HRM Quiz 3- Ch. 14,15,17

change agent

an intervener brings a diff perspective to a situation and challenges the status quo

interpersonal communication

communications that flow between individuals in face-to-face and group situations

Organization structure results from managerial decisions about four important organizational attributes. These attributes include all of the following except _________. A. division of labor B. departmentalization C. ownership D. authority

ownership

delegation of authority

process of distributing authority downward in an organization

Identify the choices that must be made in designing an organizational structure

- The primary purpose of organization structure is to influence the behavior of individuals and groups to achieve effective performance. -Four key managerial decisions determine organization structures. These decisions are dividing work, delegating authority, departmentalizing jobs into groups, and determining spans of control.

4-D framework for appreciative inquiry

1. discovery phase- identifying everything that is considered the best of 'what is' 2. dreaming phase- thinking about what the 'possibilities' are 3. designing phase- discussing and analyzing what 'should' be 4. delivery phase-creating clear objectives of 'what is going to be'

Organizational Design

Management decisions and actions that result in a specific organization structure.

contingency design theory

Organizational design approach that emphasizes the importance of fitting a design to demands of a situation, including technology, environmental uncertainty, and management choice.

organic model

Organizational design emphasizing importance of achieving high levels of flexibility and development through limited use of rules and procedures, decentralized authority, and relatively low degrees of specialization.

mechanistic model

Organizational design emphasizing importance of achieving high levels of production and efficiency through extensive use of rules and procedures, centralized authority, and high specialization of labor.

multiple advocates

Top-down and bottom-up initiatives are possible; multiple advocates and gatekeepers exist.

telecommuting

performing all or some portion of a job at sites away from the central work site

upward communication

communication flowing from lower to higher levels in an organization; includes suggestion boxes, group meetings, and grievance procedures

diagonal communication

communication that cuts across functions and levels in an organization; important when members cannot communicate through upward, downward, or horizontal channels

horizontal communication

communication that flows across functions in an organization; necessary for coordinating and integrating diverse organizational functions

proxemic behavior

creates a significant communication barrier when the proxemic behaviors of the sender and receiver differ. For example, assume that, like most Americans, you stand in the social zone while interacting at a social gathering such as a cocktail party. However, in the South American culture, a personal-zone distance is considered more natural in such situations. When a South American businessperson you're talking with at a cocktail party assumes a personalzone distance, how do you feel? Typically in such a situation, an individual feels so uncomfortable with the person standing "too close" that any verbal communication isn't heard. Conflicting proxemic behavior can also affect each individual's perceptions of the other—you may view the South American as pushy and aggressive; she may see you as cold and impolite.

differentiation

degree of differences among units of an organization due to individual and structural differences

empowerment

giving employees permission to make decisions to complete workloads on time

division of labor

grouping jobs into departments requires the selection of common bases such as function, territory, product, and customer. Each basis has advantages and disadvantages that must be evaluated in terms of overall effectiveness.

type C

managers interested only in their own ideas, not ideas and opinions of others; usually not effective communicators

type A

managers who are autocratic leaders, typically aloof and cold; often poor interpersonal communicators

type B

managers who seek good relationships with subordinates but are unable to openly express feelings, often ineffective interpersonal communicators

interpersonal style

manner in which we relate to other ppl

nonverbal communication

messages sent with body posture, facial expressions, and hand gestures and eye movements; just as important as verbal communication

type D

most effective interpersonal communication style! balances exposure and feedback. managers who feel free to express feelings to others and to have others express feelings

in-group language

occupational, professional, and social groups often develop words or phrases that have meaning only to members. Such special language can serve many useful purposes. It can provide members with feelings of belonging, cohesiveness, and (in many cases) self-esteem; it can also facilitate effective communication within the group. The use of in-group language can, however, result in severe communication breakdowns when outsiders or other groups are involved. Management, in this case, should provide communication skills training to affected individuals to facilitate effective communication between involved parties.

departmentalization

process in which an organization is structurally divided by combining jobs in departments according to some shared characteristic or basis

information richness

refers to the amount of info that can be transmitted in an effective manner

bureaucracy

superior to any other form in precision, in stability, in the stringency of its discipline and its reliability. It thus makes possible a high degree of calculability of results for the heads of the organization and for those acting in relation to it.

leadership climate

the nature of work environment in an organization that results from the leadership style and administrative practices

formal organization

the philosophy, policies, structure, and systems of control of an organization

organizational culture

what the employees perceive and how this perception creates a shared sense and pattern of beliefs, values, and expectations

A number of methods have been useful in decreasing employee resistance to change. Several important methods are listed here:

• Education and communication (explaining and informing). • Participation and involvement (involving employees in the process). • Facilitation and support (retraining and providing a range of support). • Negotiation and agreement (discussions with resisters and negotiation). • Manipulation and cooptation (bringing in supporters to guide others). • Explicit and implicit coercion (threats, taking away rewards, job loss)

barriers created by BOTH sender and receiver

-frame of reference -proxemics behavior -communication overload

reasons why ppl resist change

-parochial self interest -misunderstanding or lack of trust -diff assessments -low tolerance for change

