MGMT Final
Lewin's change model
Unfreezing, changing, refreezing
Cyberloading
Using the internet at work for personal use
Virtuous leadership
What individuals and organizations aspire to be when they are at their very best
2 Components of hope
Willpower (goal) and waypower (means for achievement)
How to assess organizational effectiveness
With balanced scorecards and other organizational dashboards
Mechanisms for creating culture change
- Formal Statements - Design of Physical Space - Slogans, Language, Acronyms, saying - Training Programs - Rewards - Stories, Legends, Myths - Activities and Processes - Leader Reactions to Critical Incidents - Rites and Rituals - Workflow and Organizational Structure - Organizational Systems and Procedures - Organizational Goals
Benefits of mindfulness
-Increased Physical, Mental, and Interpersonal Effectiveness -More Effective Communications -More Balanced Emotions -Personal Effectiveness
How to overcome resistance to change
1. Education and communication 2. Participation and involvement 3. Facilitation and support 4. Negotiation and agreement 5. Manipulation and cooperation 6. Explicit and implicit coercion
Why do we form groups?
For survival, and to share our strengths and cover our weaknesses
4 Components of virtuous leadership
Forgiveness, greater good, trust, integrity
Task roles
Formal, keep the group on track (for example, initiator, coordinator, recorder)
5 Stages of group development
Forming, storming, norming, performing, adjourning
Purpose of an informal group
Friendship or common interests
Types of organizational structures
Functional, divisional, matrix, horizontal, hollow/network, modular, virtual
Organizational practices
Host of procedures, policies, practices, routines, and rules that organizations use to get things done (like training, support programs, and HR practices)
Organizational values
Ideals that are endorsed, shared, and supported by the organization as a whole (need restorative justice, compassion, and temperance)
4 Stages of rational decision making
Identify the problem or opportunity, generate alternative solutions, evaluate alternatives and select a solution, implement and evaluate the solution chosen
Maintenance roles
Informal, keep group together (encourager, gatekeeper)
4 Phases of mentoring
Initiation, cultivation, separation, redefinition
Forces for innovation
Innovation strategy, committed leadership, required structure and processes, human capital, HR policies, innovation systems
5 Common conflict handling styles
Integrating (best win/win), obliging, dominating, avoiding, compromising
Conscious capitalism
Integrating POB through every aspect of the organization and incorporating: -Higher purpose -Stakeholder interdependence -Conscious leadership -Conscious culture
2 Systems for decision making
Intuition and analytical/conscious thought
Occupational stress
Job-related stress, which often comes from occupational duties for which people perceive themselves as having a great deal of responsibility, yet little or no authority or decision-making latitude
4 Truths about culture change
Leaders are the architects and developers of organizational change; changing culture starts with one of the three levels of org; consider how closely the current culture aligns with the organizations; use a structured approach when implementing culture change
Guards against loafing
Limit group size, assure equity of effort, hold people accountable, offer hybrid rewards
2 Approaches to designing organizations
Mechanistic, organic
3 Levels of organizational culture
Observable artifacts, espoused vs enacted values, basic underlying assumptions
Conflict
Occurs when one party perceives that its interests are being opposed or negatively affected by another party
Work-family conflict
Occurs when the demands or pressures from work and family domains are mutually incompatible
Two basic functions of formal groups
Organizational and individual goals
4 Functions of organizational culture
Organizational identity, collective commitment, social system stability, sense-making device
Strategic plans
Outlines an organization's long-term direction and the actions necessary to achieve planned results
Characteristics of high-performing teams
Participative leadership, shared responsibility, high communication, creative talents, rapid response
3 Types of conflict
Personality (dislike or personal disagreement), intergroup, work-family conflict
5 Components of well-being
Positive emotions, engagement, relationships, meaning, achievement
Decision making
Process for identifying and choosing alternative solutions that lead to a desired state of affairs
Dynamic model of resistance to change
Recipient characteristics, change agent characteristics, change agent-recipient relationship
Trust
Reciprocal faith in others' intentions and behaviors
Roles vs norms
Roles are individual and set expected behavior, norms are shared by the group and guide behavior
Positivity begets positivity
Self-reinforcing and perpetuating aspects of positive emotions and positivity leads to upward spirals of positivity
4 steps in the communication process
Sender, message, receiver, feedback
Organizational development
Set of techniques for implementing planned change to make people and organizations more effective
4 Characteristics of organizational culture
Shared concept, learned over time, influences our behavior at work, impacts outcomes at multiple levels
