Term
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Definition
The system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its members.
Functions: Social glue, provides appropriate standards, creates distinctions between organizations |
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Term
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Definition
What needs to be accomplished and how it can be done
Separating/prioritizing, ways to measure accomplishments, etc. |
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Term
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Definition
1. Creation of a collective identity
2. Finding ways of working+living together
Allocating power, rewards/punishment system, communication developing, guidelines, etc.
A |
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Term
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Definition
| Exhibit pattern of values and philosophy that is CONSISTENT with the organizations' dominant values and philosophy |
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Term
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Definition
| Groups whose patterns of values and philosophies outwardly reject those of the larger organization or social system |
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Term
| Multicultural organization |
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Definition
| A firm that values diversity but systematically works to block the transfer of societal subcultures into the fabric of the organization. |
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Term
Layers of Cultural Analysis
Observable Culture
Shared Values
Shared Assumptions |
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Definition
Observable Culture: Observable shit, stories, symbols, ceremonies, etc.
Shared Values: Specify what is important and unimportant, what is right an wrong
Shared Assumptions: Taken for granted, shared beliefs, hidden, inferred, essential to a good organization |
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Term
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Definition
Sagas: Heroic accounts of organizational accomplishments
Rites: Standardized and recurring activities that are used at special times to influence the behaviors and understanding of organizational members |
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Term
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Definition
| Any object that serves to transmit cultural meaning (i.e. the black dildo at the Trapp) |
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Term
| Shared Values (usefulness) |
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Definition
Help turn routine activities into valuable and important actions.
Tie the organization to the important values of society.
May provide a very distinctive source of competitive advantage. |
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Term
| Organizations with strong cultures possess a broadly and deeply shared value system that .... (4 things) |
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Definition
1. Reinforce corporate identity
2. Enhance collective commitment
3. Provide a stable social system
4. Reduce Bureaucratic Control |
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Term
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Definition
Involves both owning one’s personal experiences, values, thoughts, emotions, and beliefs, AND
acting in accordance with one’s true self |
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Term
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Definition
| An individual’s belief about the likelihood of successfully completing a specific task. |
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Term
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Definition
Includes values, attitudes, and behaviors, required to intrinsically motivate the leader and others to have a sense of spiritual survival through CALLING and MEMBERSHIP.
Qualities of leader: Vision (ideals); Altruistic love; Hope/faith;
Increases: well-being, productivity, commitment |
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Term
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Definition
Based on the premise that a primary purpose of business should be to create a positive impact on the organization’s employees as well as the community.
Best demonstrated by those with a vision and a desire to serve others first rather than by those seeking leadership roles. |
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Term
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Definition
| Probably leading and doing something with emphasizing ethical values....maybe? |
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Term
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Definition
A individual’s portfolio of self-influence strategies that positively influence individual behavior, and thought processes.
Behavior-focused (self observation, goal setting)
Self-rewards (reinforcing attainment of goals)
Constructive-thought-pattern (self analysis, positive self-talk, mental imagery of tasks to accomplish). |
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Term
GLOBE perspective
(Global Leadership and Organizational Behavior Effectiveness Research Program) |
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Definition
Comprehensive, cross-cultural research study found that attributes and entities of different cultures can predict the most effective organizational practices, leader attributes and behaviors that are most effective in that culture
Globe Leadership Dimensions
Charismatic/value based
Team-oriented
Participative
Humane-oriented
Autonomous
Self-protective |
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Term
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Definition
| Deals with the idea that an organization must master the challenges of change while creating a satisfying, healthy, and effective workplace for its employees. |
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Term
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Definition
| Collection of opportunities and constraints that affect the occurrence and meaning of behavior as well as the relationships among variables. |
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Term
| Contexts for Leadership Actions - Require different leadership styles |
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Definition
Stability
Crisis
Dynamic Equilibrium
Near the edge of chaos |
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Term
| Transformational vs Incremental Change |
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Definition
Transformational: Radically shifts the fundamental character of change, complete overhaul of business
Incremental: Builds on existing ways of operating, to enhance or extend them in new direction, minor change to business |
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Term
| Planned Change, Unplanned Change, Performance Gaps |
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Definition
| Performance gaps: discrepancy between desired and actual state of affairs, represent problem/opportunities to solve/explore |
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Term
| Organizational Targets for planned change |
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Definition
1. Objectives
2. Technology
3. Culture
4. Tasks
Structure/Strategy
Purpose/People |
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Term
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Definition
| Utilized to mobilize power, exert influence over others, and get people to support planned change efforts. |
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Term
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Definition
| Uses authority, rewards, or punishments as primary inducements to change. |
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Term
| Rational persuasion strategy |
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Definition
| Attempt to bring about change through the use of special knowledge, empirical support, or rational arguments. |
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Term
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Definition
| Actively involves the people who will be affected by a change in planning and making key decisions relating to this change. |
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Term
Resistance to Change
3 things they resist about change |
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Definition
Any attitude or behavior that indicates unwillingness to make or support a desired alteration.
