diligently seeking clarification of selected elements of the message:
intrinsic virtues
If your roommate is a C-student, you will tend to attribute a recent high grade earned by that student to
Dr. Deming's Economic Chain Reaction
Improve Quality ---> Decreased Costs ---> Fewer mistakes or delays ---> better use of resources ---> improved productivity ---> capture larger market ---> stay in business ---> provide more jobs
ethical decision makers
In the GEEKS acronym in the mission and vision statements of the Sorrell College of Business, to what does the second letter E refer?
What does leader's task behavior look like in H & B model
Starts high but diminishes when followers gain readiness
How does Leaders relationship behavior look in H & B model
Starts low, gradual increase, then decrease when followers readiness inc.
continuance commitment
Staying with an organization because of the perceived high cost of leaving:
To create a histogram:
Step 1: Collect the data and construct a tally sheet Step 2: Calculate the range Step 3: Create the cells by determining the cell intervals, midpoints, and boundaries Step 4: Label the axes Step 5: Post the values Step 6: Interpret the histogram
leader-member exchange model (LMX) (of leadership)
Stresses the importance of variable relationships between supervisors and each of their subordinates
induce mental strain
Stressors are situations or events that
_____ cultures clarify appropriate behavior, are widely shared, and internally consistent
Strong
Strong vs. weak organizational culture
Strong - is one in which the organization's value are widely shared and intensely held, and which thus guide behavior. Weak - displays little agreement about core values or about expected behaviors
How are democratically oriented groups structured?
Structure is mutually decided upon by members and emerges from the bottom up
European Foundation of Quality Management in 1992
This EFQM Excellence Model is the framework for the European Quality Award.
Unintended Change Outcomes
This image recognizes that managers often have great difficulty in achieving the change outcomes that were intended.
- integrative (win-win) - distributive (win-lose).
Two contrasting types of negotiation consist of:
process conflict
Type of conflict that consists of a disagreement about how to accomplish a task
values-based conflict
Type of conflict that occurs due to perceived or actual incompatibilities in beliefs about what is right or wrong
The three types of production technology are _____,______,&_____
Unit Production, Mass Production,& Continuous Production
Groupthink
When teams are overly cohesive or when one or more members have too much power and influence over the group as a whole
Strategic Inventory
When to use it: - Clarify and validate strategic assumptions - Decide what changes are necessary to drive strategy
Gap Analysis
When to use it: - Develop a change agenda that addresses future conditions - Generate understanding and consensus around the agenda
Scenario Planning
When to use it: - Encourage creative thinking and acceptance of uncertainty - Prioritize, plan, and implement future oriented changes
Built-to change model
When to use it: - Ensure that change happens more quickly and smoothly - Design an organization in which continuous change is routine in an organization that is "built to change" continuous change is business as usual and does not have to involve a planned transition from one state to another
Elements of Strategy
When to use it: - Identify changes necessary to pursue a given strategy - Develop an integrated package of self-reinforcing changes
Cultural Web
When to use it: - Map and understand the components of the organization culture - Challenge the taken for granted and identify barriers to change
PESTLE Framework
When to use it: - is to identify the environmental factors that may affect the organization now and in the future - Understand the impact of multiple environmental pressures - Exploit future opportunities and deal with risks and threats
The Four Frame Model
When to use it: 1. See the organization through different lenses at the same time, multiframe thinking 2. Generate deeper understanding to develop creative solutions
Key factor of LMX model
Whether individual subordinate is in leader's "out" group or "in" group
There are three levels in an SOP. The best description of the three levels from the options below:
what must be done, what must be done and how it is to be done
The centerline of a variable control chart shows
where the process average is centered, the central tendency of the data.
Statistical Quality Control (SQC)
wherein statistical data are collected, analyzed, and interpreted to solve problems.
Visions,
which are developed and supported by senior management, are statements describing how a company views itself now and in the future.
In systems theory, as system is viewed as a
whole, not a collection of processes that exchanges with an unpredictable environment
Resolving conflict competitively is a ____ conflict management norm.
Disagreeable
Task Conflict
Disagreements about the team's tasks and goal
Change manager as Coach
shapes the organization's or the team's capabilities to ensure that, in a competitive situation, it will be more likely to succeed.
Present change managers as receiving rather than initiating change:
- caretaker - nurturer
Change Manager as a Directors is
Controlling and Intended
videoconferencing
Which of the following communication media has the highest richness?
Aristotle saw the universe as
a coherent whole, with numerous subcomponents
personal focus
expression of emotions and social cues
The stressor
is the cause.
Fashion change
managers want to appear to be "progressive", looking for out for "the next big thing."
pooled interdependence
or bowling team structure; low need for communication
Type A
the ______ _ personality is the workaholic
The PDSA cycle begins when - (page 95)
the root cause has been identified
Tension
when two or more ideas are in opposition to each other
What upward influence style uses a friendliness strategy?
Ingratiator
What is virtual leadership
Leadership via distance technologies
Noise
anything that interferes with a communication signal
f
f
task significance
perceived importance of the task
Gemba means
the actual place, where the work is actually being done
Paradox
when two or more apparently correct ideas contradict each other
When to Use a Flow Chart
- Define a process. - Standardize a process. - Communicate a process. - Identify bottlenecks or waste in a process. - Solve a problem . - Improve a process.
Three broad strategies for producing intentional change:
- Empirical-rational strategies - Normative-re-educative strategies - Power-coercive strategies
The 7-S Framework
"hard" -- strategy, structure, systems "soft" -- style, skills, staff, shared values
Organization's values
(as expressed in the organizational culture)
Controlled vs uncontrolled variations
- Common (Chance) Causes: Controlled variation that is present in a process due to the very nature of the process. - Special (Assignable) Causes: Uncontrolled variation caused by something that is not normally part of the process.
Benchmarking is a tool that will:
- Compare and measure your business performance against world class companies. - Highlight areas where your business performance is sub-optimal. - Highlight worldwide best practices that lead to superior performance. - Help to continuously improve business performance. - Introduce new ideas
Control limits versus Specification limits
- Control limits are the voice of the process. - The centerline on the X-bar chart represents process centering. - The centerline on the R chart represents the average amount of variation present in the process. - Specification limits are the voice of the customer. - Specification limits communicate customers' needs, wants, and expectations.
Change managers approach their task with an image:
- of the organization - of the change process - of their role in change
In continuous improvement (CI), the primary focus is on improving processes so organizations can give customers what they want the first time, every time. Select the statement below that is correct. (Page 14)
A company focusing on CI places greater emphasis on customer service, teamwork, and process improvement
service organization
A form of business that transforms resources into an intangible output and creates time or place utility for its customers
Charisma
A form of interpersonal attraction that inspires support and acceptance
separate the people from the problem
A fundamental principle of integrative negotiation
compensation that is equivalent to that available to management
A knowledge worker's career path may run parallel to a manager's career path. The benefit of this path for the worker is
stimulate energy and motivation
A moderate degree of workload-related stress can
Group Development Observation System (GDOS)
A way of categorizing and analyzing the verbal interactions that take place among group members; classifies statements into one of eight categories
cultural competence
Ability to interact effectively with people of different cultures
Social Loafing
Desire to do as little work as possible
valuing harmony more highly than honesty
Example of low individualism
gives employees more personal control over their daily work hours
Flextime is a work schedule arrangement that...
Change manager as Coach is
Shaping and Intended
Second-order
Transforms the organization with creative thinking and new business models
A quality-cost measurement system will help focus on which problems, if solved will provide the greatest return on investment. Identify this statement(s) below that are true: (page 435-437)
a measurement system should capture and reduce significant quality costs
The Star Model
a model of organizational change that says if one key element is changed it likely impacts other elements; the
Zen =
better
Power and politics
both drive and interfere with organizational change, depending on the interest of stakeholders and their ability to influence management decision making. - stakeholder interests - influencing/interfering in decision making
Images
can also be described as mental models, help us to make sense of the world around us, by focusing our attention in particular direction
Stories
can be read as process narratives, which explain what happened in a given context.
Multiple tactics must be ___ to be effective
compatible
Juran's approach to quality included
creating awareness and emphasizing training and team problem-solving
In chapter 1, the argument for quality finds that several keywords stand out in the definition; this includes but is not limited to
customer determination
Quality is a
customer determination which is based on the customer's actual experience with the product or service, measured against his or her requirements—stated or unstated, conscious or merely sensed, technically operational or entirely subjective—and always representing a moving target in a competitive market.
Part of customer engagement includes
customer support and communication
Six Sigma is
data driven and profit focused.
Inductive statistics
deal with a limited amount of data or a representative sample of the population.
Receiver
decodes the message and depending on the channel, provides feedback
Total quality management (TQM) emphasizes continuous process system improvement to achieve long-term organizational success. Quality management
develops a culture for a never-ending commitment to the improvement of processes
cultural barriers
differences in the usage of certain symbols due to differences in national culture
Semantics
differences in translation of a given set of symbols
Paying more attention to relationships is a sign of
different values
Perhaps the most important aspects of ISO 9000 are:
documentation and record-keeping
Flow charts are
easy-to-understand diagrams that show how the steps of a process fit together. American engineer Frank Gilbreth is widely believed to be the first person to document a process flow, having introduced the concept of a "Process Chart" to the American Society of Mechanical Engineers in 1921.
