MANw320F final exam

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Born argument vs Made argument

"Born" argument - leaders have certain traits that make them natural-born leaders "Made" augment - leadership is associated with behaviors (i.e., if you behave like a leader you are a leader) - Anyone can be made into a leader through training and development

define association power in colloquial terms

"It's not what you know, but who you know"

"born" argument aligns with _______ theory, while "made" argument aligns with ___________ approaches

"born" argument aligns with trait theory, while "made" argument aligns with behavior approaches

"_____________/_____________ ________________ ______________________" are taken-for-granted truths that collections of corporate members share as a result of their joint experience - Often difficult to isolate these patterns, but doing so can help explain why culture invades every aspect of organizational life

"common/underlying cultural assumptions"

Which of the following is an accurate statement about an adhocracy? (a) The design facilitates information exchange and learning. (b) There are many rules and policies. (c) Use of IT is always minimal. (d) IT handles routine problems efficiently. (e) IT is quite common in older industries

(a) The design facilitates information exchange and learning

The story of a corporate turnaround attributed to the efforts of a visionary manager is an example of ____________. (a) a saga (b) a foundation myth (c) internal integration (d) a latent cultural artifact

(a) a saga

People use ____________ in deciding whether to grant a leadership claim. (a) implicit theories (b) social constructions (c) collective leadership (d) social exchange

(a) implicit theories

The process of creating new ideas and putting them into practice is____________. (a) innovation (b) creative destruction (c) product innovation (d) process innovation

(a) innovation

The three levels of cultural analysis highlighted in the text concern_ ___________. (a) observable culture, shared values, and common assumptions (b) stories, rites, and rituals (c) symbols, myths, and stories (d) manifest culture, latent culture, and observable artifacts

(a) observable culture, shared values, and common assumptions

____________ says that leadership is an emergent property of a group or network of interacting individuals. (a) Leadership identity construction (b) Distributed leadership (c) Leader-member exchange theory (d) Social exchange theory

(b) Distributed leadership

_________ is a passive form of resistance that involves noncompliance. (a) Constructive resistance (b) Dysfunctional resistance (c) Controlled resistance (d) Conscientious resistance

(b) Dysfunctional resistance

In the process of alternative dispute resolution known as ____________, a neutral third party acts as a judge to determine how a conflict will be resolved. (a) mediation (b) arbitration (c) conciliation (d) collaboration

(b) arbitration

Power that comes from who you know is called _________. (a) human capital (b) association power (c) referent power (d) interpersonal power

(b) association power

If two units or teams in an organization are engaged in almost continual conflict and the higher manager decides it is time to deal with matters through managed interdependence, which is a possible choice of conflict management approach? (a) compromise (b) buffering (c) appeal to common goals (d) upward referral

(b) buffering

Adhocracies tend to favor . (a) vertical specialization and control (b) horizontal specialization and coordination (c) extensive centralization (d) a rigid strategy

(b) horizontal specialization and coordination

Conflict that ends up being "functional" for the people and organization involved would most likely be ____________. (a) of high intensity (b) of moderate intensity (c) of low intensity (d) nonexistent

(b) of moderate intensity

The Ringlemann effect describes ____________. (a) the tendency of groups to make risky decisions (b) social loafing (c) social facilitation (d) the satisfaction of members' social needs

(b) social loafing

A lose-lose conflict is likely when the conflict management approach is one of ____________. (a) collaborator (b) altering scripts (c) accommodation (d) problem solving

Task characteristics, reward systems, and team size are all ____________ that can make a difference in team effectiveness. (a) processes (b) dynamics (c) inputs (d) rewards

When individuals respond to power because they want to obtain a reward or avoid punishment, they are being _________. (a) politically savvy (b) empowered (c) instrumental (d) resistant

Members of a team tend to become more motivated and better able to deal with conflict during the ____________ stage of team development. (a) forming (b) norming (c) performing (d) adjourning

Both ____________ goals should be considered in any negotiation. (a) performance and evaluation (b) task and substance (c) substance and relationship (d) task and performance

A/an ____________ conflict occurs in the form of a fundamental disagreement over ends or goals and the means for accomplishment. (a) relationship (b) emotional (c) substantive (d) procedural

____________is a sense of broader purpose that workers infuse into their tasks as a result of interaction with one another. (a) A rite (b) A cultural symbol (c) A foundation myth (d) A shared meaning

(d) A shared meaning

A co-acting group is most likely to use a(n) ____________ communication network. (a) interacting (b) decentralized (c) centralized (d) restricted

(d) centralized

A matrix structure . (a) reinforces unity of command (b) is inexpensive (c) is easy to explain to employees (d) gives some employees two bosses (e) yields a minimum of organizational politics

(d) gives some employees two bosses

When someone returns a favor to relieve an obligation very quickly it is an example of ____________. (a) economic exchange (b) interest (c) equivalence (d) immediacy

(d) immediacy

An effective team is defined as one that achieves high levels of task performance, member satisfaction, and ____________. (a) coordination (b) harmony (c) creativity (d) team viability

(d) team viability

Control involves all but . (a) measuring results (b) establishing goals (c) taking corrective action (d) comparing results with goals (e) selecting manpower

(e) selecting manpower

The design of the organization needs to be adjusted to all but . (a) the environment of the firm (b) the strategy of the firm (c) the size of the firm (d) the operations and information technology of the firm (e) the personnel to be hired by the firm

(e) the personnel to be hired by the firm

trade offs of centralization vs decentralization

- Control from centralization - Responsiveness from decentralization

define reward power - give examples

- DEF: ability to administer outcomes that have positive valence (i.e., provide positive rewards) and remove the decrease outcomes that have negative valence (i.e., remove negative rewards) - EX: money, promotions, kudos, enriched jobs, not assigning unpleasant task duties or undesirable work schedules

define connection power - it's not one of the 5 bases, but is it positional or personal? - list the 2 forms

- DEF: ability to call on connections and networks both inside and outside the organization for support - can be both! 1) association power 2) reciprocal alliances

define informational power - it's not one of the 5 bases, but is it positional or personal? - is a cautionary role or open-sharing role encouraged?

- DEF: possession of or access to information that is valuable to others - can be both! - cautionary

define legitimate power - describe "legitimate" - what is the zone of indifference?

- DEF: the formal hierarchical authority that comes with a position - belief that those holding certain positions have a legitimate right to prescribe behavior, and those reporting have a legitimate obligation to follow Zone of indifference = unwillingness to automatically comply with legitimate power

define Iron Law of Responsibility - give an example

- DEF: when power imbalances get bad enough, forces are triggered that will rise up and take the power away (to restore power balances) - Ex: when lobbying groups work to take an organizations' power away from passing regulations

what is the problem with self-interested politics?

- Individuals often disagree as to whose self-interests are most valuable

Max Weber suggested that organizations would thrive if they became bureaucracies by emphasizing Legal Authority, Logic, and Order. Ideally, bureaucracies rely on a division of: (5)

- Labor - Hierarchical control - Promotion by merit with career opportunities - Administration by rule

what is the drawback of expert power? - give example

- Relative power, not absolute - E.g., people who have expertise in steam engines have little expert power today compared to those with expertise in biotechnology

What is the biggest WRONG thing managers do regarding control and coordination? What should they do instead?

- Since some of the techniques are used for both, many managers suggest that all efforts at Control are for Coordination; THIS IS WRONG! -They should separate these 2 functions b/c reactions to "controls" and "coordination" are different

what do contingency theories/approaches say about the relationship between a leader's style/behavior and leadership effectiveness?

- Situation factors moderate (aka, are contingent on) the association between a manager's leadership styles and his or her effectiveness

How to reverse/prevent social loafing:

- Small group size - Redefine roles so that free-riders are more visible and peer pressures to perform are more likely - Increase accountability by making individual performance expectations clear and specific - Make rewards directly contingent on an individual's performance contributions

work around vs direct/straightforward activities - which is more/less political?

- Work around = political - Direct/straightforward activities = less political

describe followers with a power distance orientation

- believe leaders are in a better position that followers to make decisions - lower self-efficacy - higher obedience and dependence on leaders

potential downside of a strong culture and value system - GM example

- can reinforce a singular, outdated view of the org and its environment >> can be very difficult to change org (ex: GM >> bankruptcy >> radical change)

matrix/mixed forms of departmentation can help orgs to:

- capitalize on environmental opportunities - Capture benefits of larger size - Realize potential of new tech strategy

why is product innovation crucial?

- challenges existing practices and value structures >> can reform whole industries

define expert power - give the 3 main examples

- comes from special skills and abilities that others need but do not possess themselves - Ex: knowledge, experience, judgment

what are things about a virtual organization's literal "virtual" network of tasks and teams that make it so?

- communicate electronically - managers treat colleagues like unpaid volunteers who: >> participate >> govern meetings >> are tied only by commitment to identify/solve problems

describe relations-oriented behavior/consideration

- concern for relationships and interpersonal support - Focuses on employee-centered, or socioemotional, concerns - human relations aspects of management

characteristics of anti-prototypical (bad/ineffective) followers

- conformity (easily influenced/follows trends) - insubordination - incompetence

aspects of Empowering Leadership

- convey significance of work - allow participation in decision making - remove bureaucratic constraints - instill confidence - info sharing - leaders delegate authority; employees assume responsibility

What do output goals define? What do output goals provide?

- define the type of business an organization is in - provides some substance to the more general social contribution

describe task-oriented behavior/initiating structure

- directive behavior focused on providing clarity and task focus - Addresses production-centered, or task-related, concerns of management - Key concern: provide structure for subordinates by defining task requirements and specifying the work agenda

shared leadership - occurs (laterally/vertically/both)?

- dynamic, interactive influence process among individuals in groups for which the objective is to lead one another to the achievement of group or organizational goals, or both - both

information foundations - define - what must negotiating parties both do?

- each party must know what they will do if an agreement can NOT be reached Both negotiating parties must: - Identify and understand their personal interests in the situation - Know what is really important to them in the case at hand - Come to understand what the OTHER party values

self-managing/self-directed teams - what do they do? do they replace people? how many members?

- empowered to make decisions to manage themselves in day-to-day work - Replace traditional work units with teams whose members assume duties otherwise performed by a manager - ~5-15 members

what is a virtual organization

- ever-shifting constellation of firms, with a lead corporation (ex: Amazon) that pools skills, resources, and experiences to thrive jointly, + stable participants (usually independent firms) + key customers, research centers, suppliers, and distributors all connected to each other >> ex: Amazon + their suppliers + distribution centers etc

output controls are popular, and are an overall method to manage by ___________ - define - 2 steps: - what 3 things do they promote?

- exception. - DEF: focus on desired targets for each unit 1) develop targets/standards 2) measure results against these targets - flexibility, creativity, and dialogue on corrective actions

Successful small-batch and continuous-process plants have ( rigid/flexible) structures with (large/small) workgroups at the bottom. In contrast, successful mass-production operations have (rigid/flexible) structures and have (large/small) workgroups at the bottom.

