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Study Question 1: What is organizational behavior and why is it important? Workplace success depends on:
Respect for people. Understanding of human behavior in complex
organizational systems.
Individual commitment to flexibility,
Study Question 1: What is organizational behavior and why is it important? Organizations and their members are challenged to:
Simultaneously achieve high performance and
high quality of life. Embrace ethics and social responsibility. Respect the vast potential of demographic and cultural diversity among people. Recognize the impact of globalization.
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Study Question 1: What is organizational behavior and why is it important? Organizational behavior. Study of human behavior in organizations. A multidisciplinary field devoted to understanding individual and group behavior, interpersonal processes, and organizational dynamics.
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Study Question 1: What is organizational behavior and why is it important? Reasons for importance of scientific thinking. The process of data collection is controlled and systematic. Proposed explanations are carefully tested. Only explanations that can be scientifically verified are accepted.
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Study Question 1: What is organizational behavior and why is it important? Modern workplace trends.
Commitment to ethical behavior. Importance of human capital. Demise of command and control. Emphasis on teamwork. Pervasive influence of information technology. Respect for new workforce expectations. Changing definition of jobs and career.
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An organization is a collection of people working together in a division of labor to achieve a common purpose.
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Study Question 2: What are organizations like as work settings? The core purpose of an organization is the creation of goods and services. Missions and mission statements focus attention on the core purpose. Mission statements communicate:
A clear sense of the domain in which the
organizations products and services fit. A vision and sense of future aspirations.
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Study Question 2: What are organizations like as work settings? A strategy is a comprehensive plan that guides organizations to operate in ways that allow them to outperform their competitors. Key managerial responsibilities include strategy formulation and implementation. Knowledge of OB is essential to effectively strategy implementation.
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interest in an organizations performance. Customers, owners, employees, suppliers, regulators, and local communities are key stakeholders. Interests of multiple stakeholders sometimes conflict. Executive leadership often focuses on balancing multiple stakeholder expectations.
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values that influence the behavior of organizational members. Positive organizational cultures:
Have a high-performance orientation. Emphasize teamwork. Encourage risk taking. Emphasize innovation.. Respect people and workforce diversity.
Study Question 2: What are organizations like as work settings? Organizational effectiveness approaches. Systems resource approach focuses on inputs. Internal process approach focuses on the transformation process. Goal approach focuses on outputs. Strategic contingencies approach focuses on impact on key stakeholders.
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Study Question 2: What are organizations like as work settings? Longitudinal views of organizational effectiveness.
Short-run emphasis on goal accomplishment,
resource utilization, and stakeholder satisfaction. Intermediate-run emphasis on organizations adaptability and development potential. Long-run emphasis on survival.
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organizational unit, group, or team consistently achieves its goals while its members remain capable, committed, and enthusiastic. Key results of effective management:
Task performance. Job satisfaction.
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develop. Are achievement-, quality-, and customer-oriented, as well as being sensitive to the external environment.
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Value creation.
The extent to which an organization
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Meeting customers needs. Doing all tasks right the first time. Continuous improvement focuses on two questions:
Is it necessary? If so, can it be done better?
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Knowledge workers.
People whose minds rather than physical capabilities
Intellectual capital.
The performance potential of the expertise,
use their talents and knowledge to make decisions that affect their work.
Social capital.
The performance potential represented in the
organizational learning. High-performance organizations are designed for organizational learning. A learning organization has a culture that values human capital and invigorates learning for performance enhancement.
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Study Question 2: What is multi-culturalism, and how can workforce diversity be managed? Workforce diversity.
Describes differences among people with respect to
Multiculturalism.
Refers to pluralism and respect for diversity and
Inclusivity.
The degree to which the organizations culture
Study Question 2: What is multi-culturalism, and how can workforce diversity be managed?
Study Question 2: What is multi-culturalism, and how can workforce diversity be managed?
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Study Question 2: What is multi-culturalism, and how can workforce diversity be managed? Managing diversity.
Developing a work environment and organizational
culture that allows all organization members to reach their full potential.
of employees in pursuit of the corporate mission. Managers consider how their behaviors affect diversity.
Study question 3: How do ethics and social responsibility influence human behavior in organizations?
Ethical behavior.
Good or right as opposed to bad
The public demands that people in organizations act according to high moral standards.
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pursuit of self-interest.
Amoral managers.
Ethics is simply not on this managers radar
screen.
Moral managers.
Incorporate ethical principles and goals into
Study question 3: How do ethics and social responsibility influence human behavior in organizations?
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Study question 3: How do ethics and social responsibility influence human behavior in organizations? Ways of thinking about ethical behavior.
Utilitarian view the greatest good for the
greatest number of people. Individualism view best serving long-term self-interests. Moral-rights view respects and protects the fundamental rights of all human beings. Justice view fair and impartial in the treatment of all people.
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Study question 3: How do ethics and social responsibility influence human behavior in organizations? Different types of justice.
Procedural justice properly following rules
Study question 3: How do ethics and social responsibility influence human behavior in organizations?
Ethical dilemmas. Occur when someone must choose whether or not to pursue a course of action that, although offering the potential of personal or organizational benefit or both, may be considered unethical.
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Study question 3: How do ethics and social responsibility influence human behavior in organizations? Rationalizations for unethical behavior.
Pretending the behavior is not really unethical
or illegal. Saying the behavior is really in the organizations or persons best interest. Assuming the behavior is acceptable if others dont find out about it. Presuming that superiors will support and protect you.
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Study question 3: How do ethics and social responsibility influence human behavior in organizations? Organizational social responsibility.
The obligation of organizations to behave in
ethical and moral ways as institutions of the broader society. Managers should commit organizations to: Pursuit of high productivity. Corporate social responsibility. A whistleblower exposes others wrongdoings in order to preserve high ethical standards.
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and actions from businesses and other social institutions. Corporate governance.
The active oversight of management decisions,
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practices that value human capacities and encourage their full utilization. Positive organizational behavior is based on the core capacities of:
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basis.
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Study Question 1: Why is globalization significant for organizational behavior? Forces of globalization.
Rapid growth in information technology and
electronic communication. Movement of valuable skills and investments. Increasing cultural diversity. Implications of immigration. Increasing job migration among nations. Impact of multicultural workforces.
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Study Question 1: Why is globalization significant for organizational behavior? Globalization is contributing to the emergence of regional economic alliances. Important regional alliances.
European Union (EU). North American Free Trade Agreement
Off shoring.
Contracting out work to persons in other countries.
Job migration.
Movement of jobs from one location or country to
another.
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Study Question 1: Why is globalization significant for organizational behavior? Global managers.
Know how to conduct business in multiple
countries. Are culturally adaptable and often multilingual. Think with a worldview and are able to map strategy in the global context. Have a global attitude. Have a global mindset.
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particular society. The software of the mind. Helps define boundaries between different groups and affects how their members relate to one another. Cultural intelligence is the ability to identify, understand, and act with sensitivity and effectiveness in cross-cultural situations.
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Study Question 2: What is culture and how can we understand cultural differences?
Language.
Perhaps the most visible aspect of culture. Whorfian hypothesis considers language as
a major determinant of thinking. Low-context cultures the message is conveyed by the words used. High-context cultures words convey only a limited part of the message.
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Study Question 2: What is culture and how can we understand cultural differences?
Time orientation.
Polychronic cultures. Circular view of time. No pressure for immediate action or performance. Emphasis on the present. Monochronic cultures. Linear view of time. Create pressure for action and performance. Long-range goals and planning are important.
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Study Question 2: What is culture and how can we understand cultural differences?
Use of space.
Proxemics. The study of how people use space to communicate. Reveals important cultural differences. Concept of personal space varies across
Study Question 2: What is culture and how can we understand cultural differences?
Religion.
A major element of culture. Can be a very visible aspect of culture. Influences codes of ethics and moral behavior. Influences conduct of economic matters.
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Study Question 2: What is culture and how can we understand cultural differences?
Study Question 2: What is culture and how can we understand cultural differences?
Power distance.
The willingness of a culture to accept status
and power differences among members. Respect for hierarchy and rank in organizations. Example of a high power distance culture Indonesia. Example of a low power distance culture Sweden.
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Study Question 2: What is culture and how can we understand cultural differences?