1. Resistance to change itself
2. Resistance to the change strategy
3. Resistance to the change agent |
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Term
| Dealing with resistance to change (Approaches) |
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Definition
Approaches to dealing with change
Education and communication
Participation and involvement
Facilitation and support
Negotiation and agreement
Manipulation and cooptation
Explicit and implicit coercion |
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Term
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Definition
Attraction, Selection, Attrition
Employees are attracted to organizations that fit their personalities
Organizations select people whose personality and values fit organization
Those who join organization, but do not fit its characteristics tend to leave (attrition) |
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Term
| Organizational Socialization |
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Definition
Process by which new members learn the culture of the organization; “learning the ropes.”
Metamorphosis is the learning |
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Term
| A well developed management philosophy (3) |
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Definition
Establishes generally understood boundaries for all members of the firm.
Provides a consistent way for approaching new and novel situations.
Helps hold individuals together by assuring them a known path to success. |
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Term
| Most common mistake in changing culture |
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Definition
Trying to change people's values from the top down
changing culture without changes in ho the organization operates and without recognition of importance of individuals |
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Term
| Strategies for changing organizational culture |
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Definition
1. Managers help modify visual aspects of culture...language, stories, rites, rituals, sagas, etc.
2. Through reward systems
3. Setting the tone of organization |
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Term
| Three levels of culture that influence each other |
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Definition
Artifacts-Observable products of the culture...symbols, stories, texts, etc.
Values specify rules of appropiate behaviors....norms about what is right, wrong, important, etc.
Assumptions- Cultural assumptions or social schemas that underlie organizational culture...taken-for-granted shared beliefs, hidden |
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Term
Organizational Cultural Lag
and how to overcome |
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Definition
Cultural change is hampered by a legacy of established behaviors, with an overreliance on rule following and reinforcement of old patterns of action.
Condition where dominant cultural patterns are inconsistent with new emerging innovations
How to overcome
Demonstrate how shared values and common assumptions can be applied successfully
balance rule changing with rule following |
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Term
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Definition
The founders of an organization have a major impact on that organization’s early culture.
They have a vision of what the organization should be.
Once a culture is in place, there are practices within the organization that act to maintain it (selection criteria, performance appraisal, rewards, socialization). |
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Term
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Definition
A written statement of organizational purpose.
A good mission statement states whom the firm will serve and how it will go about accomplishing its societal purpose. |
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Term
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Definition
| S!!!!!!!!!!!!!!!!!!!!!!!! |
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Term
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Definition
Define the type of business the organization is in.
Provide some substance to the more general aspects of mission statements. |
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Term
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Definition
Organizational characteristics that managers wish to promote in order to increase the organizational survival potential
Growth, productivity, stability, harmony, flexibility, prestige, etc. |
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Term
| 4 things well-defined systems goals can do |
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Definition
Focus managers’ attention on what needs to be done.
Provide flexibility in devising ways to meet important targets.
Be used to balance the demands, constraints, and opportunities facing the firm.
Form a basis for dividing the work of the firm. |
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Term
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Definition
Reflect an organization’s intended contributions to the broader society.
