MGT 291 - Final

utilitarian standard

ethical decision has to be the best balance of good over harm

rights standard

ethical decision is the one that best respects and protects those affected by the decision

virtue standard

ethical decision is the one that is consistent with certain ideal virtues

fairness standard

ethical decision is the one that treats all people equally and fairly

common good standard

ethical decision shows respect and compassion for all, especially those most vulnerable

bounded rationality

our rationality is bounded by time, information and resources

Conflict Cultures

Shared norms for managing conflicts

Pre bureaucratic Strcture

Smaller organizations with low standardization, total centralization, and mostly one-on-one communication

laissez faire

employees can make decisions and perform their work anyway they want

participative democratic

employees have a say in the final decision

decentralized decisions

employees make their own decisions about their work including staffing and production

Liaison Role

A manager or team member is held formally accountable for communicating and coordinating with other groups

Fixed-Variable

Communicating specific time frames for completing each socialization step (fixed) versus no time frame and allowing each newcomer to be socialized at his or her own pace (variable)

Lattice Structure

Cross-functional and cross-level subteams are formed and dissolved as necessary to complete specific projects and tasks

Team-Based Structure

Horizontal or vertical teams define part of all of the organization.

Limited Resources

Insufficient resources (time, money, expertise, etc.) are a barrier to change

Formal-Informal

Isolating newcomers from incumbents (formal) versus on-the-job learning with no exclusively prepared materials and immediate mixing with incumbents (informal)

Collective-Individual

Newcomers experience common (collective) versus unique experiences in isolation from other new hires (individual)

Power and Influence

People are likely to resist changes that threaten to reduce their power or influence

Habits

Regular, stable patterns of events become routines and take time to change

Decentralized Organizations

The authority for making decisions affecting an organization is distributed

Division of Labor

The degree to which employees specialize

Span of Control

The number of people reporting directly to an individual

Compromising

a conflict management style in which each side sacrifices something in order to end the conflict

process conflict

conflict about how to accomplish a task, who is responsible for what, and how things should be delegated

representative bias

overestimate familiar things and underestimate unfamiliar things

Competing

pursuing ones own interest at the expense of the other party

halo effect

when the first impression is excellent an we perceive that to be the norm

Hierarchy

The degree to which some employees have formal authority

model of creativity

creative skills, task motivation, expertise

Feedback

A check on the success of the communication

Network Organization

A collection of autonomous units of firms that act as a single larger entity, or using social mechanisms for coordination and control

Division

A collection of functions organized around a particular geographic area, product or service, or market

Organizational Barriers

A communication barrier occurring because a firms hierarchical structure restricts or limits who is allowed to communicate what to whom, or how messages can be sent

Cultural Barriers

A communication barrier occurring because different cultures express or interpret information differently

Misperception

A communication barrier occurring when a message is not decoded by the receiver in the way that the sender intended

Filtering

A communication barrier occurring when information is intentionally withheld, ignored, or distorted to influence the message that is ultimately received

Selective Perception

A communication barrier occurring when one selectively sees and hears based on their own expectations and beliefs.

Information Overload

A communication barrier occurring when the amount of information available exceeds a person's ability to process it.

Media Richness

A communication media's ability to carry nonverbal cues, provide rapid feedback, convey personality traits, and support the use of natural language.

Body Language

A body movement such as a gesture or expression; Makes up 55% of total message conveyed

Mentoring

A dynamic, reciprocal relationship in a work environment between an advanced career incumbent (mentor) and a protege aimed at promoting the development of both

Cross-Functional Team

A permanent task force created to address specific problems or recurring needs

Social Style

A person's dominant pattern of interpersonal behaviors and communication styles

Negotiation

A process in which two or more parties make offers, counteroffers, and concessions in order to reach an agreement

After-Action Review

A professional discussion of an event that enables discovery of what happened, why it happened, and how to sustain strengths and improve on weakenesses

Personal Brand

A summary of our key talents and what differentiates us from others

Organizational Culture

A system of shared values, norms, and assumptions that guide members' attitudes and behaviors.

