MSU Com 240 Exam 2 Guide
procedural technician
help facilitate the process by doing trivial work, getting coffee, snacks, help procedure to be effective
compatibility of an innovation
how consistent is the innovation with current values, past experiences, and adopters need
complexity of an innovation
how difficult is the product or process to use
observability of an innovation
how transparent are the innovation process and its benefits
peripheral
if you have extra time, do this, things that need to be done at some point, but not a priority
relevant
important, but has leeway
dissonance theory or personal commitment effect (job preview)
individuals turn they shock/surprise into a self-efficacy framework (yes, i was told the job would be this way and i knew then/know now that i can do it)
Group task behaviors
initiator, information seeker, opinion seeker, information giver, opinion giver, elaborator, coordinator, orienter, evaluator-critic, energizer, procedural technician, recorder
liability of newness
organizations can not afford to make many mistakes due to few resources
initiator
suggests new ideas to solve problems, initiator of discussion
switching structures
create an organic structure
secondary adjustments
doubling efforts in one or more areas while selectively neglecting others
paradox of success
factors critical to early success lead to failure during institutionalization
Situational interview (SI)
focuses on what the applicant would do in a particular situation
orienter
group meeting has goal to achieve, keep goal in mind, keep group on track for goal
creative departments
department for innovation
Building Rapport
main goal is to get the interviewee to relax
Role Shock
major differences between expectations and experiences
harmonizer
mediates differences
Role Surprise
minor differences between expectations and experiences
Uncertainty Management
mode allows newcomers to accumulate unique experiences separate from other newcomers (apprenticeship, "on the job training"
Knowledge of the results feedback
motivation for incumbents (existing employees)
Knowledge of the process feedback
motivation for newcomers
advantage of innovation
new idea, what can it offer us over existing product or services
opinion seeker
not interested in information, only knowing what the person likes and values
information seeker
ones who ask others for facts related to problem solving
Upward influence tactics
open persuasion, manipulated persuasion, manipulation
technical innovation
a change in the appearance or performance of products or services, or of the physical processes through which a product passes
managerial innovation
a change in the management process in an organization
coordinator
creates group
encourager
encourages
opinion giver
tells which they like
change oriented leadership
- Obtains input from group members when solving problems - develops and communicates a compelling vision for the future
observe
- active attention and awareness of others conservations and actions - see what people are doing - close attention and observe others behaviors
met expectation hypothesis or inoculation effect (job preview)
- an initial reduction in expectations, due to learning realistic information - buffers the newcomer from shock or surprise to work being less exciting or enjoyable than experienced
role elements
- are learned - have content and stylistic dimensions - posses formal and informal duties, rights, and privileges - can be understood by scrutinizing the role expectations that are communicated to and from an individual by members of his or her "role set"
indirect
- asking for information in a round about manner so that intent can be denied or negated - hinting - indirectly asking or nudging what you want
Correlates of effective supervision
- better supervisors tend to be - communication minded - willing, empathic listeners - ask or persuade - sensitive to subordinates feelings - more open in passing along information
trialability of an innovation
- can the innovation be tested or sampled - see obvious benefits - loyal users and open communication to share information - being open to feedback, positive or negative, and be responsive
transformational leadership
- charisma - individualized consideration - intellectual stimulation
task oriented leadership
- clarifies performance targets and who is responsible for achieving those targets - focuses on mistakes and deviations from performance standards
transactional leadership
- command oriented - contingent reward - management by exception
overt
- direct inquiry where info goal is obvious - asking people how to do this
relational oriented leadership
- emphasizes the greater good of the group and acts in ways that build respect - considers the needs and aspirations of individuals, and looks after the welfare of group members
emergence stage characteristics
- establishment of mission by founder - preparation for incorporation - recruitment of members - initial start up activities leading to the creation of a product or one product line
environmental impingements
- external events that eliminate product markets or capital and human resources - (economic downturns, new competitors, changes in the markets disposition toward a product)
Behavioral description interview (BDI)
- focuses on past behavior - asks job candidates what they did in certain situations
forms of role making
-secondary adjustments, enacting peripheral roles, role negotiation
formal vs informal
- formal- set prepared body materials to give to newcomers - f- company has set guide for socializing newcomers - informal- sink or swim, pick up on your own - i- no set or formal guide, newcomers pick up by themselves
imprinting of strategic orientation
- genetic code limiting choices of organizational structures, markets, and cultures - constrains adaptation
research traditions emphasizes
- growth stages - role of management in decision making - coordinating internal and external relationships - structuring operations
investiture vs divestiture socialization
- i- we like basic abilities and how you are - d- opposite, need to remove all of your thoughts and start over, a mess - i- company thinks your good now - d- change or transform you, a bootcamp to transform into organizational citizen
realistic job preview impacts
- improved ability to cope - increased perception of honesty and openness - discovery of the organization environment
testing
- info results from observing others reactions to violations of rules or norms - breaking rules and finding consequences - norms and rules - have to break norm or rule see how people react and find a limit
manipulation
- ingratiation overt means and outcomes - covert manipulation ^v - formal coalition disguised means and outcomes
