MHR Part 2
Biofeedback
Electronic monitors train people to detect muscle tension to alleviate stress One time expensive due to cost of equipment but then continues to be more affordable and used in other stress programs
Closed shop
Employer may hire only workers for a job who are already in the union Status=illegal
extra organizational level
Family, socioeconomic status, commuting time, noise, heat, crowding, and air pollution)
Transactional Leadership-
Focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance focuses on the role of supervision, organization, and group performance. They are concerned about the status quo and day-to-day progress toward goals.
privacy Act of (1974)
Gives employees legal right to examine letters to reference concerning them
Eustress
Good Stress, stress that is associated with positive emotions and outcomes instead of anxiety that helps motivate to do better •Stress is not merely nervous tension •Stress is not something to be avoided •The complete absence of stress is death
2. Changing
New information, models, and procedures; provide employees with new information, new behavioral models, new processes, or procedures, new equipment, new technology, or new ways of getting the job done -Aimed at improvement or growth or it can focus on solving a problem such as poor customer service
Small Buisness
Not the same as entrepreneurship since it is defined as having fewer than 100 employees, being independently owned and operated, not dominate in its field, and not characterized by many innovative practices -tend not to manage aggressively and expect moderate sales
Areas of HR law (health and safety)
Occupational Safety and Health act (OSAH) of 1970, a body law has gown that requires organizations to provide employees with nonhazardous working conditions
Manipulation and cooptation (commonly used where, advantages, drawbacks)
Other tactics will not work or are too expensive If can be relatively quick and inexpensive solution to resistance problems Leads to future problems if people feel manipulated
Affiliate Model
Paying commissions to other sites to drive business to their own site (ex. Zazzle.com )
legitimacy (nonfinancial resource)
People's judgment of a company's acceptance, appropriateness, and desirability, generally stemming from company goals and methods that are consistent with societal values
Areas of HR law (compensation and benefits)
The Social Security act of 1935 established US retirement system
b. Structured Interview Type 1: Situational
The interviewer focuses on hypothetical questions (ex. What would you do if you saw two people arguing loudly in the work area?)
strategic skills
To craft an organization's missions, vision, strategies, and implementation plans since matters for indiv. for top ranks in organization
training
Upgrading skills of technical and operational employees, so refers to educating technical and operational how to better do their current jobs
Social and political pressures
War, values, leadership)- ex. widespread concern for climate change companies have gone green or wars in the middle east
Union Shop
Workers aren't required to be union members when hired for a job but must join the union within specified time Staus= not allowed in 22 states (right-to-work states)
Open shop
Workers may choose to join or not join a union Status= applies in 22 states (right-to-work-states)
Stress outcome
a. Psychological/ Attitudinal= (Job Satisfaction, Organizational commitment, job involvement, self-esteem, burnout, emotions, depression b. Behavioral= (Absenteeism, Turnover, performance, accidents, substance abuse, violence) Cognitive= (Poor decision making, lack of concentration, forgetfulness) c. Physical Stress= (Cardiovascular system, immune system, musculoskeletal system, gastrointestinal system) d. Work place stress is associated with many undesirable effects on many outcomes in the Integrative Framework of OB: o Decreases in job satisfaction, organizational commitment, organizational citizenship behavior, positive emotions, and performance oIncreases in emotional exhaustion, burnout, absenteeism, and turnover
Four attributes dispositional resistance to change
a. Routine seeking- extent which enjoy and seek out stable environments b. Emotional Reaction- Degree which you feel stressed and uncomfortable when change is imposed c. Short-Term Focus- extent you are preoccupied with inconveniences in the near term due to the changes instead of long term benefits
Benefits (or Fringe Benefits)-
additional nonmonetary forms or compensation designed to enrich the lives of all employees in the organization (ex. heal insurance, dental insurance, life insurance, ect)
Forced Ranking Performance Review Systems
all employees within a business unit are ranked against one another and grades are distributes along some sort of bell curve (just like college students being graded on a curve)
Health insurance proablitly and accountability act (HIPPA)
allows employees to switch health insurance plans when changing jobs and receive new coverage regardless of preexisting health condition; prohibits group plans from dropping ill employees
Civil Right Act 1991
amends and clarifies Title VII, ADA and other law and permits suits agains employers for punitive damages in cases of intentional discrimination
stress
an adaptive response to environmental demands, referred to as stressors, that produce adaptive responses that include physical, emotional, and behavioral reactions that are influenced by indiv. differences
• Employee Characteristics- Five important characteristics
are locus of control, task ability, need for achievement, experience, and need for clarity
Resistance to change
as any thought, emotion, or behavior that does not align with real or potential changes to existing routines (people resist actual and imagined events)
integrity test
assess attitudes and experiences related to a person's honesty, dependability, trustworthiness, reliability, and prosocial behavior, and the test is designed to identify people likely to engage in inappropriate, antisocial or dishonest workplace behavior
3. Radically innovative change
at high end of continuum, of complexity, cost, and uncertainty, introducing a practice new to the industry
trait approach
attempts to identify personality characteristics or interpersonal attributes that can be used to differentiate leaders from followers
behavioral styles approach
attempts to identify the unique behaviors by effective leaders
external recruiting
attracting job applicants from outside the organization (in past years job vacancies were placed through newspapers, employment agencies, executive recruitment firms, college-job placement offices, word of mouth but today are using social media recruitment
Feedback
"What does the evaluation suggest about the diagnosis and the effectiveness of how the intervention was implemented?" a. If it reveals that it works the OD process is complete and you consider how best to "refreeze" the changes b. If negative evaluation then (1) the initial diagnosis was wrong or (2) the intervention was no effectively implemented
Diagnosis
"What is the problem and its causes?"; interviews, surveys, meetings, and direct observation along with the 3-Stop Problem Solving Approach and the Integrative Framework of OB to help
How to apply the systems model of change
(1) aid during the strategic planning process (2) once a group of managers have determined their vision and strategic goals, the target elements of change can be considered when developing action plans
Influence outcomes
(1) resistance 2. compliance (3) commitment
locus control for internal vs external
can be internal or external • Internal: Employees are more likely to prefer participative leadership because they believe they have control over the environment • External: Employees tend to view the environment as uncontrollable and prefer a structure provided by supportive or directive leadership
2. personality conflicts
change agents that display any bad leadership are likely to get resistance
5. failing to legitimize change
change must internalized before it will truly be accepted through communication and reinforcment
Coping Stratagies
characterized by the specific behaviors and cognitions used to cope with a situation...Use a combo of three approaches to cope with stressors: 1. control strategy 2. escape strategy 3. symptom management strategies
Subscription Model
charging monthly or annual fees to site visits or access to site content (ex. Newspapers or magazines
path-goal clarifiying behaviors
clarifying employees performance goals, provide guidance on how employees can complete tasks
Four Basic Skills for Leaders:
cognitive abilities interpersonal skills buisness skills strategic skills
o Transaction Fee Model-
companies charge a fee for goods and services (ex. Amazon)
Top Management Teams
companies that have a head board of directors improves the company's image and develops a network of information sources
social capital
competitive advantage in the form of relationship with other people and the image other people have of you
Grievance
complaint by an employee that management has violated the terms of labor-management agreement (ex. employee may feel as if being asked to work overtime too much)
Target elements of change
components of an organization that may be changes; represent change levers that managers can push and pull to influence various aspects of an organization a. Organizational arrangements b. Social factors- consideration of organization's culture, group processes, interpersonal interactions, communication, and leadership c. Methods d. People
formal appraisals
conducted at specific times throughout the year and are based on performance measures that have been established in advance
informal appraisals
conducted on an unscheduled basis and consist of less rigorous indications of employee performance
Managerial Behavior/descisions
conflict, leadership, reward systems, structural reorganization)
Performance Appraisal (or performance review)-
consists of (1) assessing an employee's performance and (2) providing him or her with feedback...dictated by the date on the calendar rather than need and is a "one sided, boss dominated" assessment whether he/she likes you -Purpose is to increase employee performance
Strategic HR Planning
consists of developing a systematic, comprehensive strategy for (a) understanding current employee need (through job nalysis, job description, job specificaion) and (b) predicting future employee needs (the staffing and organization needs and sources for staffing)