Organization structure

Pattern of jobs and groups of jobs in an organization. An important cause of individual and group behavior

intranet

a private internet-based network developed and maintain by a particular organization; intranets allow certain stakeholders to gain access to internal organizational info

extranet

a private protected electronic communication system that is designed to connect employees with individuals external to the organization such as vendors, customers, or other strategic partners

intervention

a specific action or program undertaken to focus the change process on particular targets

downward communication

communication that flows from higher to lower levels in an organization; includes management policies, instructions, and official memos

span of control

number of individuals who report to a specific manager

technology

physical and mental actions by an individual to change the form or content of an object or idea.

communication

transmitting info and understanding, using verbal and nonverbal symbols

Two purposes of organizational structure

-facilitate the flow of information -integration of different parts of the organization

Describe several forms of departmentalization

-functional -geographic -product -customer -Specifies how employees and their activities are grouped together Three functions of departmentalization Establishes chain of command Creates common mental models, measures of performance, etc Encourages coordination through informal communication

telefive functions of communication

-knowledge management -decisions making -coordination work activities -fulfilling drive to bond -employee motivation

Mechanistic Structure

-narrow span of control -high formalization -high centralization

barriers to effective communication created by Receiver

-selective listening -value judgments -sources credibility

barriers to effective communication created by Sender

-semantic problems -filtering -in group language -status differences -time pressures

Organic Structure

-wide span of control -little formalization -decentralized decisions

7 step model for the management of organizational change

1. forces for change 2. performance outcomes 3. diagnosis of the problem 4. selection of appropriate intervention 5. limiting conditions 6. implementation of the new method 7. evaluation of the method

transparency

Accessibility of information, relatively open boundaries. Opportunities to observe others; problems/errors are shared, not hidden; debate and conflict are acceptable.

virtual organization

Achieves efficiency and flexibility by subcontracting some of its operations to members of a network, including suppliers, distributors, customers, strategic alliance partners, and even competitors.

Integration

Achieving unity of effort among different organizational units and individuals through rules, planning, and leadership

One-way communication does not allow _______________________. A. for face-to-face communication B. for feedback C. effectiveness as an outcome D. noise to enter the communication process

B. for feedback

Identify the major advantages of matrix organizational design

Benefits: Uses resources and expertise effectively Improves communication, flexibility, innovation Focuses specialists on clients and products Supports knowledge sharing within specialty Solution when two divisions have equal importance Limitations: Increases goal conflict and ambiguity Two bosses dilutes accountability More conflict, organizational politics, and stress

The ___________ organizational structure best allows employees to develop broad business expertise and perspectives. A. Godiva B. functional C. division of labor D. product

D. Product

A benefit of decentralization is _______________________. A. standardization B. perceived loss of control by managers C. develops decision making skills lower in the organization D. All of the above

D. all of the above

Discuss the role of delegation of authority in design decisions

Delegating authority enables an individual to make decisions and to exact obedience without approval by higher management. Similar to other organizing issues, delegated authority is a relative, not absolute, concept. All individuals, whether managers or nonmanagers, in an organization have some authority. The question is whether they have enough to do their jobs.

scanning the environment

Interest in external happenings and in the nature of one's environment. Valuing the processes of awareness and data generation. Curious about what is "out there" as opposed to "in here."

engaged leaders and role models

Leadership at significant levels articulates vision and is very actively engaged in its actualization; takes ongoing steps to implement visions; "hands-on" involvement in educational and other implementation steps.

education

Ongoing commitment to education at all levels; support for growth and development of members

matrix organization

Organizational design that superimposes product- or project based design on existing function-based design.

Division of Labor

Process of dividing work into relatively specialized jobs to achieve advantages of specialization.

performance issues

Share perception of a gap between actual and desired state of performance. Disconfirming feedback interrupts a string of successes. Performance shortfalls are seen as opportunities for learning.

metrics

Spend effort to define and measure key factors; strive for specific, quantifiable measures; discourse over metrics is seen as a learning activity.

experimental philosophy

Support for trying new things; curiosity about how things work; ability to "play" with things. Small failures are encouraged, not punished. See changes in work processes, policies, and structures as a continuous series of graded tryouts.

operational variety

Variety exists in response modes, procedures, systems; significant diversity in personnel. Pluralistic rather than monolithic definition of valued internal capabilities

filters

a common occurrence in upward communication in organizations, refers to the manipulation of information so that the receiver perceives it as positive. For example, subordinates "cover up" unfavorable information in messages to their superiors. The reason for such filtering should be clear; this is the direction (upward) that carries control information to management. Management makes merit evaluations, grants salary increases, and promotes individuals based on what it receives by way of the upward channel. The temptation to filter is likely to be strong at every level in the organization.

attitude survey

a way to collect data or info about a persons opinion or reaction to an event, person, item, situation, or organization program

appreciative inquiry (AI)

an organizational change process that focuses on diagnosis and presentation of positive characteristics of change, the process, and outcomes

technological change

any application of new ways of transforming resources into products