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137 Cards in this Set
- Front
- Back
the diffusion of change is more likely to succeed when
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the pilot study was successful
the pilot study receives favorable recognition and rewards pilot study managers are transferred to other areas of the organization |
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Senior executives at a large retail organization want employees to become more customer friendly. Employees think they are serving customers well enough and the company is the dominate player in the market. what should the executives do in this situation?
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find information in the external environment indicating that the company's dominate position will be threatened unless they become more customer friendly.
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the highest priority and first strategy required for any organizational change is to
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communicate the need for change and keep employees informed about what they can expect from the change effort.
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Driving forces
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many DF are unknown to emplyees beyond the top ranks of the organization
some DF are well known to the employees customer expectations represent a powerful driver for change organizational change is more likely to occure if employees experience reasonably strong DF NOT: DF should be created by leaders if there are no reasons for change. |
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Increasing Driving Forces and reducing Restraining Forces tends to:
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Unfreeze the status Quo
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which model of Org. change explicitly refers to unfreezing the current sit. and refreezing the desired state?
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Force Field Analysis
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According to the action research model, what occurs before diagnosing the need for change?
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establish the client consultant relationship
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a parallel learning structure
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includes highly participative teams constructed alongside the formal organizational hierarchy
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when managing change, learning interventions should be used
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to break routines that cause resistance to change
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action research is
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a highly participative process of planned change
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which of these conditions limits the diffusion of change to other parts of the organization?
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every employee involved in the pilot project stays with the project, rather than being moved to other areas of the organization
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resistance to org. change may be caused by:
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employee perceptions that the new conditions have higher costs
the psychological costs of uncertainty change effort wont work |
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in org change, employee involvement should be used:
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when the company needs more employee commitment to the change and has sufficient time
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force field analysis includes:
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driving forces
restraining forces unfreezing refreezing NOT: Process Forces |
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effective strategy to unfreeze the status quo
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NOT: strengthen existing team norms and org. systems
educating employees about the change effort encouraging employees to participate in the change effort provide stress management programs negotiate alternative beliefs |
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force field analysis helps change agents to:
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diagnose the situation better by understanding the driving and restraining forces
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emplyees wish to slow down a change effort, what is the best strategy for dealing with this:
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negotiation
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third party interventions are defined in terms of their
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level of process control and level of decision control
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which type of resistance tries to "prove" that the decision is wrong or that the agent is incompetent
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Saving Face
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action research
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goal is to bring about change
process tests theory process involves employees organizations are open systems NOT: process is most successful when people reveal their secrets |
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employees resist change when
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rewards are incongruent with the new state of affairs
percieve higher costs and lower benefits percieve a lack of skill required |
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positive Org. behavior is grounded in
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Appreciated Inquiry
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what two strategies for minimizing resistance to change should be used last?
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Coercion, negotiation
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what do action research and future search events have in common?
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both encourage employee involvement in the change process
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organizational change interventions
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NOT: ethical issues are rarely a concern
work well in N america, tend to work well in Asia N america view change as linear open dialogue work better with low power distance cultures open dialogue may threaten privacy rights |
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what theory states that dual philosophy that change is both applied change and theory testing
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Action Research
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which strategy is recommended when two companies have weak cultures
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integration
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adaptive culture
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seak out opportunities, responsibility for the organizations performance
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hidden elemenets of culture include
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employee beliefs and values
NOT: physical structures, languages |
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organizations with an adaptive corporate culture
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are focused outwardly on customers and others outside the organization rather than inwardly
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Organizational stories
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NOT: communicate org. culture is they describe a positive event, and undermine culture if they describe a negative event
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organizations that tolerate subcultures with dissenting values
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may eventually use those dissenting values to build a new set of dominate values in the future
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organizational subcultures
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NOT: org. should subdue subcultures that oppose the firms dominate values
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socialization: technical info, performance feedback, job duties
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supervisor
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what effect does postdecisional justification have on organizational socialization?
