MSU Com 240 Exam 2 Guide

procedural technician

help facilitate the process by doing trivial work, getting coffee, snacks, help procedure to be effective

compatibility of an innovation

how consistent is the innovation with current values, past experiences, and adopters need

complexity of an innovation

how difficult is the product or process to use

observability of an innovation

how transparent are the innovation process and its benefits

peripheral

if you have extra time, do this, things that need to be done at some point, but not a priority

relevant

important, but has leeway

dissonance theory or personal commitment effect (job preview)

individuals turn they shock/surprise into a self-efficacy framework (yes, i was told the job would be this way and i knew then/know now that i can do it)

Group task behaviors

initiator, information seeker, opinion seeker, information giver, opinion giver, elaborator, coordinator, orienter, evaluator-critic, energizer, procedural technician, recorder

liability of newness

organizations can not afford to make many mistakes due to few resources

initiator

suggests new ideas to solve problems, initiator of discussion

switching structures

create an organic structure

secondary adjustments

doubling efforts in one or more areas while selectively neglecting others

paradox of success

factors critical to early success lead to failure during institutionalization

Situational interview (SI)

focuses on what the applicant would do in a particular situation

orienter

group meeting has goal to achieve, keep goal in mind, keep group on track for goal

creative departments

department for innovation

Building Rapport

main goal is to get the interviewee to relax

Role Shock

major differences between expectations and experiences

harmonizer

mediates differences

Role Surprise

minor differences between expectations and experiences

Uncertainty Management

mode allows newcomers to accumulate unique experiences separate from other newcomers (apprenticeship, "on the job training"

Knowledge of the results feedback

motivation for incumbents (existing employees)

Knowledge of the process feedback

motivation for newcomers

advantage of innovation

new idea, what can it offer us over existing product or services

opinion seeker

not interested in information, only knowing what the person likes and values

information seeker

ones who ask others for facts related to problem solving

Upward influence tactics

open persuasion, manipulated persuasion, manipulation

technical innovation

a change in the appearance or performance of products or services, or of the physical processes through which a product passes

managerial innovation

a change in the management process in an organization

coordinator

creates group

encourager

encourages

opinion giver

tells which they like

change oriented leadership

- Obtains input from group members when solving problems - develops and communicates a compelling vision for the future

observe

- active attention and awareness of others conservations and actions - see what people are doing - close attention and observe others behaviors

met expectation hypothesis or inoculation effect (job preview)

- an initial reduction in expectations, due to learning realistic information - buffers the newcomer from shock or surprise to work being less exciting or enjoyable than experienced

role elements

- are learned - have content and stylistic dimensions - posses formal and informal duties, rights, and privileges - can be understood by scrutinizing the role expectations that are communicated to and from an individual by members of his or her "role set"

indirect

- asking for information in a round about manner so that intent can be denied or negated - hinting - indirectly asking or nudging what you want

Correlates of effective supervision

- better supervisors tend to be - communication minded - willing, empathic listeners - ask or persuade - sensitive to subordinates feelings - more open in passing along information

trialability of an innovation

- can the innovation be tested or sampled - see obvious benefits - loyal users and open communication to share information - being open to feedback, positive or negative, and be responsive

transformational leadership

- charisma - individualized consideration - intellectual stimulation

task oriented leadership

- clarifies performance targets and who is responsible for achieving those targets - focuses on mistakes and deviations from performance standards

transactional leadership

- command oriented - contingent reward - management by exception

overt

- direct inquiry where info goal is obvious - asking people how to do this

relational oriented leadership

- emphasizes the greater good of the group and acts in ways that build respect - considers the needs and aspirations of individuals, and looks after the welfare of group members

emergence stage characteristics

- establishment of mission by founder - preparation for incorporation - recruitment of members - initial start up activities leading to the creation of a product or one product line

environmental impingements

- external events that eliminate product markets or capital and human resources - (economic downturns, new competitors, changes in the markets disposition toward a product)

Behavioral description interview (BDI)

- focuses on past behavior - asks job candidates what they did in certain situations

forms of role making

-secondary adjustments, enacting peripheral roles, role negotiation

formal vs informal

- formal- set prepared body materials to give to newcomers - f- company has set guide for socializing newcomers - informal- sink or swim, pick up on your own - i- no set or formal guide, newcomers pick up by themselves

imprinting of strategic orientation

- genetic code limiting choices of organizational structures, markets, and cultures - constrains adaptation

research traditions emphasizes

- growth stages - role of management in decision making - coordinating internal and external relationships - structuring operations

investiture vs divestiture socialization

- i- we like basic abilities and how you are - d- opposite, need to remove all of your thoughts and start over, a mess - i- company thinks your good now - d- change or transform you, a bootcamp to transform into organizational citizen

realistic job preview impacts

- improved ability to cope - increased perception of honesty and openness - discovery of the organization environment

testing

- info results from observing others reactions to violations of rules or norms - breaking rules and finding consequences - norms and rules - have to break norm or rule see how people react and find a limit

manipulation

- ingratiation overt means and outcomes - covert manipulation ^v - formal coalition disguised means and outcomes

disguising conversation

- inquiry where intent and manner can not be recognized by others - people don't know what you're asking about - hide intention, of knowing something

