PA 340 Final

Driving Force

"The new system is easier to use" is an example of which type of force?

How do teams evaluate each other

1. Appraisal system in which models the value of teamwork in an organization 2. create circumstances in which various teams participate in evaluating each other work

Stages of forming a team

1. Forming: articulate questions 2. Conforming: begins to function as a unit 3. Storming: conflict 4. Performing: begin to function as a highly effective unit

Stages of conflict

1. Frustration: 2. Conceptualization 3. Behavior 4. Outcome

Three organizational bases of conflict

1. Functional: conflict induced by various subsystems 2. Different units have similar functions resulting in good nature competition/ hostile rivalry; set up boundaries 3. Hierarchical conflict: stemming from interest group struggles over the organizational rewards of status, prestige, and monetary reward

Successful Change

1. Managers clarify and communicate the problems inherent in the current situation 2. Managers should involve people throughout the organization in the change process 3. Managers must recognize that people involve in change simply need time

Four sources of interpersonal conflict

1. Personal differences: 2. Informational deficiency: 3. Role incompatibility: 4. Environmental Stress:

Teams outperform individuals in what ways

1. Produce a greater number of ideas and pieces information 2. Improve understanding and acceptance among individuals involved in a problem solving decision making due to higher level of participation 3. Higher levels of motivations and performance 4. Offset personal biases and blind spots that inhibit effective problem analysis and implementation 5. More likely to entertain risky alternatives and take innovactive action

Organizational arrangement should be based on three categories

1. Structure 2. Process 3. systems

Three characteristics that define teams

1. are interact social systems, complete w/ boundaries, interdependence and differentiated roles 2. produce outcomes for which members have collect responsibility and acceptability is assessable 3. operate in an organizational context

Managers hoping to lead change

1. assess the organizations environment and need for change 2. Plan for change both strategically and pragmatically 3. build support for the change in managers own behavior 4, implement specific changes while encouraging broader positive attitude 5. Instituinalize the change

Teams have

1. considerable degree of self-management 2. share responsibility for assessing their performance 3. meaning purpose, specific goal, mutual accountability

Seeking Cultural Change

1. cultural norms are deep-seated and people might be resistant 2. successful change occur over a long period of time 3.important ethical questions may arise

four steps in creating a new agency

1. defining the job to be carried out 2. selecting a director 3. determining the nature and number of units requires 4. establishing a structure of authority through which the director can coordinate and control activities

Misconceptions regarding self-directed teams

1. do not need leaders 2.leaders lose power in the transition to teams 3. newly formed teams are automatically self directing teams 4. employees waiting for the opportunity to be empowered 5. if employees are grouped in a team structure then they will function as a team and the organization will reap the benefit

Characteristics on virtual teams

1. electronic dependence 2. geographic disperson 3. cultural diversity 4. dynamic structure

Assumptions on systems theory

1. expect the organization will experience growth and decay 2. conflict is predominantly viewed as a process of reducing alternatives 3. process within a system are interrelated and interconnected

Success on Implementing requires

1. focus on the larger organizational 2. obtaining buy-in at all levels 3. developing a solid team structure 4. establish ground rules 5. fostering team bonding 6. self-managing teams depend on it's external leader

Negotiation Strategies

1. integrative: collaborative; expand the pie 2. Distributive: competitive; dividing the pie 3. Avoidance

Training of members

1. job skills 2.team/interactive skills 3. quality/ action skills

Changing work environment is also contributing to conflict

1. organizations are more flatter and more networked 2. organizations are organize as matrix and team based 3. organizations are increasingly forced to adapt to rapidly shifting environmental constraints

Characteristics on process-improvement teams

1. organize the team around organizational process 2. control the process, not the team 3. Maintain process partnerships 4. Continually improve the process 5. require team participation 6. data drive team decisions 7. empower teams 8. develop and train team members

Structural designs in teams

1. problem resolution: solve a specific problem statement 2. creativity: more innovation ideas 3. tactical execution: deals w/ specific problems of implementation