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increases the reality shock that people experience during the encounter stage of socialization
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adaptive culture
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employees with a strong sense of ownership and an external focus on stakeholder needs
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corporate leaders can improve the ethical conduct of employees by:
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embedding ethical values in the corporate culture
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emplyees learn about the org. culture
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long before the first day of work
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a strong corporate culture increases performance by:
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controlling emplyee decisions and behavior
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whenever an advertising firm lands a new contract, the succussful team rings a loud bell and breaks out a bottle of champaign. this is considered:
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a ceramony
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companies w/ strong org. cultures are more effective
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if the cultural values are compatible w/ the organizational enviornment
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org. culture
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a powerful form of social control that influences employee decisions and behavior
social glue that bonds employees together mental model for org. events |
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what is the significance of artifacts?
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represent the directly observable symbols and signs of an org. culture
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strategy for merging cultures: confusion, conflict, resentment, and stress
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deculturation
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strength of organizational culture
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organizations with stronger cultures tend to perform better than those with weak cultures when the culture content fits the external enviornment
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artifact
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language
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what effect do co-workers have on the socialization of new employees?
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provide valuable support and information to newcomers
reduce stress offer information |
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one of the first steps in a merge, to minimize cultural clashes is to:
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conduct a bicultural audit
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a realistic job preview:
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builds a loyal work force by demonstrating that the company cares about the welfare of its employees
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adaptive corporate culture
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employees believe that it is both necessary and inevitable to keep pace with a changing external enviornment
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main purpose of realistic job previews
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help applicants form accurate expectations of the organization and job
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potentially an artifactL
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artwork on walls
greetings for visitors names for confrence rooms |
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deepest element of organizational culture is
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assumptions
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employees learn ___ through organizational socialization
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company history
forming relationships within the company knowledge of power technical jargon |
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the building in which employees work
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reflects potentially influences, and is a possible artifact of organizational culture
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supportive leadership is most appropriate when:
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the employee lacks experience in the job
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some leadership theories in Path-goal theory are derived from
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behavioral leadership theory
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which leadership style or combination of styles would be most effective for skilled workers?
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participative style
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two dimensions of leadership highlighted in behavioral leadership perspective are also identified in:
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path-goal theory
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when we stereotype leaders we:
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tend to evaluate leadership effectiveness on the persons appearance and behavior
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the competency (trait) perspective takes the view that:
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leadership is a characteristic of the person.
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transactional leaders
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improve efficiency
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more important since org. switch from supervisors to team based structure?
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leadership substitutes
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gender and leadership
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NOT: leadership rating of women have decreased relative to the rating of men
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situational leadership model
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readiness of followers
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contingency model of leadership: best leadership style depends on
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level of situational control
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leadership and gender
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male and female leaders generally do not differ in their use of task oriented and people oriented leadership
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one problem w/ competancy (trait) perspective
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it implies a universal rather than contingency approach to leadership
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cross cultural studies of leadership report that:
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charismatic visionary is a universally recognized leadership concept
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executives act as coaches
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servant leadership
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path-goal theory of leadership
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directive leadership is ineffective when employees are experienced and work in routine jobs
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leadership
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includes the process of influencing others
actions that change work environment so employees can perform better applies to people in any level of the organization |
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telling, selling, participating, and delegating
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hersey and blanchards situational leadership theory
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not a leadership perspective?
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attitudianl
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drive, integrety, and emotional intelligence are:
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competencies of effective leaders
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leadership style identifies in path-goal
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achievment-oriented leadership
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task oriented leaders tend to
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establish challenging goals
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which leadership perspective that consider task oriented and people oriented styles
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behavioral perspective and path-goal
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path-goal: participative style is effective when:
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none
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which leadership theory is universal rather than contingency approach
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competancy perspective
transformational perspective behavioral perspective |
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path-goal: participative style is effective when:
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none
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which leadership theory is universal rather than contingency approach
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competancy perspective
transformational perspective behavioral perspective |
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conflict managment style has low cooperativeness and low assertiveness?
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avoiding
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not in conflict process model
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conflict zone
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effective negotiators
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set negotiation goals for themselves
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initial, target, and resistance are three elements in
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bargaining zone model
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conflict managment style when other party will take advantage of information sharing
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forcing
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which third party conflict resolution strategy manages the process and contect of interaction between disputing parties but does not impose a solution?