Human Resource (HR) Management
consists of the activities managers perform to plan for, attract, develop, and retain an effective workforce
base pay
consists of the basic wage or salary paid employees in exchange for doing their jobs (determined by all kinds of economic factors like pay levels in a certain industry, what competitors pay, where jobs are unionized)
Sexual harrassment
consists of unwanted sexual attention that creates an adverse work environment
job specification
describes the min. qualifications a person must have to perform the job successfully
job analysis
determine, by observation and analysis that basic elements of a job (Specialists who do interview job occupants of what they do, observe the flow of work, and learn how results are accomplished) o Example: Fedex has specialists who ride with the couriers and time how long it takes to deliver a load of packages and notes what problems might be encounter (traffic jams, recipients not home, ect)
other tests
drug testing, polygraph (lie detector), genetic screening, and handwriting analysis
Cost-of-living adjustment (COLA) clause
during the period of the contract ties future wage increases to increases in the cost of living
360-Degree Assessment (or 360-degree feedback appraisal)-
employees are appraised not only by managerial superiors but also by peers, subordinates, and sometimes clients so have many perspectives -improvement is most likely to occurs when feedback indicates that change is necessary, get positive feedback and react positively to feedback -Trust determines how much indiv. Is willing to contribute for an employer, so using 360 builds trust
Effects of bullying
employees less satisfied with work, more likely time spent on gossiping and not putting forth full effort and more likely to quit
patient protection and affordable care act 2010
employer with more than 50 employees must provide health insurance
national labor relations board
enforces procedures whereby employees may vote to have a union for collective bargaining..legistlation (Wagner Act) passed in 1935 resulted in this
Individualized Consideration-
entails behaviors associated with providing support, encouragement, empowerment, and coaching to employees o these behaviors necessitate that leaders pay special attention to the needs of their followers and search for ways to help people develop and grow by spending time talking with people
Machiavellianism
entails the use of manipulation, a cynical view of human nature (e.g. all people lie to get what they want) and a moral code that puts results over principles (e.g. you have to cheat to get ahead)
What are some opportunities?? (6)
entre. Spot, create, and exploit opportunities in many ways... o Technological discoveries o Demographic Change (ex. health care orgs have sprung up like exercise studios or assisted living facilities to serve aging population o Lifestyle and taste changes (ex. new clothing, music trends, growing interest in sports, ect.) o Economic Dislocations- booms or failures (rising oil prices) o Calamities- wars and natural disasters (ex. terrorist attacks like sept. 2001 sprung concern for security) o Government initiatives and rule changes- whenever the gov tightens energy efficiency requirements..opportunities to create ways to cut energy
Occupational safety and health act (OSHA) 1970
establishes miniumn health and safety standards in orgs
value based behaviors
establishing a vision, supporting and communicationg high perfomrance expectations
2. Innovative Change
falls midway on the continuum of complexity, cost, and uncertainty, introducing a practice new to the organization, potential for resistance to change • Intel is embarking on innovative changes as they try to compete in the smartphone and tablet markets
Symptom Management strategies
focus on reducing the symptoms of stress (ex. meditations, relaxation, medication, excersise)
Affirmative Action
focuses on achieving equality of opportunity within an organization
impact of servant leadership
focuses on increased service to others rather than to oneself
Two kinds of appraisals
formal and informal
Disciplining
give warning to poorly perfuming employees
selling the plan
goal is to get investors to support the plan so the elements of a great plan along with whom you decide to try to convince is essential
demoting
have his or her current responsibilities, pay, and perquisites taken away (vs promoting)
Orientation- (define) -What should do first 6 months
helping the newcomer fit smoothly into the job and the organization -coming into a new job can create lots of anxiety, so it is essential to give newcomers a helping hand for the long haul
higher or lower failures for resurants? for franchises?
high, low
wage rates for a union
in past unions tried to negotiate similar wage rates for unionized employees so two-tier wage contracts came into play
Recipient Characteristics
include a variety of individual difference that represent the actions (engaging in new behaviors) or inactions (failing to engage in new behaviors) displayed by recipients (ex. this change is unfair since I am being asked to do more with no increase in pay) a. dispositional resistance to change b. surprise and fear of the unknown c. fear of failure d. loss of status/ job security e. peer pressure f. Past success
•Inspirational Motivation
included the use of charisma, involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm
Fair minmum wage act (2007)
increased federal minium wage to $7.25 per hour
Secondary Appraisals
perceptions of how able you are to deal or cope with a given demand; a person considers which coping strategies are available and which ones are most likely to help resolve the situation at hand
Ways to dismissal of employees (downsizing)
permanent dismissal and no rehiring later
Hostile Environment
person being harassed doesn't risk economic harm but an offensive or intimidating work environment
Ways to dismissal of employees (layoffs)
person dismissed temporarily and may be recalled later when economic conditions improve
work-facilitation behaviors
planning, scheduling, organizating, coordinating work, ect
group-orientated decision making behaviors
posing problems rather than solutions to the work group in a postivie light to others, maintaining postive relationships with influential others
the staffing and organization needs
predicting the jobs that will periodically become unoccupied by retirement, resignations, ect. And that you'll need to pay the same salaries and meet the same criteria about minority hiring to fill them
Mediation
process where a neutral third party a mediator listens to both sides in a dispute, makes suggestions, and encourages them to agree on a solution
Arbitration
process where neutral third party an arbitrator listens to both parties in a dispute and makes a decision that the parties have agreed will be binding on them
Age Discrimination in Employment Act (ADEA) (1967, amend in 1978 and 1986)
prohibits discrimination in employees over 40 years old, restricts mandatory retirement
Civil Right act Title VII (1964, amended 1972)
prohibits discrimination on basis of race, color, religion, national orgin or sex
Skunkworks
project team designated to produce a new, innovative product
situational theories
propose that the effectiveness of a particular style of leader behavior depends on the situation
Other source of information for appraisals (self appraisals)
rate own performance help employee become involved in evaluation process but very biased
Behaviorally anchored rating scale (BRS)
rates employee gradations in performance according to scales of specific behaviors
trait appraisals
ratings of such subjective attributes as "attitude, initiative, and leadership", easy to create and use but validity is questionable due to evaluators personal bias
Development-
refers to educating professionals and managers in the skills they need to do their jobs in the future
pscyhological empowerment
reflects employees' belief that they have control over their work and drive motivation
bullying
repeated mistreatment of one or more persons by one or more perpetrators, it is abusive physical, psychological, verbal, or nonverbal that is threatening, humiliating, or intimidating
Change agent Characteristics
represent the actions or inactions represented by change agents (ex. a change agent who fails to communicate with employees is likely to create resistance) a. decisions that disrupt cultural traditions or group relationships b. personality conflicts c. lack of tact or poor timing d. leadership style e. failing to legitimize change
Outputs
represent the desired end results or goals of a change and should be consistent with the strategic plan
Union security clause
the part of labor-management agreement that states that employees who receive union benefits must join the union or at least pay due to it
Quid Pro quo
the person to whom the unwanted sexual attention is directed is put in the position of jeopardizing being hired for a job or obtaining job benefits
recruiting
the process of locating and attracting qualified applicants for jobs open in the organization (the word qualified is important since you want to find people whose skills, abilities, and characteristics are best suited to your organization)
Relationship-Orientated Leader Behavior-
the purpose of this is to enhance employees' skills and create positive work relationships among coworkers and between the leader and his/her employees (ex. behaviors that are supporting, developmental, appreciative, and empowering) (three relationship behaviors...consideration, empowerment leadership, servant leadership)
selection process
the screening of job applicants to hire the best candidate (exercise in prediction of how well will the candidate perform the job and how long will he or she stay -backgroung info -interviweing -employemnt tests
Evaluation
"Is the intervention working?"; measure effectiveness if intervention is working
Cognitive Appraisal
"Its not what happens to you but how you respond that matters" 1. Primary Appraisals 2. Secondary Appraisals
Intervention
"What can be done to solve the problem?"; the treatment or intervention represents the changes being made to solve the problem which are selected based on causes of the problem
organizational level
(Culture, structure, technology, introduction of change in work conditions)
• To determine an individuals leadership style Fielder developed the Least Preferred Coworker What do high LPC indicate? Low LPC?