Enable organizations to make legitimate claims over resources, individuals, markets, and products. |
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Term
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Definition
Foundation for managerial action
It shows the planned configuration of positions, job duties, and the lines of authority among different parts of the enterprise. |
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Term
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Definition
| Distribution of formal authority |
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Term
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Definition
Refers to the number of individual directly reporting to a supervisor
New information technologies now allow organizations to broaden the span of control, flatten their formal structures, and still maintain control of complex operations. |
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Term
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Definition
Diagrams that depict the formal structures of organizations.
Typically show the various positions, the position holders, and the lines of authority that link them t o one another |
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Term
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Definition
Line Units: Work groups that conduct the major business of the organization (production and marketing departments).
Staff Units: Work groups that assist the line units by providing specialized expertise and services to the organization (accounting and public relations |
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Term
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Definition
The set of mechanisms used to keep actions and outputs within predetermined limits.
Deals with:
Setting standards
Measuring results versus standards
Instituting corrective action |
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Term
Output Controls
Process Controls |
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Definition
Output: Focus on desired targets and allow managers to use their own methods to reach defined targets.
Part of an overall method of managing by exception.
Process Controls: Attempt to specify the manner in which tasks are accomplished.
Policies, procedures, rules, etc. |
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Term
Formalization
Standardization |
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Definition
Formalization: (Are they written or not) Written documentation of works, rules, policies, and procedures
Standardization: (How much do they limit actions) Degree to which the range of actions in a job/series of jobs is limited |
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Term
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Definition
Process approach using control to improve general operations of the company
Outlined by W. Edward Deming's 14 points |
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Term
Centralization
vs.
Decentralization
(Benefits of) |
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Definition
Centralization: Degree to which the authority to make decisions is restricted to higher levels of management.
Decentralization: Degree to which the authority to make decisions is given to lower levels in an organization’s hierarchy.
Benefits of
Higher subordinate satisfaction.
Quicker response to a diverse series of unrelated problems.
Assists in on-the-job training of subordinates for higher-level positions.
A popular approach in many industries. |
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Term
Horizontal Specialization
for example: Functional Departmentalization |
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Definition
A division of labor that establishes specific units or groups within an organization
Functional Departmentalization: Grouping individuals by skill, knowledge and action
Marketing, finance, production and human resources |
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Term
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Definition
| Individuals and resources are grouped by products, territories, services, clients, or legal entities. |
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Term
| Matrix Departmentalization |
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Definition
| Uses both functional and divisional forms simultaneously |
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Term
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Definition
| The set of mechanisms that an organization uses to link the actions of its units into a consistent pattern. |
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Term
Personal Methods of Coordination
vs.
Impersonal Methods of Coordination |
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Definition
Personal Methods of Coordination
direct contact between and among employees
Produce synergy by promoting dialogue and discussion, innovation, creativity, and learning, both within and across units.
Impersonal Methods of Coordination
Extensions of process controls (schedules, budgets, and plans that integrate units)
Produce synergy: Stress consistency and standardization so that individual pieces fit together.
Use of matrix departmentalization and management information systems |
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Term
Bureaucracy
(Mechanistic vs. Organic )
(Benefits of organic) |
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Definition
Form of organization that emphasizes legal authority, logic, clear division of labor, promotion by merit, and administrative rule.
Mechanistic structures - emphasizes vertical specialization and control.
Organic structures– emphasizes horizontal specialization, extensive use of personal coordination, loose rules, polices, procedures, etc.
Benefits of the organic type
Better for problem solving and for serving individual customer needs.
Centralized direction by senior management is less intense.
Good at detecting external changes and adjusting to new technologies. |
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Term
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Definition
Divisional: Composed of quasi-independent divisions so that different divisions can be more or less organic or mechanistic.
Conglomerate: A single corporation that contains a number of unrelated businesses. |
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Term
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Definition
The process of positioning the organization in the competitive environment and implementing actions to compete successfully.
Strategy process is ongoing.
