Management Ch 7, 8 & 9
Education & communication; misinformation
can help reduce resistance to change by helping employees see the logic of the change effort and is used when resistance is due to ___________________
Organizational Development (OD)
change methods that focus on people and the nature and quality of interpersonal work relationships
physical symptoms of stress
changes in metabolism increased heart and breathing rates, raised blood pressure, headaches, and potential heart attacks
behavioral symptoms
changes in productivity, absenteeism, job turnover,changes in eating habits, increased smoking or consumption of alcohol, rapid speech, fidgeting and sleep disorders
disruptive innovation
changes in products, services, or processes that radically change an industry's rule of the game
accept ambiguity; tolerate the impractical; keep external controls minimal; tolerate risk; tolerate conflict; focus on ends rather than means; provide positive feedback; exhibit empowering leadership
characteristics of an innovative organization include
performance planning program
clarify job responsibilities, provide clear performance goals, and reduce ambiguity through feedback
participation; have the expertise to make a contribution
involves bringing those individuals directly affected by the proposed change into the decision making process and is used when resisters ________________________
competitor intelligence
involves gathering info about competitors that allows managers to anticipate competitors' actions rather than merely react to them
coercion; a powerful group's endorsement is needed
involves the use of direct threats or force against the resisters and is used when_______________
having weakness can stunt one's professional growth
why is it important for employees and managers to recognize their own wekness
to avoid having any other employees, or the manager pick up the slack to makeup for the weakness
why is it important for managers to help employees improve his or her weakness
allows you to determine if you're making good progress
why is it important to make goals measureable
1. organizational performance 2. change 3. complexity 4. diversity
why is strategic management so important
role conflicts
work expectations that are hard to satisfy
realistic; measurable; attainable
3 things to remember when setting goals
quality; design thinking; social media
competitive advantage can come in the form of:
Calm Waters Metaphor
a description of organizational change that likens that change to a large ship making a predictable trip across a calm sea and experiencing an occasional storm
White-Water Rapids Metaphor
a description of organizational change that likens that change to a small raft navigating a raging river
single- use plan
a one-time plan specifically designed to meet the needs of a unique situation
Management by Objectives (MBO)
a process of setting mutually agreed upon goals and using those goals to evaluate employee performance
unfreezing, changing, refreezing
List the stages of successful change according to lewin
competitive advantage
a company's distinctive edge is referred to as its
1. determine org. purpose or vision 2. exploiting & maintaining org.'s core competencies 3. developing the org.'s human capital 4. creating & sustaining strong org. culture 5. creating & sustaining org. relationships 6. re-framing prevailing views by asking penetrating questions & questioning assumptions 7. emphasizing ethical org. decisions & practices 8. establishing appropriately balanced org. controls
8 dimensions of strategic leadership
growth strategy
A corporate strategy that's used when an organization wants to expand the number of markets served or products offered, either through its current business(es) or through new business(es)
renewal strategy
a corporate strategy designed to address declining performance
stability strategy
a corporate strategy in which an organization continues to do what it is currently doing
sustaining innovation
small and incremental changes in established products rather than dramatic breakthroughs
change agent
someone who acts as a catalyst and assumes the responsibility for managing the change process
strategic management
what managers do to develop the organization's strategies
competitve advantage
what sets an organization apart; its distinctive edge
Driving forces
Forces pushing for change
Changing consumer needs and wants, new governmental laws, changing technology, economic changes
List the external forces of change
New organizational strategy, change in composition of workforce, new equipment, changing employee attitudes
List the internal forces for change
process consultation
OD Technique in which an outside consultant helps the manager understand how interpersonal processes are affection the way work is being done
Team Building
OD technique that includes activities that help team members learn how each member thinks and works
inter-group development
OD technique that involves changing the attitudes, stereotypes, and perceptions that work groups have about each other
Sensitivity training
OD technique that is a method of changing behavior through unstructured group interaction
Survey Feedback
OD technique that is a technique for assessing attitudes and perceptions, identifying discrepancies in these, and resolving the differences by using survey information in feedback groups
breadth, time frame, specificity, frequency of use
when categorizing plans what factors are considerd
1. identify org. current mission, goals, & strategies 2. SWOT Analysis 3. Formulate strategies 4. Implement Strategies 5. Evaluate Results
Steps of the Strategic Management Process
role ambiguity
when role expectations are not clearly understood
strategy: modifying the approach ensuring the organization's success Structure: structural components & structural design Technology: Work processes, methods, & equipment People: Attitudes, expectations, perceptions, & behavior
What are the 4 types of change? Give a description of each.