Uncertainty avoidance.
The cultural tendency toward discomfort with
risk and ambiguity. Preference for structured versus unstructured organizational situations. Example of a high uncertainty avoidance culture France. Example of a low uncertainty avoidance culture Hong Kong.
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Study Question 2: What is culture and how can we understand cultural differences?
Individualism-collectivism.
The cultural tendency to emphasize individual
or group interests. Preferences for working individually or in groups. Example of an individualistic culture United States. Example of a collectivist culture Mexico.
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Study Question 2: What is culture and how can we understand cultural differences?
Masculinity-femininity.
The tendency of a culture to value
stereotypical masculine or feminine traits. Emphasizes competition/assertiveness versus interpersonal sensitivity/relationships. Example of a masculine culture Japan. Example of a feminine culture Thailand.
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Study Question 2: What is culture and how can we understand cultural differences?
Long-term/short-term orientation.
The tendency of a culture to emphasize future-
oriented values versus present-oriented values. Adoption of long-term or short-term performance horizons. Example of a long-term orientation culture South Korea. Example of a short-term orientation culture United States.
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Study Question 2: What is culture and how can we understand cultural differences?
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Study Question 2: What is culture and how can we understand cultural differences?
ones own culture are the only ways of doing things. Ethnocentrism assuming that the ways of ones culture are the best ways of doing things.
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Study Question 2: What is culture and how can we understand cultural differences?
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Study Question 2: What is culture and how can we understand cultural differences?
Study Question 2: What is culture and how can we understand cultural differences?
Study Question 2: What is culture and how can we understand cultural differences?
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Study Question 2: What is culture and how can we understand cultural differences?
future.
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Study Question 2: What is culture and how can we understand cultural differences?
Study Question 3: How does cultural diversity affect people at work? Multinational corporation (MNC).
A business firm that has extensive
international operations in more than one foreign country. Have a total world view without allegiance to any one national home. Have enormous economic power and impact. Bring benefits and controversies to host countries.
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Study Question 3: How does cultural diversity affect people at work? Multicultural workforces and expatriates.
Styles of leadership, motivation, decision
making, planning, organizing, and controlling vary from country to country. Expatriates.
People who live and work abroad for extended
periods of time. Can be very costly for employers. Progressive employers take supportive measures to maximize potential for expatriate success.
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Study Question 3: How does cultural diversity affect people at work? Ethical behavior across cultures.
Ethical challenges result from: Cultural diversity. Variations in governments and legal systems. Prominent current issues. Corruption and bribery. Poor working conditions. Child and prison labor. Business support of repressive governments. Sweatshops.
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Study Question 3: How does cultural diversity affect people at work? Advice regarding cultural relativism and ethical absolutism.
Multinational businesses should adopt core or
and tailor actions to respect the traditions, foundations, and needs of different cultures.
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learning.
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characteristics that capture the unique nature of a person as that person reacts and interacts with others. Combines a set of physical and mental characteristics that reflect how a person looks, thinks, acts, and feels. Predictable relationships are expected between peoples personalities and their behaviors.
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personality characteristics. Environment determines development within these limits. About a 50-50 heredity-environment split. Cultural values and norms play a substantial role in the development of personality. Social factors include family life, religion, and many kinds of formal and informal groups. Situational factors reflect the opportunities or constraints imposed by the operational context.
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Agreeableness.
Being good-natured, trusting, cooperative.
Conscientiousness.
Being responsible, dependable, persistent.
Emotional stability.
Being unworried, secure, relaxed.
Openness to experience.
Being imaginative, curious, broad-minded.
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style.
The way a person goes about gathering and
information once it has been collected. Feeling-type individuals are oriented toward conformity and try to accommodate themselves to other people. Thinking-type individuals use reason and intellect to deal with problems and downplay emotions.
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social and physical settings as well as their major beliefs and personal orientation. Key traits.
Internals. More introverted and more oriented towards their own feelings and ideas.
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Dogmatism.
Tendency to view the world as a threatening place.
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structured situations.
Work hard to do well in highly structured
situations.
Are strongly guided by ethical considerations. Are unlikely to lie or cheat.
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Low self-monitors. Not sensitive to external cues. Not able to disguise their behaviors.
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Type B orientation. Characterized as more easygoing and less competitive in relation to daily events.
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Study Question 3: What are value and attitude differences among individuals, and why are they important?
Values.
Broad preferences concerning appropriate
courses of action or outcomes. Values influence behavior and attitudes. Parents, friends, teachers, and external reference groups can influence individual values. Values develop as a product of learning and experiences.
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Study Question 3: What are value and attitude differences among individuals, and why are they important?
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Study Question 3: What are value and attitude differences among individuals, and why are they important?
Study Question 3: What are value and attitude differences among individuals, and why are they important?
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Study Question 3: What are value and attitude differences among individuals, and why are they important?
Attitudes.
Are influenced by values and are acquired
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Study Question 3: What are value and attitude differences among individuals, and why are they important?
intent.
The person has experience with the attitude.
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Study Question 3: What are value and attitude differences among individuals, and why are they important?
Study Question 3: What are value and attitude differences among individuals, and why are they important?
by:
The degree of control a person has over the
situation.
The magnitude of the rewards involved.
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Study Question 4: What are individual differences and how are they related to workforce diversity?
Workforce diversity.
The presence of individual human
Study Question 4: What are individual differences and how are they related to workforce diversity?
Study Question 4: What are individual differences and how are they related to workforce diversity?
protected groups.
Affirmative action.
Remedial actions for proven discrimination or
Study Question 4: What are individual differences and how are they related to workforce diversity? Demographic characteristics.
The background characteristics that help shape what a
person becomes.
Study Question 4: What are individual differences and how are they related to workforce diversity?
Gender.
No consistent differences between men and
women in:
Problem-solving abilities. Analytical skills. Competitive drive. Motivation. Learning ability. Sociability.
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Study Question 4: What are individual differences and how are they related to workforce diversity?
Gender (cont.).
As compared to men, women:
Are more conforming. Have lower expectations of success. Have higher absenteeism. Are more democratic as leaders.
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Study Question 4: What are individual differences and how are they related to workforce diversity? Age.
Aging workforce. Older workers are more susceptible to stereotyping. Age discrimination lawsuits are increasingly common
Study Question 4: What are individual differences and how are they related to workforce diversity?
Able-bodiedness.
Despite evidence of effective job performance,
in the future.
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Study Question 4: What are individual differences and how are they related to workforce diversity?
Study Question 4: What are individual differences and how are they related to workforce diversity?
individual-job fits.
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Study Question 4: What are individual differences and how are they related to workforce diversity?
Aptitude.
A persons capability of learning something.
Ability.
A persons existing capacity to perform the
Chapter 5 Study Questions What is the perception process? What are common perceptual distortions? How can perceptions be managed? What is attribution theory?
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is available.
awareness.
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process.
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situation, person, or object that are consistent with ones needs, values, or attitudes.
Strongest impact is at the attention stage. Perception checking with other persons can
other individuals.
Especially likely to occur in interpretation
stage.
Projection can be controlled through a high
people on the same characteristics on which the others rank higher or lower.
People must be aware of the impact of contrast
situation or individual that which one expected to find. Also called the Pygmalion effect. Can have either positive or negative outcomes. Managers should adopt positive and optimistic approaches to people at work.
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ways that create and maintain desired impressions in others eyes. Successful managers:
Use impression management to enhance their own
stage.
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event. Evaluate the personal qualities of the people involved in the event.
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behavior across situations. Consensus likelihood of others responding in a similar way. Consistency whether an individual responds the same way across time.
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behavior.
Attributing success to the influence of
situational factors.
Attributing failure to the influence of personal
factors.
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personal factors.
Attributing failure to the influence of
situational factors.
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What do the content theories suggest about individual needs and motivation? What do the process theories suggest about individual motivation? What are reinforcement theories and how are they linked to motivation?
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given action.
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fulfill.
Process theories. Focus on peoples thought or cognitive processes. Reinforcement theories. Emphasize controlling behavior by manipulating
its consequences.
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Study Question 2: What do the content theories suggest about individual needs and motivation? Content theories.
Motivation results from the individuals attempts to
satisfy needs.
