MANA 3318 FINAL

Guidelines for surveys

- Employees must be assured that their responses to the questionnaire will be confidential and anonymous - Feedback should be reported in a group format. - Employees must be able to trust that negative repercussions will not result from their responses - Employees should be informed of the purpose of the survey

When people with an external locus of control perform well, to what to they attribute their success?

- External locus of control (situation or others) They believe that outside forces such as fate, change, or other people control what happens to them. More apt to believe that external forces caused their ethical or unethical behavior.

Maslow's hierarchy of needs model begins with ______ and ends with ______.

- Physiological needs Self-actualization needs

What the core dimensions of the Job Characteristics Model are.

- Skill variety - Task identity - Task significance - Autonomy - Feedback

What do transformational leaders do?

- Transformational leaders inspire and excite followers to high levels of performance. They rely on their personal attributes instead of their official position to manage followers.

Task significance

- an important, positive impact on the lives of others.

Two types of congruence between and individual and an organization.

Congruence between the - individual's abilities and the demands of the job, - and the fit between the individual's values and the organization's values.

Types of contextual variables that an organization can and cannot control.

Contextual variables. A set of four characteristics that influence the success of an organization's design: size, technology, environment, and strategy and goals.

Job Enrichment

Designing or redesigning a job by incorporating motivational factors into it increases the amount of job responsibility through vertical loading intended to increase job satisfaction builds on Herzberg's two factor theory of motivation

An organizational development effort that can relieve role ambiguity.

Diagnosis is an essential first step for any organization development intervention A continuous process of moving the organization and its employees toward effective functioning. 1. Diagnosis and needs analysis 2. Intervention 3. Follow-up

Why people may resist change.

Fear of the unknown Fear of loss Fear of failure Fear of disruption of interpersonal relationships personality politics Cultural assumptions and values

Why organizational culture matters and what it does for an organization.

It influences outcomes that an org desires to achieve, as well as the processes necessary to achieve those outcomes

The possible negative outcomes associated with each type of job design: Motivational Approach

Increased training time Lower personnel utilization levels Greater chance of errors Greater change of mental overload and stress

Advantages of internal and external change agents.

Internal change agents - Know past history, political system, and culture - Manage carefully as they must live with the results of change External change agents - Bring an outsider's fresh, objective view - Preferred by employees due to their impartiality

Basic Assumption

Relationship to environment Nature of reality, time and space Nature of human nature Nature of human activity Nature of human relationships

Six rites in organizations and examples of each.

Rite of passage - retirement dinner Rite of enhancement - awarding cert to contest winner Rite of Renewal - opening a new corp training center Right of Integration - company function ie annual picnic Rite of Conflict Reduction - grievance hearings/negotiation Right of degradation - Publicly replacing CEO for unethical behavior

the basic assumptions of the adaptive perspective.

Suggests the only cultures that help organizations adapt to environmental change are associated with excellent performance

Values

Testable in the physical environment Testable only by social consensus

complexity

The degree to which many different types of activities occur in the organization number five of basic design dimensions

standardization

The extent to which work activities are described and performed routinely in the same way. Highly standardized organizations have little variation in the defining of jobs number four of basic design dimensions

The basic assumptions of the fit perspective

The fit perspective argues that a culture is good only if it fits the industry or the firm's strategy. Ex: a culture that values a traditional hierarchical structure and stability would not work well in the computer manufacturing industry, which demands fast response and a lean, flat organization.

The definition of organizational design.

The process of constructing and adjusting an organization's structure to achieve its business strategy and goals Begins with organization's goals

Integration

The process of coordinating the different parts of an organization designed to achieve unity

Traditional Roles

Traditional • • Strict adherence to boss-employee relationships • Give orders • Messages up and down the chain • Performing by a set job description • Narrow functional focus • Going through proper channels in order • Controlling employees

Examples of unplanned corporate changes

Unplanned Change is imposed on the organization and is often unforeseen. Ex: changes in government regulations and changes in the economy

enacted values

Values reflected in the way individuals actually behave

How job enrichment is done and whether it is vertical or horizontal.

