BUS 310 Module 3

Managing Abrasive Boss's*

-Analyze the situation -Get clear expectations -Keep careful records -Look for the good in your boss -Determine boss's goals, needs, wants, styles, and adapt accordingly -Create and celebrate small wins -Ask friends and colleagues how to handle relationship with boss -Don't invest your ego in the relationship -Confront your boss -Learn a lesson -If all else fails, leave -Have empathy for boss

Person-Culture Fit*

-Attracting individuals whose values match those of the organization -->Strong organizational cultures influence performance Person-culture fit -->Otherwise employees will experience value-conflict, which reduces satisfaction and commitment levels

How Organizational Culture is Formed*

-Company Founders ~ Culture may be traced, in part, to the founders of company. These individuals possess dynamic personalities, strong values, and clear visions of how their business should operate. -Experiences with External Environment ~ Companies learn from external events and memories are passed along, contributing to the development of the cultural framework. -->Organizational Memory ~ Used to describe information from an organization's history that its leaders draw upon later as needed. -Contact with others

How Organizational Culture Can Change*

-Composition of Workforce ~ Over time, the people entering an organization may differ in important ways from those already in it and these difference may impinge on the existing culture of the organization. -Mergers & Acquisitions ~ The merging of two organizations with conflicting cultures -Strategic Cultural Change ~ Company officials deliberately decide to change organizational culture as a means of adjusting to evolving conditions. -Responding to the Internet ~ Information sharing is key, as such organizations not accept, but also embrace, the expansion of communication networks and business relationships across organizational boundaries.

The Role of Organizational Culture*

-Culture provides a sense of identity — The more clearly the organization's perceptions and values are defined, the more strongly people can associate with its mission and feel as they are a vital part of it. -Culture generates commitment to an organization's mission — When there is a strong overarching culture, people feel that they are part of that larger, well defined whole and that they are involved with the entire organization. -Culture clarifies and reinforces standards of behavior — Culture provides stability to behavior, with respect to both what an individual might do at different times, and what various employees may do at the same time.

Individual Barriers to Change*

-Economic Insecurity -Fear of the Unknown -Threats to Social Relationships -Habit -Failure to Recognize Need for Change

Ethical Power

-Explicitly tell people what you want to achieve and why -You put the interests of others and the organization at least a equal to your own interests -Treat everyone with respect and not abuse or exploit people -Leave yourself reasonably open to be influenced by others -You back your requests with supporting data

Magnitude of Change*

-First-Order Change: Change that is continuous in nature and that involves no major shifts in how an organization operates -->Also referred to as incremental change -Second-Order Change: Radical change that involves major shifts in different levels of the organization and different aspects of the business -->Also referred to as quantum change

Overcoming Resistance to Organizational Change*

-Gain Leadership Support (Shape political dynamics)- key organizational leaders endorse change -Educate the workforce- upper management must show emotional sensitivity -"Sell" the need for change- need to be convinced that ideas are worthwhile -Involve employees in the change efforts- actively engage employees at all levels in the problems they face -Reward constructive behaviors- rewarded if they use the new system frequently and correctly, for example -Create a "learning organization"- organizations that have developed the capacity to adapt and change continuously (Target?)

Departmentalization*

-Organizations structured with respect to their products, markets they serve, or combinations of these factors. -Refers to the way in which an organization is broken up into coherent units -->Functional -->Product -->Matrix

Learning Organizations*

-Organizations that have developed the capacity to adapt and change continuously (Target?) -Organizations where people set aside old ways of thinking, freely share ideas with others, form a vision of the organization, and work together on a plan for achieving that goal.

Why we need power and influence

-Our environments are increasingly complex — People with influence skills are able to get better results in less time, using fewer resources, and with less stress. -People are boundedly rational — We "satisfice" as in we good look for good enough answers; we use cognitive shortcuts to determine proper course of action. People who understand these short cuts leverage this knowledge to frame their requests in ways that are more likely to trigger these shortcuts and gain support. -Uncertainty — People with influence skills are able to help people make sense of information in ways that support their goals, even when the future is uncertain -Mutual interdependence — People with influence skills are better able to bring people together to collaborate toward common organizational goals. -Limited Resources — People with influence skills are better able to bring people together toward common organizational goals.