Degree in measuring team effectiveness

1. productive output meets the standards of those who receive, review, and use output 2. process of carrying out the work enhances the capability of members to work together 3.which team experiences contribute to the growth and personal well being of team members

Managers seek to bring changes in the organization

1. restructuring organization structures 2. basic work process 3, core systems

Assumption of attribution theory

1. something is wrong w/ the other's personality 2. behavior would occur in any situation 3. behavior has been placed since childhood and cannot be changed

Four characteristics on superior teams

1. team results: productive and achievement oriented 2. informal process: communication 3. Positive team feelings: share feelings 4. Leadership: initiator, model, and coach

Ethics in organizational chnage

1.Manipulation and coercion 2.change that suppress human development or limit the pursuit of meaning, autonomy, and independence raise 3. not granted autonomy but rather viewed in an instrumental fashion

Layers in examining diversity

1.Personality 2.Internal Dimensions: age, sex, sexual orientation 3. External Dimensions: income, religion, location 4. Organizational Dimensions: seniority work, division 5. Degree of Individualism that team members exhibit

Great Public Organizations

1.calibrating success w/ business metrics 2. getting things done w/o a diffuse power structure 3. getting the right people on bus 4. rethinking the economic engine w/o a profit motive 5. building momentum by building the brand

Implementation of Teams

1.consider the long-term needs and goals that they wish to achieve through the use of teams 2. Good balance between managerial and team authority is necessary, but difficult

Ideal number for teams

7

Escalation Model

8 categories; emphasizes the situational pressure acting on people in a conflict situation

Restraining

A ________ force resists or restricts change. a. restraining b. driving c. restrictive d. motivating

C. Contributor

A task-oriented member who enjoys providing the team w/ good technical information and data is known as A. Collaborator B. Communicator C. Contributor D. Challenger

Willingness and experiment

According to Golembiewski, OD philosophy includes which of the following values?

D. All of the above

According to Wagner and Hollenbeck, which of the following is a benefit of conflict? A. conflict lessons and social issues B. Conflict supplies feedback C. Conflict helps to stimulate innovation D. All of the above

False

After the 1940s, conflict was viewed as destructive and a result of flaws in individuals' personalities. True or False

Culture Change

Artifacts Value Basic underlying assumptions

day to day operations

Artifacts and creations of a culture include

Behavioral dimensions in approaching conflict

Assertiveness:taking action to satisfy one's own needs/concerns Cooperation: taking action to satisfy the others parts/ concerns

False

Avoiding disputes or refraining from direct confrontation with conflict issues in a formal or public sphere has been found to be a prevailing mode of conflict management by members of majority groups. True or False

Avoidance

Chervonne does not want to explore the issues behind conflicts, but tends to withdraw from the situation. What is most likely her approach to conflict? A. Compromise B. Avoidance C. Competition D. Collaboration

False

Citizens are becoming less vocal with respect to what they expect from public organizations.

Burnout, Turn over

Conflict among city councils was _____ the primary cause, and ____ among city managers A. burnout, turnover B. Effectiveness, Turn over C. Stress, Success D. None of the above

A. Interpersonal

Conflict based on ___ tend to be highly emotional and difficult to resolve A. Personal Differences B. Environmental stress C. Information Deficiencies D. Role Incompatibility

True

Conflict can be extremely beneficial to the workplace True or False

3 changes functioning in a dynamic symbiosis

Dramatic: initiated in times of crises Systematic: slower change and less ambitious Organic: arises from the ranks w/o being formally managed

True

Flexibility is trumping structure as the governing principle behind organization design True or False

C. becomes the bridge builder

If the conflict escalates because of weak relationships, the best role to take to transform the conflict is A. becomes the referee B. acts as a teacher C. becomes the bridge builder D. acts as a peacekeeper

All of the above

Important structures to consider about team effectiveness includes A. Team structure B. Size of the team C. Life expectancy of the team D. All of the above

False

In general, individual judgements are superior to those of teams True or False

False

Leaders lose power in the teams True or False

True

Leaders' accessibility is a key for successfully achieving the goals of an organization. True or false

