Organizational Behaviour Exam

Product Departmentation

***Product departmentation is a bit better than functional Departments are formed on the basis of a particular product, product line or service (e.g. shampoo division) Advantages? • Better coordination and communication among functional specialists who work on particular product • Can be evaluated as profit centers o Independent control over cost and revenues • Can serve the customer better` o Faster cleaner and more direct Disadvantages? • Economies of scale are threatened

What are the four components of corporate social responsibility?

- 4 components of corporate social responsibility********exam and interview question (how would you measure if your company has high CSR?) corporate social responsibility's) o Economic Required of business society (be profitable) I have a solid record for fulfilling the promises I have gave to the shareholders, these are examples of how... o Legal Required of business by society (obey all laws, adhere to all regulations) We have a solid track record of obeying the law, this is how... o Ethical Expected of business by society (avoid questionable practices) Go above and beyond inside the organization (feeding bottom line workers) o Philanthropic Desired/expected of business by society (be a good corporate citizen) Going above and beyond outside (giving back to the community) Ultimate philanthropic is doing it anonymously o Imagine a pyramid with 4 levels - the bottom is economic, the next up is legal, then ethical, the top is philanthropic (wavy line between the bottom two and the top 2) archy carol's pyramid

What are causes of unethical behavior?

- Causes of unethical behaviour (whata re the 7 most common reasons that people go down the slippery slope that they do?)*************(assignment 3 and exam) o Gain To benefit themselves Opportunity o Performance pressure I felt like my back was against the wall and I had no other choice o Role conflict When there is conflict between people at different levels, that can cause me to cheat or do bad behaviours o Strong organizational identification No, I have to help them even if it takes me down a bad road o Competition When there is scarce resources, no matter what happens I will do what it takes to win o Personality People with high N-Pow negative and external locus of control take a risk and hope not to get caught Its all about the bottom line and money o Org industry and culture

When conflict exists between two groups, what are the changes within each group as well as what are the changes in relations between the groups.

- Conflict Dynamics (when there is conflict between two groups, what would we see within each group and between two groups?) o Changes within each group: Loyalty to group becomes more important Increased concern for task accomplishment Autocratic leadership • There is one or two people who jump up and be the leader Group structure more rigid • Norms become rules, more structure and management Group cohesiveness increases o Changes in relations between groups: Information concealed • There can be falsification or distortion of information (lying) Interaction/communication decreases • People stop talking Win-lose orientation rather than problem-solving Increased hostility toward rival group • Starting rumours, etc.

What does it mean to have political skills? What are observable characteristics of those with political skills?

- Developing Political Skills (how would you recognize someone who is doing a great job at politicking?) - demonstrating good political skills (the ability to understand others at work) and they use that knowledge to influence others to act in ways that enhance their own objectives (politicking or clever schmoozing) o Observable characteristics (what would I observe in someone who is a good politicker?) Social astuteness • Savvy, spider senses to use someone Interpersonal influence • Persuasion and convincing Apparent sincerity • An apparent good politician comes across sincere and genuine, a bad politician you can see through Networking ability • Really good at establishing relationships with key people in organizations o Beware: Machiavellianism • Not an influence tactic**** • A chosen style based on a sinacal belief about people that you believe you can be there puppeteer • Uses a lot of pavlovian principles Defensiveness • Reactive politics • "passing the buck" or "scapegoat" • Its not my fault, he did it

What are three quick ways to diagnose a culture?

- Diagnosing a culture (what are the three quickest ways to diagnose cultures?)****exam o Symbols Any graphics design, colours logos Use symbols to reinforce cultural values • i.e. look at airplane wings advertisements and colours etc o Rituals Rites, rituals and ceremonies can convey essence • E.g. casual Fridays, Walmart cheer o Stories The folklore of organizations - stories about past organizational events - is a common aspect of culture

What is the difference between ethics and morals? Between business ethics and business morals? What are examples of ethical conduct? What are examples of ethical misconduct?

- Difference between ethics/business ethics and morals/business morals (bundle) is it possible for ethics and morals to be at different levels? o Ethics/business ethics An acceptable set of standards/behaviours Established by a body Standards of conduct/standards of right versus wrong in business settings What you say you believe in/live by (where do you get your ethics from, who teaches you right vs. wrong) - parents/family, teachers/educational institutions, church/religious affiliations, associations/memberships/teams Above the water line o Morals/business morals (how you choose to live your life, what rules you choose to live by) Embedded and personal/your internal compass That which drives how you actually behave Below the water line • Difficulty happens when you say you are this but you aren't o IS IT POSSIBLE FOR YOUR ETHICS TO MATCH YOUR MORALS? YES o Is it possible for your ethics to be better than your morals? Yes o SME question: is it possible for my morals to be higher than my ethics? 500 employees have these kinds of desk and chairs which causes them carpel tunnel, so im buying them new desks and chairs. Im higher than the recommendations. - Ethics Conduct and misconduct (how would I know ethical conduct/misconduct when I see it?) o Ethical conduct Themes and associated behaviours Honest communication, he speaks the truth, doesn't suffer the mum effect Repeatedly treats people fair, letter of the law on human rights, equity theory, all about fair treatment These people whoa re repeatedly showing ethical conduct is special consideration, giving preference to hiring the disabled, giving in ways most people dont o Ethical misconduct Issues covered in corporate codes of ethics pg 449 Ethical misconduct is disobeyed when the ethics is not followed Zero tolerance, falsified documents is falsified

What are the four components of the Leadership Effectiveness Equation?

- Leadership Effectiveness Equation *************TEAL QUESTION ON EXAM o A leader is effective based on 4 traits: (if you need more information to study go to week 8 powerpoint and go close to the bottom) L1 - Leader Traits - the traits he brings to the party, do you think a leader could be effective based on his traits L2 - Behaviours, relationship-oriented behaviours GM = Group member characteristics Situation - Because of the situational behaviours that they are facing

What is symptoms of burnout? What are organizational outcomes of burnout? What is the General Adaptation Syndrome (G.A.S)?

- Outcomes ******** 2 exam questions, tertiary prevention, all of the following categories belong except, research on value stressors - stressors need to be weighted according to the value of the stressor to the person o Psychological reactions E.g. rationalization, projection, compensation o Physiological reactions High blood pressure, sweatiness, heart palpitations, dizziness, more cortisone, etc. o Behavioural reactions Attempts to cope (e.g., shopping, exercise) o Complete stress reactions hand-out o Burnout: ON ASSIGNMENT 3 (what does someone look like when they are experiencing the burnout effect) Emotional exhaustion • Lack of energy, difficulty emoting • Compassion fatigue: no longer able to emphasize • "I don't care anymore" • Have no emotion anymore Cynicism / depersonalization • Indifferent attitude to work • Treating individuals as objects / callousness • Strict adherence to rules and regulations • "what's the point" • The more things I feel badly about the more it drains my self confidence • A level of exhaustion you don't want to get to (suicide) voluntary or involuntary Reduced professional accomplishment • Lower self-efficacy • No longer see value of extra effort General Adaption Syndrome (G.A.S) - Teal question********* • Change (dissidence) something happens that's not what you expected leads to an error (resistance) Balance/imbalance (if you don't get yourself out of resistance you will sink, you need to carve yourself out of the bad place and get to peace) - they key is to not stay in imbalance because it leads to burnout • Were supposed to fall but we must pick up o Organizational Outcomes - too much stress can lead to: Job dissatisfaction • We've been over this Occupational injuries and illnesses Decision making, cognitive abilities, task performance • Can't concentrate, ineffective de

What are ways to reduce or cope with stress?