The leadership triad (Leadership, Strategy, and Customers)
emphasizes the importance of a leadership focus on strategy and customers.
Although developed in Japan in the 1970s, QFD was first used in the United States in the 1980s. The objective of the QFD is to: (p. 402)
enable a company to organize and analyze pertinent information associated with the product or service
Clear vision
enables boards to determine how well organizational leaders are performing and to identify gaps in current practices.
The piecework system
encourages quantity rather than quality of production.
misperception
erroneous decoding
Nonfaulty systems are
error-free systems that have the ability to provide the consumer with a product or service as specified. Definition per Dr. W. Edwards Deming.
OD practitioner
helps to structure activities to help the organization members solve their own problems and learn to do that better
Accuracy refers to
how far from the actual or real value the measurement is.
Strategic considerations (2.1.3) should include
how potential blind spots are identified in the strategic planning process
Sustaining Innovation
improve existing products and processes
Processes are made up of:
interrelated activities that interact with each other
One advantage of job specialization
is that it can increase productivity (per dollar spent).
The mental strain
is the effect
Key clauses comprise ISO 9000:2015 standards. Identify three of those below:
leadership, scope, planning
Organizational learning calls for learning to be embedded in day-to-day operations. This means
learning should be a part of everyday work and problems should be solved at the source
Six Sigma was conceived by a reliability engineer for Motorola in the 1990s. The focus of six Sigma was about reducing variability in processes. Motorola used terminology from karate to indicate
level of Six Sigma competence for the individual
Choose the statement below that is most accurate: The ethical statistician-
must maintain respectful discourse with colleagues
If the span of control in an organization is relatively _____, the organization tends to have more levels. That is, it is relatively "____."
narrow, tall
The contrast effect
occurs when we compare someone against a recently encountered exemplar rather than against people in general, resulting in a skewed appraisal of the person.
sequential interdependence
or baseball team structure (higher need for communication to ensure adequate coordination)
There are ______ and ______ sources of resistance to change
organizational, individual
Continuous Improvement (CI)
philosophy focuses on improving processes to enable companies to give customers what they want the first time, every time. Most CI efforts begin with a vision.
loss of transmission
physical or electronic failure to transmit the message
Human-relations approach
posited that the mere illusion of self-direction was sufficient to induce workers to try harder.
intuitive people
prefer patterns
Variation in a process can best be described as
present in any natural process
language variety
range of available concepts or ideas
Distributive fairness
referring to the equitable allocation of the rewards themselves
risk
refers to a probabilistic outcome of some kind, whether potentially positive or potentially negative.
Engagement
refers to an employee's strong interaction with the work or workplace, implying a belief in its virtues and faith that one's own efforts are worthwhile.
Performing
team members have learned to efficiently coordinate activities, resolve conflicts, and work together with a high level of trust
Quality of design means
that the product or service has been designed to successfully fill a consumer need, real or perceived.
Quality of performance means
that the product or service performs its intended function as identified by the consumer.
Process capability refers to
the ability of a process to produce products or provide services capable of meeting the specifications set by the customer or designer.
a. skill variety b. task significance c. task identity d. autonomy e. feedback
the five core job characteristics consist of:
Transformational Leadership
the set of abilities that allows the leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively
Kaizen means
to change for the better Kaizen takes a look at the current process breaks it apart and put it back together, the result should be an improved process that fully utilizes all the experience and skill of the people involved
Brainstorming's purpose is
to generate a list of problems, opportunities. or ideas from a group of people.
The main idea behind the Baldridge Excellence Framework is
to improve organizations and obtain sustainable results
Quality Control refers
to the use of specifications and inspection of completed parts, subassemblies, and products to design, produce, review, sustain, and improve the quality of a product or service.
Inspection refers
to those activities designed to detect or find non-conformance existing in already completed products or services.
information overload
too much information to process
To solve problems effectively, people need to be
trained in problem-solving procedures and techniques
Dr. Kaoru Ishikawa
transformed the teachings of Dr. Deming and Dr. Juran into the Japanese approach to quality
Apprising
The person explains how others will benefit by complying with the request.
procedural fairness
What term refers to the perceived fairness in the manner of determining an outcome?
sensing
Detail-oriented and fact-seeking
Work Statements
Those that represent goal-directed and task-oriented efforts
sensing people
love facts
Change Leadership
marshals the driving forces and visions that produce large scale transformations.
The concept of equifinality means
there is no one best way
Calculating Process Capability Indices
- Capability Ratio Cr Cr = 6o/USL - LSL o = standard deviation
Cognitive component
(intellectual) is based on information and express outcomes and how these will be achieved
ISO
(meaning equal) encourages organizations to develop, install, and utilize a quality management system that supports continuous improvement through the prevention of defects, and the reduction of variation and waste.
Uncontrolled variation, special, or assignable causes:
- Come from sources external to the process. - This type of variation is not normally part of the process. - Assignable causes are variations in the process that can be identified and isolated as the specific cause of a change in the behavior of the process. - This type of variation arises because of special circumstances.
Benefits of adopting the Six Sigma methodology
- Enhanced ability to provide value to customer - Enhanced understanding of key business processes - Reduction of waste - Improved profit performance
Six Sigma's DMAIC: Control
- Evaluate and monitor improvements - Make adjustments as needed - Establish standard procedures
Normal Frequency Distribution (the Normal Curve)
- A normal curve is symmetrical about μ - The mean, mode, and median are equal - The curve is unimodal and bell-shaped - Data values concentrate around the mean and decrease in number further away - The area under the normal curve equals 1 - The distribution can be described in terms of the mean and standard deviation
Dr. Deming's Theory of Profound Knowledge
- An appreciation for a system - Knowledge about variation - Theory of knowledge - Psychology
ADKAR
- Awareness - Desire - Knowledge - Ability - Reinforcement the change manager is advised to concentrate on individual awareness, individual desire, individual knowledge, individual ability, and the extent to which reinforcement is meaningful and relevant to the individual
Chaos Theory
- Butterfly Effect - Systems approach
Six Sigma projects have five phases:
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
Approximately how long does it take for groups to reach the 4th stage of team development, the Performing stage?
About 6 months
Caretaker Image
Accept the force of external context factors and adapt as neccessary
affiliation
According to David McClelland, the desire for acceptance by other human beings is consistent with the need for
formal rewards are more impactful than informal rewards are
According to equity theory, how do people perceive formal versus informal organizational rewards when formulating equity perceptions?
are sensitive to fair versus unfair treatment
According to equity theory, people
Resolving conflict openly is a ____ conflict management norm
Active
high achievers
Burnout occurs most frequently among
______ should be matched to organizational structure for best performance.
Business Strategy
What upward influence style uses little influence with superiors?
Bystander
Tell vision approach
CEO creates the vision and gives it to staff, involvement is not seen as important
___ ____ is a person responsible for managing a change effort
Change Agent
Change Manager as a Navigator is
Change is partially controllable with change managers as navigators that navigate the process toward an outcome not all of which will be intentional.
language variety
Characteristic of a communication medium that allows the speaker to convey a broad set of concepts and ideas:
Nurturer Image
Develop resilience, encourage involvement, continuous learning and self-organizing
The Star Model
Developed by Jay Gabraith When to use it: 1. Recognize interconnectedness and "knock on" effects 2. Align your strategy, structure, people, processes and rewards
What is an organizational chart?
Diagram of the chain of command and reporting relationships in a company
Pairing Statements
Expressions of warmth, friendship, and support toward others
Organizational Learning vs. Threat-Rigidity
External threat can lead to rigidity rather than innovation, as decision making becomes constrained and focused
The most effective leaders exhibit higher levels of which of the Big 5?
Extraversion Conscientiousness Openness
Leadership Neutralizers
Factors that render ineffective a leader's attempts to engage in various leadership behaviors
normative commitment
Feeling obliged to stay with an organization for moral or ethical reasons:
How are teams that operate in strict, hierarchical social systems structured?
From the top down
The Sorrell College vision statement reveals the meaning of the acronym, but the elements appear in the mission statement:
G - globally aware E - engaged with the business community E - ethical decision makers K - knowledgeable to compete S - successful
Intrapersonal
Gardner intelligence category that refers to self-awareness:
Forming
Getting to know the team members
Level 3 Conflict
Goals or Purpose; conflict over the ultimate goal of the group's effort
Incremental Change
Gradual, small scale
job satisfaction was the product of external inducements alone
Herzberg's dual-structure theory was a response to the prevailing thinking, at the time, that
______ is the degree to which some employees have formal authority over others.
Hierarchy
Collaborating Conflict Management Style
High assertiveness & High Cooperation
Competing Conflict Management Style
High assertiveness & Low cooperation
Directing Leadership Style
High direction - Low support
Attribution perspective on leadership
Holds that when behaviors are observed in a context associated with leadership, different people may attribute varying levels of leadership ability or power to the person displaying those behaviors
What are influence tactics?
How people translate their power to affect the behavior of others.