(LPC) scale which evaluates a coworker you least enjoy working with on 16 pairs of opposite characteristics (ex. friendly/unfriendly) o High scores (high LPC) indicate that and indiv. is relationship motivated o Low scores (low LPC) indicate task motivated style
How unions and management negotiate a contract
- Its union representatives meet with managements's representatives to bargain - When agreement is reached the union representatives take colletive bargaining back for ratification (they vote to accept or reject the contract). - If vote yes signs a negotiated labor management contract which sets the general tone
Technological advancements
- a common and cost effective tool for improving productivity, competitiveness, and customer service (Manufacturing automation, information technology)
charisma
- a form of interpersonal attraction that inspires acceptance, devotion, and enthusiasm
Franchising
- an entrepreneurial alliance between a franchisor and a franchisee (Mcdonalds)
implicit leadership theory
- based on the idea that people have beliefs about how leaders should behave and what they should do for their followers (note: these beliefs are called leadership prototype)
House's Path-Goal Theory
- holds that the leader behaviors are effective view the as a source of satisfaction or as paving the way to future satisfaction •Leaders are expected to do this by (1) reducing road blocks that interfere with goal accomplishment (2) providing the guidance and support needed by employees and (3) linking meaningful rewards to goal accomplishment
Other source of information for appraisals (Peers and Subordinates)
- may see different aspects of your performance and useful for development but should not be used for evaluation
reliabilty
- the degree to which a test measures the same thing consistently
leadership
-"a process whereby an indiv. Influences a group of indiv. to achieve a common goal" • Generated more OB-related research than any other topic besides motivation An ineffective leadership is a key driver of disengagement (50 % of managers are incompetent or ineffective) • The cost of this incompetence is greater the higher up you go in an organization
• Two Leadership Styles: Task Orientation vs Relationship Orientation
-Fiedler believed leaders have one dominant or natural leadership styles of either task or relationship orientated that is resistant to change -Task Motivated leaders focus more on accomplishing goals vs Relationship leaders focus on developing positive relationship with followers
Right way to handle a dismissal
-Give employee chance first -Don't delay dismissal and make sure its completely defensible -Be aware how devastating a dismissal can be -Offer assistance in finding another job
What does it take to suceed for entreprenuers? inventor? manager? promoter? Based on high or low creativity/innovation and high or low general mangaement skills, buiness know-how
-Successful entre. Are high innovators who also have high knowledge and skills in management, business, and networking -Inventors may be highly relative in creativity and innovation but low skills to turn their ideas to a business - Manager/administrator high general management nd low innovation -promoters have a different set of mkting and selling skills but those skills can be hired vs innovators or management skills more fit for a entre (low creativity and low managemnet)
Effective Performance Feedback-
-Take a problem solving approach -Be specific in describing the employee's present performance and in the improvement you desire -Get the employee's input in determining causes for a problem, listen to the employee and get is for her help in crafting the solution
How to start buisness
-starts with idea -then oppurtunity next
Entrepreneurship
-the pursuit of lucrative opportunities by enterprising individuals (about innovation and creating a new venture where one doesn't exist before) -initiate and build an organization rather than being only a passive part of one -this process involves discovering, evaluating, and capitalizing on opportunities to create new and future goods and services -An individual who establishes a new organization without the benefit of corporate sponsorship
individual level
1. (Job demands, work overload, Underload and monotony, role conflict, role ambiguity, job security) -One of the worst is job loss since affects people's lives negatively (Financially, professionally, health, interpersonal relationships)
Group level
1. - (Group dynamics, managerial behavior, harassment) -Managers create stress for employees by (1) exhibiting inconsistent behaviors (2) failing to provide support (3) showing lack of concern (4) providing inadequate direction (5) creating a high productivity environment (6) focusing on negatives while ignoring good performance
Three general types of change
1. Adaptive change 2. Innovative Change 3. Radically Innovative Change
4. Loss of status and/or job security-
1. Administrative or technological changes that threaten to alter power bases or eliminate jobs generally trigger strong resistance
Five Steps in the Training Process:
1. Assessment- Is the Training needed? 2. Objectives- What should training achieve? 3. Selection- Which training methods should be used? 4. Implementation- How should training be effected? 5. Evaluation- Is the training working? (Go back to step 2 then)
Resistance caused by
1. Change agent's characteristics, actions, inactions, and perceptions 2. Relationship between change agents and change recipients 3. Recipient characteristics
What does it take, personally?
