Term
| 7 Components of Organizational Structure |
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Definition
- Innovation and risk taking- employees encouraged to be innovative and take risks
- Attention to detail- employees expected to exhibit precision, analysis and attetion to detail
- Outcome orientation- management focuses on results rather than process to get there
- People orientation- management decisions take into account who is affected by it
- Team orientation- work activities are organized around teams
- Aggressiveness- people are aggressive and competitive
- Stability- organizational activities emphasize maintaining status quoin contrast to growth
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Term
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Definition
| A system of shared meaning held by members that distinguishes the organization from other organizations |
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Term
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Definition
Dominant Culture- culture that expresses the core values that are shared by a majority of the organization's members
Subculture- minicultures within organization, typically defined by department designations and geographical separation |
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Term
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Definition
| The primary or dominant values that are accepted throughout the organization |
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Term
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Definition
- Strong culture is when most employees have the same opinions about the oganization's mission and values, if opinions vary widely, then culture is weak
- Strong culture= a culture in which the core values are intensely held and widely shared
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Term
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Definition
- boundary defining role
- conveys sense of identity for organizations members
- facilitates committment to something larger than individual self-interest
- enhances stability of the social system
- guides and shapes employees attitudes
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Term
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Definition
| Shared perceptions organizational members have about their organization and work environment |
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Term
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Definition
- institutionalization= a condition that occurs when an organization takes on a life of its own, apart from any of its members, and acquires immortality
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Term
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Definition
- Founders hire and keep only employees who think and feel the same way they do
- Founders indoctrinate and socialize these employees to their way of thinking and feeling
- Founders' own behavior encourages employees to identify with them and internalize their beliefs, values, and assumptions
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Term
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Definition
- Selection practices= picking people that will perform successfully but also fit in with the organization & its values
- Actions of the top management= executives establish norms that filter through the organization
- Socialization methods= process that adapts new employees to the organization's culture
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Term
| Socialization Process Stages |
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Definition
- Prearrival stage= learning period that occurs before new employee joins organization
- Encounter stage= new employee sees what prganization is actually like and confronts the possibility that expectations and reality may diverge
- Metamorphasis stage= new employee changes and adjusts to the job, work group, and organization
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Term
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Definition
- Types: narratives of founders, rule breaking, rags-to-riches successes, reactions to past mistakes, etc
- Stories can inspire employees to be even more committed to organization and can establish culture
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Term
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Definition
- repetitive sequences of activities that express and reinforce the key values of the organization, which goals are most important, which people are important, and which are expendable
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Term
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Definition
- what conveys to employees who is important, the degree of egalitarianism top management desires, and the kinds of behavior that are appropriate
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Term
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Definition
- used to help members identify with the culture, attest to thei acceptance of it, and help preserve it
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Term
| Positive Organizational Culture |
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Definition
- culture that emphasizes building on employee strengths, rewards more than punishes, and emphasizes individul vitality and growth
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Term
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Definition
- the fundamental reasoning behind the core values
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Term
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Definition
- Initial Selection= basic qualifications must be met based on application and background checks
- Substantive Selection= determines more qualified person through written tests, performance tests, and interviews
- Contingent Selection= most qualified may take drug test or have another background check before offering the job
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Term
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Definition
- Basic Skills= basic reading and math skills
- Technical Skills= skills more tailored to specific work demanded
- Problem-Solving Skill= sharpen their logic, reasoning, problem-defining skills, as well as assess causation, select solutions, and analyze & develop alternatives
- Interpersonal Skills= improve listening, communicating, and team-building
- Civility Training= be civil and show respect to coworkers, and dont undermine management
- Ethics Training= be ethical
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Term
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Definition
- informal training= unstructured, unplanned, and easily adapted to situation and individuals
- formal training= planned in advance and having a structured format
- on-the-job= job rotations, apprenticeships, understudy
- off-the-job= seminars, self-study programs