disguising conversation
- inquiry where intent and manner can not be recognized by others - people don't know what you're asking about - hide intention, of knowing something
Supervisor-Employee interaction patterns
- interaction patterns - between 1/3 and 2/3 of a supervisors time is spent communicating with subordinates - still, less communication than they think - focuses of supervisor-employee messages - organizational practices and procedures - indoctrination of goals - job instructions and rationale - feedback about performance
role negotiation
- interaction with another in order to change like expectations - 2 or more persons consciously interacting with the express purpose of altering the others expectations about how a role should be enacted and evaluated
open persuasion
- logical presentation - formal exchange - adherence to rules
semantic-information distance (communication problems
- misunderstanding terms - misunderstanding goals and values - workers don't communicate purpose of work - confusion of work - meta perceptions - perception about perception - similar backgrounds, workers and employees, different tactics or perception to communicate to higher positions
types of interview structures
- non-scheduled/structured - moderately scheduled/structured - highly scheduled/structured - highly scheduled standardized/structured
surveillance
- passive sensemaking of prior conversations and actions - passive understanding of behaviors of other employees
adolescence stage characteristics
- physical features - 1 or more product lines - 1 million in assets or debts, and/or - 30 or more employees - greater than 15% sales growth - institutionalization of organizational values, structures, and procedures - securing of broader base of clients and financing
institutionalization
- process whereby new norms, values, and structures become incorporated within the framework of existing patterns of norms, values, and structures - evolving structures: become more like the rest of the industry, losing their novelty - formalizing work roles: written job descriptions appear, creating stable functions
psycho social mentoring
- role modeling, acceptance/confirmation, counseling, friendship - enhance individuals sense of competence, identity, and effectiveness and satisfaction with mentor - employees like bosses who give psycho social support, more money, career related support
third party
- seeking info from someone other than primary info source - asking a coworker rather than supervisor - ask information of a third party, not boss, a colleague
serial vs disjunctive socialization
- serial- someone available you can observe who is doing your job - s- newcomer, experience, you can observe and follow an employee - d- figure things out for yourself
career related support mentoring
- sponsorship, exposure, and visibility, coaching, protection, challenging assignments - enhance salary growth
Techniques for encouraging technical innovation
- switching structures, creative departments, venture teams, corporate entrepreneurship, bottom up approach
realistic job preview
- the sharing of both favorable and unfavorable job information with job candidates - traditional job previews do not provide a clear picture of work life or overly accentuate positive work elements while omitting less attractive elements
population ecology
- the study of the differential reproduction and survival of organizations depending upon their relative advantages - survival of the fittest; darwinian - sociological view: interest in classes and species of organizations and industries
manipulated persuasion
- upward appeal - threat
Upward Distortion
- upward mobility aspirations and low trust negatively influence the accuracy of messages - superiors compensate for positive "halo" information by viewing it as less accurate - effective subordinates pass negative information upward
Structured interview formats
-behavioral description interview BDI, Situational interview SI
Job analysis: KSA's
-knowledge, skills, abilities
Information Seeking Tactics
-overt, observe, surveillance, third party, indirect, disguising conversation, testing
Priority of role elements
-pivotal, relevant, peripheral
reorientation cycles
= all hell brakes loose - event - shock to the organizations market or resources - behaviors - strategic reorientation of organizational goals, niche, resources, structure and processes - management challenges - making major decisions on incomplete information and in stressful conditions - redesigning organization-wide communication system - initiating, maintaining, and ending organizational change processes
convergence cycles
= business as usual -events - incremental growth or retraction - behaviors - coping with the external environment - product development - managements challenge - long and short term planning - executive decision making in keeping with organizational goals - maintaining organization-wide system of communication
interview validity
ability to project new hire success from supervisor ratings of interview performance
Diffusion of innovations
advantage, compatibility, complexity, trialability, observability
organizational life cycle
an imprecise biological metaphor to describe the birth, growth, and death of organizations
collective vs individual
c- new comers, official training session, socialization as a group
product innovation
change in physical characteristics or performance of an existing product or service of the creation of new ones
process innovation
change in the way a product or service is manufactured, created or distributed
elaborator
deep thinking, take into consideration of each suggestion
Maintenance behaviors
encourager, harmonizer, compromiser, gatekeeper/expeditor, standard setter, group observer and commenter, follower
information giver
experts, person who gives knowledge and facts to others
Forms of innovation
product, process, technical, managerial
corporate entrepreneurship
promote entrepreneurial spirit
energizer
pushes people to make decision and take action
enactive approaches
result in greater likelihood of initial failure, but they can lead to greater organizational learning and adaptation over time
proactive approaches
result in greater likelihood of initial success, but they can restrict the organizations ability to adapt
pivotal
role expectations to keep job, absolutely essential
enacting peripheral roles
routinizing tasks outside of assigned tasks
venture teams
small company within the organization
evaluator-critic
standards, evaluate group outcome
bottom up approach
useful ideas come from people and daily work
role of the founder
vital, life giving force who often becomes the enemy to organizational survival
recorder
writes notes on discussion process and outcome