- flexible - small -rigid -large

when is team cohesiveness high/what can stimulate cohesiveness? (5)

- homogeneous group - small-sized team - group is isolated from others - performance success of crisis - competition

8 symptoms of group think

- illusions of invulnerability - rationalizing contradictory data - belief in group's morality - stereotyping - applying direct pressure at group's deviants to conform - self-censorship by members - illusions of unanimity - mind guarding from other ideas/views

3 characteristics of protypical (good/effective) followers

- industrious - enthusiastic - good org citizen

North American firms are learning ________ ______________/____________ from Europe and ___________ from Japan to develop networks of linkages to the key firms they rely upon

- informal combines/cartels - keiretsu

Total quality management controls represent a way of instituting process controls. Define, based on Deming's approach:

- instituting a process approach to continual improvement based on statistical analyses of the firm's operations

define coercive power

- involves the use of threat or punishment - expectation that one will be punished if they fail to conform to the influence attempt Ex: afraid of being fired

Burn's transforming leadership theory

- leaders take followers' goals, motivations, needs and feelings into consideration and use power for good - distinction between leaders and power wielders!!!

define social construction of leadership - what is its relationship to "context"?

- leadership is co-created in relational interactions among people acting in context - leadership cannot be meaningfully separated from context >> no "one size fits all" solution

why did weber favor bureaucracies over charismatic orgs?

- less reliance on just one person/manager, esp if that person leaves - less reliance on cultural traditions, which could block - could be more fair to employees and provide freedom for individual expression (since no dominating tradition or dictator)

what is fielder's lpc model?

- lpc = least preferred co-worker - manager's leadership style does not change, so you instead need to leader-match to the situation

Authoritarian (or autocratic) leadership

- making all decisions about what goals are to be achieved - directing and controlling all activities without any meaningful participation by subordinates

main difference between managers and leaders

- managers focused on the current state of the org and its work/functions - leaders think about where the org needs to go in the future and what change may be necessary for success

What is the Functional silos problem/functional chimneys problem? How could you beat it?

- occurs when members of functional units stay focused on internal matters and minimize their interactions and cooperation with other functions - AKA, create "silos" that discourage rather than encourage work with other units - implement cross-functional team

6 types of team norms - which is most important?

- performance norm = most IMPORTANT! - ethics norms - organizational and personal pride norms - high-achievement norms - support and helpfulness norms - improvement and change norms

describe implicit followership theories

- preconceived notions about prototypical and anti-prototypical followership

what is personal power?

- resides in the individual and is independent of position - comes from personal qualities

Types of things that teams do (3)

- run things (usually short-term groups; study and solve problems) - recommend things (lead orgs; exec board) - make/do things (work units that perform ongoing tasks; marketing, finance, etc)

define trait approaches (aka "great man theories") - differentiate between early and late findings

- studies that assumed that if we could identify leadership qualities, we could select individuals for leadership positions based on their leadership traits early: - concluded that traits were not a significant predictor of effective leadership late: - 4 of the big 5 dimensions proved significant

What is Social Loafing/Ringelmann Effect? What are reasons this might happen

- the tendency of people to work less hard in a group than they would individually - individual contributions may feel less noticeable - prefer to see others carry the workload

examples of complex systems being seeing as powerful mechanisms for explaining phenomena in the physical and economic world

- weather, anthills, swarming fish, bee colonies, economies, markets

what is Bathsheba syndrome?

- when people in power (with strong personal integrity and intelligence) engage in unethical/selfish behavior because they mistakenly believe they are above the law

In some instances, managers and employees do not know the appropriate way to service a client or to produce a particular product This is an extreme example of Thompson's ______________ type of technology. Mintzberg suggests that at these technological extremes, the "______________" may be an appropriate design

-intensive - adhocracy

5 DIRECT conflict management strategies - which ones are win-win, win-lose, and lose-lose - match high/low cooperativeness and high/low assertiveness - know diagram to explain

1) Accommodation/smoothing (LL; high coop, low assert) 2) Collaboration and Problem Solving (high coop, high assert) 3) Avoidance (LL; low coop, low assert) - no one assertive; pretend conflict doesn't exist or will go away 4) Competition and Authoritative Command (low coop, high assert) - future conflict likely 5) Compromise (LL; moderate coop, moderate assert) - each group gives up something; nobody truly happy - establishes antecedent conditions for future conflicts

Complexity Leadership Theory attempts to combine bureaucratic organizing structures with complex adaptive systems. It does this by understanding what 3 types of leadership systems?

1) Administrative leadership - formal, managerial, aimed at driving business results 2) Entrepreneurial leadership - bottom-up, emergent forces that drive innovation, learning, and change 3) Adaptive leadership - operates in the interface between the administrative and entrepreneurial systems (AKA, between the top and bottom of org) and fosters conditions for emergence

3 phases of organizational socialization - describe them

1) Anticipatory Phase - first impressions of org (i.e., prior to joining org, during recruiting) 2) Encounter Phase - the new hire begins working at org and discovers what it's really like compared to the image in their mind 3) Change and Acquisition Phase - Occurs after a few months of employment - Mastery of critical tasks - Resolution of competing demands - Group norms and values accepted and internalized

3 types of foundations

1) Attitudinal foundations 2) Behavioral foundations 3) Informational foundations

6 basic leadership styles

1) Coercive style - negative; demand immediate compliance 2) Authoritative style - mostly positive; mobilizes people toward vision 3) Affiliative style - positive; creates harmony and emotional bonds 4) Democratic style - positive; forges consensus through participation 5) Pacesetting style - negative; sets high standards for performance 6) Coaching style - positive; develops people for the future

2 keys to effective organizational change

1) Communication 2) Remove aspects of undesired culture - Ex: logos, forms, uniforms, office layout

list and describe the 3 levels of conformity

1) Complicance - goes along with it not because they want to, but because they have to - positive/negative outcomes at risk 2) Commitment - DEF: agree with desired action and accept an influence attempt out of duty/obligation - 2a) Identification >> accept an influence attempt out of duty/obligation >> ex: rushee accepts frat culture - 2b) Internalization >> accept influence attempt b/c you believe in the ideas and actions you are being asking to undertake >> ex: church members follow scripture

4 Stages of Conflict - define each

1) Conflict Antecedents - set the conditions for conflict 2) Perceived conflict - Substantive or Emotional differences are sensed 3) Felt conflict - tension creates motivation to act 4) Manifest conflict - addressed by Conflict Resolution or Conflict Suppression

What are the 2 main responses to power? - they each have 2 subgroups. what are they?

1) Conformity - compliance vs commitment 2) Resistance - constructive vs destructive/dysfunctional

2 main Resistance strategies

1) Constructive - thoughtful dissent armed at constructively challenging the manager to rethink the issue 2) Dysfunctional/destructive - ignoring or dismissing the request of the influencing agent - undermine manager by disrupting workflows

what are the 4 types of leader behaviors in Bass's transactional leadership that move beyond immediate self-interests?

1) Contingent rewards - exchanging rewards for mutual goal accomplishment 2) Active management by exception - watching for deviations from rules and standards, and taking corrective action 3) Passive management by exception - intervening only if standards are not met 4) Laissez-faire leadership - abdicating responsibilities and avoiding decisions

3 criteria to evaluate effectiveness of organizational change

1) Did the change happen? 2) what were the effects on the change agent? 3) what were the effects on the organization?

4 types of leadership in the contingency theory/approach/model - describe each

1) Directive - clarity and direction for subordinates - task-oriented 2) Supportive - promote friendly work by focusing on subordinate needs/well-being 3) Achievement-oriented - motivated focused; build subordinate's confidence to achieve 4) Participative - democratic form of leadership that consults with subordinates and takes their suggestions into account before making decisions

How do you know if collaborating and problem-solving is successful for the conflicting parties? (3)

1) Each party achieves their goals 2) Acceptable to both parties 3) Establishes a process whereby all parties involved see a responsibility to be open and honest about facts and feelings

3 broad categories (processes) in which a team interacts and works together to produce team effectiveness

1) Effort - norms - cohesions 2) Knowledge - roles 3) Strategy - communication - decision-making - conflict

3 components involved in norm of reciprocity

1) Equivalence - extent to which the amount of what is given back is roughly the same as what was received 2) Immediacy - the time span of reciprocity (i.e., how quickly the repayment is made) 3) Interest - the motive the person has in making the exchange - E.g., pure self-interest, mutual interest, pure concern for the other person

Kotter's 8 steps to transforming your organization - note which ones fall under Lewin's steps

1) Establishing a sense of urgency - Mobilize/Unfreeze 2) Forming a powerful guiding coalition -Mobilize/Unfreeze 3) Creating a vision - Mobilize/Unfreeze 4) Communicating the vision - Mobilize/Unfreeze 5) Empowering others to act on the vision - Change/Move 6) Planning for and creating short-term wins - Change/Move 7) Consolidating improvements and producing still more change - Sustain/Freeze 8) Institutionalizing new approaches - Sustain/Freeze

1) Positives of ethical leadership research: 2) Doubts of ethical leadership research:

1) Ethical leadership is linked to higher levels of follower performance and innovative behavior 2) Ethical leadership theory is limited in that it focuses primarily on leaders' responsibilities for ethics, but not followers'

5 stages of Team Development - what do they each mean?