- e-training= online quizzes, group discussions, simulations
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Term
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Definition
- Task Performance= fulfilling tasks in job description
- Citizenship= helping others when not required
- Counterproductivity= not engaging in actions to damage organization
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Term
| Management Evaluates What? |
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Definition
- Individual Task Outcome= evaluating results
- Behaviors= evaluating employees performance throughout doing work
- Traits= evaluating qualities employees have
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Term
| Methods of Performance Evaluation |
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Definition
- Written Essays= narative describing an employees strengths, weaknesses, performance, suggestions for improvement, also writing skill of paper is assessed
- Critical Incidents= describing incidents where employee was effect and ineffective
- Graphic Rating Scales= rating aspects by giving a number by evaluator 1-5
- Behaviorally Anchored Rating Scales (BARS)= employees evaluated on a scale but points are examples of actual behavior on the given job
- Forced Comparisons= evaluated based on comparing one employees work to anothers
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Term
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Definition
- group order ranking= evaluator places employees into a particular classification , like top 1/5 percentage
- individual ranking= evaluator places employees from worst to best
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Term
| Methods to Improve Evaluations |
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Definition
- Use Multiple Evaluators
- Evaluate Selectively
- Train Evaluators
- Provide Employees with due process
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Term
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Definition
- Workforce= aging population, immigration, outsourcing, cultural diversity
- Technology= faster, cheaper, more computers and handheld devices, growing social netwroks
- Economic Shocks= global recession, financial sector collapse, rise and fall of global housing market
- Competition= global competitors, mergers, increased gov regulations
- Social Trends= increased enivronmental awareness, more multitasking and connectivity, changing attitudes toward gay employees
- World Politics= rising health care costs, openning markets in China, negative attitudes toward business
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Term
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Definition
- clans= collaborative & cohesive
- adhocracy= innovative & adaptable
- heirarchy= controlled & consistent
- market= competitive & customer focus
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Term
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Definition
- Michael Tompkins= Owns Kenyan Ranch
- offered to open up casinos, made millions, but quit because he got too unhealthy
- Lecture Title: Echoing Passion
- About work/life Balance
- Dr. G's rap
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Term
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Definition
- change= making things different. reactive to when something occurs
- planned change= activities that are intentional and goal oriented. deliberate change to adopt new strategy, or change to business process. Proactive and part of business plan
- Change agents= persons who act as catalysts and assume the responsibility for managing change activities
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Term
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Definition
- imporving the ability of the organization to adapt to changes in its environment
- changing the behavior of individuals and groups in the organization
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Term
| Forms of resistance to change |
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Definition
- overt, implicit, immediate, or deffered
- overt and immediate resistance: easy to deal with such as work slowdown, complaints, or strike threat
- implicit or deffered resistance: hardest to deal with such as loss of loyalty or motivation, increased errors or absenteeism
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Term
| Companies mentioned in Ch 16 |
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Definition
- Southwest- look at persoanlity characteristics and personal values when searching employees
- Nike- Stories and its effects on culture
- Disney- core purpose is to make people happy
- Nordstrom- employees know what is expected of them and these expectations shape their behavior
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Term
| Individual Sources for Resistance to change |
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Definition
- habit
- security
- economic factors
- fear of the unknown
- selective information processing
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Term
| Organizational Sources of resistance to change |
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Definition
- structural inertia
- limited focus of change
- group inertia
- threat to expertise
- threat to established power relationships
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Term
| 8 ways of overcoming resistance to change |
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Definition
- education and communication= making sure employees are full knowledgeable of change and that it is communicated properly
- participation= people's resistance drops if they are involved in the change decision
- building support and commitment= committed employees due fine with change, and offering paid leave or therapy, or new training skills can help anxiety
- develop positive relationships= managers establishing trust with employees lowers resistance
- implenting change fairly= making sure when change is implemented it is perceived fair
- manipulation and cooptation= manipulating employees to stop resisting change lke fake threats to fire people, or finding the leader of group against change and "buy them off"
- Selecting people who accept change= hiring people who accept change and are open to experience
- Coercion= applying direct force or threats to resisters like real threats to fire people
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Term
| Lewin's 3 step model of the change process |
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Definition
- Unfreeze status quo
- Movement to a desired end state
- Refreezing the new change to make it permanent
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Term
| 3 ways to Unfreeze status quo in Lewins 3-step model |
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Definition
- driving forces= direct behavior away from staus quo
- restraining forces= hinder movement away from equilibrium
- Driving forces must increase