strategic management process
a six-step process that encompasses strategic planning, implementation, and evaluation
BCG Matrix
a strategy tool that guides resource allocation decisions on the basis of market share and growth rate of SBUs
functional strategy
a strategy used by an organization's various functional departments to support the competitive strategy
setting the tone with management behavior; creating new stories, symbols, and rituals to replace those currently in use; select, promote, and support employees who adopt the new values; change the reward system; clearly specify expectations; shake up current subcultures through job transfers, job rotation, and/ or terminations; get consensus w/ employee participation & create a climate w/ a high level of turst
actions managers can take to facilitate cultural change include:
weaknesses
activities the organization doesn't do well or resources it needs but doesn't possess
- reputation of innovation & industry leader - cost & learning benefits - control over scarce resources & keeping competitors from having access to them - opportunity to begin building customer relationships & loyalty
advantages of being a first mover
internet or things
allows everyday things to generate and store and share data across the internet
SWOT
an analysis of the organization's strengths, weaknesses, opportunities, and threats
traditional goal- setting
an approach to setting goals in which top managers set goals that then flow down through the organization and become sub-goals for each organizational area
Standing plan
an human resource procedure providing guidance to hiring managers who repeatedly interview job candidates would be an example of a
means-end chain
an integrated network of goals in which the accomplishment of goals at one level serves as the means for achieving the goals, or ends, at the next level
too high; low- cost leader; differentiated enough to compete with the differentiator
an organization becomes stuck in the middle when its costs are ______________ to compete with the ____________________ or when its products and services aren't _______________________________________________.
first mover
an organization that's first to bring a product innovation to the market or to use a new process innovation
resources
an organization's assets that are used to develop, manufacture, and deliver products to its customers
capabilities
an organization's skills and abilities in doing the work activities needed in its business
competitive strategy
an organizational strategy for how an organization will compete in its business(es)
corporate strategy
an organizational strategy that determines what businesses a company is in or wants to be in, and what it wants to do with those businesses
strengths
any activities the organization does well or any unique resources
Organizational change
any alteration of people, structure, or technology in an organization
time management programs
can help employees who's personal lives suffer from a lack of planning to sort out their priorities
goals
desired outcomes or targets
- uncertainty of exact direction tech. & market will go - risk of competitor imitation - financial & strategic risk - high development costs
disadvantages of being a first mover
plans
documents that outline how goals are going to be met
stressors
factors that cause stress
positive financial results- higher profits and higher returns on assets, and so forth
formal planning is associated with
real goals
goals that an organization actually pursues, as defined by the actions of its members
formal planning department
group of specialists whose sole responsibility is helping to write organizational plans
skunkworks
has a mission to develop a project primarily for the sake of radical innovation
role overload
having more work to accomplish than time permits
business model
how a company is going to make money
encourage self- knowledge & self awareness
how can a manager help employees overcome their weaknesses
make organizational changes capable, understand their role in the process, & give individual employees a role in the process
how can managers make change successfully
at least annually
how often should one assess own strengths & weaknesses
idea champion
individuals who actively and enthusiastically support new ideas, build support, overcome resistance, and ensure that innovations are implemented
Facilitation & support; are fearful & anxiety ridden
involve helping employees deal with the fear and anxiety associated with the change effort and is used when resisters______________
negotiation; comes from a powerful group
involves "buying" commitment or exchanging something of value for an agreement and is used when resistance __________________
large, established, & highly profitable organizations
who is most vulnerable to disruptive innovation
Psychological symptoms
job- related dissatisfaction, tension, anxiety, irritability, boredom, and procrastination
- need to know, find, & leverage your workplace strengths so you can be the best employee possible - can size up where you stand in your career & make good decisions about how to keep advancing - be prepared to answer the question when interviewers ask