1) Forming - getting to know each other 2) Storming - dealing with tensions and defining group tasks 3) Norming (initial integration) - building relationships and working together 4) Performing (total integration) - maturing in relationships and task performance 5) Adjourning - disbanding and celebrating accomplishments Acronym: FSNPA

2 segments of Organization's Environment:

1) General environment - set of cultural, economic, legal-political, and educational conditions found in the areas in which the organization operates >> multiple general environments possible for global firms 2) Specific environment - the set of owners, suppliers, distributors, government agencies, and competitors in which an organization must interact with in order to grow and survive

7 characteristics of successful onboarding programs

1) Have targeted goals 2) celebrate the first day 3) involve peers to help the new hire start building relationships and rapport 4) make new hires productive on the first day 5) involve activities that are not boring/rushed 6) include activities over several weeks or months 7) use feedback to continuously improve the onboarding program

list the 4 step process of innovation - describe each step

1) Idea creation - create an idea via spontaneous creativity, ingenuity, and information processing 2) Initial Experimentation - establish idea's potential value and application; test/prototype it 3) Feasibility Determination - identify anticipated costs and benefits 4) Final application: to produce and market a new product or service, or to implement a new approach to operations

Connect and describe the 3 interaction pattern teams with the 3 communication networks:

1) Interacting team = Decentralized/star/all-channel communication network - no center point - constant communication - good with complex, creative, nonroutine tasks - high member satisfaction 2) Co-acting team = Centralized/wheel/chain communication network - center point (team lead) - Work divided among members >> results pooled to create finish product - center point member most satisfied 3) Counteracting team = Restricted communication network - link subgroups that disagree with one another's positions - can be problematic, or stimulate conflict for work improvement

3 places Connection Power comes from

1) Internal networks 2) External networks 3) Being central in a network

LEVELS of conflict + their sublevels (if any)

1) Interpersonal conflict: - occurs between two or more individuals who are in opposition to one another - Found in: substantive, emotional, or both 2) Intrapersonal conflict: - a) Approach-approach conflict >> when a person must choose between 2 POSitive and equally attractive alternatives - b) Avoidance-avoidance conflict >> when a person must choose between 2 NEGative and equally UNattractive alternatives - c) Approach-avoidance conflict >> occurs when a person must decide to do something that has BOTH POSitive and NEGative consequences 3) Intergroup conflict: - occurs between teams/groups/departments - ex: ones competing for scarce resources or rewards or ones whose members have emotional problems with one another; marketing, manufacturing - Found in: organizations 4) Interorganizational conflict: - a) rivalry/market competition >> ex: Ford vs Hyundai, apple vs samsung - b) disagreement between organizations outside of market competition >> ex: unions vs orgs, govt surveillance vs orgs, orgs vs suppliers, activists vs orgs

Describe 6 ways that teams make decisions

1) Lack of Response - one idea accepted without discussion 2) Authority Rule - leader makes decision for team 3) Minority Rule - 2-3 people dominate/railroad the group into making a certain decision 4) Majority Rule - formal vote to find majority view 5) Consensus - group decision by support of most members - allows dissenters to speak up first 6) Unanimity - when ALL members agree

4 INDIRECT/structural conflict management strategies - include subtypes (if any)

1) Managed Interdependence - a) decoupling >> eliminate/reduce required contact between conflicting parties - b) buffering >> build inventory ("buffer") between teams so that output slowdown or excess is absorbed by inventory and does not directly pressure the target group - c) linking-pin roles >> liaisons between groups to help them work together and accomplish mutual tasks 2) Appeals to Common Goals - focus attention on one mutually desirable conclusion 3) Upward Referral - uses the chain of command for conflict resolution >> may not result in true resolution; managers could fail to see real causes of conflict, or could blame/replace people involved 4) Altering Scripts and Myths - conflict is superficially managed by scripts (aka behavioral routines) that are part of org's culture - Scripts = rituals that allow the conflicting parties to vent their frustrations and to recognize that they are mutually dependent on one another ex: monthly meeting used

In the contingency model, what is the: 1) independent variable 2) dependent/outcome variable 3) moderator variable

1) Manager's leadership behavior or style 2) leadership effectiveness 3) situation

2 Methods of Coordination

1) Personal methods >> direct contact between and among org members; "grapevine" 2) Impersonal methods - stress consistency, standardization, and formalization of refined/extended process controls so that individuals fit together

3 main types/groups of Process Controls:

1) Policies, procedures, rules 2) Formalization, standardization 3) total quality management controls

List the 5 powers and the total 4 categories they are classified into. Note which category each base falls into.

1) Position power - 1. Legitimate - 2. Reward - 3. Coercive 2) Personal Power - 4. Expert - 5. Referent 3) Informational power 4) Connection power

The most successful leaders have strengths in the following 5 emotional intelligence competencies:

1) Self-awareness 2) self-regulation 3) motivation 4) empathy 5) social skill

list the 7 common implicit leadership prototypes - list the 1-3 adjectives associated with each

1) Sensitivity - Sympathetic, compassionate, understanding 2) Dedication - Disciplined, prepared, hard working 3) Tyranny - Domineering, power hungry, manipulative 4) Charisma - Inspiring, involved, dynamic 5) Attractiveness - Classy, well dressed, tall 6) Intelligence - Clever, knowledgeable, wise 7) Strength - Forceful, bold, powerful

What 3 categories does Woodward's View of Technology divide tech into?

1) Small-batch production 2) Mass production 3) Continuous-process technology

What 2 power orientations are consequences on charisma? - note which one is a positive consequence, and which is a negative consequence

1) Socialized charismatic power orientation - POSITIVE; power is used for collective rather than personal benefit 2) Personalized charismatic power orientation - WEAKNESS; power for personal rather than collective benefit - Dominates followers; keeps them weak and dependent on leader

Importing societal subgroups, Extreme 1: senior managers can merely accept societal divisions and work within the confines of the larger culture This approach presents three primary difficulties:

1) Subordinated groups (ex: members of a specific religion; ethnic group) may form into counterculture, and work more to change their status rather than better the firm 2) The firm may find it difficult to cope with broader cultural changes (AKA, don't change with the times and accept old customs and prejudices) 3) Firms that accept and build on natural divisions from a single larger culture may find it challenging to develop good international operations

2 important Goals at stake in any negotiation:

1) Substance goals - deals with outcomes that relate to the content issues under negotiation 2) Relationship goals - deals with outcomes that relate to how well people involved in the negotiation + any constituencies that may represent are able to work together once the process is concluded - EX: ability of union members and management representatives to work together effectively after a labor contract dispute has been settled

TYPES of Conflict (2) - define them

1) Substantive Conflict - disagreement over ends or goals to be pursued and the means for their accomplishment 2) Emotional Conflict - interpersonal difficulties that arise over feelings (ex: anger, mistrust, dislike, fear, resentment) - AKA, "clash of personalities"

Open systems model of team effectiveness - cycle of: 1) _______ >> 2) ________ >> 3) __________ >> - __________ ________________ = ___________ of ____________ X (___________ ______ - _________ ___________)

1) Team Inputs - Team Tasks >> Technical Demands (aka routine, difficulty, info processing needed) >>Social Demands - Team Size >> large, but not TOO large! - Team Composition >> FIRO-B theory - Team effectiveness = Quality of inputs X (Process gains - Process losses)

The virtual organization can have characteristics that are usually trade-offs. 2 steps to operate a virtual organization:

1) The production system(, which yields products/services,) needs to be a partner network among independent firms >> binds them together by mutual trust and survival >> customer change = possible work/firm change 2) partner network develops and maintains: - advanced IT (rather than just face-to-face interaction) - trust/co-owning of problems and solutions - common shared culture

2 common classifications for operations technology:

1) Thompson's classification 2) Woodward's classification

3 common behavior profiles - define - what's the best team response?

1) Tough Battler - DEF: frustrated by lack of identity in new groups; may act aggressively or reject authority - provide authority; allow new member to share skills/interests, and discuss how qualities can help team 2) Friendly Helper - DEF: insecure, suffering uncertainties of intimacy and control - allow them to help; offer support/encouragement for new member to confidently join team activities/discussions 3) Objective Thinker - DEF: anxious about how personal needs will be met in the group - clarify goals and roles

4 organizational settings for negotiation - define

1) Two-party - manager negotiates directly with one other person - E: bargaining zone 2) Group - manager is part of a team whose members are negotiating to arrive at a common decision 3) Intergroup - manager is part of a team negotiates with another group to arrive at a decision regarding a problem/situation affecting both parties 4) Constituency - each party represents a broader constituency - EX: representatives of management and labor negotiating a collective bargaining agreement

Leaders influence the culture of an organization in 5 important ways via:

1) What they pay attention to 2) How they reach to problems/crises 3) How they communicate and behave 4) How they allocate rewards 5) how they hire and fire individuals

3 types of intrapersonal conflict management approaches

1) approach-approach 2) avoidance-avoidance 3) approach-avoidance

1) What is the Multi-factor Leadership Questionaire (MLQ)? 2) How did it support Bass's work? 3) What does it say about the type of leadership effective leaders use?

1) assesses transformational and transactional leadership styles 2) Supports Bass's premise that transformational (more than transactional) leadership is associated with increased follower motivation and performance 3) combo of both types!

list and define the 6 principles of persuasion

1) authority - status increases obedience 2) commitment and consistency - internal pressure to align self-image with clear action 3) social proof - assumption that the behavior we see others performing is the "correct" way 4) liking - we do things for/with people we like 5) reciprocity - People try to repay to a comparable (or greater) level what another person has provided us - too extreme = backfires 6) scarcity - we want what we don't have much of - Less available = seems more valuable - we react more strongly to the possibility of losing something rather than gaining something

2 types of keiretsu - include examples

1) bank-centered keiretsu - firms link to one another directly through cross-ownership and historical ties to one bank - ex: mitsubishi 2) vertical keiretsu - key manufacturer that is at the hub of a network of supplier firms or distributor firms >> typically has both long-term supply contracts with members and cross-ownership ties >> helps isolate firms from stockholders + provides mechanism for sharing/developing tech - ex: toyota

Two key trends when looking at organization's environment

1) changes in complexity - Organization needs more divisional structure (rather than technology or function) 2) changes in dynamism - Decentralize power to front lines = speedier front line units

Why is Hierarchical Thinking a problem? (3)

1) creates environment of superiority among managers vs inferiority among employees 2) employees may defer responsibility and initiative-taking 3) cripple flexibility and adaptivity to survive

3 most important aspects of working together in internal integration

1) deciding who is/isn't a member of the group 2) developing an informal understanding of acceptable and unacceptable behavior 3) separating friends from enemies

5 step program a firm should do to develop a multicultural organization

1) develop pluralism with the objective of multibased socialization/education 2) fully integrate its structure so that there is no direct relationship between a naturally occurring group and any particular job 3) integrate the informal networks by breaking down existing societally-based informal groups and increasing participation 4) break the linkage between the naturally occurring group identity and the identity of the firm 5) eliminate interpersonal conflict based on either the group identity, or the backlash of the largest societally based grouping

3 functions of organizational culture

1) dialogue and discourse among its members + collective experience over time 2) attempts by managers to influence subordinates 3) pressures from the larger environment in which the members, the managers, and the organization operate

list the 3 types of collective leadership

1) distributed leadership 2) co-leadership 3) shared leadership

two types of Hybrid bureaucracies (aka, mix between machine and profesional)

1) divisional firm - extension of the divisional pattern of departmentation, so each division can pursue different strategies 2) true conglomerate - a single corporation that contains a number of unrelated businesses - ex: GE, Alphabet

for businesses, a rich environment is when (3) - the opposite of richness is what?

1) economic conditions improving 2) customers are spending more money 3) suppliers (especially banks) are willing to invest in the organization's future - decline (leaner environment) >> ex: recession

list 4 aspects of "power as an expanding pie"

1) empowerment 2) zero sum game 3) iron law of responsibility 4) psychological reactance theory

In order to have a strong and effective organizational culture, leaders must (1), (2) and (3) the culture.

1) establish 2) monitor 3) maintain

2 main ways to build power bases

1) establish competence and value to the organization - be non-substitutable 2) develop information and connection power - info comes from Formal access (e.g., meetings, task forces, e-mails, policy documents) and Informal access (e.g., grapevine, hall talk)

2 step process of internal integration

1) establish unique identity 2) world is characterized by members through dialogue and action

3 powerful characteristics of an effective organizational design:

1) external forces 2) sizes 3) technological factors

what are the 4 big 5 dimensions that proved significant in later trait approaches/findings

1) extraversion 2) conscientiousness 3) emotional stability 4) openness to experience

4 Types of Leadership - what do they each mean? (i.e., direction)

1) formal - top-down influence 2) informal - flow in any direction 3) upward - low-level individuals influence high-level

6 basic design dimensions of organizations

1) formalization 2) standardization 3) centralization 4) departmentalization 5) coordination 6) span of control

What are the 2 types of informal groups/teams?