Task Force

A temporary committee formed to address a specific project or problem

Arbitration

A third party is involved and usually has the authority to impose a settlement on the parties

Integrative negotiation

A win-win negotiation in which the agreement involves no loss to either party

constructive conflict

AKA functional conflict; adaptive, positive conflict

consultative democratic

alone decision making, seeks input from subordinates

Mediation

An impartial third party (the mediator) facilitates a discussion using persuasion and logic, suggesting alternatives, and establishing each sides priorities

Virtual Organization

An organization that contracts out almost all of its functions except for the company name and managing the coordination among the contractors

Learning Organization

An organization that facilitates the learning of all its members and continually transform itself

Appreciative Inquiry

An organizational change philosophy and process building organizations around what works, rather than focusing on and trying to fix what doesn't work

Functional Structure

An organizational structure that groups people with some skill, or who use similar tools or work processes, together into departments

Bureaucratic Structure

An organizational structure with formal division of labor, hierarchy, and standardization of work procedures

Noise

Anything that blocks, distorts, or changes in any way the message the sender intended to communicate

Passive Conflict Management Norms

Avoid addressing conflict

Misunderstandings

Because misunderstandings increase uncertainty, they increase the chances the employees will not buy into the need for change

Active Listening

Becoming actively involved in the process of listening to what others are saying and clarifying messages' meaning

Sequential-Random

Communicating the sequence of discrete and progressive learning activities (sequential) versus unknown or ambiguous sequences (random)

Nonverbal Communication

Communications that are not spoken or written, but that have meaning to others

Centralized Organizations

Concrete power and decision-making authority at higher levels of the organization

Encoding

Converting a thought, idea, or fact into a message composed of symbols, pictures or words

Career Anchor

Core interests that serve to anchor a career throughout a person's life

Change Agents

Employees or outside experts who assist with all phases of the change process, especially the resolution of conflict

Matrix Structure

Employees report to both a project or product team and to a functional manager

Organic Organizations

Flexible, decentralized structures with less clear lines of authority, decentralized power, open communication channels, and a focus on adaptability in helping employees accomplish goals

Communities of Practice

Groups of people whose shared interests and expertise in a joint enterprise informally binds them together

Incremental Change

Linear, continuous change conducted to fix problems or change procedures

Continuous Production

Machines constantly make the products

Direct Contact

Managers from different units informally work together to coordinate or to identify and solve shared problems

Fear of the Unknown

Many people are afraid of change because of the uncertainty over their future

Diagonal Communication

Occurs when employees communicate across departments and levels.

Downward Communication

Occurs when higher-level employees communicate to those at lower levels in the organization; messages typically consist of info about how to do a job, performance goals, policies, etc.

Upward Communication

Occurs when lower-level employees communicate with those at higher levels.

Horizontal Communication

Occurs when someone in an organization communicates with others at the same organization level.

Unfreezing

Prepares people and organizations for change by creating a disequilibrium between driving and restraining change forces

Unit Production

Producing in small batches or making one-of-a-kind custom products

Mass Production

Producing large volumes of identical products

Serial-Disjunctive

Providing newcomers with access to experienced incumbents as role models and mentors (serial) versus no access to experiences models (disjunctive)

Investiture-Divestiture

Providing newcomers with positive social support affirming their personal characteristics (investiture) versus providing more negative social feedback until newcomers adapt (divestiture)

Transformative Change

Radical change that tends to be both multidimensional and multilevel, involving discontinuous shifts in thinking or perceiving things.

operational decisions

address the day to day running of a business and can be made by mid/low level managers

strategic decisions

address the goals and direction of the organization made by executives

Disagreeable Conflict Management Norms

Resolve conflict competitively

Agreeable Conflict Management Norms

Resolve conflict in a cooperative manner

Active Conflict Management Norms

Resolving conflict openly

Mechanistic Organizations

Rigid, traditional bureaucracies with centralized power and hierarchical communications

Movement

The implementation of changing

Refreezing

The institutionalization of the changes into everyday life.

Ombudsman

Someone who investigates complaints and mediates fair settlements between aggrieved parties

Saving Face

Sometimes people resist a change to "prove" that another option was better or to try and demonstrate that the person campaigning the change is incompetent

Verbal Intonation

The emphasis given to spoken words and phrases; Makes up 38% of total message conveyed

Message

The encoded information

Organizational Communication

The exchange of information among two or more individuals or groups in an organization that creates a common basis of understanding and feeling

Culture of Inclusion

The extent to which majority members value efforts to increase minority representation, and whether the qualification and abilities of minority members are questioned

Organizational Structure

The formal system of task, power, and reporting relationships

Channel

The medium used to send the message

Social Networks

The people you know to varying degrees in all aspects of your life

Tolerance for Ambiguity

The personality trait that reflects the tendency to perceive ambiguous situations as desirable or as threatening helps to determine a person's ability to accept change

Artifacts

The physical manifestation of the culture, including open offices, awards, ceremonies, and formal lists of values.