5 common problems experienced when working in teams
Lack of commitment Productivity losses Poor communication Interpersonal conflict Poor leadership
cultural
In much of the world, the thumbs-up sign indicates affirmation or acceptance. However, in Nigeria, Afghanistan, Iran, and parts of Italy and Greece, it is an obscene insult and carries the same meaning as the middle finger in the United States. This difference is an example of which type of communication barrier?
successful
In the GEEKS acronym in the mission and vision statements of the Sorrell College of Business, to what does the letter S refer?
psychological
Issues involving perceptions of fairness, trust, or interest in participating, which may contribute to interest-based conflict:
substantive
Issues involving time, money, or physical resources, which may contribute to interest-based conflict:
How does a shared vision tend to impact the commitment of group members in a team?
It enhances commitment
The Six Sigma methodology was developed at Motorola Corporation as a strategy to deal with product and system failures. From the options below, pick the statement that is true about Six Sigma:
It was developed for a manufacturing environment to increase system reliability
self-efficacy
John strongly believes that he can achieve his goal of selling 10 cars each month. This belief reflects John's
Emergent Change
Just happens, or has to happen, in response to unforeseen events
(a) concrete versus abstract; (b) active experimentation versus reflective observation.
Kolb presented four dominant learning styles based on two axes:
In- Group
Often receives special duties requiring more responsibility and autonomy; they may also receive special privileges, such as more discretion about work schedules
-Flexible, decentralized -Open communication channels -Focus on adaptability -Faster response to market and competitive changes -May increase job satisfaction and commitment This describes a ______ Structure
Organic
_____ socialization is the process through which employees learn about the firm's culture and pass their knowledge and understanding on to others
Organizational
conciliation
Process in which a third party builds a positive relationship between two parties, improves their communication, and facilitates their discussion:
arbitration
Process in which a third party participates in conflict resolution with the power to issue a binding settlement:
Level 2 Conflict
Processes or Methods; Disagreement about how something should be done
Upward influence is the ability to influence _____
Superiors
Which two team climate scales have a high association with project innovation?
Support for innovation and vision
SOLER listening posture
S—Square: Face the person squarely O—Open: Keep an open posture without crossed arms or legs L—Lean slightly forward to communicate interest and engagement E—Eye contact: Maintain direct eye contact according to appropriate social norms R—Relax: Stay relaxed. Listeners should be comfortable with silence where appropriate and allow the conversation to unfold without force
a. interactivity b. multiple simultaneous cues c. language variety d. personal focus
The four common factors that define the relative richness of a communication medium consist of:
Butterfly effect
The idea that a small effect or thing can have a large impact if it happens to tip the balance, causing other changes that create a major event.
- Distributive fairness - Procedural fairness
The two most basic types of fairness are:
1. programmed decisions 2. nonprogrammed decisions
The two principal types of decisions are
Leaders are only effective to the extent to which they can influence what?
Their environment and their team
Dr. Walter Shewart is credited with identifying two sources of variation in a process.
These are known as controlled and uncontrolled
accommodators
These people interact easily with people and specialize in action-oriented jobs, such as marketing and sales:
A population is
a collection of all possible elements, values, or items associated with a situation. - A population can contain a finite number of things or it may be nearly infinite. Limitations may be placed on a collection of items to define the population.
All actions lead to Results—
a composite of product and process, customer, workforce, leadership and governance, and financial, market, and strategy results.
In escalation of commitment
a decision maker begins to make excuses for sticking to a plan for which objective data suggest abandonment as the most logical alternative.
Group Efficacy
a group's shared belief that they can attain organizational outcomes
An example of differentiation and integration could be
a long-term horizon with the formal structure and an informal structure with short-term deadlines
Descriptive or deductive statistics describe
a population or complete group of data.
Change communication process
a process for exchanging meaning as well as transmitting information
feedback
ability to judge one's own work to confirm that one has performed it adequately
Passive Learning
aka: Identifying lessons
Active Learning
aka: Implementing changes
Dr. Ishikawa identified six fundamentals that form the Japanese quality paradigm (in addition to developing the Ishikawa Fishbone diagram model). Identify the correct fundamental from the list below.
all employees should clearly understand the objectives and business reasons
When looking at integrity of data and methods, the ethical statistician
all of these
Flextime
allows employees to choose the specific hours of their work each day, within limits.
Social media
allows two-way communication and encouraging information sharing, networking and collaboration
Change Agent
an external expert management consultant who was paid to work what was going wrong in an organization and to implement change to put things rights
An audit typically involves comparisons, checks of compliance and discovery of discrepancies. Audits should never be subjective and need to be conducted in a professional manner and an auditor should always (page 481)
be professional, unbiased and undistorted
Overload
can cause tension and anxiety
Assessing work accomplishment is accomplished by
capitalizing on core competencies
Groups tend to adopt a more __________ communication structure if the task is relatively simple
centralized
Kai =
change
Hypercompetition Change
change is being driven by disruptive, high-velocity innovation, which is partly technology driven and can be seen most vividly in "out of sector" competition, where organizations which are not in your business sector start to steal your customers - disruptive, high-velocity innovation - out-of-sector competition
Satisfaction-progression
concept suggests that, after satisfying one category of needs, a person progresses to the next level
The central limit theorem enables
conclusions to be drawn from the sample data and applied to a population.
Any benchmarking assessment should
conduct a thorough review of existing business practices
Individual-organization value
conflict refers to the opposition between the individual's values (what the individual deems important in life)
Groupthink
consists of a general pattern of group members' ceasing to think critically about a proposition.
Active listening
consists of a set of optimal practices to focus attention on the other party's intent and meaning to ensure full comprehension.
organizational barriers
constraints that limit who may send messages to whom and how
the ______ _______ process model: Incorporates the forces for change, a problem-solving process, a change agent, and transition management
continuous change
Edward Lorenz
developed the chaos theory
Senior leadership creates an environment for success by
developing organizational agility and accountability, individual learning and innovation
When considering development opportunities for the workforce, strategic planning should include
developing organizational core competencies
task identity
degree to which the task appears to produce an easily recognized, whole piece of work
Environmental pressures are
explanations for change. These pressures take many forms, and include opportunities as well as threats.
Implementation
exploring the substance of change, the role of vision, managing resistance, developing communication strategies and several approaches to the implementation process
Coach's vision
facilitates the consultation and co-creation process through which vision is developed by staff across the organization
Mandate Change
many changes are non-negotiable, driven by legislation and regulation, and others are difficult to avoid, such as expectations of corporate responsibility - legislation regulation - social responsibility
Corporate identity
may be an abstract concept, but shared purpose and goals, and a strong corporate brand, can be valuable competitive assets requiring changes to protect and build them - shared purpose and goals - corporate brand
Passive resistance
may be more difficult to detect for change resisntance
Empowerment
means being able to make more decisions by oneself rather than having to secure approval from higher authorities in the organization
Measures of performance enable problem solvers to determine if the right changes were made. In step three
measures should be relevant to multiple areas of internal workings of the organization as well as external measures
Inspection involves
measuring, examining, and testing products, process and services against specified requirements to determine conformity.
Inspection is about a number of activities designed to detect or find nonconformances in products and services which already exist. Inspection involves:
measuring, examining, testing, gauging
Audits determine whether or not a company has the ability to
meet or exceed a standard.
In strategy implementation (Baldrige), the primary responsibility belongs to leadership for
meeting workforce capability and capacity needs
According to your textbook, the potential economic benefits of the Baldrige award to the US economy is approaching $25 billion because: (p. 52)
of better utilization of economic resources
360-degree feedback
often focuses on such criteria as interpersonal relations and style.
Six Sigma projects are selected based
on their ability to contribute to and enhance an organization's financial performance.
Dr. Walter Schubert recognized
once a process is under control future process performance can be predicted
reciprocal interdependence
or basketball team structure (where there is a need for a high level of communication to permit constant mutual adjustment)
Built-to-change model
organizations can be designed in a way that makes "change management" diagnostic tools redundant
Demography Change
organizations need to consider how to address the changing motives of each new generation and the approaching "silver tsunami" of an ageing workforce - Boomers, Gen Y, Gen C
Why-Why Diagrams
organize the thinking of a problem-solving group. Asking why creates a chain of symptoms leading to the true cause of a problem.
Measures of Performance
provide information about a system, process, activity, or product that allows users to compare performance against requirements.
skill variety
range of knowledge, skills, and abilities demanded by the task
Tolerance limits
show the permissible changes in the dimension of a quality characteristic.
Tolerance limits definition
show the permissible changes in the dimension of a quality characteristic.
Process
takes inputs and performs value-added activities on those inputs to create an output. Processes are made up of interrelated activities that interact with each other.
Dialogic OD
takes the view that real change only occurs when mindsets are altered and that this more likely to occur through "generative conversations" than persuasion by facts.
autonomy
sufficient to match the worker's experience and maturity
Statistical process control can be used to
support decisions with statistical information concerning the process
When describing a population using deductive statistics,
the investigator must study each entity within the population. This provides a great deal of information about the population, product, or process, but gathering the information is time-consuming.
Problem solving is
the isolation and analysis of a problem and the development of a permanent solution.