- Restraining forces must decrease
- combine first 2 approaches
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Term
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Definition
- Steps 1-4 unfreeze status quo
- Steps 5-7 move towards new end states
- Step 8 is refreezing
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Term
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Definition
- change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicates
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Term
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Definition
- change agent diagnosis by researching records, asking questions
- agent analyzes information found to show problem areas and possible actions
- feedback is then given from employees after seeing information and develop action plans for change
- then action is taken to enforce change on the probem
- finally evaluation of action plans effectiveness is done
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Term
| Organizational development and underlying values |
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Definition
- collection of planned change interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being
- Respect for people= treated with dignity and respect
- trust and support= organization is characterized as trusting, authentic, supportive, and open
- power equalization= nonhierarchial authority and control
- confrontation= problems opennly confronted
- participation= more involvement of people in change
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Term
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Definition
- sensitivity training= training groups that seek to change behavior through unstructured group interaction
- survey feedback= use of questionairres to identify discrepancies among member perceptions; discussion follows, and remedies are suggested
- process consultation= meeting in which a consultant assists a client in understanding process events with which he or she must deal and identifying processes that need improvement
- team building= high interaction among team members to increase trust and openness
- intergroup develpoment= OD efforts to change attitudes, stereotypes, and perceptions that groups have of each other
- appreciative inquiry= approach that finds organizations strength, speculates future, common vision of future & strength, then design plan to reach future
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Term
| How organizations can use culture for change |
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Definition
- creating learning organization
- stimulating innovative culture
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Term
| Stimulating Innovative culture |
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Definition
- innovation= a new idea applied to initiating or imroving a product, process, or service
- sources of innovation include:
- Having organic structure in organization
- long tenure in management
- abundance of resources to afford to purchase innovations, bear the cost of instituting them, and absorb failures
- high use of committees, task forces, cross functional teams
- idea champions= people who enthusiastically promote new ideas to build support for implementation
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Term
| Creating a learning organization |
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Definition
- an organization that has developed the continuous capacity to adapt and change
- single loop learning= process of correcting errors using past routines and present policies (most organizations)
- double loop learning= process of correcting errors by modifying the organization's objectives, policies, and standard routines (learning organizations)
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Term
| 3 fundamental problems of traditional organizations |
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Definition
- fragmentation= walls created by separating different functions into independent operations
- competition= undermines collaboration amongst managers, departments, and team managers
- reactiveness= misdirects managements attention to problem solving rather than creation
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Term
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Definition
- establish strategy= management established comitment to continuous improvement
- redesign organization's structure= combining departments and increasing use of corss functional teams reinforces interdependence & reduces boundaries
- reshape organization's culture= encourage people to take risks and admit failures
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Term
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Definition
- unpleasant psychological process that occurs in response to environmental pressures
- challenge stressors= stressors associated with workload, pressure to complete tasks, and time urgency
- hindrance stressors= stressors that keep you from reaching your goals
- stress is typically associated with demands (responsibilites, pressures) and resources (control to resolve demands)
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Term
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Definition
- Environemental Factors include:
- economic uncertainties= bad economy makes people worried about job security
- political uncertainties= if political system is poor then stress occurs
- technological uncertainties= technology becoming more advance threatens peoples jobs
- Organizational Factors include:
- Task demands= design of job, working conditions
- Role demands= pressures from expectations based on role in company
- Interpersonal Demands= pressures from other employees
- Personal Factors include family issues, personal economic problems, inherent personality characteristics
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Term
| Individual differences with stress |
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Definition
- perception= employees interpretation of situations can effect how they react
- experience= the longer youve been on the job, the little that stresses you out
- social support= good collegial relationships can help with the reaction to stress
- personality= neurotics are more prone to freak out and look for stressors, workaholics are strained if work becomes too heavy
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Term
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Definition
- physiological symptoms= stress can affect metabolism, increase heart rate, breathing rate, and blood pressure, induce heart attacks and headaches
- psychological symptoms= stress can create job dissatisfaction, anxiety, tension, irritability, boredom, and procrastination
- behavioral symptoms= stress can create reductions in productivity, absence, and turnover, changes in eating habits, increased drinking and smoking, rapid speech, fidgetoing, and sleep disorders