1. Commitment and determination 2. Leadership 3. Opportunity obsession 4. Tolerance of risk, ambiguity, and uncertainty 5. Creativity, self-reliance, and ability to adapt 6. Motivation to excel
Myths of Entrerenuership
1. Entreprenuers are born, not made 2. Anyone can start a buisness 3. Entreprenuers are gamblers 4. they want the whole show to themselves 5. they are their own bosses and are completely independent 6. they work longer and harder than managers in big compnaies 7. they experience a great deal of stress and pay a high price 8. start a buisness and fail and you'll never raise money again 9. money is the most important start up ingredient 10. are only young and energetic 11. are motivated solely by the quest for the almighty dollar 12. seek power and control over others 13. if they are talented, success will happen in a year or two 14. anyone with a good idea can raise venture captial 15. if has snough start up captial, he or she can't miss 16. are lone wolves and cant work with others 17. unless you attained 600 + on your SAT will never be entreprenuer
Managerial and Personal Implications of LMX Theory:
1. Expectations- establish high performance expectations for all of their direct reports because favoritism and differential treatment within teams lead to neg. outcomes 2. Diversity- since personality and demographic similarity between leaders and followers are associated with higher LMXs, managers need to be careful that they don't create a homogenous work environment 3. Initiative - take positive actions at improving a poor LMX
Three concerns of promotion
1. Fairness- must be deserved not for reasons of nepotism, cronyism, or favoritism 2. Nondiscrimination - no discrimination against race, ethinicity, gender, age, physical abilty 3. Others resentments-if someone is promoted others may be resentful so as manager need to counsel these people left behind
how LMX relationships formed
1. Follower Characteristics 2. Leader Characteristics 3. Interpersonal Relationship variables a. High LMK tend to occur when the parties (1) trust each other (2) perceive themseleves as similar in terms of interests, values, and attitudes (3) like each other
apply situational theories
1. Identify important outcomes a. Managers must determine goals they want to achieve 2. Identify relevant leadership behaviors a. Managers need to identify the specific types of behaviors that may be appropriate for the situation at hand 3. Identify situational conditions a. Fiedler and House both identify a set of potential contingency factors to consider but there may be other considerations (ex. a star quaterback player may become injured so the team is required to adopt a different strategy to win a game) 4. Match leadership to the conditions at hand a. Use your knowledge about organizational behavior to determine the best match of leadership style/behavior and the situation at hand (ex. the coach whose quarterback got hurt might use supportive values to instill confidence in the team) 5. Determine how to make the match a. Managers can either use guidelines from contingency theory or path-goal theory and either you can change the person in the leadership role or the leader can change his or her style or behavior
What are the Core Traits Possessed by Leaders: -Early research demonstrated 5 traits:
1. Intelligence 2. Dominance 3. Self-Confident 4. Level of Energy and Activity 5. Task-Relevant Knowledge -Over the years researchers and consultants began to consider more and more traits making it very difficult to determine the traits that truly differentiate leaders from followers...emphasis on task orientation and expansion into interpersonal attributes
how to become a better follower
1. It is critical to understand your boss a. Ask your boss the following questions i. How would you describe your leadership style? Does your style change when you are under pressure? ii. When would you like me to approach you with questions or info? iii. How do you want me to communicate with you? iv. How do you like to work? v. Are there behaviors or attitudes that you will not tolerate? vi. How can I help you? 2. You need to understand your own style, needs, goals, expectations, and strengths and weaknesses 3. Conduct a gap analysis between the understanding you have about your boss and the understanding you have about yourself 4. Build on mutual strengths and adjust or accommodate the leader's divergent style, goals, expectations, and weaknesses a. Recognize Conflict b. Enhance Success
Three Dimensions of Situational Control:
1. Leader-Member Relations- reflect the extent to which the leader has the support, loyality, and trust of the work group..it is the most important 2. Task Structure- is concerned with the amount of structure contained within tasks performed by the work group..2nd more important 3. Position Power- refers to the degree where the leader has formal power to reward, punish, or otherwise obtain compliance form employees
Key assumptions underlying this model
1. Learn and unlearn- learning something new and discontinuing or unlearning current attitudes 2. Motivation- have motivation for employees to change 3. People make or break 4. Resistance 5. Reinforce
servant leadershp characteristics (10)
1. Listening 2. empathy 3. healing 4. awareness 5. persuassion 6. conceptualization 7. foresight 8. stewardship 9. commitment to growth of people 10. building community
o Startups have at least two liabilities:
1. Newness-New companies are relatively unknown and need to learn how to be better than established competitors 2. Smallness- the odds or surviving improve if the venture reaches a critical mass of at least 10 or 20 people with rev of $2-3 million
History and Philosophy of OD: (Three fundamental aspects have helped it earn this distinction)
1. OD is about planned change aimed at increasing and "organization's ability to improve itself as a humane and effective system" 2. OD takes theories and results from the lab and applies them to the real life work settings 3. OD takes a distinctly democratic and participative approach to solving conflict and problems so means that it advocated the involvement of all players in identifying needed changes, planning how to make these changes, and the implementation of them
• Two types of performance appraisal
1. Objective Appraisals (or result appraisal) 2. Subjective appraisals
Leaders wants Followers who are
1. Productive 2. Reliable 3. Honest 4. Cooperative 5. Proactive 6. Flexible
Employees are more likely to resist when they perceive that the personal costs of change outweighs the benefits, so managers are advised to: (for Change Agent and Change Recipient)
1. Provide as much info as possible to employees about the change 2. Inform employees about the reasons/rationale for the change 3. Conduct meetings to address employees questions regaurding the change 4. Provide employees the opportunity to discuss how the proposed change might affect them
Two types of sexual harrassment
1. Quid pro quo 2. Hostile environment
ways to fight fatigue
1. Staffing- maintain adequate staffing to cover the workload 2. Scheduling- consider overtime and time spent commuting when scheduling workers to ensure they have enough time to sleep the needed amount 3. Environment- light, sound, temp., and other work place elements can have subtle but important effects on worker fatigue 4. Education- Educate workers to better manage their sleep and factors that can affect it. Covering sleep disorder screening also can help as many people have underlying clinical/health problems
• Assessing leadership effectiveness entails consideration of three issue
1. The Content of the Evaluation: "What Criteria are Being Used to Assess Effectiveness?" a. Effectiveness depends on what the evaluator wants like task performance, quality, customer satisfaction, turnover,ect. 2. The Level of the Evaluation: "At What Level Are the Criteria Being Measured?" a. Can be measured at the individual, group, or organizational levels 3. The Rater's Perspective: "Who is Doing the Evaluation?" a. Can be assessed by different people or groups and their view of effective leadership may vary
five important managerial implications of transformational leadership
1. The establishment of a positive vision of the future—inspirtational motivation—should be considered a first step at applying transformational leadership 2. The best leaders arenot just transformational 3. Transformational leadership affects outcomes at the indiv., group, and organizational level 4. Transformational leadership works virtually 5. Transformational leaders can be ethical or unethical
Entre. should carefully consider the five key factor when developing a business plan
1. The people 2. The opportunity 3. The competition 4. The context 5. Risk and Reward
Lewis Change Model (what are the three stages?)