One of the key aspects of performance measurement (Baldrige 4.1) discusses
the need to track progress on achieving objectives and action plans
What is Personal Power based on?
the person's individual characteristics stays with a person regardless of his or her job or organization
Vision collisions
the presence of too many competing and conflicting visions for an organization. Can also occur where there is a gap between the visions of change management and stakeholders
Negative affect
which comprises emotions like fear, worry, and distress
negative affect
which comprises emotions like fear, worry, and distress
What is the role of national culture in influence effectiveness?
understanding of diverse cultures, values and perspectives enhances sensitivity to what's important to others and how best to influence them
The tool that provides a picture of workflow and information flow in an end to end process is called:
value-stream mapping
relationships, and a holistic
view of situations
Director View
views as controlling and change outcomes as being achievable as planned. The change manager's role here, as the title indicates, is to steer the organization toward the desired outcome
Quality Control
was introduced to detect and fix problems along the production line to prevent the production of faulty products. Statistical theory played an important role in this area.
Total Quality
was used for the first time in a paper by Feigenbaum at the first international conference on quality control in Tokyo in 1969. The term referred to wider issues within an organization.
Quality of conformance
—conformance to requirements—refers to the manufacture of the product or the provision of the service that meets the specific requirements set by the consumer.
Change Manager as a Directors is
Controlling and some Intended
What can help create group cohesion?
Information sharing team identity Competition
What are the four types of personal power?
1) Expert 2) Informational 3) Referent 4) Persuasive
____ ______is Changing how inputs are transformed into outputs
Technological change
Output examples
- Products - Services - Results
TS 16949
defines automotive industry standards world-wide
Change manager as Caretaker
(Ideal) Management is still seen as control, but the ability to exercise control is severely constrained by a variety of forces (internally & externally), that propel change relatively independent of a manager's intentions; managers are caretakers, shepherding their organization along as they can.
Affective component
(emotional) that appeals to values and beliefs, and thus underpins the motivation and commitment that are key to implementation
Calculating Process Capability Indices
- Cpk Cpk = Z(min)/3
Dr. Walter Shewhart
- Father of Statistical Process Control - Inventor of Control Charts - Proposed concept of common cause and special cause variation A phenomenon will be said to be controlled when, through the use of past experience, we can predict, at least within limits, how the phenomenon may be expected to vary in the future. Here it is understood that prediction within limits means that we can state, at least approximately, the probability that the observed phenomenon will fall within the given limits.
Seven Tools of Quality popularized by Kaoru Ishikawa:
- Flow Chart - Control Chart - Check Sheet - Histogram - Pareto Diagram - Cause and Effect Diagram (Ishikawa diagram) - Scatter Diagram
Organization's Strategic and Change Analysis Tools:
- Gap analysis - PESTLE framework - Scenario planning - Elements of strategy - Strategic inventory - Cultural web
Six Sigma's DMAIC: Measure
- Gather information about the current process - Define and measure key process steps and inputs - Refine the problem statement and goals
Six Sigma Project Participants:
- Green Belts - Formal training - Complete a cost-savings project ($10,000+) - Black Belts - Advanced training (more advanced) - Complete cost-savings projects ($100,000+) - Master Black Belts - Extensive training - Complete cost-savings projects ($1,000,000+)
Six Sigma
- Highly focused problem solving system DMAIC - Focus on profits - Tools include SPC, DOE, FMEA, Project management,capability studies, Benchmarking - 3.4 defects/million - Focus on metrics
Traditional Quality Systems
- Highly focused problem-solving system PDSA - Focus on improving organizational performance including profit - Tools include SPC, DOE, FMEA,,capability studies, bench-marking. Theory of constraints - Process capability - Measures of Performance
Quality Standards and Methodologies examples:
- ISO 9000, TS 16949, etc. - Six Sigma
the major benefits of benchmarking
- Identifies opportunities for improvement-Motivates action by external example of excellence - Clarifies current status - Stimulates change - Identifies strengths and assets - Provides an urgency for change - Uncovers new ways of improving processes - Promotes improvement
Six Sigma's DMAIC: Improve
- Identify potential root causes of the problem - Test solutions - Measure results
Six Sigma's DMAIC: Analyze
- Identify potential root causes of the problem - Validate the cause and effect relationship - Identify the vital few root causes
A quality management system must have the necessary ingredients to
- Identify, design, develop, produce and deliver what the customer wants
In the blog (article), the ISO 9001 focus is described as:
- Innovative - Engaging customers - Developing core competencies. - None of these<<<correct
Essential tools used with DMAIC process:
- Process Maps - Cause and Effect Diagrams - Failure Modes and Effects Analysis - Measurement System Analysis - Process Capability Studies - Multivariate studies - Design of Experiments - Process Control Plans
Lean workers recognize the seven forms of waste:
- Producing defective parts - Producing more parts than needed - Excessive inventories - Unnecessary activities - Unnecessary movement of people - Unnecessary transportation or handling of materials - People waiting
To be productive does not necessarily mean the outcome is a quality outcome. What are the differences?
- Productivity focuses on doing something more efficiently, whereas quality is about being effective - Being effective means achieving intended results or goals and meeting customer requirements, productivity is about working efficiently and using available resources - If customers are not purchasing table lamps because they are ugly, then the company is not effective; this means increased productivity would be meaningless. - All of the above<<<correct
Dr. Juran's Philosophy Big Q versus little q
- Q = ALL processes in all industries - q = the products in manufacturing
Input examples
- Raw materials - Components - Instructions - Information - Criteria
Although many people believe quality began in the industrial revolution, the textbook notes 10,000 your old stones were uncovered in Malta that demonstrated a uniform standard in a temple that still stands today. Another example of ancient quality could include
- Roman road builders - The Zhou Dynasty - Scandinavian shipbuilders - All of the above<<<<correct
Analyze Histograms by studying:
- Shape - Spread - Location
Organizational Models:
- Six-Box Model - 7-S Model - Star Model - Four-Frame Model
Six Sigma Methodology is based on:
- Statistical Process Control Techniques - Data Analysis Methods - Project Management Techniques - Systematic Training of Participants
The Baldrige Excellence Framework helps you address issues that are important to your organization:
- Understanding what it takes to be competitive and achieve long-term success in your environment - Getting your leaders, managers, and workforce all on the same page - Ensuring that your employees understand and can contribute to the drivers of your organization's success - Understanding, and meeting or exceeding, customer requirements and expectations - Ensuring that your operations are efficient and lead to short- and long-term success
Positive Results of Statistical Process Control:
- Uniformity of Output - Reduced Rework - Fewer Defective Products - Increased Output - Increased Profit - Lower Average Cost - Fewer Errors - Predictable, Consistent Quality Output - Less Scrap - Less Machine Downtime - Less Waste in Production Labor Hours - Increased Job Satisfaction - Improved Competitive Position - More Jobs - Factual Information for Decision Making - Increased Customer Satisfaction - Increased Understanding of the Process - Future Design Improvements
The Baldrige framework helps manage all components of an organization based on
- a systems perspective - building blocks and integrating mechanisms - core values and concepts related to the Criteria - all of the above<<<<correct
Quality plays a role in innovation through
- actively listening to customer comments - word-of-mouth product and service reviews - respond to emerging needs in the marketplace before the customer is aware of the need
One of the most widely known quality standards as ISO 9000. ISO 9000 standards
- are similar to continuous improvement philosophy - focus on compliance to standards - were developed by the International Organization for Standardization - all of the above<<<correct
Dr. Taguchi introduce the "loss function" concept, which can include variation within specifications. Knowing the loss function helps:
- designers set product and manufacturing tolerances - justify capital expenditures - minimize losses by improving performance consistency - all of the above<<<correct
DICE
- duration - integrity - commitment - effort identifies four factors that determine whether a change program will "fly" or "die"
Management as Shaping
- enhances individual and organizational capabilities - based on the "human relations"
Auditing allows an organization to verify conformance to specifications and procedures Auditing may
- only be done by an outside auditor - are limited to software and documentation - are limited to processes - none of these<<<Correct
Brainstorming is one of the techniques used to determine possible causes; the purpose of brainstorming is to generate a list of possibilities or ideas. Brainstorming should be conducted with: (page 83, 86)
- only the people who volunteer - no arguing, but critiques can be provided - time included to evaluate ideas in the session - Time to discuss opportunities - none of the above<<<correct
Tools used during a project which applies Six Sigma can include but are not limited to
- process mapping, design of experiments, statistical process control techniques - cause and effect diagrams, multivariate analysis, customer input - failure modes and effects analysis - all of the above<<<correct
Dr. Deming described his work as
- the catalyst necessary to start an economic chain reaction - management for quality - quality efforts which should be directed at present and future needs of the consumer
Corporate culture has a big impact on quality through
- the vision statement - teamwork and a problem-solving approach - how the organization adapts to competition
The most effective influence tactics are:
-Rational Persuasion -Inspirational appeals -Consultation
What are some characteristics of ABUSE OF POWER?
-The use of power to demean, exploit, or take advantage of -Influencing someone to do something they later regret
Examples of Persuasion skills include:
-build credibility -don't begin with a hard sell -find common ground - develop compelling positions -connect with people emotionally -create a continuous feedback loop -be patient
What are the three fundamental attributes of a charismatic leader?
1) Envisioning 2) Energizing 3) Enabling
What are the 4 major forces affecting change?
1) People 2) Technology 3) Information processing and communication 4) Competition
What are the four ways that Subunits obtain power?