False

Learning new strategies is called "double-loop" learning; learning new governing variables is called "single-loop" learning. True or False

True

Mission mirroring describes the phenomenon that occurs when an organization becomes enmeshed internally in the same conflicts it was address True or False

Seniority

Organizational dimensions include A. Seniority B. Educational background C. Work experience D. Physical ability

Specific, measurable, attainable, relevant and timel

SMART goals are:

Culture

Shapes people interpretation of behavior and their style of interaction w/ others A. Conflict B. Community C. Culture D. Cooperation

False

Social exchange theory assumes that the way in which people act in conflict situations is due, in large part, to their individual dispositions and ways of thinking. True or False

True

Some of the more effective team building occurs in a informal basis True or False

SMART

Specific, Measurable, Attainable, Relevant, and Time frame

All of the above

Successful public managers hoping to lead change must: a. assess the organizations environments and need for change b. plan for change both dramatically and statistically c. institutionalize all change d. all of the above

True

Teams may use the Myers-Briggs Type inventory as a way of understanding the preferences of other team members True or False

True

Teams should be selected as much as potential as based on proven skills True or False

C. low, high

The Accommodation approach to conflict is ________ on assertiveness and ________ on cooperation. A. low, low B. high, high C. low, high D. high, low

Unfreezing

The ________ stage is the first stage in the change process.

True

The cultures of public organizations are likely to be affected by their founding legislation True or false

B. Hardening

The first stage of conflict escalation develops when a difference over some issues or frustration in a relationship proves difficult to resolve. Known as A. Images and Coaliton B. Hardening C. Action rather than Words D. Fragmentation of the enemy

Mental Modes

This discipline focuses on the way in which we see the world, including our assumptions of how things work, with innovation and learning. A. mental modes b. personel mystery c. systems thinking d. shared vision

Communicating the problems inherent in the situation

What is the first step in effectively bringing change in an organization

Define

Which of the following is NOT a phase in the process of Appreciative Inquiry? a. define b discovery c. dream d. destiny

different generations have different feelings towards change

Which of the following is NOT a possible limitation to implementing cultural change of an organization?

Surveying the legislature

Which of the following is NOT a step that should be taken in creating a new agency? a. selecting a director b. surveying the legislature c. defining the job to be carried out d. establishing a structure of authority

Brainstorming

Which of the following is NOT an OD strategy or technique used to help facilitate organizational change? Answer

All of the above

Which of the following is a characteristic of teams A. teams are intact social systems B. Teams operate in a organizational context C. Teams produce some outcomes for which members have collectively responsibility D. All of the above

Both A &C

Which of the following is an indicator of a negative team response A. compromise is the best possible outcome B. Members are prompt because they know others will be C. Members are unclear of the agenda D. Both A&C

A. Management should continue to control and assist w/ team making decision

Which of the following is not a condition that is critical to the success of self-directed teams A. Management should continue to control and assist them w/ team making decisions B. Team members should be highly motivated to take control of their work C. Team members should be equally committed to the success of the team D. The team should be provided w/ the resources it needs to meet expectations

Using informal decision making

Which of the following is not a dimension of critical importance to team performance A. Sharing leadership B. Using informal making decision C. Adhering to the mission of the value D. Holding team members accountable

Individual dimensions

Which of the following is not a level for examining the diversity individuals bring to the organization A. Internal Dimensions B. External Dimensions C. Individual Dimensions D. Organizational Dimension

C. it focuses on unattainable events

Which of the following is not a quality of conflict that is focused on the future A. it speaks to what is possible B. it is compelling C. it focuses on unattainable benefits D. it involved uncertainty

Incremental Change

Which of the following types of change involves solving problems or tinkering or fine-tuning ongoing operations?