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Study Question 2: What do the content theories suggest about individual needs and motivation?
ERG theory.
Existence needs.
Desire for physiological and material well-being.
Relatedness needs.
Desire for satisfying interpersonal relationships.
Growth needs.
Desire for continued personal growth and
development.
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Study Question 2: What do the content theories suggest about individual needs and motivation? Acquired needs theory.
Need for achievement (nAch).
The desire to do something better or more efficiently, to solve
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Study Question 3: What do the process theories suggest about individual motivation?
Process theories.
Focus on the thought processes through which
Study Question 3: What do the process theories suggest about individual motivation? Equity theory.
People gauge the fairness of their work outcomes in
relation to others.
Felt negative inequity. Individual feels he/she has received relatively less
Study Question 3: What do the process theories suggest about individual motivation?
Study Question 3: What do the process theories suggest about individual motivation? Coping methods for dealing with equity comparisons.
Recognize that equity comparisons are inevitable in the
workplace.
Anticipate felt negative inequities when rewards are given. Communicate clear evaluations for any rewards given. Communicate an appraisal of performance on which the reward
is based.
Communicate comparison points that are appropriate in the
situation
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Study Question 3: What do the process theories suggest about individual motivation? A persons motivation is a multiplicative function of expectancy, instrumentality, and valence (M = E x I x V). Motivational implications of expectancy theory.
Motivation is sharply reduced when, expectancy,
instrumentality, or valence approach zero. Motivation is high when expectancy and instrumentality are high and valence is strongly positive.
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Study Question 3: What do the process theories suggest about individual motivation?
Extrinsic rewards.
Positively valued work outcomes given to the
Intrinsic rewards.
Positively valued work outcomes that the
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Study Question 3: What do the process theories suggest about individual motivation?
potential to serve as positive reinforcers. Recognize individual differences in the rewards that will have a positive value for each person.
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Study Question 3: What do the process theories suggest about individual motivation? Guidelines for the distribution of extrinsic rewards (cont.).
Let each person know exactly what must be done to
receive a desirable reward; set clear target antecedents and give performance feedback. Allocate rewards contingently and immediately upon the appearance of the desired behaviors. Allocate rewards wisely in terms of scheduling the delivery of positive reinforcement.
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Study Question 4: What are reinforcement theories and how are they linked to motivation?
Reinforcement.
The administration of a consequence as a
result of a behavior.
Proper management of reinforcement can
Study Question 4: What are reinforcement theories and how are they linked to motivation?
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Study Question 4: What are reinforcement theories and how are they linked to motivation?
Law of effect.
Theoretical basis for manipulating
consequences of behavior.
Behavior that results in a pleasant outcome is
likely to be repeated while behavior that results in an unpleasant outcome is not likely to be repeated.
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Study Question 4: What are reinforcement theories and how are they linked to motivation?
work behavior and the nonreinforcement or punishment of unwanted work behavior. Uses four basic strategies:
Positive reinforcement. Negative reinforcement. Punishment. Extinction.
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Study Question 4: What are reinforcement theories and how are they linked to motivation?
Positive reinforcement.
The administration of positive consequences
to increase the likelihood of repeating the desired behavior in similar settings. Rewards are not necessarily positive reinforcers. A reward is a positive reinforcer only if the behavior improves.
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Study Question 4: What are reinforcement theories and how are they linked to motivation?
behavior is exhibited.
Study Question 4: What are reinforcement theories and how are they linked to motivation?
behavior occurs.
Intermittent reinforcement. Rewards behavior periodically either on the basis of time elapsed or the number of desired behaviors exhibited.
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Study Question 4: What are reinforcement theories and how are they linked to motivation?
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Study Question 4: What are reinforcement theories and how are they linked to motivation?
Negative reinforcement.
Also known as avoidance. The withdrawal of negative consequences to
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Study Question 4: What are reinforcement theories and how are they linked to motivation?
Punishment.
The administration of negative consequences
or the withdrawal of positive consequences to reduce the likelihood of repeating the behavior in similar settings.
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Study Question 4: What are reinforcement theories and how are they linked to motivation?
Study Question 4: What are reinforcement theories and how are they linked to motivation?
Extinction.
The withdrawal of the reinforcing
consequences for a given behavior. The behavior is not unlearned; it simply is not exhibited. The behavior will reappear if it is reinforced again.
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Study Question 4: What are reinforcement theories and how are they linked to motivation?
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Study Question 4: What are reinforcement theories and how are they linked to motivation? Ethical issues with reinforcement usage.
Is improved performance really due to reinforcement? Is the use of reinforcement demeaning and
dehumanizing? Will managers abuse their power by exerting external control over behavior? How can we ensure that the manipulation of consequences is done in a positive and constructive fashion?
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Study Question 1: How are motivation, job satisfaction, and performance related? Job satisfaction.
The degree to which individuals feel positively
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Study Question 1: How are motivation, job satisfaction, and performance related?
Implications of key work decisions for job satisfaction.
Joining and remaining a member of an organization.
Satisfied workers have better attendance and less turnover.
performance.
Three alternative relationships between performance and
satisfaction.
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Study Question 1: How are motivation, job satisfaction, and performance related? Argument: satisfaction causes performance.
Managerial implication to increase
employees work performance, make them happy. Job satisfaction alone is not a consistent predictor of work performance.
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Study Question 1: How are motivation, job satisfaction, and performance related? Argument: performance causes satisfaction.
Managerial implication help people achieve
high performance, then satisfaction will follow. Performance in a given time period is related to satisfaction in a later time period. Rewards link performance with later satisfaction.
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Study Question 1: How are motivation, job satisfaction, and performance related? Argument: rewards cause both satisfaction and performance.
Managerial implications. Proper allocation of rewards can positively influence both satisfaction and performance. High job satisfaction and performance-contingent rewards influence a persons work performance. Size and value of the reward should vary in proportion to the level of ones performance.
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Study Question 1: How are motivation, job satisfaction, and performance related?
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small, repetitive tasks and training workers to do these tasks well. Job simplification.
Standardizes work procedures and employs people
in clearly defined and highly specialized tasks. Intent is to increase efficiency, but it may be decreased due to the motivational impact of unappealing jobs.
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building motivating factors such as responsibility, achievement, recognition, and personal growth into the job. Adds planning and evaluating duties to the job content. Uses vertical loading to increase job depth.
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Allow workers to plan. Allow workers to control. Maximize job freedom. Increase task difficulty. Help workers become task experts. Provide performance feedback. Increase performance accountability. Provide complete units of work.
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and involves the use of a number of different skills and talents of the individual.
Task identity.
Degree to which the job requires the completion of a whole
and identifiable piece of work; one that involves doing a job from beginning to end with a visible outcome.
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Autonomy.
Degree to which the job gives the employee substantial
freedom, independence, and discretion in scheduling the work and in determining the procedures used in carrying it out.
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direct and clear information to the employee regarding how well the job has been done. .
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characteristics create a motivating potential score (MPS). MPS indicates the degree to which the job is capable of motivating people. A jobs MPS can be raised by enriching the core characteristics.
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work outcomes.
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the way people perceive their jobs and respond to them. Research evidence shows that both social information and the core characteristics are important determinants of how people perceive their jobs.
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enrichment.
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Study Question 4: How are technology and job design related? Sociotechnical systems.
Reflects the importance of integrating people
given the impact of computers and information technology in the modern workplace.
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Study Question 4: How are technology and job design related? Flexible manufacturing systems.
Adaptive computer-based technologies and
integrated job designs that are used to shift work easily and quickly among alternative products. Workers develop expertise across a wide range of functions. Jobs offer a wealth of potential for enriched core job characteristics.
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Study Question 4: How are technology and job design related? Workflow and process reengineering.
Process reengineering is the analysis,
streamlining, and reconfiguration of actions and tasks required to reach a work goal.
This approach for improving workflows and
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improved recruiting of new employees. Disadvantages. For workers: increased fatigue and family adjustment problems. For organizations: work scheduling problems, customer complaints, and possible union opposition.
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For workers: shorter commuting time, more leisure time, more job satisfaction, and greater sense of responsibility.
For organizations: less absenteeism, tardiness, and
Disadvantages of telecommuting.