1) friendship group 2) interest group (ex: desire to learn about computers, interest in community service)

3 traditional types of departments

1) functional departmentation 2) divisional departments 3) matrix structures

what 7 team processes are linked to greater innovation success?

1) goal interdependence among team members 2) Vision: clear and committed to goal 3) External/internal support 4) Task-oriented; focused on task goals 5) Cohesion = commitment to team 6) Internal communications 7) External communications

2 solutions to solve tension between exploration and exploitation

1) have separate units of each (ex: r&D) 2) more culturally oriented solution based on the notion of an ambidextrous organization

what are the 4 types of leader behaviors in Bass's transformation leadership that move beyond immediate self-interests?

1) idealized influence - increases degree of followers' identification with the leader 2) inspirational leadership 3) intellectual stimulation - influence followers to look for more innovative and creative solutions 4) individualized consideration - provides everyone personal attention, and coaches and advises

The final issues in external adaptation deal with these two important, but often neglected, aspects of coping with external reality:

1) individuals need t develop ways of promoting firm and themselves ex: 3M talks about quality of products 2) individuals must collectively know when and how to admit defeat ex: 3M talks about how to improve, not "failure"

Leading change is hard. It's driven by 4 things:

1) internal/external factors 2) proactive/reactive change 3) incremental / radical change 4) planned / unplanned / evolutionary change

Formal organizational structure is also know as "the skeleton of the firm", or "division of labor". List the 3 components it outlines:

1) jobs to be done 2) people who are to perform specific activities 3) how tasks of the org are to be accomplished

Ways to reduce dependence on others by increasing employability: (AKA, if we lose our job today, we can soon get another:)

1) keep options open >> Ex: willing to relocate for another job 2) not getting overextended financially 3) removing another's power over us >> REMINDER: power over us is our choice >> Ex: leaving org, whistleblow

3 main premises of distributed leadership

1) leadership is co-constructed in interactions among people 2) distributed leadership is not clearly bounded and occurs in context >> is affected by local and historical influences 3) draws from the variety of expertise across the many, rather than relying on the limited expertise of one/a few leaders - more democratic and inclusive than hierarchical models

3 steps of the beginning systematic assessment you need to change organizational culture

1) look at how well the current culture is aligned with the strategy and goals of the organization 2) identify problems/challenges the organization must address/resolve that requires new behaviors and/or beliefs on the part of the employees 3) establish clear vision of desired culture

spans of control yield organizational levels. what are the problems with: 1) too many levels 2) too few levels

1) managers get too far removed from the action and become isolated 2) organizations have coordination and control problems and managers are subject to burnout

when negotiations are at an impasse, what third-party approaches could resolve the issue? (2)

1) mediation 2) arbitration

3 challenges of complexity leadership approaches

1) more study of its processes needed b/c it's a new approach! 2) "Complexity" = broad and technical field that needs to be translated appropriately for business leaders 3) some individuals may not be recognized as leaders b/c they aren't as directive and controlling as described in predominant thinking about leadership

list the 3 layers of of cultural analysis

1) observable culture 2) shared values 3) common/underlying cultural assumptions

information technology can sometimes be used as a substitute for what 3 things?

1) operations 2) process controls 3) impersonal methods of coordination

3 types of team-building alternatives

1) outdoor experience approach - physically challenging situations 2) formal retreat approach - activities at off-site retreat 3) continuous improvement approach - take responsibility for regularly engaging in the team-building process

2 legacy effects of cultural drag on innovation from cultural legacies:

1) overreliance on rule following 2) reinforcement of existing patterns of action

What 2 categories of beliefs are in the social construction of followership?

1) passive beliefs - passive, deferential, and obedient to authority - classic view of following 2) proactive beliefs - view their role as expressing opinions, taking initiative, and constructively questioning and challenging leaders - strong among "high potentials"

name the 3 types of power

1) personal power 2) positional power 3) relational power

List the 2 types follow role orientations

1) power distance orientation 2) proactive follower orientation

With substantial innovation, three common myths may combine to present major risk problems AKA Purposeful Unintended Consequences:

1) presumption that at least senior management has no risk bias 2) presumption of administrative competence 3) denial of trade-offs (AKA, where the group, unit, or firm can avoid making undesirable trade-offs and simultaneously please nearly every constituency>> common, and dangerous myth

5 steps of team building process

1) problem in team effectiveness noticed 2) gather data and analyze problem 3) plan for team improvement 4) accomplish actions to improve team functions 5) evaluate results

2 types of innovation - list + define

1) product innovation - introduce new or improved goods or services to better meet customer needs 2) process innovation - introduce new and better WORK methods and operations (aka management innovation)

3 criteria for effective negotiation:

1) quality of outcomes 2) harmony in relationships 3) efficiency

4 critical factors in building an ambidextrous organization (to solve tension between exploration and exploitation) >> Managers must:

1) recognize the tension between exploration and exploitation 2) realize that one form of thinking based on a single perspective is inappropriate 3) discuss with their subordinates the paradoxes arising from simultaneously thinking about big ideas and sound incremental improvements 4) encourage subordinates to embrace these paradoxes and use them as motivations to provide creative solutions

3 requirements for successful organizational design:

1) reflect size of org 2) adjusted to fit technological opportunities/requirements 3) arrange internal structures (i.e., operations tech, workflows, IT opportunities) to meet dictates

2 common patterns to US-based reward systems

1) rewards emphasize and reinforce a culture characterized by: - long-term commitment - fraternal relationships - mutual interests - collegiality with heavy pressures to conform - superiors are mentors AKA, hierarchical; manufacturing/power companies 2) rewards stress evolution and change; market culture rewards = - short-term performance - contractual link between employee and employer - stress individual initiative with little pressure from peers to conform, and with supervisors acting as resource allocators - service and consumer industries

list the 2 extremes of difficulties when importing groupings from larger society

1) senior managers can merely accept societal divisions and work within the confines of the larger culture 2) Managers work to eradicate all naturally occurring national subcultures and countercultures - create multicultural org

2 main reasons why the unified approach of working through shared values of the top-down management subculture may not be possible

1) shared values/meanings evolve from the shared experiences, dialogue, and discussion w/ members - BUT "world" of managers is often different/narrower than the "world" of employees 2) difficult to change people's values from the top down without changing how the organization operates and rewards individuals/groups

A firm typically has much more choice in the composition of its (general/specific) environment than its (specific/general) environment!

1) specific 2) general

4 factors that help you understand a corporate/organizational culture

1) stories 2) sagas 3) rites 4) rituals

what are the 2 types of activities in the group process?

1) task activities 2) maintenance activities

- List the 3 criteria (high achieved levels) of an effective team - Describe these 3 levels / how you achieve them

1) task performance >> serving clients/stakeholders - achieved via quantity, quality, and timeliness of work 2) member satisfaction >> individual learning/growth - positive participation and experiences - important personal needs met 3) team viability >> team growth - members are sufficiently satisfied to continue working well together on an ongoing basis

Regarding contingency theories/approaches: - In situations requiring more direction and structure, (1) will be more effective and desired - In situations requiring more support and consideration, (2) will be more effective

1) task-oriented behavior 2) relations-oriented behavior

which 2 problems of operations technology make adhocracy useful?

1) tasks vary, and provide many exceptions 2) problems are difficult and hard to

Two ways firms are adapting to environments

1) the management of networks 2) the development of alliances

characterize: 1) high-quality LMX relationship 2) low-quality LMX relationship

1) trust, respect, liking, and loyalty; partnership 2) lack of trust, respect, liking, and loyalty; traditional supervision

Lewin's 4 Part Model of Change

1) understand context of change regarding Driving Forces (internal or external) and Restraining Forces 2) Unfreeze org - get people's attention and get them ready for change 3) Make the change 4) Refreeze org - new systems in place to make sure org doesn't revert back

5 HIERARCHICAL causes of conflict

1) vertical - levels of organization's member positions - disagreements over resources, goals, deadlines, performance, etc 2) horizontal - between persons/groups at the same position level - goal incompatibilities, resource scarcities or purely interpersonal factor 3) line-staff - disagreements between line and staff personnel over who has authority and control over decisions on matters (EX: budgets, technology, and human resource practices) 4) role ambiguity - communication of task expectations is unclear or upsetting - ambiguous situations; hard to understand who is responsible for what/why

2 negotiation strategies - define - include subtypes (if any)

1. Distributive - focuses on positions staked out or declared by conflicting parties - "fixed pieces of the pie" myth; "my way or the highway" a) Hard >> leads to completion for dominance; either win-lose, or impasse b) Soft >> make concessions to each other; leads to accommodation, or compromise 2. Integrative/Principled - focuses on merits of issues - tries to expand and equally distribute "pie"; "let's make it work for both of us" - less confrontational and allows more alternatives than distributive - more win-win, although may require more time/energy/effort

characteristics of servant leadership

1. Empowerment - fostering a proactive, self-confident attitude among followers 2. Accountability - showing confidence in followers by giving them responsibility and then holding them accountable for performance; allows them control and ensures they know what is expected of them 3. Standing back - giving priority to the interest of others first and giving them necessary support and credit 4. Humility - the ability to put one's own accomplishments and talents in a proper perspective and remain modest 5. Authenticity - being true to oneself, adherence to a generally perceived moral code, keeping professional role secondary to whom the individual is as a person 6. Courage - daring to take risks and try new approaches; challenging conventional modes of working and using values and convictions to govern one's actions 7. Forgiveness - having the ability to understand and experience the feelings of others, let go of perceived wrongdoings, and not carry a grudge into other situations 8. Stewardship - demonstrating the willingness to take responsibility for the larger institution sense of obligation to a common good that includes the self but that stretches beyond one's own self-interest

4 rules of brainstorming

1. No Criticism Allowed 2. Freewheeling is welcomed 3. Quantity is goal 4. Piggybacking is good

5 CONTEXTUAL causes of conflict

1. Task and workflow interdependencies - open disputes among people/teams who are required to cooperate to meet challenging goals 2. Structural differentiation - different teams pursue different goals with different time horizons 3. Domain ambiguities - individuals or teams lack adequate task direction/goals, and misunderstand such things as customer jurisdiction or scope of authority 4. Resource scarcity - Actual or perceived resource scarcity can foster destructive conflict - Working relationships likely to suffer as individuals/teams try to position themselves to: >> Gain or retain maximum shares of a limited resource pool >> Resist having resources redistributed to others 5. Power or value asymmetries - interdependent people/teams differ in status and influence, or in values - EX: low-power person needs the help of a high-power person who does not respond

