Management Final

§ Support risk taking and innovating without punishment. § Discourage unbridled competition. § Guided to heed not just to what goal is achieved but also how.

Ethical cultures

Type of influence tactic Express or implied promises and trading favors

Exchange

Type of influence tactic Pooling resources with others

Coalition tactics

Power to punish, coerce into doing things

Coercive power

Stage where conflict occurs, 2 types

Cognition and personalization 1. Perceived 2. Felt

§ arriving at a solution agreeable to all through open and thorough discussion § When parties in conflict each desire to fully satisfy the concerns of all parties, there is cooperation and a search for mutually beneficial outcome § Parties tend to solve a problem by clarifying differences rather than by accommodating various points of view § Win-Win scenario

Collaborating

Power based on having broad body of knowledge, being an expert at something

Expert power

Vision, skills, and resources, no plan

False starts

· Emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostility

Felt Conflict

· Ability to perform standardized activities in a highly efficient manner

Strengths of Mechanistic organizations

Treat the strain

tertiary

5 Conflict management styles (intentions)

1. Avoiding 2. Accommodating 3. Competing 4. Compromising 5. Collaborating

3 types of span of control

1. Broad 2. Tall 3. Moderate

3 categories that could cause conflict

1. Communication 2. Structure 3. Personal Variables

3 Loci of conflict - Where the conflict occurs

1. Dyadic 2. Intragroup 3. Intergroup

3 Types of stressors

1. Episodic/traumatic 2. Chronic 3. Hassles

3 Types of Hard Sanctioned influence tactics

1. Exchange 2. Coalition tactics 3. Legitimating tactics

3 broad organizational strategies

1. Innovation Strategy 2. Cost Minimization 3. Imitation

7 primary characteristics of organizational culture

1. Innovation and risk taking 2. Attention to detail 3. outcome orientation 4. people orientation 5. team orientation 6. aggressiveness 7. stability

Process Models of change

1. Lewin's process model of organization change 2. Kotten's process model of organization change

When we can't reach an agreement, we bring in 2 types of people

1. Mediator 2. Arbitrator

3 types of common stressors/strains

1. Physiological 2. Psychological 3. Behavioral

2 types of power

1. Position Power 2. Personal Power

5 stages of conflict process

1. Potential opposition or incompatibility 2. Cognition and personalization 3. Intentions 4. Behavior 5. Outcomes

5 stages of negotiation process

1. Preparation and planning 2. Definition of ground rules 3. Clarification and justification 4. Bargaining and problem solving 5. Closure and implementation

4 types of non-sanctioned influence tactics

1. Pressure 2. Information control 3. Minimizing others contribution 4. Blaming

3 approaches to managing stress

1. Primary 2. Secondary 3. Tertiary

2 models of stress process

1. Psychological model 2. Biological model

5 Types of soft sanctioned influence tactics

1. Rational Persuasion 2. Inspirational appeal 3. Consultation 4. Ingratiation and impression management 5. Personal Appeals

3 Types of Personal Power

1. Referent Power 2. Expert Power 3. Information Power

3 Types of position power

1. Reward Power 2. Coercive Power 3. Legitimate Power

Occupational stress model 5 parts

1. Role Ambiguity 2. Role conflict 3. Workload 4. Interpersonal conflict 5. abusive supervision

3 Types of influence tactics

1. Sanctioned Soft 2. Sanctioned Hard 3. Non-Sanctioned

3 types of conflict

1. Task Conflict 2. Relationship Conflict 3. Process Conflict

6 Elements of an Organization's Structure

1. specialization 2. departmentalization 3. chain of command 4. span of control 5. Centralization 6. Formalization

4 types of culture

1.The collaborative and cohesive clan 2. The innovative and adaptable adhocracy 3. The controlled and consistent hierarchy 4. The competitive and customer focused market

§ Power is the potential to influence § Power is often based on dependencies -I depend on my boss for assignments, salary, and he depends on me for some things § Power is given by followers § Power can be exercised downward, upward and laterally § Power can be afforded to individuals and/or groups

Aspects of power

Consequences of influence tactics

resistance compliance commitment

§ Un-freezing · Create motivation to change § Change · Learn a new way § Re-Freezing · Solidify the new normal

Lewin's process model of change

Which strain? § Body, headaches, muscle aches, lower back pain, illness, high blood pressure

Physiological

§ activities that are not required as part of one's formal role in the organization, but that influence the distribution of advantages within the organization.