- Reducing or Coping with Stress***********EXAM o Job redesign Redesigning jobs to reduce stressors High GNS person vs. Low GNS person o Social support Having close ties with other people such as family, friends, co-workers o Human resource policies Formalized social support programs offered by the company Programs that encourage flex time, job sharing, time off for family illness, child care, elder care, family care leave EAP (employee assistant programs), EFAP (Employee family assistant programs) o Stress management programs Training seminar, workshops on stress management, time management, cognitive therapy, meditation, mindfulness Move negative stress into neutral and positive o Work - life balance programs Promoting balance between your work and non-work life In house gyms, gym memberships, fitness and wellness programs

WHat are the 6 socialization tactics?

- Socialization Tactics o Ways the company processes the new recruits o Collective vs. individual Collective is the group of new recruits go through the same set of experiences "bull pin experience" put a bunch of people thorugh the same thing Individual is taking each recruit singly and putting them through things by themselves o Formal vs informal (tailored or not) on the job Formal - set of experiences are uniquely tailored for the new comers (she has 2 more years work experience so she doesn't have to go through this, it is customized per person) Informal - not segregated from the other organizational members (no matter who you are, you all go through the same things) o Sequential vs random Sequential is a given sequence of steps before leading to a target role Random is a sequence of steps is unknown and ambiguous o Fixed versus variable (timeframe) Fixed is a certain set of time given to a recruit they have to finish everything by Variable means no time frame, doesn't matter how long o Serial (experienced role models) vs (disjunctive) Serial member rooms the newcomers and teaches them Disjunctive recruits aren't following anyone and there is no role models (brand new positions, operations, or when a company hires you to be better than the other person so you don't have to follow in their footsteps) o Investiture (affirm identity) vs. divestiture (strip self confidence) Investiture - take advantage of and build upon the skills the employee already has Divestiture - the process denies, and strips away certain characteristics of the recruit then builds them the way they want • Cult like behaviour o Depends on organization Form follows function Once you have defined who you want your organization to be, you look back and use these to build it accordingly

What is the difference between orientation and socialization?

- Socialization vs Orientation o Orientation Informs you and is short term, often formal and finite Orientation ends, socialization never ends What do I get informed on? • Company history • Policies and procedures, rules and regulations • Benefits manual • Services and products of company • Services and products discounts, or special privileges for employee • They will give you a pectoral organization chart of the organization (structure) • Training and promotion opportunities Process that informs new employees about their job and company Short term, often formal Employee orientation programs Employee orientation program for entry stress (ROPES) o Socialization Never ends Ability to adapt, organization identification, etc. Indoctrination Whys it infinite? ******** • Because socialization is part of culture and culture is breathing and living and changing Process of employees adapting to organization • Do this, don't do this

WHat are the three stages of socialization?

- Stages of socialization (anticipatory, encounter, role management) o Anticipatory (pre-arrival) (at the cusp) Employees begin with certain expectations about organization and job May be unrealistic - if unmet, result in dissatisfaction, turnover, etc. I expect this, is this what I'm finding Pg. 279-280 AT what stage in the 3-stage organization model would we see an RJP? This one Job fair Little pieces through summer jobs to decide if this is who I want to be with A process of skill and attitude acquisition Realistic Job Preview (RJP) may be helpful****** • Info about job demands and working conditions - both positive and negative aspects o Encounter Employee has started new job Orientation and socialization Inconsistencies between expectations and reality emerge Needs info re: policies, procedures, etc • E.g., vie orientation program o Organizational issues, policies, etc o Benefits o Introductions o Job duties Benefits of a good orientation and socialization program • Shows organization values to employee • Reduces employee anxiety and turnover • Reduces start up costs • Clarifies job and organizational expectations • Improves job performance How would I describe what I see when humans are going through new things • Employee is encountering day to day life o Feeling out transportation, how to get to office, etc • Going through rotations o Visiting different mentors, role models, etc • Really getting to know peoples personalities and style • The organization is watching you and you are watching the organization • Inconsistencies get worked out o From outsider to insider o New values, attitudes and behaviours, playing into the culture o Role Management (settling in) Fine tuning my behaviour • How to do everything Managing my role • Getting the guts to say to the boss, I know a better way to do this c

What is the "Knowing - doing gap"?

- The knowing doing Gap (a very common problem) o Many managers know what to do, but have considerable trouble implementing this knowledge in the form of action o They talk a good game, but their action doesn't match their words o Despite the knowledge they have, they have trouble taking action o Why does the knowing-doing gap happen?*********** Lack of skill Closely connected fear (feel the fear and do it anyways) A lack of trust for the reasons of change o The tendency for some organizational cultures to reward short - term talk rather than long term action o Many organizations foster internal competition that is not conducive to the cooperation between units that many change requires When managers do manage to make changes, they sometimes fail because techniques are adopted without understanding their underlying philosophy.

What is socialization? What is the difference between a proximal and distal socialization outcome?

- What is socialization? o Process by which an employee begins to adapt to the values, norms and beliefs of the organization and its members (Culture) o A process that aids you in how to talk, who to talk to, etc. Involves learning the organizations climate and "learning to fit in" Proximal and distal socialization outcomes • What's the difference between a proximal and distal? o Think approximate vs distance • If I do my job... you will learn faster • Task mastering - you'll know how to write a letter • Social integration - you'll know how to work a room, dine better, etc. • Fit - I do fit this stuff, I like it, or I don't like it • Distal - job satisfaction, organizational commitment, stay longer, organizational identification • Stress goes down and turnover goes down Difference between culture and climate • Culture is big climate is small o A process in which people learn attitudes, knowledge and behaviours that are necessary to function

WHat is it that causes a culture to change?

1. Paradigm shift

What are the 5 elements of a strong cultured organization*******teal question

1.A widely shared philosophy 2.A view that people are a critical resource 3.Charismatic leaders or hero's • Charisma - people follow the leader even if there not sure why 4. Rituals and ceremonies 5.Clear expectations about the direction of the company o these 5 elements apply even if the culture is evil (Hitler)

Hyrbrid Departmentation

A structure based on some mixture of functional, product, geographic, or customer departmentation Hybrids attempt to capitalize on the strength of various structures while avoiding the weaknesses or others

Universal leader influence: Universal Trait approaches

Belief that certain individuals are destined to be leaders regardless of the situation Traits associated with leadership effectiveness Limitations of the trait approach Leadership categorization theory

What is organizational culture?

Beliefs, values and assumptions that exist in an organization (Hofstede model), Culture provides uniqueness and social identity to organizations 1. People form perceptions of themselves based on the characteristics and members of social categories (I went to Harvard therefore I am like this) 2. Culture provides an identity (he went to Harvard, so he is intelligent) It represents the true way of life (under the waterline) who I say I am versus who I really am It tends to be fairly stable overtime unless there is a paradigm shift (their purpose) Creeping or drastic 1. Creeping by baby bits 2. Drastic were starting all over right now

What is charisma?

Charisma - people follow the leader even if there not sure why

What are five approaches to managing interpersonal conflict according to the Thomas model?

