MGMT 363 Chapter 12

Organization Change

Any substantive modification to some part of the organization. Example--work schedules, machinery and employees

Work Specialization

Degree in which tasks in an organization are divided into separate jobs. Also known as division of labor.

Personal Clarification

Happens when members simply receive information regarding the roles of the other team members. Someone tells you what you are doing. You don't actually do it. Shallowest cross-training.

Motivational Loss

Loss in team productivity that occurs when team members do not work as hard as they could. Its hard to know exactly where members are contributing.

Communication

Process by which information and meaning gets transferred from a sender to a receiver. Effective when there is mutual understanding.

Organizational Design

Process of creating, selecting or changing the structure of an organization

Span of Control

Represents how many employees the manager is responsible for in the organization. Narrow allow managers to be much more hands-on with employees.

Nominal Group Technique

Similar to a traditional brainstorming session, but it makes people write down ideas on their own, thereby decreasing social loafing and production blocking. Think about We Are Marshall, when all the coaches meet in an office to talk about simple offensive plays.

Choice Shift

Tendency for groups to make decisions that appear more extreme than the decision the group members make individually.

Resistance to Change

Uncertainty about the extent and effects of change. Threats to self-interests and power and influence. Different perceptions of change effects and outcomes. Fear of loss of social networks, power, security, and familiar procedures.

Team Processes

different types of activities and interactions that occur within teams and contribute to their ultimate end goals. Affected by team characteristics. Strong impact on team effectiveness. Two types: taskwork and teamwork

System Monitoring

keeping track of things that the team needs to accomplish its work. Example: inventory , resources.

Monitoring Progress Toward Goals

pay attention to goal-related info--charting teams performance--are typically in a good position to realize they are "off-track" and need to make changes.

Effective conflict management involve:

staying focused on team's mission. keeping the heat of the conflict low. allowing members to discuss positions openly and be willing to exchange information in a way that fosters collaborative problem solving.

Goal Specification

the development and prioritization of goals related to the teams mission and strategy.

Scout Activities

things member do to obtain info about technology, competitors, or broader market place. try to be more competitive.Example--marketing manager meeting with engineer to seek info about new materials.

Decision Made by Groups

-May be composed of individuals at different or same level in organization -May make some decision with managerial input -Tend to follow the same decision making as individuals -Will have dynamix and interpersonal processes that make group decisions making very different from decision made by an individual -Be aware if tendency of compliance and choice shift

Building an Effective Team

-When hiring, look for people who work well with others -Set a good example for staff -Encourage one-on-one discussions between staffers rather than structured meetings -Hold informal retreats to foster communication and set goals -Reward collective accomplishment wherever possible

Factors that Influence Communication

1. Communication Issues 2. Noise 3. Information Richness

Brain storming rules

1. Express all idea that come to mind. 2. Go for quantity rather than qualitiy. 3. Don't criticize/evaluate. 4. Build on other's ideas. Doesn't always work because people social loaf, members hesitant to share spontaneous ideas, and production blocking.

Areas for Organization Change

1. Organizational Structure and Design--job design, departmentalization, overall design, culture, HR 2. Technology and Operations-IT, equipment, control systems 3. People-abilities and skills, performance, attitudes All of these categories overlay each other

Steps in the Change Process

1. Recognition of the need for change 2. Establishment of goals for the change 3. Diagnosis of relevant variables 4. Selection of appropriate change techniques 5. Planning for implementing of the change 6. Actual implementation 7. Evaluation and follow up

Steps in the Change Process (Lewin Model)

1. Unfreezing--individuals must be shown why the change is necessary. Educating why change is necessary. 2. Implementing Change--change itself is implemented 3. Refreezing--involves reinforcing and supporting the change so that it becomes a permanent part of the system. Asking myself "Why did i do the change? Did I succeed in my goals?" Follow-up/

Formalization

A company high in this category is when there are many specific rules and procedures used to standardization behaviors and decisions.

Creative Behavior

Activities that are focused on creating new and useful ideas and solutions. Two main types: brainstorming and nominal group technique

Nonverbal Communication

Any communication exchange that does not use words or uses words to carry more meaning than the strict definition of the words themselves. Facial Expression and Inflection of tone and voice are really important. Message is 7% the words spoken, 38% inflection and tone and 55% facial expression.

Force-Field for Plant Closing

Basically a pro-con list. Work to get rid of the cons so that there is only pros.