A clear articulation of the organization's societal contribution >> a foundation for positively ______________ meanings and values

A clear articulation of the organization's societal contribution >> a foundation for positively shared meanings and values

A good mission statement, in addition to specifying outcomes, also includes: -whom the firm will _________ - how it will go about accomplishing its ______________ purpose

A good mission statement, in addition to specifying outcomes, also includes: -whom the firm will serve - how it will go about accomplishing its societal purpose

advantages and disadvantages of matrix departmentation

ADV: - balance between functional and divisional concerns >> many problems resolved at working level DISADV: - loss of unity for specific activities - confusion of jobs or who to report to - expensive; heavy reliance on internal managers

Divisional departments use divisional patterns. Advantages and disadvantages of divisional pattern:

Advantages: - Flexibility in meeting external demands - Spotting external changes - Integrating specialized individuals within org - Focusing on delivery of specific products to specific customers Disadvantages: - Duplication of effort by function - Tendency for divisional goals to be placed above corporate interests - Conflict among divisions - Firms relying on this pattern for training may fall behind technically to competitors with functional pattern

All structures are ______________ of the basic elements

All structures are combinations of the basic elements

Bass's Transactional/Transformational Leadership Theory - define Bass's transformational leadership - define Bass's transactional leadership

Bass's Transformational leadership - involves leaders motivating followers to transcend self-interest for the sake of the organization or team Bass's transactional leadership - refers to the exchange relationship between leaders and followers to meet their own self-interests

Burns's theory: based on the leader's allegiance to ___________ and to _____________ ____________ Bass's theory: based on allegiance to the _____________ and _________________

Burns's theory: based on the leader's allegiance to followers and to uplifting society Bass's theory: based on allegiance to the organization and performance

Centralization vs. Decentralization

Centralization - degree to which decision making is concentrated at higher levels of management - less delegation Decentralization - degree to which the authority to make decisions is given to lower levels in an organization's hierarchy - more delegation; related to participation!!

__________ is not a beneficial attribute for most chief executives, except in times of crisis or change management

Charisma is not a beneficial attribute for most chief executives, except in times of crisis or change management

claiming vs granting

Claiming - actions taken to assert self-identity as a leader or follower Granting - actions taken to bestow an identity of a leader or follower onto another person

When is coercive power sometimes needed? (Not used carefully/sparingly >> reduced strength/quality of relationships)

Coercive power is sometimes needed to correct performance or behavioral problems

leadership ethics are concerned with the ethical use of _________ and the morality of ______________ outcomes

Concerned with the ethical use of power and the morality of leadership outcomes

logic of control vs logic of coordination

Control - set targets, measure performance, take corrective action to meet goals >> often seen by employees as threat b/c they assume they're doing something wrong - vertical exercise of formal authority Coordination - unit actions and interactions are unified whole - cooperative problem solving

thompson's view of technology - Define - list the 3 types

DEF: Classifies alternative technologies based on degrees of specification and interdependence among work activities 1) Intensive tech 2) Mediating tech 3) Long-linked tech/mass production/industrial tech

Diversity-consensus dilemma - most popular in which stages of team development? - what does this say about the most creative teams?

DEF: The tendency for diversity to make it harder for team members to work together, even though the diversity itself expands the skills and perspectives available for problem solving - Storming and Norming - Most creative teams = Mix of old and new!

define Adhocracy (aka list its 4 characteristics) - what does adhocracy emphasize?

DEF: a design characterized by 1) shared decentralized decision making, 2) extreme horizontal specialization, 3) few management levels and 4) minimal formal controls with very few rules/policies/procedures - innovation

Define Cox's multicultural organization

DEF: a firm that values diversity but systematically works to block the transfer of societally-based subcultures into itself

What is intensive technology? - when is it used? - examples - important exchange with which 2 things?

DEF: a group of specialists brought together and use a variety of techniques to solve problems - Used when there is uncertainty as to how to produce desired outcomes - hospital emergency room; R&D lab - coordination + knowledge

Explain conflict suppression - give example

DEF: failing to remove/correct the antecedents - superficial/temporary state that leaves situation open to future conflicts over time EX: one of both parties choose to ignore conflicts

define behavioral leadership approach - what are the 2 meta-categories?

DEF: focuses on identifying categories of relevant leadership behavior and examining their relationships with outcomes 1) Relations-oriented behavior 2) Task-oriented behavior

sagas are types of stories. what specifically is a saga? - reasons why are they important to tell

DEF: heroic account of accomplishments - tells new members the mission of the org - how org operates - how one can "fit in" to company

What is Schulz's FIRO-B Theory?

DEF: identifies differences in how people relate to one another in groups based on their needs to express and receive feelings of inclusion, control, and affection - compatible/incompatible = positive/negative feelings and reactions - FIRO = fundamental interpersonal relations orientation - related to Status Congruence

define Normative Theory - list 1 type

DEF: implies or prescribes a norm or standard 1) ethical leadership theory

define management philosophy - what are the 3 ways a firm will manage its affairs?

DEF: links important goals with key collab issues and comes up with a series of general ways by which the firm will manage its affairs 1) establishes generally understood boundaries for all members of the firm 2) provides a consistent way of approaching new and novel situations 3) helps bond employees by ensuring them of a path toward success AKA, the way in which top management addresses the questions of external adaptation

What is mediating technology? - example

DEF: links parties that want to become interdependent by reducing the degree of coordination among individual tasks w/ pooled tech - Banks link creditors and depositors and store money and information to facilitate such exchange >> depositors and creditors are indirectly interdependent, but reliance is pooled through the bank

Define span of control - when can you expect a narrow span of control?

DEF: number of individuals reporting to a supervisor - tasks are complex - subordinates are inexperienced/poorly trained - team effort needed

Define role ambiguity - when may it be a problem?

DEF: occurs when too much work is expected of the individual - team member may find that their work efforts are wasted or unappreciated

define Bureaucracy - does it still work in today's environment? why or why not?

DEF: organizing form in which division of labor, specification of titles and duties, and hierarchical reporting relationships provide efficiency and control - does NOT work in today's environment >> managers no longer have total control over info >> employees are less willing to simply do as they're told, and expect fair treatment - problems are too complex to be solved by 1/few persons

Define process controls - when are process controls instituted?

DEF: specifying the manner in which tasks are accomplished - after a solution to a problem is found and successfully implemented

Collective intelligence - Slight correlation between ??? - Strong correlation between ??? - how is it associated with gender diversity?

DEF: the ability of a group or team to perform well across a range of tasks - Slight correlation between average or maximum individual member intelligence and the collective intelligence of teams - Strong correlation between collective intelligence and two process variables: >> 1) social sensitivities within the teams >> 2) absence of conversational domination by a few members - Females score higher than males on social sensitivity

what is an ethical climate? - how can ethical leaders foster such climates?

DEF: the ethical values, norms, attitudes, feelings, and behaviors of employees in an organization - creating moral awareness and concern - enhancing moral reasoning - clarifying moral values - encouraging moral responsibility (AKA, consider the consequences of their decisions and make principled and fair choices that can be observed and emulated by others)

define environmental complexity - evidence by the degree of 3 main factors:

DEF: the magnitude of the problems and opportunities in the organization's environment 1) richness 2) interdependence 3) uncertainty stemming from both the general and the specific environment

bargaining zone - positive vs negative

DEF: the range between one party's minimum reservation point and the other party's maximum reservation point Positive - parties overlap; bargaining has room to unfold Negative - No room for bargaining

What is Long-linked technology/Mass production/Industrial technology? - when is it used? - examples - what 2 things are critical?

DEF: when a task is broken down into a number of sequential steps - Used when the way to produce the desired outcomes is known - ex: car assembly line 1) control 2) restricting coordination to make the sequential linkages work harmoniously

Social network analysis

Def: used to identify the informal groups and their social relationships that are active in an organization - ask questions >> info gained

________________ is often associated w/ _______________ over access to things other people need

Dependence is often associated w/ control over access to things other people need

Zone of indifference: - directive fall in zone = __________ routinely - directives fall out of zone = considered ____________, and may be _____________

Directives fall in zone = obeyed routinely Directives fall out of zone = considered illegitimate, and may be disobeyed

Empowerment changes views from "power _________" to "power ________" others. The more __________ we allow others, the more ___________ we're given in return The most sustainable way to ___________ and use power = increasing ____________ ____________ all around!

Empowerment changes views from "power over" to "power with" others. The more power we allow others, the more power we're given in return The most sustainable way to gain and use power = increasing positive power all around!

Environmental Independence is the subtle and indirect link between ___________ ___________________ and ________________________ ________________

Environmental Independence is the subtle and indirect link between external interdependence and organizational design

Ethical leadership theory is a _______________ theory focused on understanding how ethical leaders behave. Ethical leadership theory prescribes that leaders should be role models of appropriate ____________ (e.g., openness, honesty, and trustworthiness) who are motivated by ______________, meaning they are unselfish and concerned for others (e.g., treating employees fairly and considerately)

Ethical leadership theory is a normative theory focused on understanding how ethical leaders behave. Ethical leadership theory prescribes that leaders should be role models of appropriate behavior (e.g., openness, honesty, and trustworthiness) who are motivated by altruism, meaning they are unselfish and concerned for others (e.g., treating employees fairly and considerately)

formal vs informal teams

Formal teams: official and designated to serve specific purposes - Can be permanent - vary in size - Ex: market research Department, consumer products Division, product assembly Team Informal teams: unofficial and emerge to serve special interest - shadow formal structure w/o assigned purpose - friendship groups and interest groups

Functional (constructive) vs dysfunctional (destructive) conflict - explain diagram

Functional conflict/Constructive conflict - DEF: results in benefits to individuals, the team, or the organization - Brings problems to the surface so they can be addressed - Causes careful consideration/reconsideration of decisions - Can offer creative opportunities - Stimulate constructive conflict Dysfunctional conflict/Destructive conflict - DEF: works to the disadvantage of an individual or team - Diverts energies, hurts group cohesion, promotes interpersonal hostilities, creates an overall negative environment for workers - Decrease performance, job satisfaction Increase absenteeism and job turnover - ex: resource scarcity

define functional departmentation - examples? - in big or small companies?

Functional departmentation - grouping individuals by skill, knowledge, and action - Ex: marketing, finance, production, and personnel departments - small companies

example list of systems goals

Growth Productivity Stability Harmony Flexibility Prestige Innovation Quality Human-resource maintenance

high-performance teams turn a general _________ _____ ___________ into __________ _________________ _______________

High-performance teams turn a general sense of purpose into specific performance objectives

Highly connected world leaders need to rely more on ___________ power than ___________ power

Highly connected world leaders need to rely more on personal power than position power

Homogenous teams vs Heterogeneous teams - thoughts on teamwork? performance?

Homogenous teams - teamwork isn't a problem - performance is usually lower Heterogeneous teams - teamwork may be difficult >> IF teamwork happens, performance is usually higher!

what does it mean by major "cultural drag on innovation from cultural legacies"?