Competing, Collaborating, Compromise, Avoiding, Accomodating (measured on assertiveness - cooperativeness)

Matrix Departmentation

Employees remain members of a functional department while also reporting to a product or project manager Great on paper but a mess in real life Attempt to capitalize on strengths of other forms Advantages? • Provides a degree of balance between the demands of the product or project and the people who do the work • Flexible • Better communication among the representatives of the various functional areas Disadvantages? • Managers (product and functional) may not see eye to eye • Can create conflict (role conflict and stress) because employees must report to both product/project and functional managers

Functional Departmentation

Employees with closely related skills and responsibilities are assigned to the same department (e.g. Marketing, Finance, Production, HR) Take all the different skills and responsibility's and put them in to common groups Teal Question: Its similarity in something called KSA's Stands for knowledge skills and Abilities (for interviewers, you will be able to tell if a interviewer knows what theyre doing) Advantages? • Efficiency: Resources can be allocated more efficiently • Enhanced communication o Everyone is talking the same language, all trained similarly • Enhanced career ladders and training opportunities • Easier to measure and evaluate performance Disadvantages? • High degree of differentiation between departments • Leads to poor coordination and slow response to organizational problems • Conflict between departments

4. What is empowerment? What the three degrees of empowerment? What are the characteristics of empowered people?

Empowerment (bundle) what 4 places in the last 9 weeks have we talked about empowerment? ******************On exam (4 ticks, job characteristics model, group dynamics self managed work teams, box 4 from autonomy 1, AII, G, etc) a. Giving people the authority, opportunity, and motivation to take initiative and solve organizational problems b. Giving people the freedom and ability to make decisions and commitments c. Puts power where it is needed to make it effective d. People who are empowered have a strong sense of self-efficacy e. Think of performance vs. power chart big upside down U, look at it in textbook (pg. 438) f. Degrees of empowerment i. No discretion (routine, repetitive, task assigned, operate according to rules rather than initiative) 1. Great level of empowerment for a low GNS person ii. Participatory empowerment (autonomous work groups, given some authority) 1. Given some authority, some discretion iii. Self management (full decision-making power, management has faith in employees carrying out organizational missions and goals) 1. My 1BA3 Group g. Characteristics of empowerment (all of the following characteristics would be observed in someone who has healthy empowerment) ************Exam i. Self determination (free to choose work; not micro-managed) ii. Sense of meaning (their work is important to them; they care about what they're doing) iii. Sense of competence (confident about their ability to do their work well; know they can perform) iv. Sense of impact (Believe they can have influence on their work unit; others listen to their ideas)

Situation - Contingent Leader Influence: Contingency TRAIT approaches

Fiedler's Contingency Model • The association between leadership orientation and group effectiveness is contingent on how favourable the situation is for exerting influence (box 3 - the nature of the situation determines which traits are most effective) • 1. Leadership Orientation o Least preferred co-worker scale o LPC: a current or past co-worker with whom a leader has had a difficult time accomplishing a task o Low LPC means hard driving, strict rules, top down, conscientious to the team, all about getting things done o High LPC means agreeableness, friendliness, approachable • 2. Situational Favourableness (ask these three questions) o Leader-member relations The extent to which the group respects and trusts the leader and will willingly follow them o Task structure The degree to which the task is clearly specified and defined or was it completely unstructured and ambiguous o Position power The extent to which the leader has official power • 3. The contingency Model

What are the 6 types of departmentation?

Functional, Product, Matrix, Geographic, Customer, Hybrid

Situation - contingent leader influence: Contingent Behaviour Approaches

House's Path-Goal Model (think of core competency situational sensor)***assignment 2 question 5 • This model is concerned with the situations under which various leader behaviours are most effective • 1. Leader Behaviour o Directive behaviour***on exam Very similar to initiating structure Constantly scheduling work, setting standards of performance, always giving clear expectations of people o Supportive behaviour Showing concern for employee well being o Participative behaviour Which tick on he 4 ticks did we talk about participative relationship, tick 3 Consultative, two way, always asking for suggestions, gain sharing, autonomy o Achievement oriented behaviour helping people reach excellence, expectations of high performance, walk in assuming you have full confidence in people • 2. Situational Behaviour***** on exam (know the two groupings, there variables and examples) o Employee characteristics Level of authoritarianism • How much authority does the people your seeing have? Locus of control • Internally driven or externally driven (they drive themselves or they want to be told what to do) Level of Ability • Veterans vs new recruits o Environmental factors Nature of the task • Crystal clear vs messy Formal authority • Are we walking into a structure that is highly formal with many layers or a loosely flat structure organization with not a lot of job descriptions • What are three employee outcomes? o Increased employee satisfaction o Increased employee effort o Increased acceptance of the leader

What is the difference between the two universal behavior approaches of "Initiating Structure" and "Initiating Consideration"?

Initiating Consideration (social-emotional Leader) • The extent to which a leader is approachable and shows personal concern for employees • A leader who is concerned about reducing tension, resolving disagreements and maintaining morale o Overall leader effectiveness is 1 of 3

- What is conflict? o A process that occurs when one-person group, or organizational subunit frustrates the goal attainment of another. o Levels: Teal question conflict happens at 4 levels******

Intrapersonal • Conflict within self • What is the primary symptom? stress Interpersonal • Conflict between two people (teal wants me to know the interpersonal approaches to managing conflict) • Competing, collaborating, compromise, avoiding, accommodating Intragroup • Conflict within the team Intergroup • Conflict between two groups

WHat causes a parradigm shift?

New people

What ensures continuity of a strong cultured organization?

Recruiting systems • How I attract people and where? The right people Selection systems • What are the questions I'm asking to make sure I have the right people? How I orient and socialize you Training and development • What training Performance appraisal systems • The dog biscuits of constructive criticism

Customer Departmentation

Relatively self-contained units deliver an organizations products or services to a specific customer group Advantages? • Better service to customers through specialization Disadvantages? • Parallel those for product departmentation

What is subunit power? What are the four strategic contingencies that allow subunits to gain power?

Subunit power - the degree of power held by various organizational subunits, such as departments This is an outlier theory Strategic contingencies (strategic contingency model of power on exam) • A view that sees power as something that accrues (comes to) to organizational subunits (cope with critical organizational problems) (think of 9/11 how power fell into firefighters hands) • What is it that these subunits have that make them so powerful? When an organization faces a critical lawsuit that will threaten its existence the o Scarcity of resources A unit who has the necessary resources (MONEY, TIME, RESOURCES) o Uncertainty Those subunits that can best deal with uncertainty more than anybody else will gain power o Centrality Those activities that are more central to the work flow o Substitutability The more substitutable your skills are the less powerful you are, vice versa

WHat are three categories of stress reactions? (the stress process)

The Stress Process (Intrapersonal Conflict) Assignment 3 Question 3 *******Exam a. Moderators***************** i. Individual differences (e.g. personality, ability, thinking styles) ii. Organizational factors (e.g. social support, policies, comm.) iii. Extra-organizational factors (e.g. family and/or outside support) b. Stressors i. Factors that create demands on the individual (e.g. workload, lack of control, role incongruence, work/non-work life balance expectations) ii. Primary Prevention 1. Internal and external stress a. Internal - you bring them on b. External - they are coming at you 2. See slide for organizational stressors and work/non-work life stressors c. Stress i. Experience and perception of demands from the environment (e.g. evaluation to threats to self, coping capability, and available resources) ii. Secondary Prevention 1. All in your head, we make things worse than they actually are d. Strain/Stress Reactions i. Outcomes of stress involve immediate physical (e.g. fatigue) and psychological responses (e.g. anxiety) and long-term effects (e.g. psychological) ii. The following are the three categories of symptoms**** 1. Physiological, psychological and behavioural iii. This is how we talk 1. "I have stomach aches everyday, headaches everyday" People speak in symptoms, if we spend more time on the foundation of the house we would use less drugs, its in your head/life iv. Tertiary Prevention

Universal leader influence: Universal Behaviour approaches

These approaches look at which leader behaviours result in follower satisfaction and high performance all the time Exhibit a behaviour that is connected to accomplishing a task (all about structure and lets get it done) If you are this kind of leader you are very good at scheduling work, production, procedures, policies, etc. At the same time, Initial structure (task leader) • The degree to which a leader concentrates on goal attainment • A leader who is concerned with accomplishing a task by organizing, planning and dividing labour Initiating Consideration (social-emotional Leader) • The extent to which a leader is approachable and shows personal concern for employees • A leader who is concerned about reducing tension, resolving disagreements and maintaining morale o Overall leader effectiveness is 1 of 3 Consequences?