Political Behavior

§ Emphasize building on employee strengths. § Rewards more than it punishes. § Emphasizes individual vitality and growth.

Positive organizational cultures

o Attraction - Who applies o Selection - Who gets hired o Attrition - Who stays (voluntary and involuntary turnover)

ASA Framework

§ concern that the other party's goals be met but relatively unconcerned with getting own way § A party who seeks to appease an opponent may be willing to place the opponent's interests above his or her own, sacrificing to maintain the relationship

Accommodating

o Can act more quickly to solve problems o More people provide input into decisions o Employees are less likely to feel alienated from those who make decisions that affect their work lives

Advantages of decentralized organization

are we more in your face or polite

Aggressiveness

Vision, resources, and plan, no skills

Anxiety

· Has authority to impose an agreement · Call in a mediator, let me hear both sides. Hear offers and rationale. · Arbitrator decides on one offer

Arbitrator

§ Symbols of culture in the physical and social work environment

Artifacts

3 levels of culture

Artifacts values assumptions

Deeply held beliefs that guide behavior and tell members of an organization how to perceive and think about things

Assumptions

Hard influence tactics, aka -Pressure, legitimating tactics, coalition tactics, and exchange lead to ...

At best compliance! At worst resistance

Soft influence tacts aka rational persuasion, inspirational appeals, consultation, integrating, and personal appeals leads to ..

At worst compliance, at best commitment

o Everything needs to be precise and exact

Attention to detail

§ the right to influence another person - managers have this, but doesn't mean folks have to listen

Authority

§ deliberate decision to take no action on a conflict or to stay out of a conflict § A person may recognize a conflict exists and chooses to withdraw from or suppress it

Avoiding

· Give and take step · They have concerns, do you have any wiggle room?

Bargaining & problem solving

§ Stage Where conflict becomes visible. Includes statements, actions, and reactions by conflicting parties, usually as overt attempts to implement their own intentions

Behavior

Which strain § Drug, alcohol abuse, smoking, risk taking behavior

Behavioral

focused on the body's physiological responses to stress

Biological model

· Seeks to eliminate chain of command, has limitless spans of control, and replaces departments with empowered teams

Boundary-less organization

Span of control type 1 Manager, 48 workers 13 managers, 36 workers 7 managers, 42 workers

Broad Tall Moderate

· the degree to which decision-making is concentrated at a single point in the organization.

Centralization

· an unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom. · Two complementary concepts o Authority § Right to tell somebody what to do o Unity of command § People should only have 1 boss

Chain of command

§ Types of stressors that have the potential to lead to goal attainment (pressure to complete a task, and time urgency).

Challenge Stressors (Eustress)

Vision, skills, resources, plan

Change

Content model of change

Change Confusion Anxiety Frustration false starts

· Ongoing working conditions

Chronic stressor

· Prepare & Set goals · BATNA (best alternative to negotiated agreement · Manage time · Manage 1st offers & concessions

Claiming value

· Give proposal to client and they respond, and you clarify concerns

Clarification and justification

· Wrap it up and implement the agreement

Closure and implementation

o When conflict arises from miscommunication o Ex) Susan says her job is frustrating b/c boss means one thing but she thinks he means another thing

Communication

§ satisfying own interests; willing to do so at other party's expense § When one seeks to satisfy his or her own interest regardless of the impact on the other parties in conflict

Competing

§ each party gives up something to reach a solution § No winner or lose § Willingness to rationalize the object of the conflict and accept a solution with incomplete satisfaction in both parties