For workers: isolation from co-workers, decreased
identification with work team, and technical difficulties with computer linkages.
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supplement other jobs or do not want full-time work. For organizations: lower labor costs, ability to better accommodate peaks and valleys of business cycle, and better management of retention quality.
performance if holding two jobs, failure to qualify for benefits, and lower pay rates than full-time counterparts.
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Chapter 8 Study Questions What is goal setting? What is performance appraisal? What are compensation and rewards? What are human resource development and person-job fit?
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higher performance than are less difficult ones. Specific goals are more likely to lead to higher performance than are no goals or vague or general ones. Task feedback, or knowledge of results, is likely to motivate people toward higher performance by encouraging the setting of higher performance goals.
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performance when the people have the abilities and the feeling of self-efficacy required to accomplish them. Goals are most likely to motivate people toward higher performance when they are accepted and there is commitment to them.
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of joint goal setting between a supervisor and a subordinate. MBO is consistent with the goal setting guidelines derived from the Locke and Latham model. MBO establishes performance goals consistent with higher level work unit and organizational objectives.
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accomplishments.
Too much emphasis on:
Goal-oriented rewards and punishments. Top-down goals. Goals that are easily stated in objective terms. Individual goals instead of group goals.
performance and providing feedback upon which performance adjustments can be made.
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performance will be measured. Measure past job performance accurately. Justify rewards, thereby differentiating between high and low performance. Define ratees needed development experiences.
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Study Question 2: What is performance appraisal? Two general purposes of good performance appraisal.
Evaluation.
Concerned with such issues as promotions,
Study Question 2: What is performance appraisal? Who does the performance appraisal?
Traditionally done by ratees immediate
superior.
People other than immediate superior may
Study Question 2: What is performance appraisal? Performance appraisal dimensions and standards.
Output measures.
Quantity of work output. Quality of work output.
Activity measures.
Behavioral measures that are typically obtained
content.
give a similar rating for each dimension. Leniency errors. Raters tend to give everyone relatively high ratings. Strictness errors.
Raters tend to give everyone relatively low ratings.
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or middle. Low differentiation errors. Raters restrict themselves to a small part of the rating scale. Examples include leniency, strictness, and central tendency errors.
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influence on ratings. Personal bias errors. Raters let personal biases, such as stereotypes, unduly influence the ratings. Cultural bias errors. Raters allow cultural differences of employees to influence the performance appraisal.
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and recognize errors. Ensuring that raters observe ratees on an ongoing basis. Not having the rater evaluate too many ratees. Ensuring the clarity and adequacy of performance dimensions and standards. Avoiding terms that have different meanings for different raters.
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Study Question 2: What is performance appraisal? Guidelines for ensuring the legality of performance appraisal systems.
Base appraisal on job requirements as
reflected in performance standards. Ensure that employees clearly understand the performance standards. Use clearly defined dimensions. Use behaviorally-based dimensions supported by observable evidence.
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Study Question 2: What is performance appraisal? Guidelines for ensuring the legality of performance appraisal systems (cont.).
Avoid abstract trait names. Ensure that scale anchors are brief and logically consistent. Ensure that the system is valid and psychometrically sound. Provide an appeal mechanism to handle appraisal disagreements.
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highly capable workers, and help satisfy and motivate these workers. High levels of job performance must be viewed as the path through which high pay can be achieved. Merit pay bases an individuals salary or wage increase on the persons performance.
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accurate measures of individual work performance. Some people argue that merit pay plans ignore the high degree of task interdependence among employees.
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relevant skills. Gain-sharing plans. Give workers an opportunity to share in productivity gains through increased earnings. Profit-sharing plans. Reward employees based on the entire organizations performance
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purchase it at a price below market value Lump-sum pay increases. Provide wage or salary increase in one or more lump-sum payments. Flexible benefit plans. Allow workers to select benefits according to their individual needs.
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Study Question 4: What are human resource development and person-job fit? Human resource development (HRD) and the person-job fit.
HRD and the person-job fit are key
contributing activities in performance management and rewards. Human resource strategic planning provides the foundation for HRD and the person-job fit. Staffing, training, and career planning and development are important functions in HRD and achieving a person-job fit.
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Study Question 4: What are human resource development and person-job fit? Job analysis.
The process and procedures used to collect and classify information about tasks the organization needs to complete. Identifies the worker characteristics needed to perform the job. Forms the basis for a job description and job specifications.
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Study Question 4: What are human resource development and person-job fit?
Recruitment.
The process of attracting the best qualified individuals
Study Question 4: What are human resource development and person-job fit? Selection.
A series of steps from initial applicant
Completing application materials. Conducting an interview. Completing any necessary tests. Doing a background investigation. Deciding to hire or not to hire.
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Study Question 4: What are human resource development and person-job fit? Socialization.
Process that adapts employees to the
organizations culture. Occurs during and after completion of the staffing process. Phases of socialization.
Anticipatory socialization. Encounter. Change and acquisition.
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Study Question 4: What are human resource development and person-job fit? Training.
A set of activities that provides the
performing the job in the actual workplace. Off-the-job training commonly involves lectures, videos, and simulations, and increasingly is done through e-training.
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Study Question 4: What are human resource development and person-job fit?
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Study Question 4: What are human resource development and person-job fit?
Adult life cycle and career stages.
The different problems and prospects of the adult life
cycle affect peoples work and careers. Career stages reflect the different responsibilities and achievements associated with peoples working lives. Life cycle and career stages. Entry and establishment or the provisional adulthood stage. Advancement or the first adulthood stage. Maintenance, withdrawal, and retirement or the second adulthood stage. .
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Members satisfaction.
Members believe that their participation and experiences are
Team viability.
Members are sufficiently satisfied to continue working
problem or task. When problem solving can be handled by a division of labor and the sharing of information. When creativity and innovation are needed.
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knowledge. Groups are important sources of need satisfaction for their members. Members can provide emotional support for each other in times of crisis or pressure. Members contributions can help them experience self-esteem and personal involvement.
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individual interests.
Raise accountability by identifying
organizational purpose. The head of a formal group is responsible for the groups performance and serves a linkingpin role. May be permanent or temporary. Permanent work groups are command groups. Temporary work groups are task groups.
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drawing on input of the functional areas. Project teams. Formed to complete a specific task with a well-defined end point. Virtual group. Members work together via computers.
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the organization.
Types of informal groups.
Friendship groups. Interest groups.
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behavior.
Determining the groups real task. Defining group rules.
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ways. Being motivated by group goals and achieving satisfaction. Continuing to improve relationships and performance. Adapting to changing opportunities and demands.
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task at hand.
Workflow technology can affect the way
lack the requisite experiences, skills, and competencies. Heterogeneous groups may perform well if they effectively utilize a variety of experiences, skills, and competencies.
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it harder for group members to work together, even though the diversity itself expands the skills and perspectives available for problem solving.
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effectiveness. As group size increases, performance and member satisfaction increase up to a point. As a group size continues to grow, communication and coordination problems often set in, and performance and satisfaction may decline. Problem-solving groups should have 5 to 7 members.
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they take.
Interactions interpersonal communications and
contacts.
Sentiments the feelings, attitudes, beliefs, or
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taking place; when the group finally accepts the idea, all others have been bypassed and discarded by simple lack of response rather than by critical evaluation.
group.
Decision by consensus.
Discussion leads to one alternative being favored by most
Decision by unanimity.
All group members agree totally on the course of action to be
taken.
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solve the problem. A greater number of alternatives are examined. The final decision is better understood and accepted by all group members. More commitment among all group members to make the final decision work.
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group member. Have the leader avoid seeming partial to one course of action. Create subgroups that each work on the same problem. Have group members discuss issues with outsiders and report back.
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group processes. Assign someone to be a devils advocate at each meeting. Write alternative scenarios for the intentions of competing groups. Hold second-chance meetings after consensus is apparently achieved.
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teamwork? What is team building? How does team building improve performance? How do teams contribute to the highperformance workplace?
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increase creativity.
Diversity among team members may create
performance organizations.
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Study Question 3: How does team building improve performance? New members are concerned about issues of:
Participation. Goals. Control. Relationships.
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Study Question 3: How does team building improve performance? Behavior profiles of coping with individual entry problems.