Individuals are often wary of abandoning successful strategies for an unproven new approach

what is information technology (IT)?

Information technology - combination of machines, artifacts, procedures, and systems used to gather, store, analyze, and disseminate information for translating it into knowledge

member views can often have the shared meaning of more positive than org actually is. according to jim collins, how could this cause a double edged sword?

Jim Collins/How Do the Mighty Fall: "organizations may begin to decline if managers share an unrealistic positive perception of them"

Leadership identity construction process involves individuals _____________ _______________ as ___________ and ______________.

Leadership identity construction process involves individuals negotiating identities as leaders and followers.

Leadership is generated when acts of ______________ (e.g., influencing) are combined with acts of _____________ (e.g., deferring)

Leadership is generated when acts of leading (e.g., influencing) are combined with acts of following (e.g., deferring)

manage _______________ = manage power

Manage dependencies = manage power

managers who are effective leaders have both _________ and ___________ power

Managers who are effective leaders have BOTH position and personal power

Managers who rely only on _______________ power are not likely to last long

Managers who rely only on legitimate power are not likely to last long

what is the Myth of Management? what is the Illusion of Control?

Myth of Management - "Formal controls themselves" Illusion of Control - Too many output and process goals = subordinates have very little flexibility = escalated conflicts - Result: subordinates begin to pick and choose which controls they follow >> managers only have the ILLUSION that subordinates are reaching toward the specified goals!!!

is there a single best type of culture?

NO! the best one matches with the strategy of the org and is sustainable :)

are followers passive? - explain things they do to support your answer

No! - grant claims to leaders - claim roles as followers

nominal group technique vs delphi technique

Nominal Group Technique - DEF: structured rules for generating and prioritizing ideas - STEPS: 1) members respond individually in writing to a nominal question 2) round-robin read/post responses; ask for clarification, and no criticism 3) structured voting procedure used to prioritize responses and identify the one with the most support Delphi Technique - DEF: generate decision-making alternatives through a series of survey questionnaires - Process repeated until a consensus is reached

difference between operations technology (OT) and information technology (IT):

Operation Technology (OT) - supports physical value creation and manufacturing processes >> comprises the devices, sensors and software necessary to control and monitor plant and equipment AKA OPERATIONS Information Technology (IT) - combines all necessary technologies for information processing AKA INFORMATION

Operations technology: combination of _______________, ___________________, and _____________________ that creates a product or service output for an organization

Operations technology: combination of resources, knowledge, and techniques that creates a product or service output for an organization

Organizational politics - involve efforts by organizational members to seek __________ and achieve desired ________ through _____________ systems and structures

Organizational politics - involve efforts by organizational members to seek resources and achieve desired goals through informal systems and structures

difference between Perceived and Felt conflict

Perceived conflict = sensing tension Felt conflict = motivated to act to relieve that sensed tension

implicity leadership theories are associated with which 2 cognitive categorization processes?

Perception and Attribution

define: - policy - procedures - rules

Policy - guideline for action (outlines objectives + and broadly indicates how activity will be performed) Procedure - 1) indicates best method for performing a task - 2) shows which aspects of task are most important, or - 3) outlines how an individual is to be rewarded Rules - describe in detail how a task(s) is to be performed; indicates what cannot be done - applies to all individuals under specific conditions (ex: car dealer + warranty manual)

describe political savvy / political skill

Political savvy - skill and adroitness at reading political environments and understanding how to influence effectively in these environments - increased awareness of self and others - good at negotiating and framing messages - AKA, Political Skill >> ability to use knowledge of others to influence them to act in desired ways

Poor _______________ _______________ = dissatisfied ______________ = diminished ________________

Poor maintenance leadership = dissatisfied members = diminished value

Relationships develop through mutual ____________ (AKA, _____________ contingent upon _______________ reactions)

Relationships develop through mutual exchanges (AKA, actions contingent upon rewarding reactions)

Rites - example What are Rituals??? - example

Rites - standardized and recurring activities that are used at special times to influence the behaviors and understanding of organizational members >> exercise; sing company song Rituals - systems of rites >> take the rite of exercise and rite of singing to make a ritual

Define role conflict - define the 4 types

Role conflict - unable to meet the expectations of others 4 types of role conflict: 1) Intrasender - occurs when the same person sends conflicting expectations Ex: "you need to get the report written right away, but now i need you to help me get the powerpoints ready" 2) Intersender - occurs when different people send conflicting and mutually exclusive expectations Ex: "your job is to criticize our decisions so that we don't make mistakes" and "you always seem so negative. Can't you be more positive?" 3) Person-role - occurs when a person's values and needs come into conflict with role expectations Ex: you feel it's unethical when other team members say "we didn't get enough questionaires back, so let's forge 5 more" 4) Inter-role - occurs when the expectations of two or more roles held by the same individual become incompatible Ex: work demands vs family demands

Define servant leadership - how does this relate to what organizations should do?

Servant leadership - servant leaders selflessly serve others first - the primary purpose of a business should be to consciously create a positive impact on the organization's employees as well as the community

Shared values can play a critical part in linking together _____________ and can provide a powerful motivational mechanism for members of the organizational ____________ - Organizations should develop a "dominant and coherent set of _______________ ___________" - Shared = group is a _________

Shared values can play a critical part in linking together people and can provide a powerful motivational mechanism for members of the organizational culture - Organizations should develop a "dominant and coherent set of shared values" - Shared = group is a whole

- Social facilitation - Social facilitation theory

Social Facilitation - the tendency for one's behavior to be influenced by the presence of others in a group or social setting - AKA, a boost or a detriment to an individual's performance contributions Social Facilitation Theory - working in the presence of others creates an emotional arousal or excitement that stimulates behavior and affects performance

social capital vs human capital

Social capital - resources that come from networks of relationships >> WHO you know Human capital - knowledge, skills, and intellectual assets employees bring to the workplace >> WHAT you know

define social power - is it earned ? - can you take it away?

Social power - DEF: comes from the ability to influence another in a social relation - Earned through relationships - Can be taken away if used improperly >> ex: teenagers can take parent's power away when they don't listen or do as they're told; employees remove managers' power when they do not act respectful or badmouth managers to others in the organization

strengths and weaknesses of simple design

Strengths - minimize bureaucracy - Simplicity, flexibility, responsiveness to desires of a central manager/owner Weakness - configuration is only as effective as is the senior manager!

The choice of specific goals often begins with: - the type of ________________ the firm makes to society - the types of _____________ it seeks

The choice of specific goals often begins with: the type of contribution the firm makes to society the types of outputs it seeks

The core characteristic of servant leaders is "going _________ one's self-___________" - give some examples of characteristics

The core characteristic of servant leaders is "going beyond one's self-interest" - Ex: empowerment, accountability, standing back, humility, authenticity, courage, forgiveness, stewardship

To avoid Bathsheba syndrome, individuals should: - Prepare themselves for __________, b/c it often leads to _______________ >> _________________ can make someone too comfortable/inflate egos >> you can lose _____________!

To avoid Bathsheba syndrome, individuals should: - Prepare themselves for success, b/c success often leads to complacency - Complacency can make someone too comfortable/inflate egos >> you can lose perspective!

in internal integration, individuals need to decide collectively how to allocate __________, ____________, _____________

To work together effectively, individuals need to decide collectively how to allocate power, status, and authority

Traditional top-down approaches are (sufficient/insufficient) with complex environments.

Traditional top-down approaches are insufficient with complex environments.

Burn's Transactional vs. Transformational Leadership

Transformational leadership - involves inspirational relationships in which both leaders and followers are positively transformed in the process Transactional leadership - focus on exchanging valued goods in return for something leaders want

Understanding the environment is important! Organizations, as __________ systems, need to: receive _________ from the environment sell ____________ to their environment in turn

Understanding the environment is important! Organizations, as open systems, need to: receive input from the environment sell output to their environment in turn

When is buffering used? State the Pro and Con.

Used when the inputs of one team are the outputs of another Pro: reduces conflict Con: increases inventory cost >> increasingly out of favor!

What most distinguishes charismatic leaders is their skill as ____________, and their ability to connect with _________ on a deep, ____________ level

What most distinguishes charismatic leaders is their skill as communicators, and their ability to connect with followers on a deep, emotional level

Power distance = the extent to which followers see the leader as having much higher status than them Problem that followers have when power distance is high:

When power distance is high, followers are reluctant to speak up or question because they believe the leader knows best

When is greater centralization adopted?

When the firm faces a single major threat to its survival Ex: armies; firms facing bankruptcy

when to NOT use directive leadership?

When the task is clear! - can be seen as overly domineering ("micromanaging style") subordinates

define zero-sum game - describe its impact in long-run - Increasing your power while others lose power leads to _______ _______________

Zero sum game - DEF: one person's gain is equal to another person's loss ("for me to gain power, you must lose power") - Viewing power as a zero sum game causes you to lose power in the long run - power imbalances

simple design - 2 examples

a configuration involving one or two ways of specializing individuals and units - vertical integration, control

Some of the tradeoffs in having control over an organization through centralization is: a) Exceptions slow down the responsiveness of your organization b) Assumes you are able to know every contingency that could arise c) None of these answers are correct d) Not able to adapt to changes

a) Exceptions slow down the responsiveness of your organization

__________ are attuned to spiritual values and see their responsibility as being stewards for the good of the whole. (a) Servant leaders (b) Transformational leaders (c) Authoritarian leaders (d) Empowering leaders

a) Servant leaders

The central argument of contingency theories is that situational factors moderate the association between a manager's leadership style and his/her effectiveness. a) True b) False

a) True

The key contribution complexity offers to leadership is the understanding of __________. (a) emergence (b) administrative leadership (c) entrepreneurial leadership (d) empowerment

a) emergence

When two groups are in competition with one another, ____________ may be expected within each group. (a) greater cohesiveness (b) less reliance on the leader (c) poor task focus (d) more conflict

a) greater cohesiveness

The FIRO-B theory deals with ___________ in teams. a) membership compatibilities b) social loafing c) dominating members d) conformity

a) membership compatibilities

The best leadership style to use when tasks are highly repetitive is__________. a) supportive b) directive c) charismatic d) entrepreneurial

a) supportive

Len emphasizes cooperation and assertiveness in dealing with conflict situations in his department. Differences are worked through together so that everybody's concerns are addressed and everyone gains something in the end. Len uses which conflict management style? a. Collaboration b. Avoidance c. Competition d. Accommodation e. Compromise

a. Collaboration

The five stages of team development are forming, storming, norming, performing, and adjourning. a. True b. False

a. True

Define referent power

ability to alter another's behavior because the person wants to identify with you as the power source (b/c they respect/look up to you)

the major problem with balancing exploration and exploitation: - Although some radical departures are built on existing competencies, often the __________________ of a radically new product or process means that the existing knowledge within a firm is ___________________

adoption; invalidated

advantages and disadvantages of Virtual Teams

advantages: - Electronic >> on task; no emotional or interpersonal problems to distract - Cost and time efficiency - Store info/records online disadvantages: - may be hard to get up-to-speed and work well with others - relationships/interactions may feel different; extra attention needed - Lack of face-to-face = lack of emotions and nonverbal cues in communication; possibility of depersonalization

what is vertical specialization? - what does it distribute and establish? - what hierarchy does it create?