Compromising

§ Power is neutral - it isn't good or bad, it depends on how it is exercised § Power corrupts § Power leads people to place their own interests ahead of others § Power leads to overconfident decision making - decision making errors § POWERLESSNESS undermines organizational effectiveness - workers feel like they get bad break and have no power causing organizational deviance

Concept of Power

§ A situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties

Conflict

Skills, resources, and plan, no vision

Confusion

Type of influence tactic participation

Consultation

§ Controls costs tightly, refrains from incurring unnecessary expenses, and cuts prices in selling a basic product, like Walmart § Mechanistic structural option

Cost Minimization

· Gather info · Discover priorities thru offers & concessions · Build the relationship

Creating value

Consequences of Political behavior

Decreased job satisfaction increased anxiety and stress increased turnover reduced performance

· Scope of work, definition of terms, ground rules set - who will be there, where it is

Definition of ground rules

o What is the utility of engaging in politicking? o How does the utility of engaging in the political behavior balance out any hard or potential harm it will do to others? o Does the political activity conform to standards of equity and justice?

Determining if political actions are ethical

§ the goals of the parties are in conflict, and each party seeks to maximize its resources § Win Lose

Distributive bargaining

Conflict between 2 people

Dyadic

§ Conflict that hinders group performance § Ex) A highly personal conflict that distracts the group

Dysfunctional conflict

o Culture as a Liability § Barriers to change § Barriers to diversity § Barriers to Acquisitions and Mergers

Dysfunctional effects of organizational culture

§ The process by which managers help others to acquire and use the power needed to make decisions affecting themselves and their work. § Assumes power is NOT zero-sum § Assumes social power is unlimited § The more power you give, the more you have § When you treat people responsibly, they act responsibly § Employees must be willing and capable § Contextual barriers have to be removed

Empowerment

· Reflected in the way individuals actually behave

Enacted values

· Uncommon events, big things that happen but don't happen often - furlough employees, worker getting hurt

Episodic/traumatic stressor

· What members of an organization say they value

Espoused values

Part of principled negotiation § 2 people fighting over an orange. They walk away with half an orange. The issue was one wanted the peels for cake, and the other wanted the inside for OJ. If they focused on interests, they both would've walked away entirely happy

Focus on interests, not positions

· the degree to which jobs within the organization are standardized (Rules, procedures, and protocols that must be followed).

Formalization

Vision, skills, and plan, no resources

Frustration

§ Supports the goals of the group, improves its performance, and is a constructive form of conflict § Ex) A debate among members of a work team about the most efficient way to improve production can be functional if unique points of view are discussed and compared openly

Functional Conflict

groups employees by their specialties, roles, or tasks, Sales department accounting marketing

Functional Structure

§ Culture as an asset · Culture can significantly contribute to an organization's bottom line. · There are many more cases of business success stories because of excellent organizational cultures than there are of success stories despite bad cultures, and almost no success stories because of bad ones.

Functional effects of organizational culture

§ Culture provides a sense of identity to members and increases their commitment to the organization § Culture is a sense-making device for organization members § Culture reinforces the values of the organization § Culture serves as a control mechanism for shaping behavior

Functions of culture

Part of principled negotiation § Generate more and more. Think of all possible alternatives and maybe we can find an alternative that leaves both happy

Generate a variety of possibilities before deciding what to do

· Relatively minor annoyances like finding parking

Hassle stressor

o Employee has little discretion and input into how job is done

High formalization

§ Types of stressors that keep you from reaching your goals. Examples are red tape, office politics, or confusion over job responsibilities.