1) Resource Scarcity 2) Centrality 3) Substitutability 4) Uncertainty
What are the 4 upward influence styles?
1) Shotgun 2) Tactician 3) Bystander 4) Ingratiator
What are the 7 influences of organizational structure?
1)Business Strategy 2_External environment 3)Nature of the organization's 4)Organizational size 5)Expectations of how employees should behave 6)Organizations's production technology 7)Organizational change
Dr. Deming's Five Deadly Diseases/Sins
1. A lack of constancy of purpose a. no planning for the future b. lack of long term definition and goals c. why is the business still in business? 2. Emphasis on short term profits a. worship of the quarterly dividend b. sacrificing long term growth of the company 3. Annual rating of performance a. an arbitrary and unjust system b. demoralizing to employees c. nourishes short term performance d. annihilates teamwork, encourages fear e. if employees don't achieve that excellent rating in their performance, they don't get that raise and look for another job which causes the next deadly sin, mobility of management. 4. Mobility of management a. requires roots in the company b. no roots in the company c. no knowledge of the company d. no understanding of its problem 5. Use of visible figures only a. no use of figures that are unknown and unknowable b. encouraged by business schools
Control charts serve two basic functions:
1. Decision-making tools that provide an economic basis for making a decision as to whether to investigate for potential problems, to adjust the process, or to leave the process alone. a. Control charts provide information for timely decisions concerning recently produced items. b. Control chart information is used to determine the process capability, or the level of quality the process is capable of producing. Samples of completed product can be statistically compared with the process specifications. This comparison provides information concerning the process's ability to meet the specifications set by the product designer. 2. Problem-solving tools that point out where improvement is needed. a. Control chart information can be used to help locate and investigate the causes of the unacceptable or marginal quality. By observing the patterns on the chart the investigator can determine what adjustments need to be made. b.During daily production runs, the operator can monitor machine production and determine when to make the necessary adjustments to the process or when to leave the process alone to ensure quality production.
To create a variable control chart:
1. Define the problem to be studied. 2. Select the quality characteristic to be measured. 3. Choose a rational subgroup size to be sampled. 4. Collect the data. 5. Determine the trial centerline for the X-bar chart. 6. Determine the trial control limits for the X-bar chart. 7. Determine the centerline and control limits for the R chart. 8. Examine the process control charts and interpret.
Creating a flow chart:
1. Define the process boundaries (start and finish) 2. Define the process by observing the process 3. Sort the steps into the order of their occurrence in the process. 4. Place the steps in appropriate flow chart symbols 5. Create the chart 6. Analyze the chart by evaluating the steps for completeness, efficiency, and possible problems (non-value-added activities)
How is benchmarking done?
1. Determine the focus 2. Understand your organization 3. Determine what to measure 4. Determine whom or what to benchmark against 5. Benchmark 6. Improve Performance
The Six Images Frame work
1. Director 2. Navigator 3. Caretaker 4. Coach 5. Interpreter 6. Nurturer
6 essentials to building high performance teams
1. Effective team leadership 2. Capable & committed team members 3. Team norms that create culture 4. Structuring the team for results 5. An organized way to manage & improve team processes 6. An organized way to manage & improve team results
4 components of successful persuasion
1. Establishing credibility 2. Finding common ground 3. Providing evidence 4. Making an emotional connection
Dr. Ishikawa Proposed Seven Tools of Quality
1. Flow Chart 2. Control Chart 3. Check Sheet 4. Histogram 5. Pareto Diagram 6. Cause and Effect Diagram aka Fishbone diagram 7. Scatter Diagram
5 Stages of Team Development
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Five internal organizational factors that trigger change
1. Growth 2. Integration and collaboration 3. Corporate identity 4. A new chief executive 5. Power and politics
TS 16949 has two components:
1. ISO 9000 2. Customer Specific Requirements - PPAP Production Part Approval Process - FMEA Failure Modes and Effects Analysis - MSA Measurement Systems Analysis - APQP Advanced Product Quality Planning and Control
What are the practical change management implications of these categories of change?
1. Implications concerns matching solution with problems 2. The nature of the change management risk 3. Management reputation
The Baldrige framework helps you answer three questions
1. Is your organization doing as well as it needs to? 2. How do you know? 3. What and how should your organization improve or change?
Key Elements of the Malcolm Baldrige National Quality Award
1. Leadership 2. Strategy 3. Customers 4. Measurement, Analysis, and Knowledge Management 5. Workforce 6. Operations 7. Results
The Six-Box organizational model
1. Purposes: What business are we in? 2. Structure: How do we divide up the work? 3. Rewards: Do all tasks have incentives? 4. Helpful Mechanism: Have we adequate coordinating technologies? 5. Relationships: How do we manage conflict among people? 6. Leadership: Does someone keep the other five boxes in balance?
Crosby's Four Absolutes of Quality
1. Quality Definition: Conformance to Requirements 2. Quality System: Prevention of Defects 3. Quality Performance Standard: Zero Defects 4. Quality Measurement: Costs of Quality
Crosby's Five Erroneous Assumptions about Quality
1. Quality means goodness, luxury or shininess. 2. Quality is intangible and therefore not measurable. 3. An economics of quality exists. 4. Workers are the source of quality problems. 5. Quality originates in the quality department.
Steps in the problem solving process, PDSA
1. Recognize a problem exists (Plan) 2. Form an improvement/investigating team (Plan) 3. Develop performance measures (Plan) 4. Clearly define the problem (Plan) 5. Document and analyze the problem and/or process (Plan) 6. Determine possible causes (Plan) 7. Identify, select, and implement the solution (Do) 8. Evaluate the solution using the performance measures (Study) 9. Ensure permanence of working solution (Act) 10. Continue improvement efforts (Act)
Four stereotypical organizational contexts (culture):
1. Rigid 2. Bold 3. Overmanaged 4. Liberated
Interest based approach to resolving conflict
1. Separate the people from the problem 2. Focus on interests, not on positions 3. Invent options for mutual gain 4. Insist on objective criteria
Warner Burke identifies five ways in which explicit models are useful:
1. Simplify complexity 2. Highlight priorities 3. Identify interdependencies - strategy and structure 4. Provide a common language 5. Offer a process guide
5 basic conditions that must be met if a group is to be considered a team versus a workgroup
1. Teams must be real 2. Teams need a compelling direction 3. Teams need enabling structures 4. Teams need a supportive organization 5. Teams need expert coaching
Several types of variation are tracked with statistical methods. These include:
1. Within-piece variation, or the variation within a single item or surface. 2. Piece-to-piece variation, or the variation that occurs among pieces produced at approximately the same time. 3. Time-to-time variation, or the variation in the product produced at different times of the day.
Cultural Web
1. exposing issues that are rarely discussed is a useful way of questioning traditional norms and habits 2. Cultural mapping can highlight potential barriers to change 3. it may also be possible through this approach to identify aspect of the culture that are especially resistant to change 4. a culture map can be the basis for considering the changes that will be necessary to pursue a new strategy 5. practical ideas for managing those changes can then be developed
Three broad images of change outcomes:
1. intended 2. partially 3. unintended
Change leadership flaws:
1. the assumption that large-scale transformations are more meaningful and potent and are therefore more valuable than small scale 2. the belief that the contrasting definitions of these management and leadership concepts will survive contact with practice
In technical usage, quality can have two meanings:
1. the characteristics of a product or service that bear on its ability to satisfy stated or implied needs and 2. a product or service free of deficiencies.
Practical implication of our change
1. the potential of small changes to deliver benefit in their own right and to contribute to deeper initiative 2. shallow changes are likely to be more straightforward to implement: less cost, less risk, less disruption, less resistance 3. change manager's involvement in deep change is more likely to contribute to experience, reputation, and career than managing small initiatives
Building a high performance team comes primarily from what type of team building?
Action Oriented Team Building
a. conveying evidence of listening b. refraining from interrupting c. verifying meaning to resolve semantic conflicts d. focusing on intent rather than literal words e. acknowledging the speaker's message
Active listening consists of:
low performance
After categorizing a person in our minds as a high performer, we tend to disregard any details of the person that have to do with
the contrast effect
After encountering an exceptionally good cashier, we might evaluate an average cashier as below average. This reaction is an example of
engage
After the core mission statement, the Sorrell College of Business lists specific ways to achieve it. One of them is as follows. Fill in the blank: "Serve the university and ______ with business and professional communities in our primary service area through individual involvement and our centers for research and outreach."
_____- ____ ____ encourage continual learning
After- action reviews
Resolving conflict in a cooperative manner is a ____ conflict management norm.
Agreeable
interactivity
Aspect of a communication medium that reflects the speed with which the receiver can provide feedback:
Counter dependency statements
Assert independence by resisting the current leadership and direction of the group
general mental ability
Capacity to acquire, process, and apply information rapidly and fluidly:
caring
Below the core mission statement, the Sorrell College of Business lists specific ways to achieve it. One of them is as follows. Fill in the blank: "Grow and enhance the longstanding culture of ______ for our traditional, nontraditional, military, and international students."
decreased cycle time
Car makers design and produce new-model cars much more quickly now than they did in the past. This change is an example of...