Resources for Political Savvy*

-Personal ~ Savvy political players make sure they have knowledge, skills, and experience that are valuable and visible to others. -Relational ~ Understand others and use this knowledge to develop mutually supportive relationships and draw on these relationships to achieve their personal and organizational goals. -->Strategically visiting people ~ Purposefully in the right place at the right time -->Communicating with others ~ Communicate with others to give and get information, build relationships, make sense of situations, and promote their ideas. -Structural ~ Political savvy people place themselves where they can have the greatest impact -->5 Avenues for Structural Power 1) Position - Power is associated with particular roles in organizations and thus is attributed to people hired in these roles. 2) Autonomy - People who work in positions that allow autonomy are more likely to be able to create opportunities in which they can leverage and showcase their talent/skills. 3) Criticality - People who work on tasks that have a direct impact on organizational performance or that are critical links in the workflow are likely to have more influence 4) Centrality - People are central to important organizational networks have access to and control many resources and integral to the flow information, funding, and other resources that people need to achieve goals. 5) Coalitions - An informal group of people who work together to promote issues that important to them.

Assumptions About Power*

-Power is not a stable characteristic of a person or group -->Must be actively sought out and continuously replenished -->Power is negotiated in a relationship -->Power is situational

Personal Strategies for Avoiding Blind Obedience to Authority*

-Remember that trust in authority figures and experts is often useful, but you should not be given uncritically. -Be reasonably cautious of the claims of experts. Check credentials to determine if the person is truly an expert in their field. -Be careful of the halo effect. Recognize that an expert in one area is not necessarily an expert in another area. -Keep symbols of authority at a minimum -Encourage employees to speak their mind and challenge status quo -Reward employees when they challenge and resist what they perceive to be troublesome -Create a work context that promotes "obedience optimization" rather than blind obedience -Be aware of your own attitudes towards authority and how they may influence you -Take responsibility for personal acts -Be ready to leave or expose a morally questionable situation -Practice small acts of courage

Organizational Barriers to Change*

-Structural Inertia ~ Organizations are designed to promote stability -Work Group Inertia ~ Inertia to continue performing work in a specified way comes not only from the jobs themselves, but also from the social groups within which people work -Threats to Existing Balance of Power -Previously Unsuccessful Change Efforts

Tools for Transmitting Organizational Culture*

-Symbols ~ Objects that say more than meets the eye -Slogans ~ Phrases that capture organizational culture -Jargon ~ The special language that defines a culture -Ceremonies ~ Special events that commemorate corporate values -Stories ~ "In the old days, we used to..." -Statements of Principle ~ Defining culture in writing

Forms of Organizational Culture

-Values Framework ~ The cultures of organizations differ with respect to two sets of opposite values. -->Valuing flexibility and discretion as opposed to stability, order and control. -->Valuing internal affairs as opposed to the external environment. -Hierarchy Culture ~ Have an internal focus and emphasize stability and control. -Market Culture ~ Concerned with stability and control but are external in their orientation. -Clan Culture ~ Strong internal focus with a high degree of flexibility and discretion. -Adhocracy Culture ~ Emphasize flexibility with attention to external environment.

Social Style Focuses on Two Dimensions

1) Assertive/Probing ~ This refers to whether a person prefers to assertively push his ideas forward quickly or patiently draw ideas out from other people or from careful analysis and data. 2) High/Low Responsiveness ~ This refers to whether a person emphasizes rationality, objectivity, and task focus (Low Response), or emotional expressiveness, intuition, and relationships (High Response).

Four Social Styles*

1) Driver (Assertive/Low Response) -Emphasize goals, and bottom line results; decisive and direct; Focus on content -Motivated by power, control, independence, achievement, and competition -Influenced by decisive, directive, and confident people; focus on future "wins" and be viewed as someone who gets results. 2) Expressive (Assertive/High Response) -Emphasize positive vision of future; enthusiastic and energetic; social and playful -Motivated by meaning, making a positive difference, prestige, and recognition -Influence by stimulating, enthusiastic, and creative people. Support their desires and focus on feelings and the distant future. 3) Amiable (Probing/High Response) -Emphasize collaboration; wants to include everyone; asks questions; quiet and slow. -Motivated by acceptance, stability, security, and attention to process. -Influenced by friendly, agreeable, and specific people. Support their need for inclusion and focus on process for making decisions. 4) Analytical (Probing/Low Response) -Emphasize facts, data, and procedures; careful and detailed; focus on content. -Motivated by accuracy, precision, consistency, and attention to process. -Influenced by formal, systematic, precise, and organized people. Show how plan fits with existing policies, practices, and procedures. Support the person's principles.