B. Organic Change

Which of the following types of change usually arises from the ranks without being formally managed? a. informal change b organic change c systematic change d dramatic change

B. Organic structure

Which of the following types of structures can be characterized as flexible, adaptable, and responsive? A. mechanism B. organic C. open D. closed

B Project Teams

Which of the following types of teams are formed by management and given a specific mission A. Cross-functional B. Project Teams C. Virtual Teams D.

Purpose, Process, Perons/Things, & Place

Work can be divided on the basis of:

Conflict

_____ is the very lifeblood of vibrant, progressive, and stimulating organizations A. Conflict B. Complacency C. Change D. Peace

Strategic change

_______ is often developed in the course of a strategic planning process that considers the mission, vision, and values of the organization. a. incremental change b. grass root change c. strategic change d. discontinuous change

Systematic

________ is slower and less ambitious. a. informal change b. organic change c. systematic change d. dramatic change

Grassroot change

________ takes place at the local or street level and involves middle-level and supervisory-level managers

Culturally Heterogenous

a group that compromises members who are different on the basis of ethnicity, race, value, and cultural backgrounds

When conflict is not resolved

administrator risk letting differing perspectives go undirected, resulting in tension, and dysfunction

Virtual Teams

aimed to deal w/ the issue of communicating w/ team members who might be a distance away; although develop lower levels of participative decision making and higher levels of conflict and satisfaction than face-to-face counterparts

Attribution Theory

assumes the way in which people act in conflict situations is due to their individual disposition and way of thinking; individual in a conflict plays a major role in determining the direction that the conflict will take

Cross-functional Teams

breaks down the barriers that exist in a hierarchical organization and brings together representatives from several divisions to improve the hiring process or can be complex to develop a single process

Incremental Change

builds on the existing work of the organization

Emergence

change begins when active and thoughtful people start to connect w/ another in networks where knowledge and practices exchange and improve

Strategic Change

choice made by executives and high up people; consider the mission, vision, and value of the organiztion

Mission mirroring

coined to describe a phenomenon that occurs when an organization becomes enmeshed internally in the same conflict it was founded to address

Diversity requires

comparative and nonjudgemental management, appreciation of dialogue, and increase participation

Solution to team conflict are

creative collaboration

Principle Negotiation

decide issues on their merits rather than through a haggling process focused on interests

Self-directed Teams

decides how and when work is going to be done; have a leader but they do not receive direct supervision; are provided the resources to meet its' goals

Discontinuous Change

dramatic change in the organization; seek a whole new strategy and this change involves almost a complete break w/ past and major reconstruction

Force field analysis

driven: adding something new to the organization restraining: conversion to the new system

Conceptualization

each party attributes intentional and unjustifiable acts to other party leading to an emotional reaction

Systems theory

emphasizes the relationships between an organization and its environment

Perceived Feasibility

extent to which the strategy seems capable of achieving concerns that give rise to it and costs that is anticipate from enacting each strategy; aka we try what we think will work

Collaborator

flexible, goal-oriented, sees the vision but open to new ideas and shares

Appreciative Inquiry

focuses on emphasizing the strengths in an organization 1. discovery 2. dream 3. design 4. destiny

Team

group of people w/ a high degree of interdependence geared toward the same achievement of a goal/ task

Groups

have a single supervisor and are best describe by what they produce

Dual concern model

helps understand our reaction and that of others to conflict

Collaboration

high on assertiveness and cooperation, find a solution to both parties; best type of approach conflict

Competition

high on assertiveness, interested in their own view and the world as a zero-su game w/ only winners and losers

Mechanistic Structure

highly formalized, specialized, standardized, and centralized; rely primarly on traditional vertical hierarchical authority

Organic structure

horizontal, more flexible, adaptable, and responsive

Personal differences

influenced by culture and personality of the individual; perception; hard to resolve

Most common source of internal conflict an in organization is

insufficient or unsatisfactory communication

5 core values transmitting chanege

integrity caring accountability respect equity

External conflict helps generate

internal cohesion and group loyalty

Action research model

involves a cynical process in which initial research in the organization provides information to guide further action

Low evaluation on teams

lack of commitment and involvement of team building, and did not themselves accountable