What are common causes of organizational conflict?

a. Causes of Organizational Conflict************** (What are the 5 most common reasons for conflict in an organization?) i. Group identification 1. We-they phenomena 2. I'm better than you ii. Interdependence 1. Reciprocal and sequential iii. Differences in power, status and culture 1. Killer phrasing 2. "I'm an engineer, you're not so shut up" iv. Ambiguity 1. Ambiguity over how I'm supposed to do something, who is, etc. (confusion) v. Scarce resources*** 1. When there is a fixed amount, so not everyone gets it

How do people obtain power?

a. Doing the right things i. Extraordinary activities (non-routine positions) 1. Excellent performance in unusual or non-routine activities will allow you to be remembered ii. Visible activities 1. People must know about what you're doing, people who have an interest in power are especially good at identifying visible activities and publicizing them 2. Tell people about it with humility iii. Relevant activities 1. If nobody sees the work is relevant to the solution of a problem, then how is that ever going to add to your influence? b. Cultivating the right people i. Develop informal relationships with the right people (outsiders, subordinates, peers, superiors) 1. Being 360, how and what am I speaking to the people around me 2. Down, up, across and around

What is the difference between a formal and informal leader? A leader vs a manager?

a. Formal i. Legitimacy ii. Role/position iii. CFO, CEO, supervisor, vice president (leader because you have a title) iv. These people occupy formal or assigned leadership roles v. You are expected to influence people (whether you do or not is something else) vi. Some of them just do it for the dog biscuit vii. You are given authority to direct employees viii. But do you? b. Informal i. No legitimate title ii. Positive power always iii. Critical knowledge and experience iv. Always high N-Pow positive, hold something special, these people do not have formal authority, they rely on being well liked and respected v. SEEMINGLY lower level people on the authority but they cause a big influence - Leaders vs managers (are leaders the same as managers?)********** on exam c. No, managing is doing things right, leading is doing the right thing (Character driven, triple bottom line driven) d. The role of the leader and the role of the manager are not the same (manager versus leading) e. Is it possible to be a manager yet not have influence? i. Yes, you must plan, organize, delegating and providing feedback ii. Does not mean we are inspiring, moving, paradigm shifting

What is the realistic Job Preview?

a. Realistic Job Preview (RJP) may be helpful****** i. Info about job demands and working conditions - both positive and negative aspects

What are the five bases (types) of individual power?

a. Structural Sources i. Structural sources is power that the organization gives to the employees ii. Legitimate Power 1. Power derived from a persons position or job in an organization a. E.g. president of your company asks you to do something 2. You're the CEO, you have legitimate power 3. An individual is given authority to exercise control, give orders, direct people in there careers iii. Reward Power 1. A leader who is using reward power is giving dog biscuits 2. Power derived from the ability to provide positive outcomes and prevent negative outcomes a. E.g. you accept over time because you want your boss to promote you iv. Coercive Power 1. Power derived from the use of punishment and threat 2. Controlling people through fear a. E.g. you arrive to work 15 minutes early because you know your boss will be very agitated if you're late b. Personal Sources i. Are not given to you, they come from characteristics of the individual ii. Referent Power 1. Occurs when people willingly follow a person but aren't sure why 2. Power derived from being well liked by others a. E.g. people will do a favour for you because you are highly respected, admired and are seen as a role model by others iii. Expert Power 1. From having some special knowledge or status 2. Power derived from having special information or expertise that is valued by an organization a. E.g. everyone at works comes to you with questions about data analytics because you have your EMBA in Digital Transformation from Mcmaster

What is leadership?

a. The influence that particular individuals exert on the goal achievement of others in an organizational context b. There are two major tasks of those who lead: i. Managing 1. A leader who manages those around them to get there day to day tasks done 2. The art of mobilizing others to want to struggle for shared aspirations (kouzes & posner) ii. Inspiring others to do the extraordinary 1. There are levels of leadership 2. Inspiring others to be above and beyond (rare leader) 3. There are three things required for success; integrity, intelligence and energy. If you are missing the first, the other two will kill you (warren buffet)

What is the difference between traditional and contemporary views of conflict?

a. Traditional View of Conflict i. Negative, dysfunctional, detrimental 1. Why did they believe this? They thought it would have bad effects on productivity ii. Distracts managers 1. Can't focus on their job iii. Managers motivated to eliminate or suppress conflict 1. Make it disappear b. Contemporary view of conflict (tick 4) i. Benefits of conflict are recognized 1. Conflict can be a catalyst for change 2. When there is conflict, it can force organizations to re-examine their existing goals 3. Can force managers to face important issues that they were trying to avoid ii. Realization that suppressing conflict can lead to further negative consequences 1. They know that sabotage is a reality and they don't want that to happen iii. Conflict is seen as inevitable rather than avoidable 1. "Bring it on"

What is Conflict? What are the four levels of conflict?

a. What is conflict? i. A process that occurs when one-person group, or organizational subunit frustrates the goal attainment of another. ii. Levels: Teal question conflict happens at 4 levels****** 1. Intrapersonal a. Conflict within self b. What is the primary symptom? stress 2. Interpersonal a. Conflict between two people (teal wants me to know the interpersonal approaches to managing conflict) b. Competing, collaborating, compromise, avoiding, accommodating 3. Intragroup a. Conflict within the team 4. Intergroup a. Conflict between two groups

What are McClelland's three types of power managers? Which one is the most effective?

a. Who wants power? i. What is the difference between institutional power, personal power and affiliate power? 1. Institutional power manager (the best) a. High N-Pow positive b. Use their power to achieve organizational goals c. More coaching like d. Really don't care if you like them e. 3 things you see in institutional power managers i. Give subordinates a sense of responsibility ii. Known for always clarifying and fulfilling organizational priorities iii. Team spirit 2. Personal Power Manager a. Uses their power for personal gain (fame, fortune, possessions) 3. Affiliate Power manager a. I just want you to like me and approve of me

What is a sub culture?

b. An organization can have several cultures or what are known as subcultures i. Subcultures are smaller cultures that develop within a larger organizational culture that are based on differences in managerial perspectives, training, occupation, or department goals ii. E.g. could be a different culture across faculties or across departments

Avoiding (managing interpersonal conflict - thomas model)

e. Avoiding i. What is it? 1. A conflict management style characterized by low assertiveness, low cooperativeness 2. It is a purposeful strategy ii. When would I use it? 1. a short-term stress reduction tactic (time-out) 2. When the issue is trivial (be careful to make sure everyone thinks its trivial not just you (projection)) 3. When information is lacking 4. When people need to cool down

What is climate?

i. "members" shared perceptions of the contingencies between behaviours that occur in the work environment and their consequences ii. Learning what behaviours are expected, acceptable, unacceptable iii. If you handle yourself that way, ill promote you, or demote you

How do organizations develop early commitment in new recruits?

i. Recruiting and selection 1. Only bring in matched employers for the job ii. Hazing 1. Humility inducing experiences iii. Training 1. Training in the trenches 2. Get them to go do the work iv. Reward and promotion 1. Compensation or dog biscuits v. Exposure to core culture 1. From the minute you start with your new recruits tell them what your values are vi. Organizational folklore vii. Role models 1. Hero's

what are the three primary types of conflict?