Tough battler. Friendly helper.
Objective thinker.
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leadership.
Distributive leadership is the sharing among team
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a job or position on a team. Role ambiguity occurs when a person is uncertain about his/her role. Role overload occurs when too much is expected and the person feels overwhelmed with work. Role underload occurs when too little is expected and the person feels underutilized.
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Performance norms. Ethics norms. Organizational and personal pride norms. High-achievement norms. Support and helpfulness norms. Improvement and change norms.
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Members are similar in age, attitudes, needs, and backgrounds. Group size is small. Members respect each others competencies. Members agree on common goals. Members work on interdependent tasks. Groups are physically isolated from others. Groups experience performance success or crisis.
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Problem-solving teams.
Employee involvements teams include a wide
variety of teams whose members meet regularly to collectively examine important workplace issues. Quality circle.
A special type of employee involvement team. Team meets periodically to address problems
Cross-functional teams.
Consist of members representing different
are unable to meet easily face-to-face. Computer power fulfills typical team needs for information processing and decision making. Communication is possible among people separated by great distances. Interaction and decision making are focused on facts and objective information rather than emotional considerations.
.
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members.
Group decisions are made in a limited social
context.
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technological change. Reduced absenteeism and turnover. Improved work attitudes and quality of work life.
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Study Question 4: How do teams contribute to the high-performance workplace? Disadvantages of self-managing teams.
Structural changes in job classifications and
individuals.
Supervisors who are displaced by self-managing
Study Question 1: What is leadership and how does it differ from management?
Management promotes stability or enables the organization to run smoothly. Leadership promotes adaptive or useful changes. Persons in managerial positions may be involved with both management and leadership. Both management and leadership are needed for organizational success.
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Study Question 1: What is leadership and how does it differ from management? Leadership is a special case of interpersonal influence that gets an individual or group to do what the leader or manager wants done. Forms of leadership.
Formal leadership. Informal leadership.
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Study Question 1: What is leadership and how does it differ from management? Approaches to leadership.
Trait and behavioral perspectives. Situational contingency perspectives. Attributional perspectives. New leadership perspectives.
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Study Question 1: What is leadership and how does it differ from management? Trait theories.
Assume that traits play a key role in: Differentiating between leaders and nonleaders. Predicting leader or organizational outcomes. Great person-trait approach. Earliest approach in studying leadership. Tried to determine the traits that characterized great leaders.
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Study Question 1: What is leadership and how does it differ from management?
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Study Question 1: What is leadership and how does it differ from management? Behavioral theories.
Assume that leader behaviors are crucial for
explaining performance and other organizational outcomes. Focus on leader behaviors rather than traits. Major behavioral theories.
Michigan leadership studies. Ohio State leadership studies. Leadership Grid. Leader-Member Exchange (LMX) theory.
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Study Question 1: What is leadership and how does it differ from management? Michigan leadership studies.
Employee-centered supervisors. Place strong emphasis on subordinates welfare. Production-centered supervisors. Place strong emphasis on getting the work done. Employee-centered supervisors have more
Study Question 1: What is leadership and how does it differ from management? Ohio State leadership studies.
Consideration. Concerned with peoples feelings and making things pleasant for the followers. Initiating structure. Concerned with defining task requirements and other aspects of the work agenda. Effective leaders should be high on both
Study Question 1: What is leadership and how does it differ from management? Leadership Grid.
Developed by Robert Blake and Jane Mouton. Built on dual emphasis of consideration and
initiating structure. A 9 x 9 Grid (matrix) reflecting levels of concern for people and concern for task.
1 reflects minimum concern. 9 reflects maximum concern.
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Study Question 1: What is leadership and how does it differ from management? Leadership Grid (cont.).
Five key Grid combinations. 1/1 low concern for production, low concern for people. 1/9 low concern for production, high concern for people. 9/1 high concern for production, low concern for people. 5/5 moderate concern for production, moderate concern for people. 9/9 high concern for production, high concern for people.
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Study Question 1: What is leadership and how does it differ from management? Leader-Member Exchange (LMX) theory.
Focuses on the quality of the working
relationship between leaders and followers. LMX dimensions determine followers membership in leaders in group or out group. Different relationships with in group and out group.
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Study Question 2: What are situational contingency approaches to leadership? Leader traits and behaviors can act in conjunction with situational contingencies. The effects of leader traits are enhanced by their relevance to situational contingencies. Major situational contingency theories.
Fiedlers leadership contingency theory. Fiedlers cognitive resource theory. Houses path-goal theory of leadership. Hersey and Blanchards situational leadership model.
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style.
Low-LPC leaders have a task-motivated style.
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subordinates perceptions of both work goals and personal goals and the links, or paths, found between these two sets of goals.
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impact on subordinates when tasks are ambiguous and the opposite effect when tasks are clear. Supportive leadership will increase the satisfaction of subordinates who work on tasks that are highly repetitive, unpleasant, stressful, or frustrating.
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encourage subordinates to strive for higher performance standards and to have more confidence in their ability to meet challenging goals when subordinates are working at ambiguous, nonrepetitive tasks. Participative leadership will promote satisfaction on nonrepetitive tasks that allow for the ego involvement of subordinates.
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should look like. Mix of specific and general characteristics. Prototypes may differ by country and national culture. The closer that a leaders behavior matches the prototype held by the followers, the more favorable the leaders relations and key outcomes.
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Study Question 3: What are attributional approaches to leadership? Exaggeration of the leadership difference.
Top leaders of organizations have little impact
Study Question 4: What are some emerging leadership perspectives and why are they especially important in todays organizations?
abilities, can have a profound and extraordinary effect on followers. Characteristics of charismatic leaders include:
High need for power. High feelings of self-efficacy. Conviction in the moral rightness of their beliefs.
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Study Question 4: What are some emerging leadership perspectives and why are they especially important in todays organizations?
Study Question 4: What are some emerging leadership perspectives and why are they especially important in todays organizations? Conger and Kanungos three-stage charismatic leadership model.
Stage 1: the leader critically evaluates the status quo. Stage 2: the leader formulates and articulates future
can be achieved.
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Study Question 4: What are some emerging leadership perspectives and why are they especially important in todays organizations?
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Study Question 4: What are some emerging leadership perspectives and why are they especially important in todays organizations?
Transactional leadership.
Involves leader-follower exchanges necessary
for achieving routine performance that is agreed upon by leaders and followers. Leader-follower exchanges involve:
Use of contingent rewards. Active management by exception. Passive management by exception. Abdicating responsibilities and avoiding decisions.
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Study Question 4: What are some emerging leadership perspectives and why are they especially important in todays organizations?
Transformational leadership.
Leaders broaden and elevate followers
interests, generate awareness and acceptance of the groups mission, and stir followers to look beyond self-interests. Dimensions of transformational leadership.
Study Question 4: What are some emerging leadership perspectives and why are they especially important in todays organizations? Leadership in self-managing work teams.
Leaders provide resources or act as liaisons with other
units but without the trappings of authority associated with traditional first-line supervisors. Conditions for creating and maintaining team performance.
Efficient, goal-directed effort. Adequate resources. Competent, motivated performance. A productive, supportive climate. Commitment to continuous improvement and adaptation.
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Study Question 4: What are some emerging leadership perspectives and why are they especially important in todays organizations?
approaches.
Leaders can devise improvement programs to
address their weaknesses and work with trainers to develop their leadership skills.
Leaders can be trained in charismatic skills.
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Study Question 4: What are some emerging leadership perspectives and why are they especially important in todays organizations?
effects on followers. Not always needed. Needs to be used in conjunction with traditional leadership. Applies at all levels of organizational leadership.
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you want done. The ability to make things happen in the way you want.
Influence.
Expressed by others behavioral response to
Coercive power.
The extent to which a manager can deny desired
internalized values or beliefs that the boss has the right of command to control other people.
Process power.
The control over methods of production and analysis
that a manager has due to being in a position to influence how inputs are transformed into outputs.
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Representative power.
The formal right conferred by the firm to speak for a
potentially important group composed of individuals across departments or outside the firm.
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through the possession of knowledge, experience, or judgment that the other person does not have but needs.
Rational persuasion.
The ability to control another persons behavior by
convincing the other person of the desirability of a goal and a reasonable way of achieving it.