Five Elements of Organizational Structure*

1) Hierarchy of Authority ~ Distinction between higher level individuals and lower level individuals 2) Span of Control ~ The number of people formally required to report to each individual manager. 3) Division of Labor ~ The standard organization chart makes clear that the many tasks to be performed within a company are divided into specialized jobs. 4) Line v. Staff Positions ~ Line: Have decision-making power. Staff: Provide advice and recommendations to line managers. 5) Decentralization v. Centralization ~ Decentralization: The process of delegating power from higher to lower levels with an organization. Centralization: The tendency for just a few powerful individuals or groups to hold most of the decision-making power.

Four Bases of Position Power*

1) Legitimate Power ~ The power that someone has because others recognize and accept his authority. 2) Reward Power ~ The power to control rewards others receive. 3) Coercive Power ~ The capacity to control punishment. 4) Information Power ~ The power a person has by virtue of his access to valuable data or knowledge.

OD Interventions (Five)*

1) Management by Objectives ~ Requires managers and their subordinates to work together on setting and trying to achieve important organizational goals. -Four Step Plan -->1. Set Goal -->2. Develop Action Plan -->3. Implement Plan -->4. Evaluate Results 2) Survey Feedback ~ For effective organizational change to occur, employees must understand their companies' strengths and weaknesses. -Three Step Plan -->1. Collect Data -->2. Give Feedback -->3. Develop Action Plan 3) Appreciative Inquiry ~ Focuses attention away from an organization's shortcomings an toward its capabilities and its potential. -Four Step Plan -->1. Discovery ~ Identify positive aspects of the organization -->2. Dreaming ~ Think of "what might be" -->3. Designing ~ Discuss ideas about "what should be" -->4. Delivering ~ Begin instituting a plan for "what would be" 4) Action Labs ~ Teams of participants work off-site to develop and implement new ways of solving organizational problems by focusing on the ineffectiveness of current methods. 5) Quality of Work Life Programs ~ Increase organizational output and improve quality by involving employees in the decisions that affect them on their jobs.

Four Sources of Personal Power*

1) Rational Persuasion ~ The power leaders have by virtue of the logical arguments and factual evidence they provide to support their arguments. 2) Expert Power ~ The power leaders have to the extent that others recognize their expert knowledge on a topic. 3) Referent Power ~ The power that individuals have because they are liked and admired by others. 4) Charisma ~ The power someone has over others because of his engaging and magnetic personality.

Six Universal Forms of Influence*

1) Reciprocation ~ People feel obligated to pay back favors, gifts, and help that they receive from others. 2) Commitment/Consistency ~ People are more likely to agree with a request if they feel it is consistent with a commitment they have made or a behavior they have taken in the past. 3) Authority ~ People tend to obey people they perceive to be authorities and experts. 4) Social Proof ~ People are more willing to support an idea if they know that other people support it, especially if the other people are similar to them. 5) Scarcity ~ People tend to want what they believe is unique, rare, or in limited supply. 6) Liking ~ People want to support the people they like.

Stages of Innovation

1) Setting the Agenda ~ Creating a mission statement— a document describing an organization's overall direction and general goals. 2) Setting the Stage ~ Narrowing down certain broad goals into more specific tasks and gathering the resources to meet them. 3) Producing the Ideas ~ Involves coming up with new ideas and testing them. 4) Testing and Implementing ~ The actual testing and implementation of ideas 5) Assessing the Outcome ~ Involves evaluating the new idea that arises.