i. Relationship Conflict (the who) 1. Interpersonal tensions among individuals that have to do with their relationship per se, not the task at hand 2. E.g. personality clashes ii. Task Conflict (the what) 1. Disagreements about the nature of work to be done iii. Process conflict (the how) 1. Disagreements about how work should be organized and accomplished

What is the psychological contract and what does a breach mean?

i. The Psychological contract 1. Gone are the days of the old-fashioned written contract 2. Now there is an email or a letter with all the details 3. An individual accepting a job enters into a PC (Psychological contract) with an employer consisting of unwritten expectations on both sides (reciprocal obligations and promises) 4. It is based upon the exchange of contributions and inducements a. Contributions (inputs I'm bringing) inducements (what your doing to hold me accountable) 5. What is a psychological contract breach and what can happen? a. You promise this and I promise this, a breach is when one person fails to fulfill there promise b. Breach - the perception that the organization has failed to fulfill on e or more of its promises or obligations (can work both ways) c. This is one of the biggest reasons why people quit and join a union. Psychological contract breach

What is Power?

i. The capacity to influence others who are in a state of dependence 1. Social exchange a. Based on social exchange theory b. Someone has a need for something that somebody else has c. According to exchange theory resource dependency occurs when an individual needs something that another person has (the person with the need is dependent on the other guy) d. All power is based on social exchange e. Power or influence occurs when the person gets what they want in exchange for something else (how you think or how you behave) 2. Perception 3. N-Pow a. Whats the difference between high N-Pow negative and High N-Pow positive? i. Positive about relationships ii. Negative do what I say or your not getting a raise

What is the difference between a transactional leader versus a transformational leader?

i. Transactional 1. Motivate by exchanging rewards for services (if you do this for me, ill do this for you) 2. Manager-like role ii. Transformational 1. Arouse intense feelings 2. Intellectual stimulation 3. Inspirational motivation 4. Rely on personal sources of power 5. Individualized consideration 6. Charisma 7. Reaches way in and gives consideration to individuals, motivating them to do more than what they thought was possible

Competing (managing interpersonal conflict - thomas model)

i. What is competitive? 1. It is a conflict management style that maximizes assertiveness and minimizes cooperation 2. I am going to give full priority to what I want ii. When would I use it? 1. When you have a lot of power, 2. when you are sure of your facts, 3. when the situation is truly win/lose, 4. when you know you will not have to see the other person again, 5. in emergency situations

Collaborating (managing interpersonal conflict - thomas model)

i. What is it? 1. A conflict management style that maximizes both assertiveness and cooperation 2. When both parties can win (never happens) aim for collaboration and fall back to compromise ii. When would I use it? 1. When you are in a problem-solving mode 2. When the conflict is not intense 3. Pre midpoint

Compromise (managing interpersonal conflict - thomas model)

i. What is it? 1. Aim for full satisfaction, but we end up at compromising (satisficing) 2. Combines intermediate levels of cooperativeness and assertiveness 3. A compromise between pure competition and pure accommodation ii. When would I use it? 1. When there are scarce resources 2. It's a fall-back position, a good enough position

Accomodating (managing interpersonal conflict - thomas model)

i. What is it? 1. Cooperates with the other guy but doesn't insert their own interest ii. When would I use it? 1. When I'm wrong 2. When the issue is more important to the other person 3. We do it to build good will (you do this for me ill do this for you)

What is organizational politics?

o **********The pursuit of self interest in an organization, whether or not this self interest corresponds to organizational goals o Often when you are politicking there is dissidence between what you are doing and what you should be doing (there are 12 Stanford students waiting for the job but I hired my niece) o Self conscious and intentional (therefore with malice(knowing that its wrong)) o Would be countered if detected by those with different agendas (Whistle blowers)

WHat is mentoring? WHat are the two primary functions of a mentor?

o *******A mentor is an experienced or more senior person in the organization who gives a junior person special attention, such as giving advice and creating opportunities to assist him or her during the early stages of his or her career (therefore this must be a unique and important role) brought on to help you with two pieces the hard: career and soft: psychological/social (teal thinks I might want to thin about inside and outside) Career functions (coach, feedback) • About career enhancing benefits • Coaching on your strengths and weaknesses • Act as sponsorship (speak for you, guide you, etc) • Exposure and visibility • Provide you with ideas from develop mental assignments Psychological functions (role model, counseling) • Helping me with my self-confidence • Sense of identity • Help with your coping capabilities • EI and CI Formal mentoring programs (these are 4 other ways we see mentoring happen) • Like the degroote mentor mentee program Developmental networks • Courses, certifications, etc Women and mentoring • Mentoring categories of where there is barriers Race, ethnicity and mentoring • Mentoring categories of where there is barriers When an employer says "were getting you a coach" • This means they have a plan for you, say thank you

What is Environmental Uncertainty? What does Duncan's Model suggest about the relationship between Environmental Uncertainty and Organizational Structure?

o A condition that exists when the external environment is vague, difficult to diagnose and unpredictable o What makes an organizations environment uncertain? Rate of change/stability (dynamic vs. static) Complexity (simple vs. complex) o Duncan Model (Handout- out paper) how does environmental uncertainty tell me how I should structure? The more stable, low complexity, structure mechanistically The more crazy your environment how do you have to structure? Down??? o LOOK ON HANDOUT PAPER

- Leadership Effectiveness Equation *************TEAL QUESTION ON EXAM

o A leader is effective based on 4 traits: (if you need more information to study go to week 8 powerpoint and go close to the bottom) L1 - Leader Traits - the traits he brings to the party, do you think a leader could be effective based on his traits L2 - Behaviours, relationship-oriented behaviours GM = Group member characteristics Situation - Because of the situational behaviours that they are facing

The "Strong Culture" Concept (teal wants me to know he difference between a strong positive culture and negative culture) ********* exam What all do I need to know about a strong cultured organization? (bundle)

o All of the following describe a strong culture except: exam question o An organizational culture with intense and pervasive belied, values and assumptions o A strong culture provides great consensus concerning "what the organization is about" or what is stands for E.g. WestJet airlines o Weak cultures are fragmented (not strong) and have less impact on organizational members o Assets Coordination • The right hand knows what the left hand is doing (i.e. marketing knows what accounting is doing) • Facilitate communication and coordination Conflict resolution • Sharing core vales can resolve conflicts • When there is conflict everyone still sees the light in the storm Financial success • When the culture supports the mission strategy and goals this translates to the bottom line o Liabilities Resistance to change • Damage a firm's liability to innovate • Strong cultures are hard to change Culture clash • Strong cultures can mix badly when a merger or acquisition occurs • Strong cultures fight so they don't have to change Pathology • We mean pathological cultures • Fostering a strong negative culture • This is a problem if it is strong (Hitler) • The beliefs and values that support secrecy, infighting and dishonesty

What is a change agent?

o Companies often use change agents or change consultants to figure out and understand the difference between the current state and the desired state********* Change agent - a person who diagnoses and makes changes in organizations by applying behavioural science knowledge

Describe with examples, the six components of the external Environment. What is Resource Dependence?

o Components of the External Environment****(how do these components put pressure on my company?) (what are the 6 + 1 stakeholders in the environment?) (these are sources of dependence for my company - resource dependency) The economy • Affect pricing depending on economy Customers • Respond to customers needs and changing needs Suppliers • Overabundance or shortage in the supply change Competitors • I better pay attention to what the competitors are releasing so I can change mine accordingly Social/Political Factors • Increasing single parents • Child care, etc. • A change in legislation that changes how I strategize Technology ("T" in PETS) • What am I lagging on, what are competitors using/people using? Interest Groups • Definition: parties or organizations other than direct competitors that have some vested interest in how the organizations managed • People who sponsor you, funding agencies • Does the presence of an interest group increase or decrease the pressure? The presence of an interest group increases or decreases your dependency on the other 6 components? It decreases it************** o resource dependency occurs when an individual needs something that another person has (the person with the need is dependent on the other guy)