Sell vision approach
CEO has a vision that he/she wants staff to accept, CEO is attracted to the vision and wants others to adopt it
Test vision approach
CEO seeks feedback on ideas about a vision, CEO wants to see which aspects of the vision find support
Consult vision approach
CEO seeks the creative input of staff, within set parameters, CEO needs help to develop the vision
-Power and decision-making authority concentrated at higher levels -Clear lines of communication and responsibility -Decision implementation tends to be straightforward This describes what type of organization?
Centralized
The following 4 levels describe the possible ways members might relate to the goals of the team
Commitment Compliance Resistance Disengagement
_____ of ____ are Groups of people whose shared expertise and interest in a joint enterprise informally binds them together.
Communities of practice
avoiding
Conflict management style that is appropriate under conditions of insufficient information or when addressing the conflict has the potential to create more problems
Storming
Conflict stage of team development
Situational Leadership
Contingency theory that suggests suggests that leaders are defined by two things: the amount of direction they give and the amount of support they give
Driver Style
Controlled & Telling Determined, efficient, strong need for results
____ can be a source of competitive advantage.
Culture
The 7-S Framework
Developed by Robert Waterman When to use it: 1. Recognize interconnectedness 2. Pay attention to the "soft" factors as well as structure and strategy This model can be rich and valuable, but is time-consuming
Six Sigma projects have essential phases, this cycle is sometimes represented as
DMAIC
Who found that the real driver of a leader's performance is the leader's need for power?
David McClelland
Structural frame
Deals with how the organization is structured (usually depicted in an organizational chart) and focuses on different groups' roles and responsibilities to meet the goals and policies set by top management
-Lower levels have more autonomy and authority for making decisions -Flatter structures, less need for middle management -Promotes product innovation and faster decision making -Best for nonroutinetasks in a complex environment This describes what type of organization?
Decentralized
Groups tend to adopt a more __________ communication structure if the task is complex
Decentralized
The Six-Box organizational model
Developed by Marvin Weisbord When to use it: 1. Simplify the complexity, focus in key problems 2. Be reminded of the systemic implications of actions in one area.
"culture can be difficult to change when upper management inadvertently reverts to old behaviors" describes
Difficulty of change
strength
Dimension of self-efficacy that refers to how confident the person is in accomplishing the task:
Situational leaders start with a _______ style and end up with a ________ style.
Directing & Delegating
4 Types of Situational Leadership
Directing, coaching, supporting, and delegating
Fight Statements
Directly challenge others using argumentativeness, criticism, or aggression
groupthink
Discussing group deliberations with an expert outsider and reporting the findings to the group is a way to minimize
The extent to which employees specialize or generalize is ______
Division of labor
A ____ structure is a collection of functions organized around a particular geographic area, product or service, or market
Divisional
The two types of organizational structure are ____ & ______
Divisional Structure & Matrix Structure
Empirical-rational strategies
Effective change occurs when a change be demonstrated as desirable and is aligned with the interests of the group who are affected
Malcolm Baldrige National Quality Award: Results
Examines an organization's performance in the areas of product and process results, customer-focused results, financial and market results, workforce-focused results and leadership and governance results.
Malcolm Baldrige National Quality Award: Operations
Examines how an organization designs and manages the work performed, product design and delivery, innovation, and operational effectiveness.
Malcolm Baldrige National Quality Award: Workforce
Examines how an organization enables its workforce to perform to its fullest potential in alignment with the organization's overall strategic objectives.
Malcolm Baldrige National Quality Award: Measurement, Analysis, and Knowledge Management
Examines how an organization gathers, analyzes, and uses information and performance measurement systems to encourage excellent performance.
Malcolm Baldrige National Quality Award: Customers
Examines how well the organization listens to the voice of the customer.
conscientiousness
Individuals tend to take their jobs seriously and act responsibly at work if they score high in
attach the same meaning to the symbols used in the message
For effective communication to take place, both parties must
_____ is the extent to which organizational rules, procedures, and communications are written down and closely followed.
Formalization
The Managerial Grid
Graphically represent the balance between task and relationship. It suggests that the best leaders have a high concern for both people and production or results
What are some things that a highly political workplace creates?
Greater job anxiety Greater intentions to leave Lower job and supervisor satisfaction Lower organizational commitment Lower productivity
Nine steps that reflect the complexities of the interfaces between individual jobs and the total organization describes _____ integrated framework
Griffin's
Pooled Interdependence
Group work that may simply be divided among members in order to be compiled into a finished product at a later time
Frederick W. Taylor
He published 'The Principles of Scientific Management' which provided a framework for the effective use of people in industrial organizations. One of Taylor's concepts was clearly defined tasks performed under standard conditions.
What is the role of a mentor?
Helping a less experience person learn the ropes to better prepare for career success
high-context
In what type of culture is a manager likely to communicate denial of an employee's request for a raise by answering indirectly, such as by saying simply, "That could be difficult"?
_____ innovation Continues the technical improvement and extends the applications of radical and systems innovations
Incremental
deeplevel diversity
Individual differences that are visually imperceptible, hence only indirectly inferable, including goals, values, personalities, decision-making styles, knowledge, skills, abilities, and attitudes
Ombudsman
Individual who investigates complaints and mediates fair settlements between aggrieved parties
sender
Individual, group, or organization that initiates a communication to another party:
Leadership Substitutes
Individual, task, and organizational characteristics that tend to outweigh the leader's ability to affect subordinate's satisfaction and performance
an employee's values conflict with the values of the organization
Individual-organization value conflict occurs when
Ingroup/Outgroup Bias
Individuals consider their group as better than other groups
managing emotions
Jim has the ability to balance anxiety, fear, and anger while successfully attending to work tasks. Within the model of emotional intelligence, Jim is adept at
planning for contingencies
Jim is using the rational decision-making process to decide a course of action for the marketing department. As Jim and a coworker analyze the problem, the coworker asks, "What if something unexpected happens during the implementation of the alternative we have selected?" This type of question is an example of
satisfaction-progression
John has satisfied his basic needs and has many friends. He is now trying to learn new skills and advance his career. According to Alderfer, which component of ERG theory explains John's activities?
Transactional Leadership
Leadership focused on routine, regimented activities
Contingency Theory
Leadership styles must adapt to changing team conditions in order to be most effective
____ organization is an organization that facilitates the learning of all its members and continuously transforms itself
Learning
Participative safety
Levels of trust and support are such that members feel safe participating freely in group discussions and decisions
Process Losses
Losses in productivity that come from poor structure and a lack of planning and organization
Accommodating Conflict Management Style
Low assertiveness & High cooperation
Avoiding Conflict Management Style
Low assertiveness & Low cooperation
Delegating Leadership Style
Low support - Low direction
The key to establishing rest and renewal according to resonant leadership is _________?
Mindfulness
Mission vs. Vision
Mission emphasizes purpose and outcomes. Vision focuses on future aspirations and can thus be a key driver of organizational change
Five Practices of Exemplary Leaders
Model the way Inspire a shared vision Challenge the process Enable others to act Encourage the heart
____ _____ is a system-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organization's effectiveness
Organization Development
What in part does a Managers' power stem from?
Organizational authority
Organizational Profile
P.1 Organizational Description a. Organizational Environment b. Organizational Relationships P.2 Organizational Situation a. Competitive Environment b. Strategic Context c. Performance Improvement System
The most widely used continuous improvement model, introduced by Dr. Shewart and supported by Dr. Deming is
PDCA
There are multiple types of audits possible, but an audit can be designed around the Shewart model, which is
PDSA
Gersick believed that teams developed in ________ rather than stages
Phases
contrast effect
Phenomenon of evaluating a person's characteristics through comparisons with other people that one has recently encountered who rank higher or lower on the same characteristics:
Avoiding addressing conflict is a ____ conflict management norm.
Passive
significant interpersonal contact
People with a strong need for affiliation tend to gravitate toward jobs with
Posturing and the use of identity markers are used to influence what?
Perception, opinion, and approval of others and to polster one's status within the team
escalation of commitment
Persisting in a failing course of action:
Type B
Personality characterized by a relaxed, easy-going demeanor:
conscientiousness
Personality dimension associated with thoroughness, organization, persistence, a strong sense of responsibility, and a hardworking, achievement-oriented attitude:
choice of career
Personality most strongly affects
Smaller organizations with low standardization, total centralization, and mostly one-on-one communication are an example of ______ structure.
Prebureaucratic
A well-conceived team design provides what 3 things?
Predictability Efficiency Member Satisfaction
____ is the least effective influence tactic
Pressure
to provide job performance feedback
Primary use of performance appraisal information:
The problem of coordinating such a pattern of change has led to the establishment of ________ in many organizations. ______ can thus support change to help to avoid the duplication of effort and cost. Where they are seen as "change police" their contribution may be curtailed
Program Management Offices (PMO)
nature versus nurture
Psychologists' term for the extent to which personality attributes come from one's parents or instead from environmental forces:
empowerment
Quality circles are an example of organizational attempts at
Phillip Crosby definition of quality
Quality is conformance to requirements
Dr. Joseph Juran definition of quality
Quality is fitness for use
Transformational Change
Radical, groundbreaking, disruptive, rapid
Virtual teams can result in what negative outcome?
Reduced quality in collaboration
Who first proposed a theory for charismatic leadership?