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mediation
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improving communication and understanding should occur
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only after differentation between the two sides has been reduced
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yielding conflict managment style should be used when:
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the issues is much less important to you than to the other party
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interpersonal conflict managment style has a win-lose orientation?
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forcing, yielding, avoiding and compromising
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ambigous roles, scarce resources, and task interdependance are:
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sources of potential conflict
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constructive conflict
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encourages people to think about different points of view
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bargaining zone model identifies:
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the relative locations of various bargaining positions between the parties
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direct communication minimizes conflict by:
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reducing reliance on streotypes and improving understanding of the other partys circumstances
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conflict process: follows conflict perceptions and emotions:
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manifest conflict
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which will weaken your case in a win-lose situation?
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you have to complete negotiations quickly to meet your time deadline
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divergent beliefs due to unique backgrounds and experiences
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differentation
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organizational conflict
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NOT: job and occupational specialization tend to minimize conflict
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conflict process: precedes conflict outcomes
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manifest conflect
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constructive conflict
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is a positive application of conflict in organizations
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alternative dispute resolution: direct dialogue .. negotiations ....
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involve a mentor
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conflict process model includes:
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conflict outcomes, conflict emotions, and sources of conflict
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constructive conflict
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encourages employees to re-examine their basic assumptions about a problem and its possible solution
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conflict management refers to interventions that:
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alter the level and form of conflict in ways that maximize its benefits and minimize its dysfunctional consequences
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the problem solving interpersonal style has:
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high assertiveness and high cooperativeness
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produces the highest risk on conflict?
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scarce resources and high task interdependance
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communication is a potential source of conflict:
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parties use stereotypes when communication is lacking
ineffective comm. leads to escalation in the conflict cycle perceptions of conflict reduce a persons motivation to communicate in the future |
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business enviornment: integrated and dynamic
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organic structure
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matrix organizational structure
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overlays two organizational structures in order to leverage the benefits of both types of structure
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business enviornment: skilled employees with clear job duties
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functional structure
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company 1 markets a line designed and manufactured by other companies
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network
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organic structures are better than mechanistic structures for:
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hostile enviornments
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which org. structure consists of several organizations?
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network structure
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contingencies of organizational design
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technology
organizational size organizational enviornment |
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departmentalization: organizes employees around specific skills or other resources
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functional structure
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departmentalization
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NOT: discourages coordination through informal communication
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departmentalization: unique partnership teams that provide customized products for a limited time
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virtual corporation
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companies form network structures when:
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they operate in an enviornment where technology is changing quickly
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integrator roles
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support informal communication as a coordinating mechanism
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as org. grow..:
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NOT: informal communication becomes more prevalant as a coordinating mechanism
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coordinating mechanism
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training
clarifying work procedures informal communication |
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freer trade, advances in IT, and more global customers press companies to:
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shift away from geographically based to more client based divisionalized structures
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standardizing work through job descriptions and procedures
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is more common in organic rather than mechanistic structures
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mechanistic org. structure works better than an organic structure when:
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the org. adopts a cost leadership strategy
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as org. grow older they:
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become more formalized
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organizations form two clusters based on their span of control, centralization and formalization. These two are called
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organic vs mechanistic
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formalization
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reduce organizational flexibility
make some employees feel alienated make rules and procedures that focus on attention rather than serving stakeholders |
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decentralization
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NOT: organizational operating in diverse environments are more effective when they centralize decision making
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the recognition that an organization has only a few core competencies pushes towards more:
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network structures
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to increase efficiency and make it easier to match employee competencies w/ job requirements, companies:
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divide work into specialized jobs
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team based org. structures are usually found
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in the manufacturing operations of larger divisionalized structures
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which form of departmentalization tends to require the most coordination and has a high potential for conflict?
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matrix structure
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mechanistic structures operate best:
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in stable enviornments
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team based organization:
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employees
self directed work teams semi autonomus responsibility |
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divisionalized structure
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NOT: limits the ability to expand operations
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departmentalization: very flat hierarchy, little formalization and organizes employees around work processes
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Team based structure
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