Vertical

The definitions of new types of organizational structures.: Virtual

Virtual organizations are temporary network organizations consisting of independent enterprises. Many dot-coms are virtual organizations designed to come together swiftly to exploit an apparent market opportunity. Three key ingredients for the development of trust in virtual organizations are (1) technology that can communicate emotions; (2) a sharing of values, vision, and organizational identity; and (3) a high standard of ethics.

espoused values

What members of an org say they value

Job Enlargement

a method of job design that increases the number of activities in a job to overcome the boredom of overspecialized work. It is a traditional approach to solving not only the problem of boredom but also the difficult of coordinating work

Skill Variety

different job activities involving several skills and talents.

machine bureaucracy

A moderately decentralized form of organization that emphasizes support staff differentiated from the line operations of the organization, limited horizontal decentralization of decision making, and a well defined hierarchy of authority powerful technical staff heavy on rules and regulations

adhocracy

A selectively decentralized for of organization that emphasizes the support staff and mutual adjustment among people High degree of horizontal specialization based on formal training and expertise

Stages of socialization and what happens in each stage.

1. Anticipatory Socialization - Realism, Congruence 2. Encounter - Job Demands (Task, Role, Interpersonal) 3. Change and Acquisition - Mastery 4. Outcomes of Socialization - Performance, Satisfaction, Mutual Influence, Low levels of distress, Intent to Remain

The steps needed to change organizational culture.

1. Change behavior 2. Examining justifications for changed behavior 3. Cultural Communication 4. Hiring and socialization members who fit in with the new culture Culture 5. Removing members who reject the new culture

Symptoms of structural weakness in an organization.

1. Decision making is delyated because the hierarchy is overloaded and too much info is being funneled through one or two channels 2. Decision making is of poor quality because info linkages are not providing the correct information to the right person in the right format 3. The organization does not respond innovatively to a changing environment, especially when coordinated effort is lacking across departments 4. A great deal of conflict is evident as some departments work against one another rather than for the strategies and goals of the organization as a whole; the structure is often at fault

The six patterns of work according to power point:

1. Performance 2. Satisfaction & Identity 3. Money making in various settings 4. Physical activity 5. Difficulty, physically and/or mentally 6. Done in a certain time period only

How strong cultures help with performance.

1. These cultures are characterized by goal alignment, that is, all employees share common goals 2. Strong cultures create high levels of motivation because of the values shared by the members 3. Strong cultures provide control without the oppressive effects of a bureaucracy

Elements that are important to a leader's management of culture.

1. What leaders pay attention to 2. How leaders react to crises 3. How leaders behave 4. How leaders allocate rewards 5. How leaders hire and fire individuals

simple structure

A centralized organization that emphasizes a small technical and support staff, strong centralization of decision making in the upper echelon, and a minimal middle level Minimum vertical differentiation and minimal formalization Achieves coordination through direct supervision

professional bureaucracy

A decentralized form of organization that emphasizes the expertise of the professionals in the operating core of the organization Has both vertical and horizontal differentiation in the professional bureaucracy Coordination is achieved through the standardization of the prfessionals' skills

Levels of organizational culture and which are more and less visible.

Artifacts - visible but often not decipherable Values - greater level of awareness Basic Assumptions - taken for granted, invisible, precocious

What the Organizational Culture Inventory focuses on.

Behaviors that help employees fit into the organization and meet the expectations of coworkers

Characteristics of change leaders within organizations.

Build strong relationships with: - Leadership team - Between their team and other organization members - Between their team and key external players Are able to: - Use more than one leadership style - Feel more comfortable about uncertainty - Balance technical & interpersonal skills

transformational change

Change in which the organization moves to a radically different, and sometimes unknown, future state

strategic change

Change of a larger scale, such as organization restructuring

incremental change

Change of a relatively small scope, such as making small improvements

The definitions of new types of organizational structures.: Circle

Circle organizations is a third emerging structure, crafted by Harley-Davidson in its drive to achieve teamwork without teams. The three organizational parts are those that (1) create demand, (2) produce product, and (3) provide support. The circle organization is a more open system than most and an organic structure for customer responsiveness.

The approaches to change and when each is most appropriate.

Communication about impending change is essential if employees are to adjust effectively. Accurate and timely information can help prevent unfounded fears and potentially damaging rumors from developing. Managers should pay attention to the informal communication networks in an organization because they can serve as power channels for disseminating change-related information. Educating employees on new work procedures and other potential consequences of change is helpful. Participation. Employees must be engaged and involved in order for change to work—as supported by the notion "That which we create, we support." Helps employees become involved in the change and establishes a feeling of ownership in the process. Empathy and support. Active listening is an excellent tool for identifying the reasons behind resistance and for uncovering fears. Emotional support and encouragement can help an employee deal with the anxiety that is a natural response to change.