External Forces for Change*

1) Shifting Employee Demographics ~ Human resources experts need to know how the workforce is changing so they can compensate. 2) Performance Gaps ~ Gaps between real and expected levels of organizational performance. 3) Government Regulation ~ Most common unplanned organizational changes stem from government regulations. 4) Global Competition ~ Companies must fight to maintain market shares, such as by advertising more effectively and lowering their costs. 5) Fluctuating Economy ~ An ever-changing economy results in various changes by organizations. 6) Advances in Technology ~ Advances in technology have produced changes in the way organizations operate.

How Managers Can Promote Creativity*

1) Training People to be Creative -Encourage openness to new ideas -Take the time to understand the problem -Develop divergent thinking 2) Developing Creative Work Environments -Ensure autonomy -Provide exposure to other creative people -Allow ideas to cross-pollinate -Make jobs intrinsically interesting -Set your own creative goals -Support creativity at high organizational levels

Organizational Culture*

A cognitive framework consisting of attitudes, values, behavioral norms, and expectations shared by members of an organization.

Product Organization*

Creates self-contained divisions, each of which is responsible for everything to do with a certain product or group of products. -Advantage: Allow companies to benefit from a marketing perspective for different products. -Disadvantage: Loss of economies of scale from duplication of various departments; problems of coordination across product lines may arise.

Subculture*

Cultures existing within parts of organizations rather entirely through them (Marketing culture v. IT culture).

Organizational Development (OD)*

Defined as a set of social science techniques designed to plan and implement change in work settings for purposes of enhancing the personal development of individuals and improving the effectiveness of organizational functioning

Functional Organizations*

Departmentalize individuals according to the nature of the tasks they perform, with people who perform similar jobs assigned to the same department. -Advantage: Resources saved by avoiding duplication of effort, resulting in higher level of efficiency; advantage of economies of scale. -Disadvantage: Narrow perspectives and lose sight of overall organizational goals; functional structure discourages innovation.

Readiness for Change*

Factors contributing to the benefits of making a change: -The amount of dissatisfaction with current condition(s) -The availability of a desirable alternative -The existence of a plan for achieving that alternative

Personal Power*

Power derived from unique personal qualities or characteristics

Organizational Charts*

Provide information about the various tasks performed within a company and the formal lines of authority between them.

Dominant Culture*

Refers to a distinctive, overarching "personality" of an organization. Reflects the organizations core values, the prevailing perceptions that are generally shared throughout the organization.

Political Behavior

Refers to activities in organizations that (1) people engage in to influence important personal or organization outcomes; (2) are not part of one's official job description; (3) are not carried out through official and explicitly stated organizational policies and procedures.

Organizational Change*

Refers to planned or unplanned transformations in an organization's structure, technology, and/or people.

Organizational Structure*

Refers to the formal configuration between individuals and groups with respect to the allocation of tasks, responsibilities, and authority within organizations.

Power*

Refers to the willingness and ability of a person or group to influence the attitudes, beliefs, and behaviors of others, so that they are willing to support the goals that person or group believes are important

Position Power*

The ability to influence others because of the formal power associated with their jobs.

Creativity*

The process by which individuals or teams produce novel and useful ideas.

Strategic Planning and Basic Assumptions*

The process of formulating, implementing, and evaluating an organization to achieve its objectives. Assumptions: 1) Strategic planning is deliberate 2) Strategic planning occurs when current objectives can no longer be met 3) New organizational objectives require new strategic plans

Divergent Thinking*

The process of reframing familiar problems in unique ways, producing multiple or alternative answers from available information.

Innovation*

The successful implementation of creative ideas within an organization -Building Blocks: -->Motivation to innovate -->Resources to innovate -->Innovation management ------>Goals, Rewards, and Time Pressure

Social Styles Model*

This model assumes that (1) we all have predictable and taken for granted ways of behaving: (2) if we understand our preferred style, as well as the style of others, we can avoid some of the problems that arise from misunderstandings and conflict; (3) we are more likely to influence others if we build relationships based on mutual understanding and respect

Matrix Organization*

Type of organization in which an employees is required to report to both a functional (division) manager and the manager of a specific project. Complex structure that combines both the function and product forms of departmentalization. -Advantage: Permit flexible use of human resources; offer efficient means of responding quickly to changes; enhance communication among managers. -Disadvantage: Frustration and stress faced by having two-boss managers