1. Unfreezing 2. Changing 3. Refreezing
Takeaways from the Trait Theory:
1. We can no longer afford to ignore the implications of leadership traits a. Traits play a central role in how we perceive leaders 2. The list of positive traits and "dark side" traits provides guidance regarding the leadership traits you should attempt to cultivate and avoid if you want to assume a leadership role in the future 3. Organizations may want to include personality and trait assessments in their selection and promotion processes 4. Developing a "global mind-set" increasingly is becoming a positive task-orientated trait
common management challenges
1. You might Not Enjoy It- Entre. usually have to do it all and be willing to learn new skills 2. Survival is Difficult- 3. Growth Creates New Challenges- Companies can stabilize a company's size but they still have to keep a high-value business model and provide great customer service 4. It's Hard to Delegate- Entre. are used to do everything do hard to delegate 5. Misuse of Funds- Fail to use resources wisely by a. applying financial resources to wrong use or b. maintain inadequate control over their resources 6. Poor Controls- You will probably pay close attention to costs at first but fail to use formal control systems 7. Mortality and Succession
Six strategies how overcome resistance to change:
1. education and communication 2. participation and involvement 3. facilitation and support 4. negotiation and agreement 5. Manipulation and cooptation 6. explicit and implicit coercion
Internal Forces for change
1. human resource problems/prospects 2. managerial behavior/decsisions
Model of occupational stress: What are the potential stressor?
1. individual level 2. group level 3. organizational level 4. extra organizational
how to increase chances of sucess
1. planning (set up an oppurtunity ananlysis, and buisness plan) 2. key planning elements 3. selling the plan
two ways to build intraprenuership
1. skunkworks 2. bootlegging
3. lack of tact or poor timing
1. when agents introduce change at insensitive manner or awkward time
How OD Works (the Process):
1.Diagnosis 2.Intervention- 3. Evaluation- 4. Feedback-
Role of Emotional Intelligence in Leadership Effectiveness:
1.Emotional Intelligence is an input to transformational leadership (helps managers to effectively enact the behaviors associated with transformational leadership) 2.Emotional Intelligence has a small, positive, and significant association with leadership effectiveness (it will help you lead more effectively but not the secret elixir of leadership) •Emotional Intelligence is the ability to manage oneself and one's relationship in mature and constructive ways
Kotter's 8 steps for leading organizational change
1.Establish a sense of urgency- unfreeze the organization by creating a compelling reason for why change is needed 2.Create the guiding coalition- create a cross functional, cross level group of people with enough power to lead change 3.Develop a vision and strategy- create a vision and strategic plan to guide the change process 4.Communicate the change vision- Create and implement a communication strategy that consistently communicates the new vison and strategic plan 5.Empower the broad-based action- Eliminate barriers to change and use target elements of change to transform the organization. Encourage risk and creative problem solving 6.Generate short-term wins- Plan for and create short term "wins" or improvements. Recognize and reward people who contribute to the wins 7.Consolidate gains and produce more change- The guiding coalition uses credibility from short term wins to create more change. Additional people are brought into the change process as change cascades throughout the organization. Attempts are made to reinvigorate the change process 8. Anchor new approaches in culture- Reinforce the changes by highlighting connections between new behaviors and processes and organizational success. Develop methods to ensure leadership development and succession
do women and men display the same leadership traits?
1.Men and Women were seen as displaying more task and social leadership 2.Women used a more democratic or participative style than men and men used a more autocratic and directive style than women 3.Men and Women were equally assertive 4.Women executives when rated by their peers, managers, and direct reports, scored higher than their male counterparts on a variety of effectiveness criteria
Set up an opportunity analysis
= a description of the good or service, an assessment of the opportunity, an assessment of the entre., specification of activities and resources needed to translate your ideas into a viable business and your source of capital (ex. What mkt need does my idea fill?, What social condition underlies this mkt need?, What does the international competition look like?, Where is the money to be made in this?)
advantages: Disadvantages
A: -Employees tend to be inspired to greater effor and loyalty. -the whole process of advertising, interviewing, and so on is cheaper -fewer risks D: restricts the competition and limits pool of fresh talent -may encourage emplyees to assume that longevity and seniority will automaticlly result in pistiton -whereever a job is filled, it creates a vacancy elsewhere in the org
advantages Disadavantages
A: Applicants may be specialized knowledge and experience -fresh viewpoints D: recruitment process is more expensice and takes longer -risks are higher
Characteristics of orientation
After orientation the employee should emerge with information about three matters a. The job routine b. The organization's mission and operations c. The organization's work rules and employee benefits
Demographic change
Age, education, skill level, gender, immigration
Business Accelerators-
An organization that assists young firms in achieving faster and sustainable growth as they move into the next phase of development
background info
Application forms, resumes, and reference checks provide basic background information about job applicants such as citizenship, education, work history, and certifications o A lot of resume information is mild puffery and references are also a problem since many employers don't give honest assessments of former employers due to (1) the fear that if that say something negative they can be sued by the former employee and (2) the fear if they say anything positive and the job candidate doesn't work out they can be sued by new employer
Fiedler's Contingency Model:( what model did he develop?, what two leadership styles did he create?)
Based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style fits or matches characteristics of the situation at hand Least Preferred Coworker (LPC) -two leadership styles: task orientation vs relationship orientation
Integrated Model of leadership
Demographics, knowlege and skills, task-orientated traits, and interpersonal attributes -> leader behaviors->leadership effectivness
Creating value-
Central objective to entrepreneurship through providing value for other individuals, organizations, and/or society
advertising support model
Charging fees to advertise on a site
Intermediary Model
Charging fees to bring buyers and sellers together (ex. eBay) eat street
Four kinds of workplace labor agreements
Closed shop union shop agency shop open shop
Facilitation and support (commonly used where, advantages, drawbacks)
Commonly used: People are resisting since adjustment problems Advantage: No other approach works as well with adj. problems Drawbacks: Time consuming and expensive and still may fail
Negotiation and agreement (commonly used where, advantages, drawbacks)
Commonly used: Someone of some group will clearly lost out in a change and that group has considerable power to resist Avant: Sometimes it is relatively easy to avoid major resistance Drawback: Too expensive if it alerts others to negotiate for compliance
Participation and Involvement (commonly used where, advantages, drawbacks)
Commonly used: The initiators do not have all the info they need to design the change and others have considerable power to resist Avant.: People who participate will be committed to implementing change and any relevant info they have will be integrated into the change plan Drawbacks: Time-consuming if participators design an inappropriate change
Education and communication (commonly used where, advantages, drawbacks)
Commonly used: There is lack of communication or inaccurate info and analysis Advantages :Once persuaded people will often help with the implementation of the change Drawbacks: Time-consuming if lots of people are involved
collective bargaining
Consists of negotiations between management and employees about disputes over compensations, benefits, working conditions, and job security
• In-Group Exchange for LMX relationships
Creating Trust and Mutual Obligation o High LMX relationships are characterized by a partnership of reciprocal influence, mutual trust, respect, and liking, and a sense of common fates o These relationships become more social over time
• Out-Group Exchange for LMK relationships
Creating more Formality in Expectations and rewards o LMX relationships tend to focus on the economic exchange between leaders and followers, so the relationship is more formal and revolves around negotiationg the relationship between performance and pay o This does not create a sense of mutual trust, respect, or common fate
The Role of the Economic Environment-
Entre. stems from this (ex. Money is a critical resource for all new businesses.. increases in the money supply and the supply of bank loans, real econ growth, and improved stock market leads to both improved prospects and increases in source of capital) -To succeed, entre. must have a foresight and talent to survive when econ environment becomes hostile -Economic cyles can quickly change favorable conditions into downturns
why become entre.?