5 Factors that affect media richness
Speed of feedback, channel, type, language source, person
Mindlessness
State of reduced attention expressed in behavior that is rigid or thoughtless
Positive deviance
Successful performance that dramatically exceeds the norm in a positive direction - results from POBs
Teams vs groups
Teams have shared leadership, collective accountability, and problem solving is emphasized
Social loafing
Tendency for individual effort to decline as group size increases
Mindfulness
The awareness that emerges through paying attention on purpose
Modular organizational structure
The company assembles product parts, components, or modules provided by external contractors
Organizational socialization
The process by which a person learns the values, norms, and required behaviors which permit him to participate as a member of the organization
Stress
The reaction of the body and mind to everyday challenges and demands that produces adaptive responses
Organizational culture
The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments
Positive organizational behavior
The study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today's workplace
Employees are more likely to resist change if when
They perceive the personal costs of change outweigh the benefits
3 Categories of organizational design
Traditional, horizontal, open
Kotter's 8 steps for leading organizational change
1. Establish a sense of urgency 2. Create the guiding coalition 3. Develop a vision and strategy 4. Communicate the change vision 5. Empower the broad-based action 6. Generate short-term wins 7. Consolidate gains and produce more change 8. Anchor new approaches in the culture
Strategies to increase positivity
1. create high-quality connections 2. cultivate kindness 3. develop distractions 4. dispute negative self-talk and thoughts
TED 5 step protocol
1. frame your story 2. plan your delivery 3. develop your stage presence 4. plan your multimedia 5. put it together
Integrative negotiation
A negotiation approach in which the parties' goals are not seen as mutually exclusive, but the focus is on both sides achieving their objectives
Eustress
A positive stress that energizes a person and helps a person reach a goal
Alternative dispute resolution
A process by which two parties resolve conflicts through the use of a specially trained, neutral third party
Groupthink
A situation in which group members seek unanimous agreement despite their individual doubts
What is a team?
A small number of people with complementary skills who are committed to a common purpose
Purpose of a formal group
Accomplish specific goals
4 Listening styles
Active, involved, passive, detached
3 General models of change
Adaptive change (reintroduce familiar practice), innovative change (new practice for the organization), radically innovative change (new practice for the industry)
Distributive negotiation
Adversarial negotiation in which the parties in conflict compete to win the most resources while conceding as little as possible
3 Phase model of organizational socialization
Anticipatory socialization, encounter, change and acquisition
Incivility
Any form of socially harmful behavior, such as aggression, interpersonal deviance, social undermining, harassment
Preventing groupthink
Assign everyone the role of devil's advocate, avoid use of committees, encourage debate, re-evaluate decision after consensus reached
2 Inhibitors of mindfulness
Attentional deficit, attentional hyperactivity
2 Methods for fostering mindfulness
Breathing meditation, walking meditation
Psychological capital
Capital you own and control. Leads to hope, efficacy, resilience, optimism
Linguistic style
Characteristic speaking pattern where we use culturally learned signals to communicate what we mean, interpret others' meaning, and evaluate one another as people.
3 C's of effective teams
Charters and strategies, composition, capacity
4 Types of organizational culture
Clan, adhocracy, market, hierarchy
3 Characteristics of team players
Committed, collaborative, competent
3 Forms of trust
Competence (trust in abilities), communication (trust they will share info), contractual (trust their dependability)
Programmed conflict
Conflict that raises different opinions regardless of the personal feelings of the managers (devil's advocacy or dialectic/formal debate method)
3 Approaches to intergroup conflict
Contact hypothesis (the more you interact, the less you will have conflict), conflict resolution (intentionally address conflict as it arises), psychologically safe climate (create belief that the team is a safe space for interpersonal risk taking)
Hollow organizational structure
Designed around a central core of key functions and outsources other functions to other companies or individuals who can do them cheaper or faster
Organizational development process
Diagnosis, intervention, evaluation, feedback
Bullying
Different from other forms of incivility because it is evident to others, it affects everyone, and has group-level implications
4 Decision making styles
Directive, analytical, conceptual, behavioral
3 ways norms are created
Emerge by themselves, purposefully created, via peer pressure
Organizational climate
Employees' perceptions of formal and informal organizational policies, practices, procedures, and routines
2 Forces for change
External (demographics, technology, market changes, social and political pressures), internal (HR issues, managerial decisions)