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
