Organizational Behavior Ch 14-16
__________ is a control mechanism in which organizations make sure that the right people do the right things at the right time.
The hierarchy of authority
Which of the following is not a benefit of functional structures?
They work well in dynamic environments - Today fewer organizations see their environment as stable, so more are moving away from strictly functional structures.
observable artifacts
acronyms, manner of dress, awards, myths, published list of values, observable rituals, special parking,
The sales and marketing department at your organization allows its team members to work from home on Fridays. Now the accounting department is implementing this new policy. What type of organizational change is this?
adaptive - Adaptive change reintroduces a familiar practice either in a different unit or in the same unit at a different point in time. Adaptive changes are not particularly threatening to employees because they are at least somewhat familiar.
3 types of change
adaptive change, innovative change, radically innovative change
What cultural types represent competing values?
adhocracy and hierarchy
Functions of Mentoring
career: sponsorship, exposure and visibility, coaching, protection, challenging assignments psychosocial: role modeling, acceptance and confirmation, counseling, friendship
In the ________, organizations tend to be more effective when they are structured to fit the demands of the situation.
contingency approach
In Kotter's step of creating the guiding coalition, managers
create a team with appropriate knowledge and enough power to lead change - Kotter's Step 2, create the guiding coalition that is described as creating a team with appropriate knowledge and enough power to lead change.
What phase of the mentoring process lasts two to five years?
cultivation - The four phases of mentoring are initiation, cultivation, separation, and redefinition. The initiation phase lasts 6-12 months and the cultivation phases spans two to five years.
Which of the following is a traditional organizational design?
divisional - organizations defined by a traditional approach tend to have functional, divisional, and/or matrix structures.
The four phases of mentoring are initiation, cultivation, socialization, and definition.
false - The four phases of mentoring are initiation, cultivation, separation, and redefinition.
Managers should use the goal accomplishment approach to measuring effectiveness when organizational performance is strongly influenced by specific processes.
false - The internal processes approach is appropriate when organizational performance is strongly influenced by specific processes.
In the change and acquisition phase of organizational socialization, the newcomer's values, skills, and attitudes start to shift as the new recruit discovers what the organization is truly like.
false - encounter phase of organizational socialization, the newcomer's values, skills, and attitudes start to shift as the new recruit discovers what the organization is truly like
In an organization, coordination of effort is achieved through the unity of command principle.
false - Coordination of effort is achieved through formulation and enforcement of policies, rules, and regulation.
Organizational culture is not statistically related to any measures of organizational effectiveness.
false - Organizational culture is related to measures of organizational effectiveness
In Lewin's model, refreezing creates the motivation to change.
false - The focus of the unfreezing stage is to create the motivation to change.
A clan culture has an internal focus and values stability and control.
false - companies with a clan culture have an internal focus and they value flexibility rather than stability and control.
Organizational climate is defined as the set of shared, taken-for-granted, implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.
false - organizational culture
Some organizational changes cause employees to doubt their capabilities. This is an example of which type of recipient characteristics?
fear of failure - Fear of failure, or self-doubt, can lead to a lack of self-confidence and erode performance, impeding personal growth and development.
One of the "pros" of _________ organizations is clear roles and responsibilities.
functional
Subcultures
functional/occupation groups, geographical, depart., levels, work role, products
In a __________ structure, teams or workgroups, either temporary or permanent, are created to improve collaboration and work on common products.
horizontal - In a horizontal structure, teams or workgroups, either temporary or permanent, are created to improve collaboration and work on common projects.
In the ___________ subprocess, a learning organization makes sense of the information it has acquired.
information interpretation - Information interpretation is about making sense of the information that organizations have acquired and distributed.
An example of social and political pressures for change is
infringement on taxi services and licenses - Social and political pressures are created by social and political events. For example, taxi drivers in London, the famous black cabs, face some of the most stringent qualifications of any in the world.
Companies often adopt continuous improvement programs in pursuit of the _________ approach.
internal processes
Stress
job stress - harmful physical and emotion responses that occur when requirements of job do not match capabilities, resources or needs of worker eustress - stress associated with positive emotions - can motivate to do well in school or adds to excitement of first dates or playing in a close game individual, group, organizational or extra organizational stessors cognitive appraisals- primary and secondary relax, meditation, medication stress management strategies ABCDEs Cognitive restructuring
ABC Company states, "We put the smiles on kids' faces." This is its
mission - Mission statements represent the reason organizations exist.
Recognizing progress, not just outcomes, is approach that should be used to overcome resistance because
most organizational changes occur over long periods of time - One of the six strategies in the contingency approach to overcoming resistance is to recognize progress, not just outcomes. Many, if not most organizational changes, occur over long periods of time, which means changes will include multiple steps along the way. Observe and recognize people for their efforts, and don't wait for ultimate performance outcomes.
The levels of organizational culture are...
observable artifacts, espoused values, and basic underlying assumptions.
P-O fit stands for _________ fit.
person-organization - Person-organization fit (P-O), reflects the extent to which your personality and values match the climate and culture in an organization.
Types and Focus of Innovation
product or process improvement or new direction
mechanistic organization
rigid bureaucracies with strict rules, narrowly defined tasks, and top-down communication, centralized decision making - traditional organizational structure - hierarchal culture
Which of the following is not one of the career functions of mentoring?
role modeling - The five career functions of mentoring are sponsorship, exposure and visibility, coaching, protection and challenging assignments.
The socialization tactic that ranges from a newcomer being socialized over time with the help of an experienced member, to the newcomer not being provided with a role model, is
serial versus disjunctive - The serial tactic is when the newcomer is socialized over time with the help of an experienced member, versus the disjunctive tactic when the newcomer is not provided a role model.