Describe Network organization, Vertical organization, and Modular organization with examples for each

o Contemporary Structures (what are the three most common structures today to work in?) Network organization • Liaisons between specialist organizations that rely strongly on market mechanisms for coordination • Upstream firms, market mechanisms Vertical organization • A network of continually evolving independent organizations that share skills, costs, and access to one another's market • Evolving independent firms Modular organization • An organization that performs a few core functions and outsources non-core functions to specialists • Reebok and Nike

What did House's Path-Goal Model teach us with examples? What four Leader Behaviors did House speak about in his model? What Situational Factors did House speak about in his model?

o Contingent BEHAVIOUR approaches House's Path-Goal Model (think of core competency situational sensor)***assignment 2 question 5 • This model is concerned with the situations under which various leader behaviours are most effective • 1. Leader Behaviour o Directive behaviour***on exam Very similar to initiating structure Constantly scheduling work, setting standards of performance, always giving clear expectations of people o Supportive behaviour Showing concern for employee well being o Participative behaviour Which tick on he 4 ticks did we talk about participative relationship, tick 3 Consultative, two way, always asking for suggestions, gain sharing, autonomy o Achievement oriented behaviour helping people reach excellence, expectations of high performance, walk in assuming you have full confidence in people • 2. Situational Behaviour***** on exam (know the two groupings, there variables and examples) o Employee characteristics Level of authoritarianism • How much authority does the people your seeing have? Locus of control • Internally driven or externally driven (they drive themselves or they want to be told what to do) Level of Ability • Veterans vs new recruits o Environmental factors Nature of the task • Crystal clear vs messy Formal authority • Are we walking into a structure that is highly formal with many layers or a loosely flat structure organization with not a lot of job descriptions • What are three employee outcomes? o Increased employee satisfaction o Increased employee effort o Increased acceptance of the leader - Contingency Behaviour Approaches (bundle) (box 4 - situation contingent behaviour) o What is participative leadership? Involving employees in making work-related decisions (tick 3) Engaging downwards, employee decision making, gain sharing, employees give bosses ideas Pros a

What is Coordination of Labor? Describe eight methods of coordinating divided labor?

o Coordinating Divided Labour (what are the coordinating or integrating methods? There are 8) pg 516***** A process of facilitating, timing, communication, and feedback across work tasks Direct supervision • Chain of command • It is the most traditional form of coordination • Its where designated supervisors are coordinating the work of subordinates Standardization of work processes • Routinization of tasks • Rules and regulations • "our job must be done this way" Standardization of outputs • Physical or economic standards • Budgets (profit targets) Standardization of skills • Technicians and professionals • Degrees, diplomas, certificates Mutual Adjustment • Relies on informal communication to coordinate tasks • Informal communication to coordinate tasks and get people on the same page

Does OD work?

o Does Organizational Development Work? Absolutely. Job satisfaction goes up Most OD techniques have a positive impact on productivity, job satisfaction, or other work attitudes OD seems to work better for supervisors or managers than for blue collar workers Multiple hurdle effect - changes that use more than one technique seem to have more impact

- 4 components of corporate social responsibility********exam and interview question (how would you measure if your company has high CSR?) corporate social responsibility's)

o Economic Required of business society (be profitable) I have a solid record for fulfilling the promises I have gave to the shareholders, these are examples of how... o Legal Required of business by society (obey all laws, adhere to all regulations) We have a solid track record of obeying the law, this is how... o Ethical Expected of business by society (avoid questionable practices) Go above and beyond inside the organization (feeding bottom line workers) o Philanthropic Desired/expected of business by society (be a good corporate citizen) Going above and beyond outside (giving back to the community) Ultimate philanthropic is doing it anonymously o Imagine a pyramid with 4 levels - the bottom is economic, the next up is legal, then ethical, the top is philanthropic (wavy line between the bottom two and the top 2) archy carol's pyramid

What is meant by Evaluation and Institutionalization during the Change Process?

o Evaluation/institutionalization Did I get what I wanted

What is Formalization? Centralization? Complexity?

o Formalization Extent to which work roles are highly defined by an organization A very formalized organization tolerates little variability in the way employees perform their tasks Less formalized means more variability (attracts high or low GNS person?) o Centralization Extent to which decision-making power is localized in a particular part of an organization Decentralized - decision making power is dispersed down the hierarchy and across departments One or a group hold the power - highly centralized (when we say decentralized - decisions are made to lower levels and made more quickly) o Complexity Extent to which an organization divides labour vertically, horizontally and geographically In general, large organizations are more complex than small In general, large organizations tend to be taller In general, large organizations are more formalized In general, smaller organizations are more decentralized (in the hands of the entrepreneur, until year 7)

- Causes of unethical behaviour (whata re the 7 most common reasons that people go down the slippery slope that they do?)*************(assignment 3 and exam)

o Gain To benefit themselves Opportunity o Performance pressure I felt like my back was against the wall and I had no other choice o Role conflict When there is conflict between people at different levels, that can cause me to cheat or do bad behaviours o Strong organizational identification No, I have to help them even if it takes me down a bad road o Competition When there is scarce resources, no matter what happens I will do what it takes to win o Personality People with high N-Pow negative and external locus of control take a risk and hope not to get caught Its all about the bottom line and money o Org industry and culture

Geographic Departmentation

o Geographic departmentation Relatively self-contained units deliver an organizations products or services in a specific geographic territory Advantages? • Shortens communication channels • Carters to regional tastes • Some local control to clients and customers Disadvantages? • Parallel those for product departmentation

- Empowerment (bundle) what 4 places in the last 9 weeks have we talked about empowerment? ******************On exam (4 ticks, job characteristics model, group dynamics self managed work teams, box 4 from autonomy 1, AII, G, etc)

o Giving people the authority, opportunity, and motivation to take initiative and solve organizational problems o Giving people the freedom and ability to make decisions and commitments o Puts power where it is needed to make it effective o People who are empowered have a strong sense of self-efficacy o Think of performance vs. power chart big upside down U, look at it in textbook (pg. 438) o Degrees of empowerment No discretion (routine, repetitive, task assigned, operate according to rules rather than initiative) • Great level of empowerment for a low GNS person Participatory empowerment (autonomous work groups, given some authority) • Given some authority, some discretion Self management (full decision-making power, management has faith in employees carrying out organizational missions and goals) • My 1BA3 Group o Characteristics of empowerment (all of the following characteristics would be observed in someone who has healthy empowerment) ************Exam Self determination (free to choose work; not micro-managed) Sense of meaning (their work is important to them; they care about what they're doing) Sense of competence (confident about their ability to do their work well; know they can perform) Sense of impact (Believe they can have influence on their work unit; others listen to their ideas) o An Alternative View: How do subunits obtain power? ************** Pg 440-441 Subunit power - the degree of power held by various organizational subunits, such as departments This is an outlier theory Strategic contingencies (strategic contingency model of power on exam) • A view that sees power as something that accrues (comes to) to organizational subunits (cope with critical organizational problems) (think of 9/11 how power fell into firefighters hands) • What is it that these subunits have that make them so power

- Causes of Organizational Conflict************** (What are the 5 most common reasons for conflict in an organization?)

o Group identification We-they phenomena I'm better than you o Interdependence Reciprocal and sequential o Differences in power, status and culture Killer phrasing "I'm an engineer, you're not so shut up" o Ambiguity Ambiguity over how I'm supposed to do something, who is, etc. (confusion) o Scarce resources*** When there is a fixed amount, so not everyone gets it

What is meant by Diagnosis during the Change Process?

o Issues in Change Process (these issues represent problems that must be overcome if the process is to be affected:) Diagnosis • Have I collected enough information to know if I should unfreeze?