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Term
| Individual Approches to Managing Stress |
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Definition
- developing time-management skills
- increasing physical exercise
- participating in relaxation training
- expanding social support networks
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Term
| Organizational Approach to Managing Stress |
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Definition
- improving employee selection and job placement
- training employees
- realistic goal setting
- redesign of jobs
- increasing employee involvement
- improving organizational communication
- employee sabbaticals (extended voluntary leaves for travel or relaxation)
- corporate wellness programs= programs for employees mental and physical health
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Term
| How Employees Learn Culture |
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Definition
- Stories
- Rituals
- Material Symbols
- Language
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Term
| 5 Steps to Work/Life Balance |
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Definition
- Identify Priorities
- Set Goals
- Assess the Present
- Make and Take Action Plans
- Evaluate the Results
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Term
| Step 1: Identifying Priorities |
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Definition
- Knowing life priorities can prevent work/life conflict and know what is important to you
- Value Questionaire can help identify priorities
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Term
| Step 1: Identifying Priorities for Managers helping Employees |
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Definition
- Managers can offer 5 step plan to employees with life/work conflict
- Managers should be open to talk about work/life balance and should offer more control and flexibility to workers
- managers should make sure procedures and policies encourage a balanced life for employees
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Term
| Step 2: Set Realistic Goals Based on Priorities |
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Definition
- superhuman syndrome= the "you-can-do-it-all" attitude that has replaced the old sterotypes of roles for men and women in media and culture where people balance work and home perfectly
- Setting personal and career goals help so people do not fall victim to this false image
- SMART goals are a good tool
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Term
| Step 2a: Set sound career and job goals |
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Definition
- consider jobs with flexibility like telecommuting, part-time work, job sharing, or flextime
- managers should choose positions carefully based on life priorities
- alternate strategies when setting career goals include person concentrating heavily on work in early adulthood, and not so much when they have kids
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Term
| Step 2a: Setting Realistic Career Goals for Managers helping Employees |
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Definition
- can offer flexible work options wherever possible to see performance gains and better organizational citizenship
- organizational citizenship= behaviors that go above and beyond job requirements
- can offer benefits to part-time employees and let full-time go to part-time if they need to -> loyal, productive employees
- can offer career goal setting seminars
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Term
| Step 2b: Set sound personal goals |
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Definition
- making sure goals are set for personal life as well like finding a compatible partner, having kids, or leisure time anything that is a life priority
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Term
| Step 3: Assess the Present |
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Definition
- personal SWOT analysis help you know starting point for goal just set
- assess current lifestyle choices and if they align with priorities and goals with questionare or time log
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Term
| Step 3: Assess the Present for Managers helping Employees |
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Definition
- giving constructive and realistic feedback about their performance and use of time and how behaviors align or dont align with goals
- logs can show examples of employee's behavior both positive and negative
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Term
| Step 4: Make and Take Action Plans |
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Definition
- breaking goals into smaller, more tangible action steps
- roadmap for how to get from where you are now (step 3) to where you want to be (achieving Step 2 and satifying Step 1)
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Term
| Additional suggestions when making action plans |
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Definition
- personalize success= celebrate successes when accomplishing goal
- set boundaries= respecting established limits to stay focused on goal and not try to do it all
- manage time= time management helps
- Bundling= finding ways to spend time that combine multiple goals
- personal outsourcing= consider assitance with both personal and professional tasks
- avoid work/life spillover= where work interferes with personal life or vice versa, being mindful helps
- Personal and career mentors
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Term
| Step 4: Make and Take Action Plans for Managers Helping Employees |
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Definition
- managers are an excellent source for feedback and information about action steps
- focus on results meaning no matter where the employee may be as long as they are performing well thats what matters
- help employees separate the domains of work and home by avoiding breakfast meetings, policies prohibiting calling home during dinner or sleep hours
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Term
| Step 5: Evaluate Progress |
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Definition
- creating accounability so priorities, goals, and action plans are actually carried out
- focusing on rewards help maintain progress
- make sure choices and use of time reflect important priorities
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Term
| Step 5: Evaluating Progress for Managers helping Employees |
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Definition
- provide honest positive and negative feedback when evaluating employee
- have periodic reviews of goal attainment
- use important rewards as a tool to maintain proper progress such as compensation, promotions, and resources
- help indirectly by being a role model of good work/life balance
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