Ex. Jessica Mah was one at the age of 13 using eBay to sell computer parts and templates for websites and then founded a business called InternshipIN -start their own firms because of the challenge, the profit potential, and the enormous satisfaction they hope lie ahead -seeking better quality of life than might have at a big company and seek independence by feeling a part of the action and see progress of ideas
interpersonal attributes (say if postive or negative as well)
Extraversion (+) Agreeableness (+) Communication Skills (+) Emotional Intelligence (+) Narcissism (-) Machiavellianism (-) Psychopathy (-)
positive task oritentated traits
Intelligence Conscientiousness Open to Experience Emotional Stability
Holistic Wellness
Interdisciplinary approach that goes beyond stress reduction by advocating that people strive for personal wellness in all aspects of their lives Involves inexpensive but often behaviorally difficult lifestyle changes
Cognitive Restructuring
Irrational or maladaptive thoughts are identified and replaced with those that are rational or logical Expensive since requires trained psychologist
The Excitement of Entreprenur.:
Jeffery Timmons "during the past 30 years America has unleashed..." pg. 226 -Entrepreneurship has transformed economies all over the world and the global economy in general -In the US since 1980, 95% of wealth created by entre. -Since WW11 small entre. Firms generated 95% of all radical innovation
predicting future employee needs
Job descriptions change so predicting future employee needs means need to become knowledgeable about (a) the staffing and organization needs and (b) the likely sources for staffing
knowledge workers
Potential of Brain Workers- Someone whose occupation is principally concerned with generating or interpreting information, as opposed to manual labor
Human Capital:
Potential of Employees Knowledge and Actions- the economic or productive potential of employee knowledge, experience, and actions
social capital
Potential of Strong and Cooperative relationships- the economic or productive potential of strong, trusting, and cooperative relationships (goodwill, mutual respect, cooperation, trust, teamwork)
Meditation
Practioners relax by redirect their thoughts away from themselves to reduce mental stress Least expensive, simple and practiced almost anywhere
Americans and Disabilities Act (ADA) 1990
Prohibits discrimination agaist essentially qualified employees with physical or mental disabilities or chronic illness; reasonable accommodation be provided so can perform duties
Sarbanes-Oxley Act (2003)
Prohibits employers from demoting or firing employees who raise accusations of fraud to a federal agency
Realistic Job Preview- (
RJP) gives a candidate a picture of both positive and negative features of the job and the organization before he or she is hired
Other source of information for appraisals (customers and clients)
Restaurants or hotels may as these people to judge how well they are doing in handling the editing, marketing of their books
Muscle relaxation
Slow, deep breathing and systematic muscle tension relaxation Inexpensive and easy to use, may require a professional to implement
5. Peer pressure
Someone who is not directly affected by a change may actively resist it to protect the interests of his or her friends/ co-workers
Explicit and Implicit Coercion (commonly used where, advantages, drawbacks)
Speed is essential and the initiators of change possess considerable power It is speedy and can overcome any kind of resistance Risky if it leaves people mad at the initiators
the strategic HR process
Step 1- Establish the mission and vision Step 2- Establish grand strategy Step 3- Formulate the strategic plans Step 4- Place human resources needed Step 5- Recruit and select people Step 6-Orientat, train, and develop Step 7- Perform appraisals of people End Goal Purpose= Get Optimal work performance to help realize company's mission and vision
Performance management steps
Step 1: define performance- set goals and communicate performance and expectations Step 2: Monitor and Evaluate Performance- measure and evaluate progress and outcomes Step 3: review performance- deliver feedback and coaching Step 4: Provide consequences- administer valued rewards and appreciate punishiment
6. Past success
Success can breed complacency and can foster a stubbornness to change since people believe it worked in the past so will work again
3. Refreezin
Support of reinforce the change; help employees integrate the changed behavior or attitude into their normal way of doing things -give employees change to exhibit new behavior or attitudes and then use positive reinforcement (eg. Recognition, feedback, bonuses)
the internet
a business frontier that continues to expand , and can be used to watch costs carefully to achieve profitability
the idea
a great product, a viable market, a good timing such as a founder's desire to build a great organization rather than to offer a particular product o Ex. Bill Hewlett and David Packard decided to start company then figure out what to make
advisory boards
a group of people that is on this advisory board to help an entre. learn the basics such as to do a cash flow analysis and build relationships with bankers
franchisee
a partner who manages a new store of the same type in a new location
Narcissism
a self-centered perspective, feelings of superiority and a drive for personal power and glory
performance management
a set of processes and managerial behaviors that involve defining, measuring, evaluating, and providing consequences for performing expectations (ongoing interactive processs)
Subjective Appraisals
based on a manager's perceptions of an employee's (1) Traits or (2) Behaviors
1. Objective Appraisals (or result appraisal)-
based on facts and are often numerical, want to keep track of such matters as the numbers of products the employee sold in a month, customer complaints, ect...Two reasons for having objective appraisals: a. They measure results b. they are harder to challenge legally
Systems model of change
based on the notion that any change, no matter how big or small, has a cascading effect throughout the organization -Inputs-> stratagic plan -> target elements of change-> outputs
Ways to dismissal of employees (firing)
being "terminated, let go, canned" means when a person was dismissed permanently for cause such as sloppy work, failure to perform satisfactory, breaking the law, ect.
Unfreezing
create the motivation to change, indiv. are encouraged to replace old behaviors and attitudes with new ones desired by management. The initial challenge in this process is creating and communicating a convincing reason to change. -The most common, but not necessarily effective way to do this is to present data or compelling arguments highlighting how current practices are now obsolete
bootlegging
informal work on projects other than those officially assigned, of employee's own choosing and initiative
Idealized Influence
instill pride, respect, and trust within employees and do this by sacrificing for the good of the groups, being a role model, and displaying high ethical standards
3. fear of fauilure
intimidating changes on the job can cause employees to doubt their capabilities since self -doubt erodes self -confidence and cripple's personal growth and development
Structured Interview
involves asking each applicant the same questions and comparing their responses to a standardized set of answers
unstructed interview
involves asking probing questions to find out what the applicant is like, no fixed set of questions and no systematic scoring procedure --Criticized as being over subjective and apt to bias on interviewers but compared to structured it has been found to provide more accurate assessment based on applicants personality traits
•Intellectual Stimulation-
involves behaviors that encourage employees to question the status quo and to seek innovative and creative solutions to organizational problems
impact of consideration
involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members' needs and desires Promotes social interactions and identifications with the team and leader
vertical dyad
is said to be a naturally occurring process resulting from the leaders attempt to delegate and assign work roles
Psychopathy
lack of concern for others, impulsive behavior and a lack or remorse or guilt when one's actions harm others
Areas of HR law (Labor relations)
laws affecting employee welfare had to do with unions -natioanl labor relations board -Collective benefits
Initiating Structure
leader behavior that organizes and defines what group members should be doing to maximize output
employemnt tests
legally considered to consist of any procedure used in the employment selection decision process, even application forms, interviews, and educational requirements (There are 5 types of these tests)
social entreprenuership
leveraging resources to address social problems through using market based methods ..creates value by stimulating social change or meeting social needs (ex. Dr. Muhammad Yunas began helping women in South Asia obtain mirco loans or Fabio Rosa's Agroelectric System of Appropriate Technology that established low cost electricity and irrigation in Brazil
Computer Assisted Instruction (CIA)-
lots of off the job training consists of this which computers are used to provide additional help or to reduce instructional time
1. Internal Recruiting
making people already employed by the organization aware of job openings (hiring from the inside...Generally most effective since already know employees reputations)
performance test (skills test
measure performance on actual job tasks so called job tryouts as when computer programmers take a test on a particular programming language
personality test
measure personality traits as adjustment, energy, sociability, independence, and need for achievement (one of the most famous personality tests is the 93-question Myers-Briggs Type Indicator for 65 years which points out the differences between people)
ability test
measure physical abilities, strength and stamina, mechanical abilities, mental abilities, and clerical abilities (Ex. telephone operators are tested for hearing)
behavioral appraisal
measure specific observable aspects of performance (being on time for work)
Leadership Prototype-
mental representation of the traits and behaviors that people believe are possessed by leaders
job posting
most vacant positions are filled through internal recruitment through job posting by placing information about job vacancies and qualifications on bulletin boards, in newsletters, and on the organizations intranet
Transfer (Define and May be transferred due to:)
movement of an employee to a different job with similar responsibility and may or may not change geographical locations.. -May be transferred due to: a. to solve organizational problems by using skills at another location b. to broaden their experience in being assigned to a different position c. to retain their interest and motivation by being presented with a new challenge d. to solve some employee problems like personal difference with bosses
Who should make performance appraisals?