knowing personal strengths & weaknesses are important because
1. review orgs. mission 2. evaluate available resources 3. determine goals both individually or with others input 4. write down goals & communicate to all necessary parties 5. review results & if goals are being met
list the 5 steps of goal setting
Link the present & the future; make learning a way of life; support and encourage day to day improvements & changes; ensure divers teams; encourage mavericks; shelter breakthroughs; integrate technology; build and deepen trust; couple performance with perpetual change; support an entrepreneurial mindset
list the necessary elements of a change- capable organization
planning
management function that involves setting goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities
threats
negative trends in the external environment
stated goals
official statements of what an organization says, and what it wants its various stakeholders to believe, its goals are
standing plans
ongoing plans that provide guidance for activities performed repeatedly
short- term, specific, and standing
operational plans are usually
type B personality
people who are relaxed and easy going and accept change easily
type A personality
people who have a chronic sense of urgency and an excessive competitive drive
planner
planning ahead, anticipating, being ready, & taking time to be ready. Jim is playing the role of a/an _________
providing direction; reducing uncertainty; minimizing waste & redundancy, and establishing the goals or standards
planning is useful for:
Short-term plans
plans covering one year or less
commitment concept
plans should extend far enough to meet those commitments made when the plans were developed
strategic plans
plans that apply to the entire organization and establish the organization's overall goals
specific plans
plans that are clearly defined and leave no room for interpretation
directional plans
plans that are flexible and set out general guidelines
operational plans
plans that encompass a particular operational area of the organization
long- term plans
plans with a time frame beyond three years
opportunities
positive trends in the external environment
Manipulation & co-optation; a powerful group's endorsement is needed
refers to covert attempts to influence others about the change and is used when__________________
cloud computing
refers to storing and accessing data on the internet rather than on a computer's hard drive or a company's network
environmental scanning
screening information to detect emerging trends
1. org. overall obj. & strategies are formulated 2. major obj. allocated among divisional & departmental units 3. unit managers collaboratively set specific objectives for their unit with their managers 4. specific objectives are collaboratively set with all department members 5. action plans 6. implementation of action plans 7. progress periodically reviewed & feedback is provided 8. success reinforced by performance based rewards
steps of the Management by Objectives
long term directional and single use
strategic plans are usually
innovation
taking creative ideas and turning them into useful products or work methods
digital tools
technology, systems, or software that allow the user to collect, visualize, understand, or analyze data
strategic leadership
the ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a positive future for an organization
creativity
the ability to combine ideas in a unique way or to make unusual associations between ideas
strategic flexibility
the ability to recognize major external changes, to quickly commit resources, and to recognize when a strategic decision was a mistake
stress
the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities
core competencies
the organization's major value-creating capabilities that determine its competitive weapons
strategies
the plans for how the organization will do what it's in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals
mission
the purpose of an organization
Strategic Business Unit (SBU)
the single independent businesses of an organization that formulate their own competitive strategies
in terms of outcomes rather than actions; measurable & quantifiable; clear time frame; challenging but attainable; written down; communicated to all necessary org. members
well written goals are:
performance planning programs, employee counseling, time management programs, and wellness programs
what are some ways in which managers can reduce employee stress
corporate; competitive; functional
what are the 3 types of organizational strategies
1. threats of new entrants 2. threat of substitutes 3. bargaining power of buyers 4. bargaining power of suppliers 5. current rivalry
what are the 5 forces or factors that determine industry attractiveness and profitability
uncertainty, habit, concern over personal loss, and the belief that the change is not in the organizations best interest
what are the main reasons people resist change
dramatic crisis occurs; leadership changes hands; culture is weak
what conditions facilitate cultural changes
employee skill sets & availability
what employee resources should be considered when setting goals