4 characteristics of organizational culture
shared concept, learned over time, influences our behavior at work, impacts outcomes at multiple levels
Which of the following mechanisms for changing organizational culture addresses all three levels of culture?
stories, legends, or myths about key people and events- deliberate role modeling and training, explicit rewards and status symbols, rites and rituals, organizational systems, organizational goals also address all three levels
A ________ outlines an organization's long-term direction and the actions necessary to achieve the planned results.
strategic plan
organizational culture
the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments - there are four characteristics of OC - four functions - 3 levels of OC
An "Employee of the Month" parking space by the front door of a business would be considered a corporate artifact.
true
Mission statements represent the reason that an organization exists.
true
One of the important functions of organizational culture is to facilitate collective commitment.
true
Secondary appraisals are perceptions of how you are able to deal or cope with a given demand.
true
The statement "A world in which all people's basic needs—such as shelter, clean water, sanitation, food and reliable power—are fulfilled in an environmentally sustainable way and a company that improves the quality of the environment and the communities where we live and work" is an example of a company vision.
true
In a horizontal structure, workgroups are created to improve collaboration and work on common products.
true - In a horizontal structure, teams or workgroups, either temporary or permanent, are created to improve collaboration and work on common projects.
Meditation and yoga are common and widely applicable ways to reduce stress.
true - Stress-reduction efforts can include meditation and yoga, regular breaks, exercise, socialization, hobbies, and play.
The first step of Kotter's change model is to establish a sense of urgency.
true - (1) establish a sense of urgency, (2) create the guiding coalition, (3) develop a vision and strategy, (4) communicate the change vision, (5) empower the broad-based action, (6) generate short-term wins, (7) consolidate gains and produce more change, and (8) anchor new approaches in the culture.
The organization's division of labor is visible in the organization chart.
true - In addition to showing the chain of command, the organization chart indicates extensive division of labor.
According to the American Psychological Association report "Stress in America 2018," Millennials reported having the most stress.
true - Millennials reported having the most stress, followed by Generation Z, Generation X, Boomers, and then older adults.
If there is a lot of negativity in the organization, exercise mindfulness and identify and reflect on the positive elements of the change.
true - Positivity is one of the contingency approach strategies to overcoming resistance to change.
Transformational innovations are targeted at creating new markets and customers.
true - Transformational innovations are targeted at creating new markets and customers and they rely on developing breakthroughs and inventing things that don't currently exist.
The ________ principle specifies that each employee should report to only one manager.
unity of command
_________ is a stress-reduction technique that can help you stop thinking pessimistically about an event or problem.
Cognitive restructuring - The ABCDEs of cognitive restructuring include: naming the event or problem listing your beliefs about same identifying the consequences of your beliefs formulating a counterargument to your initial thoughts and beliefs describing how energized and empowered you feel at the moment.
Socialization Tactics
Collective vs Individual Formal vs Informal Sequential vs Random Fixed vs Variable Serial vs Disjunctive Investiture vs Divestiture
external forces for change
Demographic characteristics Technology changes Customer and market changes Social changes/pressures Political changes/pressures
Internal Forces of Change
Human Resources Problems/Prospects Managerial Behavior/Decisions
Which of the following statements about innovation is true?
Innovation can be motivated by profit.
categories and eras of organizational design
1. traditional - self contained-functional, divisional, matrix 2. horizontal - team and process oriented- horizontal 3. open- hollow, modular, virtual
Lewin's Change Model
3stage model explaining how to initiate, manage, and stabilize change process 1. Unfreezing - creating motivation to change 2. Changing - intro to new info, models, procedures 3. Refreezing- support and reinforce change
3 phases of organizational socialization
1. anticipatory socialization - recruit learns about the organization prior to joining- anticipates realities of new job and organization, organizations needs for ones skills 2. encounter - values and attitudes of recruit shift as they see what it is really like - seeking role definition, becoming familiar 3. change and acquisition- recruit masters skills and roles and adjusts to norms - group norms and values are internalized
Four Functions of Organizational Culture
1. establish organizational identity 2. encourage collective commitment 3. ensure social system stability 4. sense-making device
5 elements that drive organizational culture
1. founder's values 2. industry and business environment 3. national culture 4. organization's vision and strategies 5. behavior of leaders
3 levels of organizational culture
1. observable artifacts 2. espoused values 3. basic assumptions
12 mechanisms for creating culture change
1) formal statements 2) the design of physical space, work environments, and buildings 3) slogans, language, acronyms, and sayings *4) deliberate role modeling, training programs, teaching, and coaching by others *5) explicit rewards, status symbols, and promotion criteria *6) stories, legends, or myths about key people and events 7) organizational activities, processes, or outcomes 8) leader reactions to critical incidents and organizational crises *9) rites and rituals 10) the workflow and organizational structure *11) organizational systems and procedures *12) organizational goals and criteria throughout the employee cycle
Kotter's 8 steps
1. Establish a sense of urgency - unfreeze organization(first 4 steps) 2. Create the guiding coalition 3. Develop a vision and strategy 4. Communicate the change vision 5. Empower the broad-based action - changing organization ( 5,6,7) 6. Generate short-term wins 7. Consolidate gains and produce more change 8. Anchor new approaches in the culture -refreezing
Seven Types of Organizational Structures
1. Functional 2. Divisional 3.horizontal 4. hollow 5. modular 6. Matrix 7. virtual
process of organizational learning
1. Information Acquisition 2. Information Distribution 3. Information Interpretation 4. Knowledge Integration 5. Organizational Memory
four phases of mentoring
1. Initiation 6-12 months 2. Cultivation 2-5 years 3. Separation 4. Redefinition