Espoused Values and Norms

The preferred values and norms explicitly stated by the organization

Socialization

The process of learning the knowledge, attitudes, and behaviors necessary to successfully participate as an organizational member

Organizational Design

The process of selecting and managing aspects of organizational structure and the culture to enable the organization to achieve its goals

Communication

The process of transmitting information from one person to another to create a shared understanding and feeling

Career Development

The process through which we come to understand ourselves as we relate to the world of work and our role in it

Social Network

The set of relationships among people connected through friendship, family, work, or other ties; consist of both formal and informal ties

Decoding

Translating the message back into something that can be understood by the receiver

Assumptions

Those organization values that have become so taken for granted over time that they become the core of the company's culture

Enacted Values and Norms

Values and norms that employees exhibit based on their observations of what actually goes on in the organization

Proactive Socialization

When a new hire takes initiative to better understand the work environment and work roles and adjusts to his or her behaviors to improve socialization and career success

Collaborating

a conflict management style reflecting a desire to give both parties what they want

Accommodating

a cooperative management style - opposite of competing

task conflict

a disagreement about the task or goals

conflict

a disagreement through which two or more parties perceive a threat to their interests, needs or concerns

Conciliation

a third party builds a positive relationship between the parties and directs them toward a satisfactory settlement

Distributive negotiation

any gain to one party is an offset by an equivalent loss to the other party

anchoring and adjusting

asses by staring out at a familiar value then adjusting based on other elements

rational decision making process

assumes we make decisions systematically to maximize the expected utility 1. define problem/opportunity 2. set goals and evaluative criteria 3. identify alternative 4. evaluate alternatives 5. choose the best alternative 6. implement and monitor

autocratic group

centralized authority, making decisions alone and expects subordinates to follow suit

expected utility

combination of the objective and subjective outcomes such as financial and ethical outcomes

values conflict

conflict arising from perceived or actual incompatibilities in belief systems

information conflict

conflict arising when people lack necessary information, are misinformed, interpret info differently, etc.

conflicts of interest

conflict due to incompatible needs or competition over perceived or actual resource constraints

relationship conflict

conflict due to the incompatibility or differences between individuals or groups

structural conflict

conflict resulting from structural or process features of the organization

status quo bias

define the problem or opportunity, our tendency to not change what we are doing unless the incentive is compelling

dysfunctional conflict

destructive conflict focused on emotions and differences between the two parties

top down decisions

directive decisions made by the managers which is the passed down to lower level managers

delphi method

expert individuals anonymously discuss the decision until there is a consensus

framing

how a situation is describe influences the decisions we make

hindsight bias

how out impression of how we would have acted changes when we learn the outcome of an event

ethical awareness

identifying and ethical issue

Avoiding

ignoring the conflict and denying that it exists

Alternative dispute resolution

involving a third party in a negotiation to overcome a stalemate between the parties

intuition

making a decision based on instinct from past experience and expertise popular in todays business world where the environment is dynamic and unstructured

satisficing

making a satisfactory decision rather than an optimal one

nonprogrammed decisions

novel decisions that require unique solutions, uses creativity rather than experience, unable to delegate and information is ambiguous

escalation of commitment

persisting with a failing course of action if the commitment is too high, too proud to change course

brainstorming

process for developing creative solutions

post decisional justification

remembering our decisions better than they actually were, distorts evaluation

availability bias

remembering the most recent outcome will overestimate the likelihood of it happening again

programmed decisions

routine decisions that address specific problems and result in structured solutions follows procedures and can be delegated to subordinates to make information is readily available

democratic group

shared decision making and encouragement of subordinates to participate in goal setting

risky shift

someone who makes risky decisions by themselves with make even riskier decisions when in a group

nominal group technique

structured variation of a small group discussion to reach a consensus

group think

tendency of a group to minimize conflict and seek a unanimous decision inhibits realistic appraisal and effective collaboration

group polarization

tendency of people to make riskier decisions in a group than they would alone

loss aversion

tendency to perceive losses more strongly than gains, biggest threat to objectively evaluating alternatives