an organization's hierarchical division of labor - distributes formal authority and establishes where/how critical decisions are made - hierarchy of authority of work positions

When do inter-team dynamics occur?

as groups cooperate and compete with one another - connected to competition affecting cohesiveness

Which of the following are the main processes that lead to team effectiveness? a) Team output, team growth, individual learning b) Effort, knowledge, and strategy along with norms, cohesion, and decison-making c) Resources and systems, nature of tasks, and team composition

b) Effort, knowledge, and strategy along with norms, cohesion, and decison-making

Accommodation is a conflict management strategy that may be used when an issue is trivial. a) True b) False

b) False

The central assumption behind the GLOBE theoretical model is that similar attributes and entities across cultures are most effective in organizations. a) True b) False

b) False

Complexity refers to the variety of things you need to pay attention to in the environment. The context of the market, environmental considerations, and social changes deal with the: a) Specific environment b) General environment

b) General environment

Considering the framework outlined in the McGinn and Lingo article, the three types of power you can use to resolve tension are: a) Personal, influence, and relational b) Positional, personal, and relational c) Reciprocity, personal, and social proof

b) Positional, personal, and relational

Which approach to conflict management can be best described as both highly cooperative and highly assertive? a) accomodation b) collaboration c) competition d) compromise

b) collaboration

It is during the ____________ stage of team development that members begin to come together as a coordinated unit (a) storming (b) norming (c) performing (d) total integration

b) norming

The "born" argument in leadership implies that leaders should be__________. (a) developed (b) selected (c) trained (d) transformed

b) selected

Organizations with __________ possess a broadly and deeply shared value system that can provide a strong corporate identity, enhance collective commitment, provide a stable social system, and reduce the need for formal and bureaucratic controls. a) strong artifacts b) strong cultures c) strong top managers d) strong designs e) strong structures

b) strong cultures

effective control occurs (before/after) action actually begins

before

define proactive follower orientation

belief that followers should act in ways that are helpful, useful, and productive to leadership outcomes

Define follower role orientation

beliefs followers hold about the way they should engage and interact with leaders to meet the needs of the work unit

Ralph makes it a point to always offer help in technical areas in which he is skilled and knowledgeable. His subordinates trust his judgment, and follow his direction. What type of power is Ralph exerting? a) Reward power b) Coercive power c) Expert power d) Legitimate power e) Referent power

c) Expert power

Ethical leadership theory is a __________ theory of leadership. (a) transformational (b) transactional (c) normative (d) complexity

c) normative

To help avoid the dangers of charisma, like radical behavior or disappointment that leaders don't live up to superhuman expectations, leaders should reduce__________. (a) transactions (b) task-oriented behaviors (c) power distance (d) networks

c) power distance

Finish this sentence: "The problems in organizations is not power, but ____________" a) control b) resistance c) powerlessness d) followership

c) powerlessness

A team member who does a good job at summarizing discussion, offering new ideas, and clarifying points made by others is providing leadership by contributing ____________ activities to the group process. (a) required (b) disruptive (c) task (d) maintenance

c) task

The indirect conflict management approach that uses the chain of command for conflict resolution is known as __________. a) appeal to common goals b) smoothing c) upward referral d) avoidance

c) upward referral

Individuals who engage in voice likely have a a. power distance orientation b. prototypical leadership theory c. constructive follower orientation d. weak feedback orientation

c. constructive follower orientation

All of the following are types of position power EXCEPT: a. reward power. b. legitimate power. c. statutory power. d. information power. e. coercive power.

c. statutory power.

internal integration

centers on collective identify of members and how they live and work together

when to use achievement-oriented leadership

challenging tasks

leadership = leading ___________

change

simple definition of dynamism

change in the various elements of the organization's environment over time (How fast are these things changing? How many are there? Try to connect to the 6 dimensions of structure)

3 characteristics are ways that situational factors are assessed:

characteristics of 1) follower - ex: follower readiness to do task 2) task 3) organizational structure - ex: leader position power (e.g., formal or informal authority system)

constellations are in co-leadership. they are defined as: (3 aspects)

collective leadership in which members play roles that are: 1) specialized - each operates in a particular area of expertise 2) differentiated - avoiding overlap that would create confusion 3) complementary - jointly cover all required areas of leadership

define informal combines/cartels: - potential danger in US:

competitors work cooperatively to share the market in order to decrease uncertainty and improve favorability for all - often illegal!

define reciprocal alliances

concept that if one person does something for another, it will invoke an obligation to return the favor

organizational cultural lag

condition in which dominant cultural patterns are inconsistent with new emerging innovations

systems goals help manage culture. what are systems goals concerned with?

conditions within the organization that are expected to increase its survival potential

How could prototypes/anti-prototypes show us why we are uncertain of what managers desire from followers?

contradictory views - EX: what managers see as insubordination and incompetence, followers may see as proactive follower behaviors

an emphasis on exploitation stresses ____________ and ___________________ development

control; evolutionary

define interfirm alliances - what industry are they common in b/c so much varying knowledge is needed for new products?

cooperative agreements or joint ventures between two independent firms - often corporations that HQ in different nations >> high tech industry!

- Cross-functional team vs problem-solving teams - employee involvement team examples - quality circle

cross-functional teams - people brought together from different functional departments/units to achieve more horizontal integration and better lateral relations problem-solving teams - temporary team to serve a specific purpose by dealing with a specific problem or opportunity Employee involvement team - members meet regularly to address workplace issues, like ways to enhance productivity, better satisfy customers, enhance work life Quality circle - teams meet regularly to address quality issues

The four dimensions of transactional leadership include all of the following EXCEPT: a) contingent rewards. b) active management by exception. c) laissez-faire. d) management by example. e) passive management by exception.

d) management by example.

The team decision technique of __________ asks everyone to respond individually and in writing to a basic question such as: 'What should be done to improve the effectiveness of this work team?' a) statutory technique b) Delphi technique c) freewheeling technique d) nominal group technique e) brainstorming technique

d) nominal group technique

Which is correct regarding power? a) power is an absolute, and is given by others who are willing to be influence b) power is not an absolute, and is not given by others who are willing to be influence c) power is an absolute, and is not given by others who are willing to be influence d) power is not an absolute, and is given by others who are willing to be influence

d) power is not an absolute, and is given by others who are willing to be influence

Which of the following set of conditions would require the narrowest span of control? a) tasks are straightforward, when subordinates are inexperienced or poorly trained, or when tasks call for team effort. b) tasks are straightforward, when subordinates are experienced, or when tasks call primarily for individual effort. c) tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks call primarily for individual effort. d) tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks call for team effort. e) tasks are complex, when subordinates are experienced, and when tasks call for team effort.

d) tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks call for team effort.

__________ study the personal qualities and characteristics of leaders to identify their association with leader emergence and effectiveness. (a) Implicit leadership approaches (b) Managerial approaches (c) Behavior approaches (d) Trait approaches

d) trait approaches

Control is exercised by a common ________, often under the direction of a single integrator who maintains the dominant ____________

design; design

Factors aren't aligned with the values of the organization = __________________ Factors ARE aligned with the values of the organization = __________________ culture

detrimental reinforce

challenge to interfirm alliances

developing and effectively managing an alliance - firms unused to cooperation rather than competition - differing cultures, desires, or strategies >> both firm's goals need to be met

define idiosyncrasies

deviations from expected norms

what is an organization chart and what does it do?

diagrams that depict the formal structures (aka relationships between worker positions) of organizations - "who reports to who"

By emphasizing the innovation process, innovative entities often adapt a (similar/different) culture from the ones typically found where more routine operations are paramount

different

Management by Objectives (MBO)

direct application of goal setting theory.

horizontal specialization - what 2 other ways can you call this?

division of labor that establishes specific work units or groups within an organization 1. organizing work 2. departmentalization

Reliance on outcome controls separates what is to be accomplished (aka goals) from how it is to be accomplished (aka dialogue on methods to achieve goals). This separation can facilitate the movement of power (up/down) the organization

down

Which of the following involves the creation of guidelines so that similar work activities are repeatedly performed in a similar fashion? a. Formalization b. Coordination c. Centralization d. Decentralization e. Standardization

e. Standardization

national cultures can be _________ in organizations

embedded

Employee engagement: - the level of _______________ and _________________ connection an employee has to the organization for which they work

emotional cognitive

Organic (or professional) type of bureaucracy

emphasizes horizontal specialization, use of personal coordination devices, and professional-based controls - "professional bureaucracy" - better for problem solving and for serving individual customer needs than machine bureaucracy

Mechanistic (or machine) type of bureaucracy - note: common in most large firms before new info systems

emphasizes vertical specialization and control - stresses rules/policies/procedures - functional departmentation ("machine bureaucracy")

how often does leadership identity construction occur?

every time a new group is formed

social exchange theory

explains. the social dynamics behind relationship building

define power distance orientation

extent to which one accepts that power in institutions/organizations is distributed unequally; hierarchical

external adaptation deal with ways of reaching _______, _________ to be accomplished, _____________ used to achieve the goals, and cope with _____________ and failure

external adaptation deal with ways of reaching goals, tasks to be accomplished, methods used to achieve the goals, and cope with success and failure

exploitation vs exploration

focuses on refinement and reuse of existing products and processes - too much >> lose competitive advantage >> products become obsolete + processes less effective and efficient than competitors calls for the organization and its managers to stress freedom and radical thinking and opens the firm to big changes (AKA radical innovations)

define Team (or Group) Dynamics

forces operating in teams that affect the ways members work together

Formal system vs. Informal systems

formal systems - "rational" side of orgs that tell us how work processes are to be coordinated/structured - reduce uncertainty and controls behavior informal systems - patterns of activity and relationships that arise everyday when individuals and groups work to get things done - highly changeable - occur through personal connections

As part of "strong cultures", unique shared values can reduce the need for f________ and b__________ controls

formal; bureaucratic

Formalization and Standardization represent the lessons of experience within an organization. Define them:

formalization - written documentation of rules, procedures, and policies to guide behavior and decision making standardization - guidelines of allowable actions in a job for consistency and repetition (ex: bank autonotif if late on paying credit card)

organization's culture (diagram) - what is at core? - what are surrounding components?

founders shareholders, employees, customers, mission, tackling problems

Structural Holes

gaps between individuals and groups in a social network

Divisional departmentation

groups individuals and resources by products, territories, services, clients, or legal entities - used to meet external threats and opportunities

subcultures

groups of individuals who exhibit a unique pattern of values and a philosophy that IS consistent with the organization's dominant values and philosophy - Unique, yet members' values do not clash with those of the larger organization

counterculture - example

groups whose patterns of values and philosophies REJECT those of the larger organization or social system - steve jobs + apple