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to evaluate.
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recognition.
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influence, decision premises. A decision premise is a basis for defining the problem and for selecting among alternatives. Executives who want to increase their power will make their goals and needs clear and bargain effectively.
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Study Question 2: How are power, obedience, and formal authority intertwined in an organization?
Study Question 2: How are power, obedience, and formal authority intertwined in an organization? The Milgram experiments.
Designed to determine the extent to which people
obey the commands of an authority figure, even if they believe they are endangering the life of another person. The results indicated that the majority of the experimental subjects would obey the commands of the authority figure. Basic conclusion was that people tend to comply with and be obedient to authority.
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Study Question 2: How are power, obedience, and formal authority intertwined in an organization?
carrying it out. Must believe that it is consistent with the organizations purpose. Must believe that it is consistent with his or her personal interests.
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Study Question 2: How are power, obedience, and formal authority intertwined in an organization?
Zone of indifference.
In exchange for certain inducements,
subordinates recognize the authority of the organization and its managers to direct their behavior in certain ways. A zone of indifference is the range of authoritative requests to which a subordinate is willing to respond without subjecting the directives to critical evaluation or judgment.
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Study Question 2: How are power, obedience, and formal authority intertwined in an organization?
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acquire and use the power needed to make decisions affecting themselves and their work.
Provides the foundation for self-managing work teams and other employee involvement groups. Empowerment emphasizes the ability to make things happen.
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important questions:
Can empowered individuals give rewards and
formal authority?
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power over others to one emphasizing the use of power to get things done.
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of exercising influence.
Special support may be needed for individuals
to become comfortable.
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nonsanctioned means. Organizational politics is defined as the management of influence to obtain ends not sanctioned by the organization or to obtain sanctioned ends through nonsanctioned influence means.
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differences in the self-interests of individuals. Politics is the art of creative compromise among competing interests. Politics is the use of power to develop socially acceptable ends and means that balance individual and collective interests.
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are staff groups. Units toward the top of the organizational hierarchy are often more powerful than those toward the bottom. Power differentials are not as pronounced among units at or near the same level in an organization.
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Study Question 4: What is organizational politics? Political actions for influencing lateral, intergroup relationships.
Workflow linkages. Service linkages. Advisory linkages. Auditing linkages. Approval linkages.
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large organizations.
Defending turf results when:
Managers seek to increase their power by expanding the jobs
groups.
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returns.
Managers are self-interested and must be
controlled.
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Study Question 4: What is organizational politics? Types of controls instituted for agents.
Pay plan incentives that align the interests of
board of directors.
Stockholders with a large stake in the firm
others.
managerial behavior established at the top of the organization. Organizational governance establishes the following: What is important. How issues will be defined. Who should and should not be involved in key choices Boundaries for acceptable implementation.
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some United States corporations may limit their ability to manage global operations effectively. Organizational governance is too closely tied to the short-term interests of stockholders and the pay of the CEO.
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limited interests of the owners. Organization governance should be based on three ethical criteria. When the three ethical criteria cannot be fulfilled, the criterion of overwhelming factors should be invoked. Choosing to be ethical often involves considerable personal sacrifice.
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receiver communicates with the sender by returning another message. Giving feedback often is associated with one or more persons communicating an evaluation of what another person has said or done. 360-degree feedback.
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accept it. Be accurate; check validity with others. Focus on things that the receiver can control. Limit how much feedback the receiver gets at one time.
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Informal channels.
Do not follow an organizations hierarchy of
authority.
The grapevine is an informal channel through
information effectively.
Richest channels face-to-face communication. Moderately rich channels telephone, electronic chat
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Study Question 2: What are the essentials of interpersonal communication? Effective and efficient communication.
Effective communication.
The accuracy of communication.
Efficient communication.
The cost of communication.
vice versa.
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Study Question 2: What are the essentials of interpersonal communication? Active listening.
Ability to listen well is a distinct asset. Everyone needs to develop good skills in
active listening.
Active listening is the ability to help the
Study Question 2: What are the essentials of interpersonal communication? Guidelines for active listening.
Listen for content. Listen for feelings. Respond to feelings. Note all cues. Reflect back.
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Study Question 2: What are the essentials of interpersonal communication? Cross-cultural communication.
Ethnocentrism. The tendency to believe that ones culture and its values are superior to those of others. Cross-cultural communication challenges. Language differences. Use of gestures. One of the best ways to understand cultural
effectiveness.
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face meetings.
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news.
Management by wandering around (MBWA). Getting out of the office to directly communicate
information. Encourage participation in the sharing and use of information. Integrate systems and functions, and use information to link with the environment.
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Study Question 4: What are current issues in organizational communication? Potential disadvantages of electronic communications.
Technologies are impersonal. Nonverbal communication is removed from
situation. Can unduly influence the emotional aspects of communication. Information overload.
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Study Question 4: What are current issues in organizational communication? Communication and social context.
Mean and women are socialized into different
communication styles.
Women are socialized to be more sensitive to
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estimate their effects on the problem or opportunity. Choose a preferred course of action. Implement the preferred course of action. Evaluate the results and follow up as necessary.
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regarding the outcomes of various courses of action, but they are aware of the probabilities associated with their occurrence.
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hand that they cannot even assign probabilities to various alternatives and their possible outcomes.
Described as a rapidly changing setting in terms of:
External conditions. The information technology requirements needed for
Study Question 1: What is the decisionmaking process in organizations? Uncertain decision environments (cont.).
Can be described in terms of types of risks
success.
Operational risks are threats inherent in the
firms reputation
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Nonprogrammed decisions.
Involve nonroutine problems that require solutions
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problems, solutions, participants, and choice situations as mixed together in the garbage can of the organization. The garbage can model highlights two important organizational facts of life.
Different individuals may do choice making and
available.
Bounded rationality and cognitive limitations
affect the way people define problems, identify alternatives, and choose preferred solutions.
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uncertainty.
Decisions should be ethical.
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Study Question 3: How do intuition, judgment, and creativity affect decision making?
Intuition.
The ability to know or recognize quickly and
and uncertainty.
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Study Question 3: How do intuition, judgment, and creativity affect decision making?
Judgmental heuristics.
Simplifying strategies or rules of thumb
limited information.
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Study Question 3: How do intuition, judgment, and creativity affect decision making?
Types of heuristics.
Availability heuristic. Bases a decision on similarity to past occurrences that are easily remembered. Representativeness heuristic. Bases a decision on similarities between an event and stereotypes of similar occurrences. Anchoring and adjustment heuristic. Bases a decision on incremental adjustments to an initial value determined by historical precedent or some reference point.
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Study Question 3: How do intuition, judgment, and creativity affect decision making?
Study Question 3: How do intuition, judgment, and creativity affect decision making?
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Study Question 3: How do intuition, judgment, and creativity affect decision making? Ways of fostering creativity.
Diversifying teams to include members with different
rediscovered.
Establishing high expectations for creativity. Developing a physical space that encourages fun,
divergent ideas.
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Study Question 3: How do intuition, judgment, and creativity affect decision making?
constraints as possible are eliminated, and rewards are provided for creative efforts.
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Study Question 3: How do intuition, judgment, and creativity affect decision making?
the creative process and counsels individuals to share their ideas with others.
The decision maker encourages subordinates
to recognize ambiguity, contact others with different views, and be prepared to make considerable changes.
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the organization?
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them to subordinates.
Subordinates may believe the manager is imposing his
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decision alone.
Variant 2 manager obtains the necessary
people and then, based on this information and its interpretation, makes a final choice.
Variant 1 manager seeks input from others
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and renew effort on a previously chosen course of action, even though it is not working.
Tendency to escalate commitments often outweighs
decisions.
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Study Question 5: What are some of the current issues in decision making? Workplace trends affecting organizational decision makers.
Business units are becoming smaller in size. New, more flexible, and adaptable
organizational forms. Multifunctional understanding is increasingly important. Workers with both technical knowledge and team skills are increasingly desirable. The nature of work is in a state of flux.
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Study Question 5: What are some of the current issues in decision making? Information technology and decision making.
Artificial intelligence is the study of how
Study Question 5: What are some of the current issues in decision making? Information technology and decision making (cont.). Fuzzy logic and neural networks reason inductively.