munchausen at work" done by managers but to add perspective sometimes appraisal information is provided by other people knowledgeable of certain employees
Two-tier wage rate with union
new employees are paid less or receive lesser benefits than veteran employees have
intraprenuer
new venture creators working inside big companies (corporate entrepreneurs) using their company's resources to build a profitable line of business based on a fresh new idea -face the risk that the effort can fail through the risk of overreliance on a single project but the risk can be managed -Hazards are related to scale
Corporate Social Responsibility (CSR)-
not practiced with profit as guiding principle a corporation's initiatives to assess and take responsibility for the company's effects on environmental and social wellbeing.
Two types of work place discrimination: 1. Adverse Impact
occurs when an organization uses an employment practice or procedure that results in unfavorable outcomes to a protected class (such as Hispanics) over another group of people (like non-hispanic whites)
Workplace Discrimination
occurs when people are hired or promoted—or denied hiring or promotion—for reasons not related to job such as skin color or eye shape, gender, religion, national orgin, ect. so two main points are (1) even though law prohibits discrimination it does not require employer to extend preferential treatment due to race, color, religion and (2) employment decision must be made on the basis of job-related criteria
Initial Public Offering (IPO)-
offer a way to raise capital through federally registered and underwritten sales of shares in the company
Business Incubators
often located in industrial parks or abandoned factories, are protected envrionments for new, small business that offer benefits such as low rent and shared cost -Shared staff cost such as for secretaries avoid expense of a full-time employee but still provide service to company
the next frontiers
opportunities arising from new technology and changing consumer tastes such as the potential of big data to improve decision making to help clients collect, store and manage data. -Changes in the health care sectors in the US is driven by advances in the medical
social enterprise
organization that engages in social entrepren. o It is NOT charity and different than Corporate Social Responsibility (CSR) o Fully incorporates economic value and social value
Labor unions
organizations of employees formed to protect and advance their members' interests by bargaining with management over job-related issues
External Forces for change
orientate outside the organization, either can present new opportunities for an organization or can cause its ultimate failure. 1.Demographic changes 2. technological advancements 3. shareholder, customer, and market change 4. social and political pressures
Organizational Development (OD)
origins in Lewis approach, possess same diagnostic focus associated with the systems model of change, much broader in orientation than other models; employee empowerment control to this approach to change
Management by Objectives (MBO)-
our step process where (1) managers and employees jointly set objectives for the employee (2) mangers develop action plans (3) managers and employees periodically review the employee's performance (4) the manger makes a performance appraisal and rewards the employee after results
Strategic Plans
outlines an organizations long term direction and the actions necessary to achieve planned results; based on SWOT that aids in developing an organizational strategy to attain desired goals
4. leadership style
people are less likely to resit change when the change agent has transformational leadership
Laissez-Faire Leadership- or Passive Leadership,
represents a general failure to take responsibility for leading (ex. avoiding conflict, failing to provide coaching on difficult assignments, failing to give performance feedback, ect.) -Has greater negative impact on employees' perceptions of leadership effectiveness than positive contributions from postitive leadership traits
impact of empowerment leadership
represents the extent to which a leader perceptions of psychological empowerment in others
Consolidated Omnibus budget reconciliation act (COBRA) 1985
requires an extension of health insurance benefits after termination
Family and medial leave act (1993)
requires employers to provide 12 weeks of unpaid leave for medical and family reason (child birth , adoption or family emergency)
Immigration reform and control act (1986)
requires employers to verify the eligibility for employment of all their new hits (including US citizens)
Equal Pay Act-1963
requires men and women paid equally when performing equal work
change agent-recipient relationship
resistance is reduced when change agents and recipients have a positive and trusting relationship
interaction-facilitation behaviors
resolving disputes, facilitating communication, encouraging the sharing of minority opinions
Two types of work place discrimination: 2. Disparate Treatment
results when employees from protected groups (such as disabled indiv.) are intentionally treated differently (ex. making a decision to give all international assignments to people with no disabilities since assumption they wont need it
Leader-Member Exchange (LMX) Theory
s based on the assumption that leaders develop unique one-to-one relationships with each of the people reporting to them (the sort of relationship is a vertical dyad)
Employee Retirement income security act (ERISA) (1974)
sets rules for managing pension plans; provides federal insurance to cover bankrupt plans
achievement-orientated behaviors
settling challenging goals, emphasizing excellence, demonstrating confidence in employees abilities
supportive behaviors
showing concern for the well being and needs for employees, being friendly and approachable
Change Agent
someone who is a catalyst in helping organizations to deal with old problems in new ways
risk
starting a business is risky and successful entre. are realistic of this risk by anticipating difficulties and cushion their business to help weather setbacks
Right-to-work laws-
statutes that prohibit employees from being required to join as a union as a condition of employment
job description
summarizes what the holder of the job does and how and why he or she does it
On the Job Training-
takes place in the work setting while employees are performing job related tasks (four major training methods are coaching, training positions, job rotation, and planned work activities)
Leader behaviors
task orientated relationship orientated passive transformational
• Environmental Factors- Two relevant environmental factors
task structure (independent vs interdependent tasks) and work group dynamics
key planning events
the initial budget should cover one-time costs such as a fee to form a corporation and may start business using personal money then may seek financing from taking out a loan -Raising money can be one of the greatest challenges -The opportunity should provide a competitive advantage that can be defended
franchisor
the innovator who created at least one successful store and seeks partners to operate the same concept in other local markets
2. Interviewing-
the interview is the most commonly used employee selection technique, may take place face to face, by video conference, and via internet and to eliminate bias interviews can be designed, conducted, and evaluated by a committee and 3 + people
c. Structured Interview Type 2: Behavioral-Description
the interviewer explores what applicants have actually done in the past (ex. what was the best idea you ever sold to a supervisor, teacher, or peer?)