Robert House, based on research findings from a variety of social science disciplines
Relationship Roles
Roles that build group cohesion
Individual Roles
Roles that work against the group's goals and distract the group from its mission
Statistical process control (SPC) can be used to help a company meet many goals. Select the statement below that is not true. (p. 13)
SPC does not emphasize problem-solving and statistics
Motivation
Set of forces that causes people to engage in one behavior rather than some alternative behavior
Coach Image
Shape systemic capabilities---values, skills, drills---to respond effectively to change
Change manager as Nurturer is
Shaping and Unintended
What is empowerment?
Sharing power with employees and giving them the authority to make and implement at least some decisions
What upward influence style uses the most influence and emphasizes assertiveness and bargaining?
Shotgun
Dependency statements
Show an inclination to conform to the dominant mood of the group and to solicit direction from others
Ethics of care also contradicts
Sigmund Freud and Lawrence Kohlberg
Interpersonal Circumplex Model
Similar to the social styles model, but instead focuses on dominance/submission and distant (cold)/close (warm)
ethnicity
Surface-level diversity may include
Sustaining Innovation vs. Disruptive Innovation
Sustaining innovation improve current practice. Disruptive innovation introduce wholly new ways of doing things.
____ innovation Creates new functionality by assembling existing parts in new ways
Systems
All organizations fall somewhere between mechanistic and organic structures. T or F
T or True
Business Excellence Models
TQM itself is now often called Business Excellence. This is to distinguish the "new TQM" from the past work on TQM. Business Excellence is really the same as TQM, but with a more clearly defined approach.
Task vs. Relationship Conflict
Task conflict can improve team performance, whereas relationship conflict almost always has a negative effect on outcomes
Structure is a product of what?
Task orientation
What 3 conditions can contribute to team success?
Team composition Meeting space Leadership practices
Benefits of virtual teams
Team composition that increases quality and outcomes Efficiency of communication Development of intellectual capital
Threats to effective collaboration
Team size Degree of virtual participation Diversity Education level of members
Self-managed work teams (SMWTs)
Teams that hold responsibility for the entire process: goal-setting, creating a project plan, dividing up the tasks, assigning responsibilities, and allocating compensation
Collaboration
The ability of team members to work together effectively, efficiently, and meaningfully
manage emotions
The ability to ________ ______ refers to how well one keeps adverse feelings from overwhelming one's senses.
Assertiveness
The ability to express oneself directly and honestly without disrespecting or dishonoring another person
a. selective perception b. misperception c. filtering d. information overload e. organizational barriers f. cultural barriers
The basic barriers to communication consist of:
top management
The case was EEOC v. Walmart (2010). The settlement was a consent decree between the EEOC and Walmart, wherein the latter agreed to pay $11.7 million in back wages.
Why do organizations not change after a crises?
The cause of these incidents are usually complex and systemic, requiring systemic solutions that can be difficult and costly to implement. Concerns organizational learning difficulties. Many organizations, focus on passive learning but overlook active learning or find that difficult to achieve
The Central Limit Theorem
The central limit theorem states that a group of sample averages tends to be normally distributed; as the sample size n increases, this tendency toward normality improves.
1. encoding by the sender 2. transmission through the channel 3. decoding by the receiver 4. feedback from receiver back to sender 5. possible distortions caused by noise in any element of the process.
The core elements of the complete communication process include:
conscientiousness
The essence of ____________ is heightened sensitivity to the effects of one's actions on other people, one's immediate environment, or one's own situation.
When applied in an organization (refer to the Vinton article), Chaos Theory means:
The essential ingredients for managing chaos includes flexibility, change, empowering people
Communication
The exchange of thoughts, information, or ideas that results in mutual understanding between two or more people
There are two incorrect statements in the textbook on pages 52 and 53 about the Malcolm Baldrige National Quality Award.
The first one is that success is based on the stock price, the second is that the Criteria is updated annually
a. separate the people from the problem b. focus on interests instead of the parties' individual positions c. invent options for mutual gain d. insist on objective fairness criteria.
The four fundamental principles of integrative (win-win) negotiation are:
Cohesion
The level of member commitment to the goals of the group and to the other members of the group
process conflict
The management department plans to grow based on several agreed-upon goals, but department members are unable to agree on how to achieve those goals. The management department is experiencing
Mean
The mean is determined by adding the values together and then dividing this sum by the total number of values.
Median
The median is the value that divides an ordered series of numbers so that there is an equal number of values on either side of the center, or median, value.
first-generation students
The mission statement of the Sorrell College of Business includes a key observation about the unique nature of many of our students. It is as follows (complete the sentence): "A substantial portion of the university's domestic and international enrollment consists of..."
Mode
The mode is the most frequently occurring number in a group of values.
divergers (concrete) and assimilators (abstract).
The model produces two types of reflective observers:
accommodators (concrete) and convergers (abstract).
The model produces two types of active experimenters:
Malcolm Baldrige Award in 1988
The model, on which the award was based, represented the first clearly defined and internationally recognized TQM model. It was developed by the United States government to encourage companies to adopt the model and improve their competitiveness.
Inspections vs. Prevention
The most significant difference between prevention and inspection is that with prevention, the process— rather than solely the product—is monitored, controlled, and adjusted to ensure correct performance. By using key indicators of product performance and statistical methods, those monitoring the process are able to identify changes that affect the quality of the product and adjust the process accordingly.
overstated the importance of money
The most significant shortcoming of the scientific-management approach was that it
Personal Appeal
The person appeals to feelings of loyalty and friendship
Consultation
The person seeks others' participation in planning a strategy, activity, or change and is willing to modify a proposal based upon their concerns and suggestions
Legitimating
The person seeks to establish the legitimacy of a request by claiming the authority or right to make it or by verifying that it is consistent with existing policies, rules, practices, or traditions
Ingratiation
The person seeks to get others in a good mood or to think favorably of him or her before making a request
Rational Persuasion
The person uses logical arguments and factual evidence to persuade others that a certain position is the best course of action
Best Alternative To a Negotiated Agreement (BATNA).
The point of this concept is that no one should reach the end of any negotiation with a worse settlement than what would have been the case without negotiating at all. Therefore, one should define one's desired status quo in advance, with the knowledge that, if the negotiation fails, the status quo will prevail.
Coercive Power
The power holder has the capacity to issue negative consequences when requests are not followed or rules are broken
What is Team Leadership?
The practice of enlisting and overseeing others in the pursuit of shared goals
Transformational Leadership
The process by which leaders transform a group of individuals into a cohesive team that is committed to the highest levels of success
What is impression management?
The process of portraying a desired image or attitude to control the impression others form of us
What is organizational design?
The process of selecting and managing aspects of organizational structure and culture to enable the organization to achieve its goals
Range
The range is the difference between the highest value in a series of values or sample and the lowest value in that same series.
Standard Deviation
The standard deviation shows the dispersion of the data within the distribution.
a. pooled interdependence b. sequential interdependence c. reciprocal interdependence
The three primary types of task interdependence consist of:
Established groups utilized _________ as many task-related statements as compared with newly formed groups
Twice
divergers
These people are imaginative and adept at generating alternative hypotheses and ideas, and they tend to prefer interacting with people than working alone:
assimilators
These people tend to focus on the logical soundness and preciseness of ideas rather than the practical value of those ideas, and they tend to work in research and planning units.
Vision Statement
This vision serves as a guide, enabling company leaders to create strategic plans supporting the organization's objectives. A clear vision helps create an atmosphere within an organization that is cohesive, with its members sharing a common culture and value system focused on the customer.
1. cohesiveness; 2. the leader's promotion of a preferred solution; 3. insulation of the group from any experts' opinions.
Three primary conditions foster the emergence of groupthink:
Quality vs. Productivity
To be productive, one must work efficiently and operate in a manner that best utilizes the available resources. Productivity's principal focus is on doing something more efficiently. Quality, on the other hand, focuses on being effective. Being effective means achieving the intended results or goals while meeting the customer's requirements. So quality concentrates not only on doing things right (being productive), but also on doing the right things right (being effective).
an elevated sense of status in the organization
What is the likely impact of perquisites on the employees who receive them?
it represents the key elements of the Sorrell College mission statement
What is the purpose of the GEEKS acronym in the Sorrell College of Business?
it officially earned AACSB accreditation
What significant event in the history of the Sorrell College of Business occurred on November 21, 2018?
symbolic value
When a few employees receive a small reward as a demonstration of appreciation, the reward carries...
Reward Power
When a member of a team possesses sufficient means to reward other members for positive behaviors
affect
Which component of an attitude is a function of feelings that an individual has about a person or situation?
interests instead of positions
Which conflict resolution behavior reflects the expectation that focusing on the outcome will let the parties more easily address the root cause?
collaborating
Which conflict resolution strategy reflects a desire to figure out how to give both parties what they want?
participative pay system
Which of the following best describes a reward system that involves employees in its design and administration?
filtering
Which of the following dynamics occurs when the receiver obtains less than the full amount of information needed for understanding a message, due to intentional withholding, ignoring, or distortion?
physical demands
Which of the following is a common cause of stress in organizations?
boredom
Which of the following is the primary problem associated with the specialization of jobs?
piecework program
Which of the following programs ties a worker's earnings to the number of units produced?
positive reinforcement and negative reinforcement
Which two types of response to a person's actions serve as legitimate means for increasing the frequency of desired behavior?
instrumental
Which type of human value reflects how we want to accomplish what we want to accomplish?
loss of transmission
Which type of noise refers to the total failure of the communication medium, such as a dropped phone call or disconnected internet connection?
pooled
Which type of task interdependence occurs when employees work independently to produce the total group output?
reciprocal
Which type of task interdependence requires constant communication and mutual adjustment for task completion?