Multi-Divisional Structures

Bureaucratic organizational forms in which employees are grouped into divisions around products, geographic regions, or climates. Product structures=group business units around different products that the company produces

Task Conflict

Can be beneficial if it stimulates conversations that result in the development and expression of new ideas. Tends to result in reduced team effectiveness unless two conditions are present: 1. members need to trust one another and be confident that they can express opinions without fear 2. Team members need to engage in effective conflict management processes

Planned Change

Change that is designed and implemented in an orderly and timely fashion in anticipation for future events. This is ideal. Example--registering for classes next semester. Can anticipate and prepare.

External Forces

Changes in the general and task environments. Example--tax laws and ObamaCare.

Internal Forces

Changes inside the organization that cause it to change its structure and strategy. some are responses to external forces. Example--hiring a new employee.

Coordination Loss

Consumes time and energy that could otherwise be devoted to task activity. Arranging time for the group to meet for example. driven by production blocking.

Organizational Chart

Drawing that represents every job in the organization and the formal reporting relationships between those jobs. A more detailed chart is more costly.

Techniques for Overcoming Resistance

Encourage active participation in change process. Provide education and communication about change process. Facilitate change process by: 1. Making only necessary changes 2. Announcing changes in advance 3. Allowing time to adapt to change 4. Force-Field Analysis for Plant Closing

Forces for Change

External versus Internal Forces. Answers the questions of change happens

Organizational Structure

Formally dictates how jobs and tasks are divided and coordinated between individuals and groups within the company

Geographic Structures

Generally based around the different locations where the company does business. CEO if over the VP of the regions.

Process Gain

Getting more from the team than you would expect. Getting more from a team than working as an individual. Critical when work is high in complexity or when tasks require members to combine knowledge, skill and efforts to solve problems. similar to synergy.

Positional Rotation

Gives members actual experience carrying out the responsibilities of their teammates. Deepest cross-training.

GroupThink

Happens in highly cohesive teams when members may try to maintain harmony by striving toward consensus on issues without ever offering, seeking, or seriously considering alternative viewpoints and perspectives. Example-->JFKs Bay of Pigs Invasion of Cuba

Social Loafing

Happens when members exert less effort when working on team tasks than they would if they worked alone on those same tasks. Happens with members feel like they can't contribute on a large team.

Cohesion

Happens when members of teams develop strong emotion bonds to other members of their team and to the team itself. Too much of this could cause groupthink but can be avoided by appointing a devil's advocate

Information Richness

How it is said. Amount of depth that is transmitted into the message. People often misunderstand the emotions written in an email. Higher level is preferred when the task is complex and difficult to understand. Face-to-face is the most bestest.

Action Processes

Important as the taskwork is being completed. Four types: monitoring progress toward goals, systems monitoring, helping behavior and coordination

Interpersonal Processes

Important before, during or in between periods of taskwork. Two types: motivating and confidence building and conflict management.

Task Coordinator Activities

Involve communications that are intended to coordinate task-related issues with people or groups in other functional areas. Marketing going to manufacturing.

Brainstorming

Involves a face-to-face meeting of team members in which each offers as many ideas as possible about some focal problem or issue.

Affect Management

Involves activities that foster a sense of emotional balance and unity

Conflict Management

Involves activities that the team uses to manage conflicts that arise in the course of its work. Focus of conflict and how it is managed.

Mission Analysis

Involves an analysis of the team's task, the challenges that face the team, and the resources available for completing the team's work.

Helping Behavior

Involves members going out of their way to help or back up other team members. Most beneficial with unequal work loads on a team. Instrumental approach with citizenship behavior.

Positional Modeling

Involves team members observing how other team members perform their roles. Example is shadowing a surgeon.

Cross-Training

Involves training members in the duties and responsibilities of their teammates. Three types: personal clarification (shallowest), positional modeling and positional rotation (deepest)

Transportable Teamwork Competencies

Knowledge, skills and abilities that can be taught and applied to most everyone and every team. trainees can take what they learn about teamwork from one team context and apply it to another. Like conflict resolution and performance management.

Noise

Literally noise. Example-->you decide to go to a frat party with a friend. It would be really difficult to have a meaningful conversation because there are a lot of people talking plus music and yelling. You and your friend would have to be super invested in the conversation to actually talk over all the extra noise.

Matrix Structures

More complex form of organizational design that tries to take advantage of two types of structures at the same time. Most complex. Represents a combination of a functional structure and a product structure.

Team Process Training

Occurs in the context of a team experience that facilitates the team being able to function and perform more effectively as an intact unit. Used at Motorola and GE.

Production Blocking

Occurs when members have to wait on one another before they can do their part of the team task. Sequential Interdependence basically. Assembly line.

Functional Structures

Organization form in which employees are grouped by the functions that they perform for the organization. President is over the vice presidents of the company.