Bureaucratic Assumptions vs Complexity assumptions

hierarchical rules vs connectionist rules! :)

Economic contracts in norm of reciprocity: - When relationships are first forming or are low quality, reciprocity involves (greater/lower) equivalence and immediacy is (high/low). - As relationships develop and trust is built, equivalence is (high/low)

high low low

high performance teams feel "____________ _________________" for moving in "_______________ __________________"

high performance teams feel "collectively accountable" for moving in "compelling direction"

The culture of an organization can help to generate ________ and _________ capital and serves as a shared mental model to reduce _______________ uncertainty.

human; social employee

norm of reciprocity

idea that when one party does something for another an obligation is generated, and that party is indebted to the other until the obligation is repaid

Are adhocracies usually efficient or inefficient? Why? - what is the better (and growingly popular) option regarding bureaucratic and adhocracy?

inefficient - Many managers are reluctant to adopt this form because they appear to lose control of day-to-day operations - A strategy consistent with the adhocracy = a stress on quality and individual service, as opposed to efficiency -have a combo of both based on advanced info systems!

the language of a subculture, and its rituals and rites, emerge from the group as a form of ________ - can be incorporated into larger society (ex: microsoft's hyperlink)

jargon

powerlessness = lack of ______________ and ________________

lack of autonomy and participation

subcultures are usually found in (small/large) organizations

large

define leader-member exchange (LMX) theory

leaders (i.e., managers) have differentiated relationships with followers (i.e., subordinates)

leadership Process ________ + __________ >> __________ >> ____________

leadership + following >> leadership >> outcomes

contingency theories try to predict ____________ ________________

leadership effectiveness

line units vs staff units

line units - conduct the major business of the org (ex: production, marketing) staff units - assist line units by providing specialized expertise and services (ex: accounting, PR, university VP)

Broker

link between structural holes in a network, providing greater access to resources, information, and opportunities

what are the high/low cooperation/assertiveness for lose-lose, win-lose, and win-win?

lose-lose = low coop, low assert; moderate coop, moderate assert; and high coop, low assert win-lose = low coop, high assert win-win = high coop, high assert

Key aspects of the top-down management subculture = _________________ philosophy

management

Organizational culture is built and maintained by the actions of (employees/managers)

managers

DEF: matrix structures/departmentation uses both the __________ and ______________ forms simultaneously

matrix structures/departmentation use both the functional and divisional forms simultaneously (functional on one side, project efforts on other side, those in middle have 2 managers (f + p))

what does "clash of corporate cultures" refer to

mergers and acquisitions may produce adjustment problems for established subcultures and countercultures - aka, conflicting values

in practice, the 4 step process of innovation is often (in order/messy)

messy

These cultural rules and roles are part of the ______________ controls of the organization and emerge from its daily routines

normative

what can you conclude from the born/made argugments, and the study by rich/arvey + minnesota twin registry?

not everyone can be a leader; some people have more skills/abilities than others!

Define mass productoin - thoughts on machinery/equipment needed? - thoughts on workersand craftsmanship needed? - example

one or a few products produced through assembly-line system - sophisticated equipment - workers dependent on each other; detailed instructions needed - ex: cars, fridges

When are economic exchange/contract made? Why?

only made to create a legal obligation in case one party breaks the contract

choose the correct answer: "Followers of proactive follower orientation and followers of power distance orientation are (identical/opposite)."

opposite

mechanistic bureaucracies and organic bureaucracies are (similar/opposites)

opposites

define societal goals

organization's intended contributions to the broader society

mission statements are written statements of what?

organizational purpose

define Shared value view

organizations should create economic value in a way that focuses on both profit and societal/social gain

Define psychological reactance theory:

people rebel against constraints and efforts to control their behavior

What are implicit leadership theories? - what do they cause you to do?

personal assumptions about the attributes associated with leaders and leadership - cause you to naturally (and often un-aware-ily) classify people as leaders or non-leaders

most likely solution for Hearing Problem

positive negotiation

Stories provide valuable but hidden information about: - who has the most _________ - whether or not ______ are secure - how things are controlled within the _______________ >> AKA, stories begin to suggest how organizational members _________ the world and _________ together

power jobs organization view work

define force

power that occurs against another's will

pros and cons of impersonal methods

pro - HAVE paper trail/formula con - slow resolution of complex problems

pros and cons of personal methods

pro - quick resolution of complex problems con - no paper trail/formula

organizational design

process of choosing and implementing a structural configuration >> beyond "who reports to who, what jobs are in each department"

define innovation

process of creating new ideas and putting them into practice

define continuous-process technology - examples

produce a few products using considerable automation - automated chemical plants, oil refineries

Pros and Cons of highly formalized and standardized organization :

pros - reliable way of making sure people are doing what they're supposed to - huge amount of control cons - too much thinking through decisions (assumes you know everything) - too much control = slows down org

Hollander's Idiosyncrasy Credits

represent our ability to violate norms with others based on whether we have enough "credits" to cover the violation - systems of credits and deficits (lol don't go bankrupt!!)

When would a move away from simply flexible/organic toward adhocracy be important for organizational design?

response to extreme uncertainty and volatility

team norms

rules/beliefs for team behavior/conduct

distributed leadership

sees leadership as a group phenomenon that is distributed among individuals

describe Heroic Leadership Views - what approaches are they a side effect of? - they overlook the significance of what?

sees leadership as the acts of great leaders who inspire their weak/passive followers to accomplish extraordinary things - Charismatic and Transformational - overlooks the significance of both everyday leaders and followers!

servant leadership is a (transformational/transactional) leadership.

servant leadership is a transformational leadership.

control - what are the 2 types of control?

set of mechanisms used to keep action or outputs within predetermined limits 1) output controls 2) process controls

distributed leadership

shares responsibility among members for meeting team task and maintenance needs

One of the key challenges to management in promoting innovation where there are widely held and strong attachments to shared values and common assumptions = WHAT?

showing how they apply to the new innovations

pay is ideally ______-based; higher pay if more __________

skills

what is charisma?

special personal quality or attractiveness that enables an individual to influence others - Personal magnetism; charm

What is position power?

stems from the formal hierarchy or authority vested in a particular role or person

what is the problem with the romance of leadership?

subordination of followership - we almost completely disregard followers!

The better matched technology and organizational design are, the more ______________ the firm will be.

successful

what is organizational culture? - within that, what is corporate culture?

system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its members - organizational culture in a business setting

Complex adaptive systems

systems that adapt and evolve in the process of interacting with dynamic and contextual environments

Task Activities vs. Maintenance activities

task activities: - directly contribute to the performance of important group tasks - ex: initiating discussions, sharing info, asking info, clarifying info, summarizing the status of a deliberation maintenance activities: - support social and interpersonal relationships among team members - ex: encouraging participation, harmonize differences of opinion, praising others' contributions, agreeing to go along with a popular course of action

in the team building process, who is needed for teamwork?

teamwork participation by ALL members

common knowledge effect

tendency for group discussions to focus on info that all members share/already know

what is the romance of leadership?

tendency to attribute all organizational outcomes (good or bad) to the acts and doings of leaders

what is Synergy?

the creation of a whole that is greater than the sum of its parts

team cohesiveness

the degree to which members are attracted to and motivated to remain part of the team

what is the dominant design in product innovations? - what might it not be?

the dominant design is often not the best technical solution, but the solution most often adopted by a large number of users

what is one of the most important stories of an organization?

the founding story

rule of conformity (AKA, effects of cohesiveness)

the greater the cohesiveness, the greater the conformity of members to team norms, and vice versa - ex: high performance norms + highly cohesive team = positive effect on satisfaction and performance

Organizational socialization

the process by which organizational newcomers are transformed from outsiders to effect and participatory members of the organization

coordination

the set of mechanisms that an organization uses to link the actions of its units into a consistent pattern - Ex: connect managers and staff units, operating units, divisions with each other

Milton Friedman's Profit Motive says, "the sole purpose of a business" is what?

the sole purpose of business is to make money

Proxemics

the study/use of space as people interact

simple definition of complexity

the variety of things you need to pay attention to in environment - Ex: Competitors, Suppliers, Types of customers, Customer expectations, Social changes, Demographic shifts

define observable culture - examples - how do we see it?

the way things are done in an organization - ex: stories, ceremonies, corporate rituals that make up firm/groups history - observe directly in day to day practices, or discover it through conversation or through members

attitudinal foundations (3)

there are 3 attitudinal foundations of integrative agreements: -willingness to trust the other party -willingness to share information -willingness to ask concrete questions

behavioral foundations (6)

there are 6 behavioral foundations of integrative agreements: 1) separate people from problem 2) don't allow emotional considerations to affect negotiation 3) focus on interests rather than positions 4) avoid premature judgments 5) keep the identification of alternatives separate from their evaluation 6) judge possible agreements by set criteria/standards

what 3 things are necessary in the early stages of innovation?

time, energy, exploration

shared leadership is a distributed leadership that emerges from within team dynamics. the main objective is:

to understand and find alternate sources of leadership that will impact positively on organizational performance

define role underload

too little is expected and the individual feels underused

define role overload

too much is expected and someone feels overwhelmed

to manage an organizational culture, the leader or manager must first understand the subculture at the (top/bottom) of the system

top

organizational change implementation involves three main activities:

unfreezing, moving, and re-freezing

UPS example of cultural symbol

uniforms

In many firms, a key aspect of the shared common assumptions involves organizational myths - define organizational myth - should firms have managerial myths or not? why?

unproven and frequently unstated beliefs that are accepted without criticism they should! it can: - allow executives to redefine impossible problems into more manageable components - facilitate experimentation and creativity - allow managers to govern

Define small-batch production - thoughts on machinery/equipment needed? - thoughts on craftsmanship needed? - example

variety of custom products tailored to fit customer specifications - non-elaborate machinery/equipment - craftsmanship needed!! - ex: tailor-made suits

what are visible components in organizational culture? how about invisible?

visible - artifacts of culture (ex: symbols, stories, heroes, dress, office layout, etc) >> but NOT the culture itself! invisible - values, underlying assumptions, deep beliefs

managers can modify the (visible/invisible) aspects of culture, like rites and rituals, and because of their positions can interpret situations in (old/new) ways and adjust meanings attached to (external/corporate) events

visible new corporate

What two components make up an organizational culture?

visible vs invisible

Organizational Citizenship Behaviors (OCBs)

when employees help colleagues when needed and volunteer to take on extra assignments that help the organization succeed

define political climate

when people in organizations work "within" or "around" formal policies/procedures in getting their work done

when to use participative leadership

when subordinates need limited direction and support

when to use supportive leadership?

when subordinates want emotional, not task, support

co-leadership

when top leadership roles are structured in ways that no single individual is vested with the power to unilaterally lead

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