Supervisor-Employee interaction patterns

- interaction patterns - between 1/3 and 2/3 of a supervisors time is spent communicating with subordinates - still, less communication than they think - focuses of supervisor-employee messages - organizational practices and procedures - indoctrination of goals - job instructions and rationale - feedback about performance

role negotiation

- interaction with another in order to change like expectations - 2 or more persons consciously interacting with the express purpose of altering the others expectations about how a role should be enacted and evaluated

open persuasion

- logical presentation - formal exchange - adherence to rules

semantic-information distance (communication problems

- misunderstanding terms - misunderstanding goals and values - workers don't communicate purpose of work - confusion of work - meta perceptions - perception about perception - similar backgrounds, workers and employees, different tactics or perception to communicate to higher positions

types of interview structures

- non-scheduled/structured - moderately scheduled/structured - highly scheduled/structured - highly scheduled standardized/structured

surveillance

- passive sensemaking of prior conversations and actions - passive understanding of behaviors of other employees

adolescence stage characteristics

- physical features - 1 or more product lines - 1 million in assets or debts, and/or - 30 or more employees - greater than 15% sales growth - institutionalization of organizational values, structures, and procedures - securing of broader base of clients and financing

institutionalization

- process whereby new norms, values, and structures become incorporated within the framework of existing patterns of norms, values, and structures - evolving structures: become more like the rest of the industry, losing their novelty - formalizing work roles: written job descriptions appear, creating stable functions

psycho social mentoring

- role modeling, acceptance/confirmation, counseling, friendship - enhance individuals sense of competence, identity, and effectiveness and satisfaction with mentor - employees like bosses who give psycho social support, more money, career related support

third party

- seeking info from someone other than primary info source - asking a coworker rather than supervisor - ask information of a third party, not boss, a colleague

serial vs disjunctive socialization

- serial- someone available you can observe who is doing your job - s- newcomer, experience, you can observe and follow an employee - d- figure things out for yourself

career related support mentoring

- sponsorship, exposure, and visibility, coaching, protection, challenging assignments - enhance salary growth

Techniques for encouraging technical innovation

- switching structures, creative departments, venture teams, corporate entrepreneurship, bottom up approach

realistic job preview

- the sharing of both favorable and unfavorable job information with job candidates - traditional job previews do not provide a clear picture of work life or overly accentuate positive work elements while omitting less attractive elements

population ecology

- the study of the differential reproduction and survival of organizations depending upon their relative advantages - survival of the fittest; darwinian - sociological view: interest in classes and species of organizations and industries

manipulated persuasion

- upward appeal - threat

Upward Distortion

- upward mobility aspirations and low trust negatively influence the accuracy of messages - superiors compensate for positive "halo" information by viewing it as less accurate - effective subordinates pass negative information upward

Structured interview formats

-behavioral description interview BDI, Situational interview SI

Job analysis: KSA's

-knowledge, skills, abilities

Information Seeking Tactics

-overt, observe, surveillance, third party, indirect, disguising conversation, testing

Priority of role elements

-pivotal, relevant, peripheral

reorientation cycles

= all hell brakes loose - event - shock to the organizations market or resources - behaviors - strategic reorientation of organizational goals, niche, resources, structure and processes - management challenges - making major decisions on incomplete information and in stressful conditions - redesigning organization-wide communication system - initiating, maintaining, and ending organizational change processes

convergence cycles

= business as usual -events - incremental growth or retraction - behaviors - coping with the external environment - product development - managements challenge - long and short term planning - executive decision making in keeping with organizational goals - maintaining organization-wide system of communication

interview validity

ability to project new hire success from supervisor ratings of interview performance

Diffusion of innovations

advantage, compatibility, complexity, trialability, observability

organizational life cycle

an imprecise biological metaphor to describe the birth, growth, and death of organizations

collective vs individual

c- new comers, official training session, socialization as a group

product innovation

change in physical characteristics or performance of an existing product or service of the creation of new ones

process innovation

change in the way a product or service is manufactured, created or distributed

elaborator

deep thinking, take into consideration of each suggestion

Maintenance behaviors

encourager, harmonizer, compromiser, gatekeeper/expeditor, standard setter, group observer and commenter, follower

information giver

experts, person who gives knowledge and facts to others

Forms of innovation

product, process, technical, managerial

corporate entrepreneurship

promote entrepreneurial spirit

energizer

pushes people to make decision and take action

enactive approaches

result in greater likelihood of initial failure, but they can lead to greater organizational learning and adaptation over time

proactive approaches

result in greater likelihood of initial success, but they can restrict the organizations ability to adapt

pivotal

role expectations to keep job, absolutely essential

enacting peripheral roles

routinizing tasks outside of assigned tasks

venture teams

small company within the organization

evaluator-critic

standards, evaluate group outcome

bottom up approach

useful ideas come from people and daily work

role of the founder

vital, life giving force who often becomes the enemy to organizational survival

recorder

writes notes on discussion process and outcome