What is it that causes a culture to shift or change? ***** teal question on exam

o Leadership change causing a paradigm shift o Drastic or creeping paradigm

Describe Lewin's 3-Stage Model of the Change Process

o Lewin's Three-Step Model (breakdown to break through or Pain to Power) 1. Unfreeze (voluntary or involuntary) (do you push yourself or does someone else push you) (at this und=freezing you are developing the need for change and understanding that need, the reality is most unfreezing is reaction instead of pro-action, crisis causes this) (how do you know what you need to unfreeze? - accounting data, employee satisfaction data • The recognition that some current state of affairs is unsatisfactory • Employee attitudes surveys, customer surveys, and accounting data are often used to anticipate problems and initiate change before crises are reached 2. Change (to make the change) • The implementation of a program or plan to move the organization or its members to a more satisfactory state • Change efforts can range from minor to major • Actually, walking through the new job • I now installed the new technology in the company, and im now training people on it • Launching a new product and going through all the stumbling phases of the new product 3. Refreeze • The condition that exists when newly developed behaviours, attitudes, or structures become an enduring part of the organization • The effectiveness of the change is examined and the desirability of extending change further can be considered

What are the new and emerging approaches to Leadership?

o New and Emerging Approaches to Leadership Empowering leadership Ethical leadership ("value based") • Conduct Authentic leadership • Do you know who you are Servant leadership • Building from the ground up Emotional intelligence and leadership Culture and Leadership • Pg 345 • Hofstead's cultural values Gender and Leadership • Glass ceriling pg 343 Change leadership • How to use triple bottom line Leadership and Sustainability

- Leaders vs managers (are leaders the same as managers?)********** on exam

o No, managing is doing things right, leading is doing the right thing (Character driven, triple bottom line driven) o The role of the leader and the role of the manager are not the same (manager versus leading) o Is it possible to be a manager yet not have influence? Yes, you must plan, organize, delegating and providing feedback Does not mean we are inspiring, moving, paradigm shifting

What is Organizational Development (OD)

o Organizational Development Organization development (OD) is a planned, ongoing effort to change organizations to be more effective and more human Knowledge of behavioural science is used to foster a culture of perpetual organizational self examination Team building Survey feedback • Collecting external and internal data Total Quality Management (TQM) • How do we improve the quality of our product/service Reengineering • Improving timing, costs, service deliveries, etc.

What are organizational stressors? What are work - family stressors?

o Organizational Stressors: Work overload • Can be stressful, can be paid/unpaid • Paid overtime can kill you, unpaid can to (perfectionist dot his to themselves) Heavy responsibility • Given a job that is far more than what you signed up for • You must speak up Poor job design • 5 poor job characteristics • High GNS person, but they structured the job to a way that it is demotivating to you Role conflict; role ambiguity; role boundary management • Confusion around performance expectations Interpersonal conflict • Difficult set of people I have to work with Psychological environment stressors • Organizational injustice - something is unfair • Breach in the contract which is unfair • Sexual harassment, etc. • Any change in organizational design (new bosses, new chain of command, etc.) Physical environment stressors • Excessive noise causing headaches • Poor lighting causing strain on your eyes causing headaches • Safety hazards • Bullying, cyber bullying o Work/Non-work Stressors (work/family) Time conflict • Time required for work activities interferes with the time required for my non-work activities (personal life) Strain conflict • The stress from one domain spills in over to the other domain • If you are having a rough time with your boss, you talk to your family different • Family problems affect how you work

What is an Open Systems perspective versus a Closed System perspective?

o Organizations as Open Systems (what is the difference between having a closed and open systems perspective) Organizations can be described as open systems that take inputs from the external environment, transform some of them, and send them back into the environment as outputs Closed system believe that: • Self contained (Icarus - Greek mythology) • I can function apart from and unaffected by what goes on around me • Cannot live your organizational life in isolation of the big E • I didn't see it, I didn't know it - ignorant • I chose not to see it, even though I saw it - stupid

- How can you be involved in your socialization and culture adaption?************

o Proactive socialization - the employee plays an active role in his/her own socialization by: Feedback seeking • Repeatedly asking for information about how you are doing on your job at multiple levels Information seeking • Regularly requesting information about your job, roles, groups, organization (ask questions about everything) General socializing • Participating in social corporate events and gatherings even when you don't want to go (learn the game) Relationship building • Initiating social interactions and building relationships on all levels (would you like to set up a lunch) Boss-relationship building • Knowing and forming a relationship with the boss specifically (knowing everything about the boss) Networking • Socializing and getting to know inside and outside (customers, clients, vendors, suppliers, competitors, conferences, conventions) Job change negotiation • Make attempts to change your own job duties and the manner in which you do your job to have a better fit • This is only possible if the boss belongs on which tick of the 4 ticks and fosters what? o Tick 3 and autonomy

What is a proactive socialization? How can you be involved in your socialization and culture adaptation?

o Proactive socialization - the employee plays an active role in his/her own socialization by: Feedback seeking • Repeatedly asking for information about how you are doing on your job at multiple levels Information seeking • Regularly requesting information about your job, roles, groups, organization (ask questions about everything) General socializing • Participating in social corporate events and gatherings even when you don't want to go (learn the game) Relationship building • Initiating social interactions and building relationships on all levels (would you like to set up a lunch) Boss-relationship building • Knowing and forming a relationship with the boss specifically (knowing everything about the boss) Networking • Socializing and getting to know inside and outside (customers, clients, vendors, suppliers, competitors, conferences, conventions) Job change negotiation • Make attempts to change your own job duties and the manner in which you do your job to have a better fit • This is only possible if the boss belongs on which tick of the 4 ticks and fosters what? o Tick 3 and autonomy

- Types of Conflict********

o Relationship Conflict (the who) Interpersonal tensions among individuals that have to do with their relationship per se, not the task at hand E.g. personality clashes o Task Conflict (the what) Disagreements about the nature of work to be done o Process conflict (the how) Disagreements about how work should be organized and accomplished

What is meant by Resistance during the Change Process? What are the common causes of Resistance?

o Resistance Starts in unfreezing and keeps going through change Non - resistance - I'm playing ball now, I got a strategy, I'm ready to go in Passive - I'm just fine, I got it (they don't have it) o Causes of resistance (What are the 6 most common causes of resistance) Politics and self - resistant • The person feels they will lose status or power or job Low individual tolerance for change Lack of trust • I don't trust the person making the changes Different assessments of the situation • I think you misread the situation, you don't need to do that, you need to do this Strong emotions • Helplessness, powerlessness A resistant organizational culture • I'm not changing, I've always done this

What is the relationship between personality and stress? What do the equations S+T+R and Dp>Rp=Sd tell us about stress? What is the difference between flight/fight/freeze? What is distress/normal stress/eustress? What are the coaching questions pertaining to frequency/intensity/duration?

o S + T = R and Dp > Rp = Sd o "Flight" or "Fight" or "Freeze" Flight/fight - cavemen and the tiger (stressor) most of the time it is us bringing on the stressors now, I can either go in and deal with it or run (avoidance, there are some things you should avoid) Freeze - saying I don't know what to do, just pick one decision and live with it (leads to burnout if you don't) o Distress, normal stress and eustress o Frequency, intensity, duration (teal question - and on assignment) Frequency - how often does this imbalance occur, how often are you like this? Intensity - how severe or great is the imbalance (life or death) if I don't think it is a big deal, they may so ignore the judgement peace, I know this is big but in the game of life big, its not that big Duration - how long does the imbalance last? (hours, days, years)