Quality has many definitions. Identify the definition of quality according to the American Society for Quality:
a subjective term for which each person has his or her own definition
Quality per American Society for Quality (ASQ):
a subjective term for which each person has his or her own definition. In technical usage, quality can have two meanings: 1. the characteristics of a product or service that bear on its ability to satisfy stated or implied needs and 2. a product or service free of deficiencies.
A sample is
a subset of elements or measurements taken from a population
The American Statistical Association's Ethical Guidelines for Statistical Practice are intended to help make statistics practitioners make decisions ethically. This includes:
an obligation to act in good faith, act in a manner consistent with the guidelines and encourage others to do the same
Histograms
are graphical summaries of the frequency distribution of the data (Chapter 4).
Scatter Diagrams
are graphs that are used to analyze the relationship between two different variables.
Nonprogrammed decisions
are infrequent and present unique challenges, so they demand more thought and some creativity.
Stories
are one of the main ways of knowing, communicating and making sense of the world
Transmitter
codes a message, which is transmitted through a chosen channel to a receiver
Low task
demands can result in boredom and apathy
Ethics of care challenges traditional more than theories and contradicts the two dominant normative moral theories of the 18th and 19th centuries. These two dominant theories
emerge from deontology and utilitarianism
Resonant Leadership
emphasizes the relationship between leaders and direct reports, requires periods of reflection and renewal, emphasizes the importance of coaching with compassion
Performance appraisals
exist to provide job performance feedback. They serve as an opportunity for the supervisor and subordinate to learn more about one another
Prospect theory
explains why people tend to react more strongly to the threat of loss than to the possibility of gain.
Organizational Culture
is "the way we do things around here." the shared values, beliefs, and norms that influence the way employees think, feel and act toward others, both inside and outside the organization.
Quality circles
give employees more autonomy in making decisions. Therefore, they constitute an example of employee empowerment
Extrinsic work values
guide behavior by pointing everyone in the same performance-related direction.
Building and maintaining culture with remote employees is
harder to reinforce cultural values and affect employee identification with the organization
Change manager as Interpreter
has the task of creating meaning for others, helping them to make sense of events and developments that, in themselves, constitute a changed organization.
Internal Change Agent
have a better understanding than outsiders of the changes that would lead to improvements.
Analytical approach
internal focused, sees vision as defined in relation to organizational or departmental missions and roles.
Statistical Quality Control
involves collecting statistical data, analyzing it, and interpreting it to solve problems.
Dr. Feigenbaum's definition of Quality
is a customer determination which is based on the customer's actual experience with the product or service, measured against his or her requirements—stated or unstated, conscious or merely sensed, technically operational or entirely subjective—always representing a moving target in a competitive market.
Total Quality Management
is a management approach that places emphasis on continuous process and system improvement as a means of achieving customer satisfaction to ensure long-term company success.
Total quality management (TQM)
is a management approach that places emphasis on continuous process and system improvement as a means of achieving customer satisfaction to ensure long-term company success.
Six Sigma
is a methodology that also provides direction for companies seeking to improve their performance. Six Sigma encourages people at all levels in the company to listen to each other, to understand and utilize metrics, to know when and what kind of data to collect, and to build an atmosphere of trust.
Management by objectives (MBO)
is a performance management system for people in complex (e.g., high-level staff) or managerial positions. The supervisor and subordinate jointly agree on goals for the upcoming performance period.
ISO 9000
is a quality standard developed to provide guidelines for improving a company's quality management system. ISO 9000 was created to deal with the growing trend toward economic globalization.
The Organizational Profile
is a snapshot of your organization and its strategic environment.
Insight
is a spontaneous breakthrough, or epiphany, in which the creative person achieves a new understanding of some problem or situation, usually after having abandoned an active search for an answer for the time being.
Six Sigma
is a structured, data driven methodology for eliminating waste from processes, products, and other business activities while having a positive impact on financial performance. - The increasing complexity of systems and products used by consumers created higher than desired system failure rates. - Holistic approach to reliability and quality and developed a strategy for improving both (1988).
Poka-yoke
is a technique for avoiding simple human error in the workplace. Also known as mistake-proofing, goof-proofing, and fail-safe work methods, poka-yoke is simply a system designed to prevent inadvertent errors made by workers performing a process. The idea is to take over repetitive tasks that rely on memory or vigilance and guard against any lapses in focus. Poka-yoke is based on prediction and detection.
Videoconferencing
is closest in richness to live, face-to-face communication, in that the parties can usually (depending on the adequacy of the technological connection) interact as though they were physically in one another's presence.
Measurement error
is considered to be the difference between a value measured and the true value. The error that occurs is one either of accuracy or of precision.
Face-to-face communication
is highest in richness, because it permits visual cues simultaneously with audial cues.
Face-to-face communication
is information rich
Benchmarking approach
is more externally focused, bases the vision on the actions and standards of the organization's toughest competitors
A new chief executive
is often expected to bring fresh ideas and energy and to move the organization in new directions
Change Manager as Navigator
is sill at the heart of management action, although a variety of external factors, mean that, although change managers may achieve some intended change outcomes, they may have little control over other results.
One disadvantage of job specialization
is that it can make the work incredibly monotonous.
Authoritarianism
is the extent to which a person respects and acts on differences in power and status.
Partially Intended Change Outcomes
it is assume that some, but not all, planned change outcomes are achievable. Power, processes, interests, and the different skill levels of manager affect their ability to produce intended outcome.
The image of the change manager as interpreter
links closely to a sense-making view of the role of the change manager
Adjourning
members prepare for disbandment
The 360-degree feedback
method consists of having multiple raters, in different positions relative to the rated employee, contribute observations about the employee's performance.
Ambiguity
missing information or conflicting cues within a given message
Thriving on chaos reading: Five questionable assumptions about direct control could include: (page 27)
mistakes can be discovered in time but not usually in time for effective (corrective) action, and that the person responsible will take corrective steps
Statistical Process Control
prevents defects by applying statistical methods to control the processes making products or providing services.
Upward communication
refers to any situation in which the encoder of the message is at a lower hierarchical level than the decoder. Thus, it occurs when lower-level employees communicate with people in the company at higher levels in the organizational hierarchy.
Best Practices
refers to choosing a method of work that has been found to be the most effective and efficient, i.e., with no waste in the process.
Self-efficacy
refers to how confident a person is in being able to accomplish a given task. The strength of one's self-efficacy is the usual measure of that level of confidence.
Self-efficacy
refers to how much confidence one has in one's own abilities.
Suboptimizing
refers to knowingly accepting an outcome that may fall short of the best possible outcome, such as for the sake of expediency. Suboptimizing may entail satisficing, meaning that the decision maker has made an acceptable choice, despite falling short of the best one.
Specific self-efficacy
refers to one's confidence in being able to accomplish a specific task, as opposed to any other task. (Some people perceive themselves to be good at math and bad at English, or vice versa.)
stress
refers to the combination of stressors and mental strain.
Ethics
refers to the system of rules that a person follows to make decisions, outside any explicit structure of rules. People use ethical decision making to try to make decisions in line with right behavior, to benefit as many stakeholders as possible, rather than taking advantage of a lack of explicit rules to engage in self-serving or manipulative behavior.
Quality control (QC)
refers to the use of specifications and inspection of completed parts, subassemblies, and products to design, produce, review, sustain, and improve the quality of a product or service.
Inspection
refers to those activities designed to detect or find non-conformances existing in already completed products and services. Inspection, the detection of defects, is a regulatory process.
Symbolic frame
relates to how the organization builds a culture that gives purpose and meaning to work and builds team cohesion
Job specialization
simply refers to narrowing the range of an employee's tasks to try to simplify and routinize a job, thereby making it easier to train and, in fact, cheaper in economic terms, as the employer could thus more easily find people to fill it
Specifications definition:
state product or service characteristics in terms of a desired design target value or dimension. Product and service designers translate customer needs, requirements, and expectations into tangible requirements.
Specifications defintion
state product or service characteristics in terms of a desired target value or dimension
Process capability calculations provide users with
statistical evidence for decision-making.
Baldrige Leadership is also responsible for ethical behavior and societal well-being. This can include
supporting environmental, social and economic systems
Precision is
the ability to repeat a series of measurements and get the same value each time.
Ground Rules
the specifically stated regulations and standards to which every member of a team is expected to adhere
The upper control limit (UCL) and lower control limit (LCL) describe
the spread of the process.
In step two, the improvement team is recommended to be
those affected by the change, middle management, and other representatives
An ombudsman
works inside an organization and serves as a mediator to help resolve conflicts of all kinds between individuals. The ombudsman operates outside the hierarchical structure of the organization and therefore has the freedom to talk to all possible parties, with equal access.