The elements of scientific management.

First advocated by Fredrick Taylor - emphasizes "Work Simplification" ... each task is scientifically designed so that the worker is not required to think or deliberate. The role of management and the industrial engineer is to calibrate and define each task carefully. The role of the worker is to execute the task. Elements include - time and motion studies, differential piece-rate systems of pay, and the scientific selection of workers

Examples of external forces for change.

Globalization, workforce diversity, technological change and managing ethical behavior

The possible negative outcomes associated with each type of job design: Biological Approach

Higher financial costs because of changes in equipment or job environment

The difference between flat and hierarchical organizational structures.

Horizontal differentiation is the degree of differentiation between organizational subunits and is based on employees' specialized knowledge, education, or training. Vertical differentiation is the difference in authority and responsibility in the organizational hierarchy. Tall, narrow organizations have greater vertical differentiation, and flat, wide organizations have less vertical differentiation. The height of the organization is also influenced by the level of horizontal differentiation and span of control. The span of control refers to and defines the number of subordinates and manager can and should supervise. Tall structures—those with narrow spans of control—tend to be characterized by closer supervision and tighter controls. The communication becomes more burdensome, since directives and information must be passed through more layers. Flat structures—those with wider spans of control—have simpler communication chains and reduce promotion opportunities due to fewer levels of management.

Techniques used in job enlargement.

Job rotation. A variation of job enlargement in which workers are exposed to a variety of specialized jobs over time. Cross-training. A variation of job enlargement in which workers are trained in different specialized task or activities.

The possible negative outcomes associated with each type of job design: Perceptual Motor Approach

Lower job satisfaction Lower motivation

The possible negative outcomes associated with each type of job design: Mechanistic Approach

Lower job satisfaction lower motivation higher absenteeism

The definitions of new types of organizational structures.: Network

Network organizations are weblike structures that contract some or all of their operating functions to other organizations and then coordinate their activities through managers and other employees at their headquarters. Information technology is the basis for building the weblike structure of the network organization and business unit managers that are essential to the success of these systems. This type of organization has arisen in the age of electronic commerce and brought into practice transaction-cost economics, interorganizational collaborations, and strategic alliances. Can be global in scope.

Areas for diagnostic analysis.

Organization's person, structure, reward system, support systems, relationships and leadership

The six patterns of work: Pattern E

People define work as a physically and mentally strenuous activity. It s generally unpleasant and devoid of positive affect.

The six patterns of work: Pattern F

People define work as an activity constrained to specific time periods that does not bring positive affect through its performance

The six patterns of work: Pattern C

People define work as an activity from which profit accrues to others by its performance and that may be done in various settings other than a working place. Work is usually physically strenuous and somewhat compulsive

The six patterns of work: Pattern D

People define work as primarily a physical activity a person must do that is directed by others and generally performed in a working place. Work is usually devoid of positive affect and is unpleasantly connected to performance

Artifacts

Personal enactment Ceremonies and rites Stories Rituals Symbols

Examples of planned corporate changes

Planned change results from a deliberate decision to alter the organization ex: companies that wish to move from a traditional hierarchical structure to one that facilitates self-managed teams must use a proactive carefully orchestrated approached

What problem job enlargement is supposed to solve.

boredom and the difficulty of coordinating work

Dependence on guidance and direction is the defining characteristic in what stage of group development?

forming

Autonomy

independence and discretion in making decisions.

A pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences is called what?

job satisfaction

Simplification

scientifically designed so that the worker is not required to think or deliberate

Task identity

the completion of a whole, identifiable piece of work.

formalization

the degree to which an employee's role is defined by formal documentation (procedures, job descriptions, manuals, and regulations). number one of basic design dimensions

The six patterns of work: Pattern A

value comes from performance and for which a person is accountable. Generally self-directed and devoid of negative affect

The six patterns of work: Pattern B

work provides a person with positive personal affect and identity. Work contributes to society and is not unpleasant

Modern Roles

• Peer relationship important • Get things done by negotiating • Solve problems and make decisions • Develop own entrepreneurial projects • Cross-functional collaboration • Emphasize speed & flexibility • Coach employees