Should involve individuals at all levels of the firm. |
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Term
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Definition
Process of acquiring knowledge and using information to adapt successfully to changing circumstances through:
Information distribution
Information interpretation
Organizational retention |
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Term
Types of Organizational Learning
(Vicarious: Scanning + Grafting) |
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Definition
Mimicry- Copying of successful practices of others
Learning from experience - Trail and error
Vicarious Learning - Involves capturing the lessons of others' experiences
Scanning- Involves looking outside the firm and bringing back useful solutions.
Grafting- The process of acquiring individuals, units, or firms to bring in useful knowledge. |
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Term
| Organizational Design (4 elements) |
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Definition
The process of choosing and implementing a structural configuration.
1. Size
2. Technology
3. Environment
4. Strategy |
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Term
| Technology in Organizational Design |
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Definition
Technology can be a partial substitute for operations, process controls, methods of coordination
Can be a full substitute for routine, repetitive jobs
Adds capability |
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Term
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Definition
An ever-shifting constellation of firms, with a lead corporation, that pools skills, resources, and experiences to thrive jointly.
Partner firms are bound by mutual trust and need for collective survival. |
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Term
General Environment
Specific Environment |
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Definition
General
The set of cultural, economic, legal-political, and educational conditions found in the areas in which the organization operates.
Specific
The owners, suppliers, distributors, government agencies, and competitors with which an organization must interact to grow and survive. |
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Term
Environmental Richness
Environmental Interdependence
Environmental Uncertainty and Volatility |
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Definition
Richness: The environment is richer when the economy is growing, when individuals are improving their education, and when everyone that the organization relies upon is prospering
Interdependence: Linkage between environmental interdependence and organization design may be subtle and indirect.
Uncertainty and Volatility: A more organic structure is the appropriate organizational design response to uncertainty and volatility |
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Term
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Definition
| Refers to the magnitude of problems and opportunities in organization's environment as evident by degree of richness, interdependence and uncertainty. |
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Term
| 2 important ways of co-evolution |
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Definition
1. Management of networks
2. Development of alliances |
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Term
Cognitive complexity
Behavioral complexity |
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Definition
Cognitive: deals with the degree to which individuals perceive nuances and subtle differences
Behavioral: centers on the possession of a repertoire of roles and the ability to selectively apply them |
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Term
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Definition
The study of leading a quasi-independent unit, department, or organization.
Top-management teams are very important |
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Term
Absorptive Capacity
Adaptive Capacity |
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Definition
Absorptive - Ability to learn
Adaptive - Ability to change |
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Term
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Definition
| The ability to perceive variation in the environment and understand the social actors and their relationships. |
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Term
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Definition
| The process of creating new ideas and putting them into practice. |
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Term
Product innovations
Process Innovations |
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Definition
Product: Introduce new or improved
goods or services to better
meet customer needs.
Process: Introduce new and better methods and operations. |
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Term
| Innovation Process in case of new product development (4 elements) |
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Definition
Idea Creation
Initial Experimentation
Feasibility Determination
Final Application |
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Term
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Definition
Exploitation : Focuses on refinement of and reuse of existing products and processes.
Exploration: Calls for the organization and it managers to stress freedom and radical thinking, opening the firm to big changes – what some call radical innovations.
Businesses use too much exploration, not enough exploration |
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Term
| Knowledge-Brokering Cycle |
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Definition
taking an idea that is commonplace in one area and moving it to a context where it isn't common at all
1. Capturing good ideas
2. Keeping ideas alive
3. Imagining new uses for old ideas
4. Putting promising concepts to test |
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Term
| Outcome Driven Innovation (ODI) |
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Definition
ODI is a “needs-first” strategy and innovation process built around the theory that people “rent” products and services to get jobs done
Understand the need before the solution is developed
Iterative process of understanding market and testing |
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Term
| Ambidextrous Leadership/Organization |
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Definition
| Using both exploration and exploitation strategies when managing Combining mechanistic units with organic units (from organizational design slides) |
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Term
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Definition
| Managerial frames and processes that recognize and embrace contradiction |
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