Hindrance Stressors (distress)

o Through Artifacts -Structure -Ceremonies, Rituals and Rites -Stories and Legends -Language -Symbols o Through Leadership -What leaders pay attention to -How leaders react to crises -How leaders allocate rewards -How leaders hire and fire individuals o ASA FRAMEWORK

How culture is established, transmitted, and maintained

Confronting and negotiating Changing structure superordinate goals expanding resources changing personnel

How to deal with conflict

§ Try to minimize risk and maximize opportunity for profit, moving new products or entering new markets only after innovators have proven their viability § Organic/mechanistic structural option

Imitation

§ the process of affecting the behaviors, thoughts, and feelings of another person

Influence

I have a piece of information that people don't, so that secret gives me power

Information Power

Type of influence tactic strategically withholding or sharing information

Information control

Type of influence tactic Influencing others to like us

Ingratiation and impression management

§ Strives to achieve meaningful and unique innovations § Organic = structural option

Innovation Strategy

o try things out, take risks without fear of punishment, learn new things

Innovation and risk taking

Part of principled negotiation § Base whether you won or not on objective things, like data § Ex) Salary comparison to average salary

Insist that the results are based on some objective standard

§ the parties' goals are not seen as mutually exclusive, but the focus is on both sides achieving their objectives

Integrative negotiation

Stage where conflict handling intentions arise

Intentions

§ Intercede for someone in trouble § Obtain placements for favored employees § Exceed budget limitations § Procure above-average raises for employees § Place items on meeting agendas § Access to early information § Have top managers seek out their opinion

Kanter's symbols of power

§ Explained Lewin's Process Model § Un-freezing · Establish the Need for Change · Form a Powerful Coalition - powerful people on board · Create a Sense of Urgency - need it now or it won't go well · Establish a Vision of the Future · Listen § Change · Communicate the Vision - here is the target · Involve and Empower - involve and empower people to take action · Develop the Plan · Create/Celebrate Short Term Wins · Adjust the Plan § Re-Freezing · Demonstrate positive impact of change · Recognize individuals - reward too · Tell Success Stories - I remember when he came thru · Create Legacies

Kotter's process model of change

Power that comes from agreement/from a formal position

Legitimate Power

o Job behaviors are relatively non-programmed and employees have a great deal of freedom to exercise discretion in their work

Low formalization

Competence Political skill Powerful coalitions Strong sponsorship Stay positive make others feel valued

Managing organizational politics

§ Characterized by highly routine operating tasks achieved thru specialization, strictly formalized rules and regulations, tasks grouped into units, centralized authority, narrow span of control, and decision making that follows a chain of command § SIMPLIFICATION STANDARDIZATION CONTROL

Mechanistic Organizations

· Try to facilitate an agreement · "Company can't give you salary you want, but they can give you training" · "But ..." · Mediator goes back and forth looking for ways for 2 to agree, can fail

Mediator

§ Wastes time, energy, resources § Less information sharing, productivity § More organizational politics § More job dissatisfaction, turnover, stress § Weakens team cohesion (when conflict is within team)

Negative outcomes of functional conflict

§ joint process of finding a mutually acceptable solution to a conflict § More satisfactory outcome

Negotiation

§ flexible networks of multitalented individuals who perform a variety of tasks § Best in fast-changing environments § Require low job specialization § Utilize self-control and self-direction of employees § Highly democratic and participative

Organic organizations

§ Refers to a system of basic assumptions that create shared meaning held by an organization's members

Organizational Culture

§ Division of labor § Patterns of coordination, communication, workflow, and power to direct labor within an organization

Organizational structure

o Focus on how we hit target and get sale

Outcome orientation

Stage where outcomes of conflict occurs

Outcomes

value people

People orientation

· Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise

Perceived conflict

Type of influence tactic Asking others

Personal Appeals

Which power is better, personal or position?