Characteristics of a Group

lack the level of consistency, intensity, and restless dissatisfaction compare to teams

Double Loop Learning

learning new governing variables; decisions that are more complex and non-programable

Open systems and organizational learnign

learning starts w/ the individual

Single Loop Learning

learning strategies; program routine decisions

Benefits to conflict

lessens social tensions, provides opportunities, stimulate innovation and motivation, supplies feedback, and sense of identity

Conflict is the

lifeblood of vibrant, progressive, and stimulating organizations because it sparks creativity, fosters innovation, encourages personal improvement, flexibility

Avoidance

low assertiveness and low on cooperation, does not want to explore the issues behind conflict; creates a physical separation to avoid, useful in the short run but harmful in the long run

Most high performing teams have how much conflict level

low in the beginning and end, w/ a moderate of conflict in the middle

Accommodation

low on assertiveness, high on cooperation; used when one ore more parties do not wish to confront or explore the issues behind conflict; useful in the short run but harmful in the long run

Culture innovation

members will discard their traditional aversion to risk and innovation in favor of experimentation and change

Project Teams

membership based on an individual expertise and experience; functions so long as is needed to solve the assigned problem and discontinued once problem is resolved

Compromise

moderate amount of assertiveness and cooperation, each party gets some benefit but must also give up something; in the long run they will focus on what they have given up

Public organizations

money is a measure of put, but delivering performance and a disntinctive impact

Frustration

one or both parties believe that their perceived goals have been interrupted in some way

Espoused theory

one to which we give conscious allegiance; it is the one we describe when people ask us what ideas govern our actions

Behavior

parties like to take action and a person's style of conflict resolution will take place

Social exchange theory

people evaluate their interpersonal relationship in terms of their value, which is based on the costs and rewards associated w/ relationships; conflict occurs when the rewards received are perceived to be small compare w/ the costs of the relationships; occurs in close relationships

Informational deficiency

personal differences may arise in the organization's communication pattern; common in organizations and easy to resolve; misinformed/ misrepresentation

Role incompatibility

poor performance; employee not comfortable w/ their assigned roles and responsibilities and less likely to be productive; resolve by changing his area in job

Outcome

positive or negative result

Team Building

process to facilitate and make possible an enhancement in their working relationship

Communicator

process-oriented. good listening skills

Culture

represents the normative and expected ways of thinking and behaving that are passed on from generation to generation within a given group the way in which a group of people perceive and respond to conflict; creates a social environment that encourages members to select some behaviors;peoples interpretation of behavior and their style of interaction w/ other;

Top Management teams

sets the coarse for the organization, but rarely involved in the day-to-day operations of the organization; tend to be visionaries and try to keep their eyes on the big picture; becomes a process improvement team concentration on the needs of the whole system as opposed to a particular process

Culture of an organization will

shape values and attitudes, and in turn the actions of the organization members

Process-Improvement Teams

small group of individuals who interact w/ each other for the purpose of improving those work process in which they engage

Environmental stress

stress of the nature of the work and the heavy caseloads and limited resources; uncertainty; down sizing/ right sizing is causing this type of stress; disappears once it becomes routine

Six Stigma

system for organizations to measure, achieve, and sustain success

Grass root Change

takes place at the local or street level and involves level managers; concerned w/ implementing and sustaining the changes envision at the strategic level

Contributor

task-oriented who enjoys providing the team w/ good technical information and data; pushes the team to set high performing standards

Public administrators are open to conflict because

the nature of their work requires to deal w/ uncertainty, ambiguity, and differences in opinion

Presence

the notion is that change doesn't come about through the accumulation of individually controlled changes, but systemically through a focus on the whole

Golden Rule

treat others as one would wish to be treated

Platinum Rule

treat others as they wish to be treated

Lewin's change step

unfreeze change refreezing

Systems Theory

urges that we understand conflict by looking for patterns, interlocking sequences, the role and function of the various parties; conflict and adaptation are inseparable; conflict essential for growth

Theory in use

what actually governs our actions