Computer support for decision making. Information technology does not deal with
Study Question 5: What are some of the current issues in decision making?
Cultural factors and decision making.
Culture is the way in which a group of people solves
problems. North American culture stresses decisiveness, speed, and the individual selection of alternatives. Other cultures place less emphasis on individual choice than on developing implementations that work. The most important impact of culture on decision making concerns which issues are elevated to the status of problems solvable within the firm.
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Study Question 6: How do you infuse ethics into the decision-making process? Ways to infuse ethics into decision making.
Develop a code of ethics and follow it. Establish procedures for reporting violations. Involve employees in identifying ethical
issues. Monitor ethical performance. Reward ethical behavior. Publicize ethical efforts.
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Study Question 6: How do you infuse ethics into the decision-making process?
Morality is involved in: Choosing problems. Deciding who should be involved in making decisions. Estimating the impacts of decision alternatives. Selecting an alternative for implementation. An effective decision needs to solve a problem as well as match moral values and help others.
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issues of substance.
Emotional antagonisms cause frictions
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Emotional conflict.
Interpersonal difficulties that arise over feelings of
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goals or expectations.
Approach-approach conflict. Avoidance-avoidance conflict. Approach-avoidance conflict.
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Intergroup conflict.
Occurs among members of different teams or
groups.
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addressed.
Causes careful consideration of decisions. Causes reconsideration of decisions. Increases information available for decision
making.
Provides opportunities for creativity.
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dysfunctional conflict and capture advantages that constructive conflict may offer.
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Study Question 2: How can conflict be managed successfully? Causes of conflict (cont.).
Role conflicts. Occur when the communication of task expectations proves inadequate or upsetting. Workflow interdependencies. Occur when people or units are required to cooperate to meet challenging goals. Domain ambiguities. Occur as misunderstandings over such things as customer jurisdiction or scope of authority .
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Study Question 2: How can conflict be managed successfully? Causes of conflict (cont.).
Resource scarcity. When resources are scarce, working relationships are likely to suffer. Power or value asymmetries. Occur when interdependent people or groups differ substantially from one another in status and influence or in values.
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Study Question 2: How can conflict be managed successfully? Indirect conflict management approaches.
Reduced interdependence.
Adjusting the level of interdependency among
Study Question 2: How can conflict be managed successfully? Indirect conflict management approaches (cont.).
Hierarchical referral.
Problems are referred up the hierarchy for more
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Authoritative command.
Use of formal authority to dictate a solution and
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something is wrong and needs attention, and it stresses gathering and evaluating information in solving disputes and making choices.
Collaboration and problem solving are preferred to
Study Question 2: How can conflict be managed successfully? Win-win solutions should:
Achieve each others goals. Be acceptable to both parties. Establish a process whereby both parties see a
Study Question 2: How can conflict be managed successfully? Potential disadvantages of collaboration.
Collaboration requires time and energy. Both parties to the conflict need to be assertive
and cooperative.
Collaboration may not be feasible if the
Relationship goals.
Outcomes that relate to how well people involved
in the negotiations and any constituencies they represent are able to work with one another once the process is concluded.
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Group negotiation.
Manager is part of a group whose members are
negotiating.
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another group.
Constituency negotiation.
Manager is involved in negotiation with other
conflicting parties.
Parties try to claim certain portions of the existing pie.
Integrative negotiation.
Sometimes called principled negotiation. Focuses on the merits of the issues. Parties try to enlarge the available pie.
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Study Question 4: What are the different strategies involved in negotiation? Distributive negotiation.
The key question is: Who is going to get this
Soft distributive negotiation. One party is willing to make concessions to the other party to get things over.
Organizational Behavior: Chapter 15 486
Study Question 4: What are the different strategies involved in negotiation? Integrative negotiation.
The key question is: How can the resource
best be utilized?
Is less confrontational than distributive
Study Question 4: What are the different strategies involved in negotiation? Attitudinal foundations of integrative agreements.
Willingness to trust the other party. Willingness to share information with the
other party.
Willingness to ask concrete questions of the
other party.
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evaluation.
Ability to judge possible agreements on an objective
Study Question 4: What are the different strategies involved in negotiation? Information foundations of integrative agreements.
Each party must know what he or she will do
Study Question 4: What are the different strategies involved in negotiation? Common negotiation pitfalls.
Myth of the fixed pie. Possibility of escalating commitment. Negotiators often develop overconfidence in
Study Question 4: What are the different strategies involved in negotiation? Third-party roles in negotiation.
Alternative dispute resolution. A neutral third party works with persons
involved in a negotiation to help them resolve impasses and settle disputes. Arbitration. A third party acts as a judge and has the power to issue a decision that is binding on all disputing parties.
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Study Question 4: What are the different strategies involved in negotiation? Third-party roles in negotiation (cont.).
Mediation. A neutral third party tries to engage
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or its component systems. Described as radical change or frame-breaking change. Organizations experiencing transformational change undergo a significant shift in basic characteristic features.
Organizational Behavior: Chapter 16 495
building on the existing ways of operating to enhance or extend them in new directions. Introduction of new products, new technologies, and new systems and processes. Continuous improvement through incremental change is an important asset.
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for changing the existing behavior patterns of another person or social system. Success of change efforts depends in part on change agents. Being an effective change agent means being a great change leader.
Organizational Behavior: Chapter 16 497
agent.
Direct response to someones perception of a
performance gap.
A performance gap is the discrepancy between the
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advocates is unclear.
Shared-power strategy.
Likely resistance if it appears manipulative and insincere.
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the person implementing the change and often involves personality and other differences.
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into practice.
Product innovations.
The introduction of new or improved goods or
Process innovations.
The introduction of new and better work methods and
operations.
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commitment to innovation.
Structures that support innovation. Staffing with a clear commitment to
innovation.
Top-management support for innovation.
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Study Question 5: How does stress affect people in change environments? Stress.
A state of tension experienced by individuals
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Study Question 5: How does stress affect people in change environments? Source of stress.
Stressors.
The wide variety of things that cause stress for
individuals.
Types of stressors.
Work-related stressors. Life stressors.
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Study Question 5: How does stress affect people in change environments? Work-related stressors.
Task demands. Role ambiguities. Role conflicts. Ethical dilemmas. Interpersonal problems. Career developments. Physical setting.
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Study Question 5: How does stress affect people in change environments? Life stressors.
Family events. Economic difficulties. Personal affairs. Individuals needs. Individuals capabilities. Individuals personality.
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Study Question 5: How does stress affect people in change environments? Stress and performance.
Constructive stress (or eustress). Moderate levels of stress act in a positive way for both individuals and organization. Destructive stress (or distress). Low and especially high levels of stress act in a negative way for both individuals and organization. Job burnout. A loss of interest in and satisfaction with a job due to stressful working conditions.
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Heart attack. Stroke. Hypertension. Migraine headache. Ulcers. Substance abuse. Overeating. Depression. Muscle aches.
excessive stress.
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Study Question 5: How does stress affect people in change environments? Stress management.
Stress prevention. Taking action to keep stress from reaching destructive levels in the first place. Once stress has reached a destructive point,
Study Question 5: How does stress affect people in change environments? Stress management (cont.).
Personal wellness.
Pursuit of ones job and career goals with the
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Study Question 1: What is strategy and how is it linked to different types of organizational goals? Strategy.
The process of positioning the organization in
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Study Question 1: What is strategy and how is it linked to different types of organizational goals? Elements of conventional strategy decisions.
Choosing the types of contributions the firm
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Study Question 1: What is strategy and how is it linked to different types of organizational goals?
Societal goals.
Reflect an organizations intended contributions to the
broader society.
Enable organizations to gain legitimacy, a social right
to operate, and more discretion for their non-societal goals and operating practices.
Enable organizations to make legitimate claims over
Study Question 1: What is strategy and how is it linked to different types of organizational goals? Societal contributions and mission statements.
A firms societal contribution is often part of
firm will serve and how it will go about accomplishing its societal purpose.
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Study Question 1: What is strategy and how is it linked to different types of organizational goals? Output goals.
Define the type of business the organization is
pursuing.
Provide some substance to the more general
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Study Question 1: What is strategy and how is it linked to different types of organizational goals?