Personal Power

Conflict that arises because you don't like somebody

Personal variables

§ Fuller debate of decision choices § Decision assumptions are questioned § Potentially generates more creative ideas § Improves responsiveness to external environment § Increases team cohesion (conflict with other teams)

Positive outcomes of functional conflict

§ the potential to influence another person § it could be that we have this, but we are not influential § bosses have the potential to have this, but they may not be influential

Power

· Background, before negotiation process begins · What's your history, their history · Key thing: have a BATNA ---Best alternative to negotiated agreement -------Having a BATNA takes pressure off, you don't need to reach agreement if you have acceptable BATNA

Preparation and planning

Type of influence tactic demanding compliance with coercion, intimidation, and threats

Pressure

prevent the stressor

Primary

1. Separate the people from the problem 2. Focus on interests, not positions 3. Generate a variety of possibilities before deciding what to do 4. Insist that the results are based on some objective standard

Principled negotiation

Conflict that is about how the work gets done

Process conflict

groups employees into units by products, service, customer, or geographic market area

Product or geographic structure

Which strain? § Anxiety and depression

Psychological

Focused on the appraisal of the environment to stress

Psychological model

Type of influence tactic reason logic or facts

Rational persuasion

power based on the idea that I look up to, respect, and want to be that leader

Referent power

conflict that focuses on interpersonal relationships

Relationship conflict

Power to give a rise, pay to get to do things Schrutebucks

Reward Power

§ competing demands, secretary needing to do tons of things, deciding which to do first

Role Conflict

§ not sure what I should be doing

Role ambiguity

Prevent the strain

Secondary

Part of principled negotiation § Focus on the issue you're negotiating, don't try and best the person

Separate the people from the problem

Common Organizational Structures

Simple Structure Functional Structure Product or geographic structure Virtual Organization Boundary-less organization

§ most widely practiced in small businesses in which the manager and the owner are one and the same. § Strengths · Simple, fast, and flexible. · Inexpensive to maintain. · Accountability is clear. § Weaknesses · Difficult to maintain in anything other than small organizations Risky - everything depends on one person

Simple structure

· How many employees a manager can efficiently and effectively direct.

Span of control

· Division of labor, how narrow or wide a job is · Goes back to job designs · High OF THIS is associated with o Time and motion studies o Simplification o Repetitive work o Increasing efficiency

Specialization

Lack of change

Stability

o Something in the external environment that is impacting me in a negative way o Dynamic condition in which an individual is confronted with an opportunity, demand, or resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important

Stress

o The thing in the external environment that bugs us o All these are BAD

Stressor

o Ex) C and M have much in common, but one thing at work causes conflict. C makes sales on credit, but M has to deny some of the sales b/c her job is to minimize credit loss. Nothing personal, just the requirements of the job o Variables that can cause conflict -Size of group -Leadership style -Member-goal compatibility -Reward systems

Structure

Conflict that relates to the content and goals of the work

Task conflict

work together on things

Team orientation

o Family, companies tend to treat employees as family

The collaborative and cohesive clan

o Customer in mind when decision making o Amazon

The competitive and customer focused market

o Careful methodical decision making o McDonald's

The controlled and consistent hierarchy

o Temporary, on the fly, startup culture, new ideas o Apple

The innovative and adaptable adhocracy

§ Does the behavior respect the rights of all parties? § Does the behavior treat all parties equitably and fairly? § Does the behavior produce a good outcome for people both inside and outside the organization? § As a manager you are responsible to protect the rights, welfare and dignity of your employees.

Using power ethically

· Typically, a small, core organization that outsources major business functions · Also referred to as a modular or network organization · Highly centralized, with little or no departmentalization

Virtual Organization

· Subunit conflicts · Unit goals dominate · Slow to change

Weaknesses of mechanistic organizations

· Benevolence · Strong sense of purpose · Trust and respect · Open-mindedness

Workplace spiritual cultures

· recognizes that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.

Workplace spirituality

· Grouping jobs together so common tasks can be coordinated by o Functions performed o Type of product or service the organization produces o Geography or territory o Process differences

departmentalization

Type of influence tactic build enthusiasm with emotions, ideas, value

inspirational appeal

conflict between groups or teams

intergroup

2 worst parts of occupation stress model

interpersonal conflict abusive supervision

Conflict within a group/team

intragroup

Type of influence tactic Based on authority, right, or support from superiors

legitimating tactic

§ too much to do or too hard - overload, underload = not enough or too easy work - monotonous

workload