Explain Span of Control and its relationship to how Tall or Flat an organization can be.

o Span of control # of subordinates supervised by a manager When we discuss span of control with our clients we for sure will be discussing tall vs flat As you become flatter, span widens (tall means many levels in the hierarchy) the taller the organization the narrower the span Flat vs. Tall • Flat (few levels) • Tall (many levels in hierarchy)

What are influence tactics? What determines which influence tactics you would use? Provide examples of how you would match bases of power with associated influence tactics

o Tactics that are used to convert power into actual influence over others? Assertiveness - ordering, nagging, setting deadlines Ingratiation - using flattery and acting friendly Exchange - doing favours or offering to trade favours Upward Appeals - making formal or informal appeals to superiors for intervention (also inspirational appeals and personal appeals) Coalition Formation - seeking united support from other organizational members Rational Persuasion - using facts and data to make a logical or rational presentation of ideas Attractiveness - the better looking you are the more likely you are to obtain access to critical people and are therefore more likely to succeed in promoting their cause. What's attractive? • Good looking on the outside and the inside (how you look, hold yourself, etc) Interest and effort - the more interested you are the more effort you will put into it, the more effort you put into something the more power you can obtain • Interest/value = effort = power o What determines which influence tactics you would use? Teal wants me to come up with 2 tactics for each of the 5 bases Type of power (e.g. coercive - assertiveness) Whom you are trying to influence (e.g. subordinates - assertiveness)

What is the Innovation Process and how is it connected to the Change Process?

o The Innovation Process (bundle) Innovation is the process of developing and implementing new ideas in an organization. Intrapreneurial culture (when leading a business foster intrapreneurship, using things like gain sharing) Innovation requires: • Creative ideas and creative people • People who will fight for new ideas • Good communication • The proper application of resources and rewards Creativity refers to the production of novel but potentially useful ideas Idea champions are people who see the kernel of an innovative idea and help guide it through to implementation The role of idea champion is often an informal and emergent role It involves sponsorship and support

Explain Vertical division of labor and Horizontal division of labor? What are key themes for each?

o Vertical Division of Labour Assigning authority for planning and decision making Also called vertical job specialization "Who gets to tell whom what to do?" Specialized in terms of the amount of responsibility for organizing tasks assigned to a role, therefore this has a say in how tall or how flat a company is***** (the more tick1 the taller it is, the more tick4 more flattened 2 critical issues Autonomy and Control • Doman of authority is decreased as the number of levels in the hierarchy increases • As hierarchy goes up, managers have less authority over fewer matters, as hierarchy decreases (less vertical) authority is pushed lower and people lower down are more involved in decision making Communication • With more levels, communication and coordination are harder to achieve • Formal vs informal chain of command • What I it called the bigger you get the more your group suffers? Process losses o Horizontal Division of Labour ***Groups the basic tasks that must be performed into jobs and then into departments so that the organization can achieve its goals Implications for job design and degree of coordination As you continue to become horizontally divided, you become more and more differentiated Differentiation • As horizontal division increases, so does differentiation • Tendency for managers in separate functions or departments to differ in terms of goals, styles, time etc.

WHat are the elements of a strong cultured organization?

o What are the 5 elements of a strong cultured organization*******teal question 1. A widely shared philosophy 2. A view that people are a critical resource 3. Charismatic leaders or hero's • Charisma - people follow the leader even if there not sure why 4. Rituals and ceremonies 5. Clear expectations about the direction of the company o These 5 elements apply even if the culture is evil (Hitler) o What ensures continuity of a strong cultured organization?** Recruiting systems • How I attract people and where? The right people Selection systems • What are the questions I'm asking to make sure I have the right people? How I orient and socialize you Training and development • What training Performance appraisal systems • The dog biscuits of constructive criticism

What is the relationship between organizational size and structure?

o What is Organizational Structure? (PETS) The manner in which an organization divides its labour into specific tasks and achieves coordination among these tasks To achieve its goals, an organization has to: • Divide labour among its members • Coordinate what has been divided

What is Organizational Structure? What are the differences between Mechanistic and Organic Structures?

o What is Organizational Structure? (PETS) The manner in which an organization divides its labour into specific tasks and achieves coordination among these tasks To achieve its goals, an organization has to: • Divide labour among its members • Coordinate what has been divided - Organic vs Mechanic Structure*********(take the 6 levels of each and say they are high or low on these) o Mechanistic Organization structures characterized by tallness, specialization, centralization and formalization Left hand side - tall, centralized, vertical job specialization, horizontal job specialization Main liability - this may lead people to do the minimal exceptional level of performance, allow employees to be lazy o Organic Organization structures characterized by flatness, low specialization, low formalization and decentralization Far right hand side - tick 4 - tend to hand the responsibility over Look for organically structured work

What is Participative Leadership? What are its advantages and disadvantages? What degrees of participation are suggested in Vroom and Jag's Model?

o What is participative leadership? Involving employees in making work-related decisions (tick 3) Engaging downwards, employee decision making, gain sharing, employees give bosses ideas Pros and cons****** exam • Pro: participative leaders can increase employees motivation. How?**exam o enriching their lives and jobs o allowing them to decide on how to do their work o allowing them to set goals o automatically allows for variety in what they are doing o participative leadership will only motivate people if they are ranked high on GNS • Pro: get higher quality work • Pro: people who you are participative with are more engaged • Con: a lot of time • Con: a lot of energy • Con: loss of power (only healthy ego people can do this) • Con: lack of receptivity or knowledge o Advantages of Participative Leadership (same as up there) Motivation Quality Acceptance o Problems with participative leadership Time and energy Loss of power Lack of receptivity or knowledge

Why do organizations change?

o Why do organizations change? (why does an organization change? Because of the big E pressures) (what is the difference between voluntary change and involuntary change?) Involuntary - happens to you Voluntary - you do it to yourself • We make change when the pain of the present is greater than the pain of the unkown, you should make change when you see a problem though, organizations make change because of the P in PETS (absenteeism, change due to people, downsize, retrain, restructure, etc.) External sources of pressure (eg. "E" & "T" issues; global competition; deregulation; advanced technologies all bringing about changes in structure and strategy) Internal sources of pressure (eg. "P" issues; lower productivity; internal conflict; strikes; high absenteeism and turnover bringing about changes in structure and strategy)

Culture is learned through ________

osmosis

What is a contingency trait approach to leadership? What did Fiedler's Contingency Model teach us with examples? What is the LPC scale? What were Fiedler's Leadership Orientations?

• 1. Leadership Orientation o Least preferred co-worker scale o LPC: a current or past co-worker with whom a leader has had a difficult time accomplishing a task o Low LPC means hard driving, strict rules, top down, conscientious to the team, all about getting things done o High LPC means agreeableness, friendliness, approachable Fiedler's Contingency Model • The association between leadership orientation and group effectiveness is contingent on how favourable the situation is for exerting influence (box 3 - the nature of the situation determines which traits are most effective)

Pros and cons****** exam (participatve leadership)

• Pro: participative leaders can increase employees motivation. How?**exam o enriching their lives and jobs o allowing them to decide on how to do their work o allowing them to set goals o automatically allows for variety in what they are doing o participative leadership will only motivate people if they are ranked high on GNS • Pro: get higher quality work • Pro: people who you are participative with are more engaged • Con: a lot of time • Con: a lot of energy • Con: loss of power (only healthy ego people can do this) • Con: lack of receptivity or knowledge