Network Structures

Pattern of communication that occurs regularly among each member of the team. Four types: all channel, circle, y and wheel. All Channel is when everyone can talk to everyone about the information. it is highly decentralized and preferred for complex work. Wheel is when only the manager doles out information. Think of the manager as the hub and the employees are the spokes. This is highly centralized and is rare preferred for anything other than simple tasks

Compliance

People conform to others expectations or behavior in the hope of acquiring rewards or avoiding punishment

Simple Structures

Perhaps the most common form of organizational design, primarily because there are more small organizations than large ones. Owner oversees the entire company. 80% of employing organization have fewer than 19 employees. Least complex.

Reactive Change

Piecemeal responses to events and circumstances as they develop and change. Example--all of a sudden, the lights go off in this room, what do you do? Reactive and unplanned.

Ambassador Activities

Refer to communications that are intended to protect the team, persuade others to support the team or obtain important resources for the team. Communicating with people who are higher up in the organization.

Team States

Refer to specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together. Four types: cohesion, potency, mental models and transactive memory. Example-->psychological safety which is due to supportive leadership and member interactions and is where members feel it is okay to do things that are interpersonally risky, like change the status quo.

Mental Models

Refer to the level of common understanding among team members with regard to important aspects of the team and its task. Degree to which knowledge is shared.

Relationship Conflict

Refers to disagreements among team members in terms of interpersonal relationships or incompatibilities with respect to personal values or preferences. Focuses on think that do not directly relate to the team's tasks.

Transactive Memory

Refers to how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team. Not everyone needs the same knowledge. Specialized. But can be fragile because if someone leaves the organization, you lose that person's knowledge.

Coordination

Refers to synchronizing team members' activities in a way that makes then mesh effectively and seamlessly. Poor in this category means team members constantly have to wait on other for information or other resources to do work. Think assembly lines and bottle-necks. High level of interdependence.

Potency

Refers to the degree to which members believe that the team can be effective across a variety of situation and tasks. Basically self-efficacy for teams. High in this category means members are confident that team can perform well and focus more energy on achieving team goals. Low in this category can cause members to focus their energies on activities that don't benefit the team. Strong positive impact on team performance.

Staff Validity

Refers to the degree to which members make good recommendations to the leader. Teams that are high in this category are also high in hierarchical sensitivity.

Strategy Formulation

Refers to the development of course of action and contingency plans and then adapting those plans in light of changes that occur in the team's environment.

Motivating and Confidence Building

Refers to things team members do or say that affect the degree to which members are motivated to work hard on the task. Words that create a sense of urgency or optimism.

Hierarchical Sensitivity

Reflects the degree to which the leader effectively weights the recommendations of the members. Occurs better when leader is alone

Decision Informity

Reflects whether members possess adequate information about their own task responsibilities.

Taskwork Processes

Specific activities that directly help a team succeed in its goals. Three main types: creative behavior, boundary spanning and decision making

Action Learning

Team is given a real problem that's relevant to the organization and then held accountable for analyzing the problem, developing and carrying out a plan.

Process Loss

Team members do not work better together and would ultimately have worked better and faster independently. Created by three things: coordination loss, motivational loss and social loafing.

Transition Processes

Teamwork activities that focus on preparation for future work. Important before and between period of action processes. Three types: mission analysis, strategy formulation and goal specification. Example-think about a basketball team that is meeting in the locker room during half-time.

Communication Issues

This includes communication competence, which a person lacks when they do not understand or speak the language of another person. Emotions also have an impact on how people express themselves but also how they receive information from others. Think about how you interpret a text message that say "we need to talk" if you're angry or if you're happy

Decision Making

Three main types: decision informity, staff validity and hierarchical sensitivity. Must all be present to answer a question and make a good decision

Team Building

Training is intended to facilitate the development of team processes related to goal setting, interpersonal relations, problem solving, and role clarification. Ropes course or laser tag. Most likely to have positive effect for smaller teams and when the exercise emphasizes the importance of clarifying role responsibilities.

Chain of Command

Within an organization essentially answers the question. "Who reports to whom?" and signifies formal authority relationships. Specific flow of authority down through the levels of an organization' structure

Boundary Spanning

activities with individuals and groups other than those who are considered part of the team. Three main types: ambassador activities, task coordinator activities, and scout activities

Teamwork Processes

interpersonal activities that facilitate the accomplishment of the team's work but do not directly involve task accomplishment itself. Behaviors that create the setting or context in which taskwork can be carried out. Three types: transition processes, action processes and interpersonal processes.

Centralization

reflects where decisions are formally made in organizations