Adaptive change
the least complex, costly, and uncertain. It involves reimplementation of a change in the same organizational unit at a later time or imitation of a similar change by a different unit • Ex. A department store would be to rely on 12 hour days during the annual inventory
Inputs
the starting point for organizational change should answer the question "why change?" 1. Mission Statements- represent the "reason" organization exist 2. Vison- a compelling future state for an organization, and how the organization will get there 3. Readiness (indiv. And organizational)- beliefs, attitudes, and intentions regarding the extent to which changes are needed and the capacity available to successfully implement those changes a. Necessity for change b. Top management support for change efforts c. Personal Ability to cope with changes d. Perceived personal consequences of change 4. Internal Strength and weaknesses 5. External opportunities and threats
Entrepreneurial Orientation
the tendency of an organization to identify and capitalize successfully on opportunities to launch new ventures by entering new or established markets with new or existing goods or services
validity
the test measures what it purports to measure and is free of bias
1. Dispositional Resistance to change
this is a stable personality trait that are less likely to voluntarily initiate change and more likely form negative attitudes toward the changes they encounters...Has Four Attributes:
off the job training
this training consists of classroom programs, videotapes, workbooks, and the like
Escape Strategies
those which you avoid or ignore stressors, beneficial if have no control over the situation (ex. the president of company is unlikeable person but your direct supervisor is not) then may be best avoid or ignore
cognitive abilites
to identifiy problems and causes for rapidly changing situations because leaders sometimes derive effective solutions in short time spans with limited information
incentives
to induce employees to be more productive or to attract and retain top performers, offer commissions, bonus, profit-sharing plans, and stock options
interpersonal skills
to influence and persuade others because leaders need to work well with diverse people
business skills
to max the use of organizational assets because leaders need such skills as they advance up in an organization
Understanding current employee needs
to plan for the future you must understand the present of what today's staffing picture looks like and requires you to do a (a) job analysis and (b) job description and job specification
horsetrading
to refer to complex bargaining or other transactions, such as political vote trading.
transformational leaders
transform followers to pursue organizational goals over self-interests • They do this by using leader behaviors that appeal to followers' self concepts (their values, motives, and personal identity...inspire and encouraging the followers to work not because of an exchange of value but for the love of their work.
Givebacks within a union
union agrees to give up previous wage or benefit gains in return for something else
Entrepreneurial Strategy Matrix- (what are the four things and explain) -
useful to help entre. Think about their ventures and decide whether they suit their particular objectives oHigh Innovation, Low Risk- inventors of lego could build their products with little expense oHigh Innovation, High Risk- novel ideas with high financial expense oLow Innovation, Low Risk- low investment, with low competition oLow Innovation, High Risk- Most small business ventures in this since fairly conventional in well-established fields (ex. Retail shops, new restaurants, commercial outfits)
Control Strategy
using behaviors and cognitions to directly anticipate or solve problems, it is a take-charge tone, and people use this strategy when possess high self-esteem, self-efficacy, and problem solving skills (ex. talking to your professor or boss about workload if you feel overwhelmed or confronting an individual about spread rumors)
Presenteeism
when employees who up but are sick or in no condition to work productivity
1. decisions that disrupt cultural traditions or group
when indiv. are transferred, promoted, or reassigned, cultural and group dynamics are in disequilibrium..resistance increases since uncertainty with dealing with new team members
2. surprise and fear of the unknown
when innovative or radically different changes are introduced without warning, affected employees become fearful of the implications
Human Resource Inventory
when looking inside this device can help organize employees by name, education, training, languages, and other important information
Agency Shop
workers must pay equivalent of union dues but aren't required to join the union Status= applies to public-sector teachers in same statues, prohibited in others
the likely sources for staffing
you can recruit employees from inside or outside the organization (when looking inside look at which employees are motivated, trainable, and promotable vs looking outside consider the availability of talent in your industry's and geographical area's labor pool, the training of people graduating from various schools and people moving into your area)
The ABCDEs of cognitive restricting
• A- Name the event or problem (My roomie is moving out and I cant afford to pay rent by myself) • B-List your beliefs about the event or issue (I don't have any prospects for a new roomie and I may have to move) • C- Identify the consequences of your beliefs (Im going to move back home for spring semester and will return in fall) • D-Formulate a counterargument to you initial thoughts and beliefs and remember that pessimistic thoughts are generally overreactions so the first step is to correct those inaccurate thoughts (I have not studied my expenses closly and I may be able to afford the apartment, and maybe could get a part time job or advertise on Craigslist for a new roomie) • E-Describe how energized and empowered you feel at the moment (im motivated to find a new roomie and get a part time job)
difference between leading and managing
• Benard Bass said "leaders manage and managers lead but the two are NOT synonymous • Managers typically preform function with planning, investigating, organizing, and control, and leaders deal with the interpersonal aspects of a manager's job • Leaders inspire others, provide emotional support, try to get employees to rally around a common goal, and also play a key role in creating a vision and strategic plan for an organization • Good leaders are not necessarily good managers and vice versa • Effective leadership requires effective management skills at some level
Three Types of Followers:
• Helpers- show deference to and comply with the leadership • Independents- distance themselves from the leadership and show less compliance • Rebels- show divergence from the leader and are atleast compliant
how do leaders create phsychological empowerment?
• Leading for meaningless- inspiring their employees and modeling desired behavior • Leading for self determination or choice- managers lead by choice by delegating meaningful assignments and tasks • Leading for competence- involves supporting and coaching employees • Leading for progress- managers can lead for progress by monitoring and rewarding others
task structure (low Vs High)
• Low: can occur when employees are not clear about their roles or performance expectations—high role ambiguity (directive and supportive leadership should help employees experiencing role ambiguity) • High: can occur when employees work on routine and simple tasks (directive leadership is likely to frustrate employees. Supportive leadership is most useful
OB and integrative framework of OB
• OB influences a number of outcomes of the integrative framework of OB • Employee satisfaction with change was higher when top management was highly committed to the change effort • Positive relationship between behavior change and organizational level change • Interventions using more than one OD technique was more effective in changing job attitudes and work attitudes than relied on only one human process or structural approach • US and European firms used OD interventions more frequently than firms from Japan or China and some OD interventions are "culture free"
What do Followers want from Leaders?
• Significance • Community • Excitement
Primary Appraisals
• perceptions of whether a stressor is irrelevant, positive, or negative and imply that a situation or stressor is perceived as harmful, threatening, or challenging
Shareholder, customer, and market change
• shareholders have become more involved with pressuring for organizations change in response to ethical lapses from senior management and anger over executive's compensation (changing customer preferences, domestic and international competition, mergers and acquisitions)
Human resource problems/prospects
• unmet needs, job dissatisfaction, absenteeism and turnover, productivity, participation/suggestions)- o When new CEOs bring change, some advice is to (1) Communicate (2) Identify the CEO's strengths and compensate for weaknesses and (3) don't be an obstacle or resister
four key behaviors of transformational leaders
•Inspirational Motivation- •Idealized Influence - •Individualized Consideration- •Intellectual Stimulation-