Systems goals.
Concerned with the conditions within the organization
another.
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Study Question 1: What is strategy and how is it linked to different types of organizational goals? Well-defined systems goals can:
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.
Organizational Behavior: Chapter 17 530
authority and establishes where and how critical decisions are to be made.
Creates a hierarchy of authority.
An arrangement of work positions in order of increasing
authority.
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organization.
Unity of command.
Each person has only one boss and each unit one
leader.
Span of control.
The number individuals reporting to a supervisor.
Organizational Behavior: Chapter 17 534
of the organization.
Staff units.
Work groups that assist the line units by
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services.
internal operations.
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to use their own methods to reach defined targets. Part of overall method of managing by exception. Promote flexibility and creativity.
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accomplished.
Types of process controls.
Policies, procedures, and rules. Formalization and standardization. Total quality management controls.
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Standardization.
The degree to which the range of allowable
innovate; put resources into research and education, and into maintaining equipment and new production aids.
Learn a new philosophy of quality to improve every
system.
Require statistical evidence of process control and
parts. Use statistical methods to isolate the sources of trouble. Institute modern on-the-job training. Improve supervision to develop inspired leaders. Drive out fear and instill learning. Break down barriers between departments.
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statistical methods.
Retrain people in new skills. Create a structure that will push, every day, on the
above 13 points.
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Decentralization.
Degree to which the authority to make decisions is
similar types of skills and resources together, they must also be concerned with coordination.
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uses to link the actions of its units into a consistent pattern. Within a unit, much of the coordination is handled by its manager. Smaller organizations rely on management hierarchy for coordination. As the organization grows, more efficient and effective methods of coordination are required.
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innovation, creativity, and learning, both within and across units. Common personal methods of coordination are direct contact between and among organizational members and committee memberships. Mix of personal coordination methods should be tailored to subordinates, skills, abilities, and experiences.
Organizational Behavior: Chapter 17 555
controls.
Historical use of specialized departments to coordinate
across units.
Contemporary use of matrix departmentation and
Study Question 4: What are bureaucracies and what are the common structures?
Bureaucracy.
An ideal form of organization, the
control, promotion by merit with career opportunities for employees, and administration by rule.
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Study Question 4: What are bureaucracies and what are the common structures?
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Study Question 4: What are bureaucracies and what are the common structures?
Study Question 4: What are bureaucracies and what are the common structures? Benefits of the mechanistic type.
Efficiency.
motivation problematic. Unions may further solidify rigid designs. Key employees may leave. Hinders organizations capacity to adjust to subtle environmental changes or new technologies.
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Study Question 4: What are bureaucracies and what are the common structures?
Study Question 4: What are bureaucracies and what are the common structures? Benefits of the organic type.
Good for problem solving and serving individual
customer needs. Centralized direction by senior management is less intense. Good at detecting external changes and adjusting to new technologies.
direction.
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Study Question 4: What are bureaucracies and what are the common structures?
Conglomerate.
A single corporation that contains a number of
unrelated businesses.
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Study Question 4: What are bureaucracies and what are the common structures?
The conglomerate simultaneously illustrates three key points that will be the focus of Chapter 18.
All structures are combinations of the basic
elements. There is no one best structure. The firm does not stand alone but is part of a larger network of firms that compete against other networks.
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Study question 1: What is organizational design and how is it linked to strategy? Organizational design.
The process of choosing and implementing a
structural configuration. The choice of an appropriate organizational design depends on the firms:
Size. Operations and information technology. Environment. Strategy for growth and survival.
Organizational Behavior: Chapter 18 566
abilities that their firms need to compete, and to remain agile and dynamic in a rapidly changing world.
Allow individuals to experiment, grow, and develop
Study question 1: What is organizational design and how is it linked to strategy? Co-evolution.
The firm can adjust to external changes even
as it shapes some of the challenges facing it. Shaping capabilities via the organizations design is a dynamic aspect of co-evolution. Even with co-evolution, managers must maintain a recognizable pattern of choices in organizational design.
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Study question 1: What is organizational design and how is it linked to strategy? Organizational size.
As the number of employees increase, the
Information technology.
The combination of machines, artifacts, procedures, and
systems used to gather, store, analyze, and disseminate information for translating it into knowledge.
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Study question 1: What is organizational design and how is it linked to strategy? Thomsons view of technology.
Technologies classified according to the
Study question 1: What is organizational design and how is it linked to strategy? Thomsons view of technology (cont.).
Mediating technology.
Links parties that want to become interdependent.
Long-linked technology.
The way to produce desired outcomes is known and broken down into a number of sequential steps.
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considerable automation.
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Study question 1: What is organizational design and how is it linked to strategy? Woodwards view of technology (cont.).
The proper matching of structure and
plants have flexible structures with small work groups at the bottom.
Successful mass production operations are rigidly
Study question 1: What is organizational design and how is it linked to strategy? Adhocracy.
An appropriate structural design when
managers and employees do not know the appropriate way to service a client or produce a particular product.
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Study question 1: What is organizational design and how is it linked to strategy? An adhocracy is characterized by:
Few rules, policies, and procedures. Substantial decentralization. Shared decision making among members. Extreme horizontal specialization. Few levels of management. Virtually no formal controls.
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Study question 1: What is organizational design and how is it linked to strategy? An adhocracy is useful when:
The tasks facing the firm vary considerably
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Study Question 2:What is information technology and how is it used? Why IT makes a difference.
IT provides a partial substitute for: Some operations. Some process controls. Some impersonal methods of coordination. IT provides a strategic capability. IT provides a capability for transforming
Study Question 2:What is information technology and how is it used? Information technology as a substitute.
Initial implementation of IT often displaced
the organization.
design.
Organizational Behavior: Chapter 18 580
plan, make choices, coordinate with others, and control their own operations.
This new strategic IT capability resulted from IT
Study Question 2:What is information technology and how is it used? IT and learning.
IT systems empower individuals and expand
their jobs.
IT encourages the development of a virtual
network.
IT transforms how people manage.
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Study Question 2:What is information technology and how is it used? IT and e-business.
Many dot-com firms adopted some variation
Study Question 3: Can the design of the firm co-evolve with the environment?
Understanding the environment is important because an organization is an open system. General environment.
The set of cultural, economic, legal-political, and
Specific environment.
The owners, suppliers, distributors, government
agencies, and competitors with which an organization must interact to grow and survive.
Organizational Behavior: Chapter 18 584
Study Question 3: Can the design of the firm co-evolve with the environment? Environmental complexity.
The magnitude of problems and opportunities
Study Question 3: Can the design of the firm co-evolve with the environment? Environmental richness.
The environment is richer when: The economy is growing. Individuals are improving their education. Those on whom the organization relies are prospering. A rich environment has more opportunities
Study Question 3: Can the design of the firm co-evolve with the environment? Environmental interdependence.
Linkage between environmental independence
Study Question 3: Can the design of the firm co-evolve with the environment? Environmental uncertainty.
Uncertainty and volatility can be particularly
Study Question 3: Can the design of the firm co-evolve with the environment? In a complex global economy, firms must learn to co-evolve by altering their environment. Two important ways of co-evolution:
Management of networks. Development of alliances.
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Study Question 3: Can the design of the firm co-evolve with the environment? Networks and alliances around the world.
Informal combines or cartels exist in Europe
but are illegal in the United States except in rare cases. Networks are called keiretsu in Japan.
Bank-centered keiretsu. Vertical keiretsu.
Study Question 3: Can the design of the firm co-evolve with the environment? Interfirm alliances.
Announced cooperative agreements or joint
ventures between two independent firms. Alliances are quite common in high technology industries. Since firms cooperate rather than compete; consequently, both the alliance managers and sponsoring executives must be patient, flexible, and creative in pursuing goals.
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Study Question 3: Can the design of the firm co-evolve with the environment? Virtual organization.
An ever-shifting constellation of firms, with a
lead corporation, that pool skills, resources, and experiences to thrive jointly.
A design option when internal and external
Study Question 3: Can the design of the firm co-evolve with the environment?
Key to making a virtual organization work.
The production system needs to be in a partner
network bound together by mutual trust and survival. The partner network needs to develop and maintain an advanced IT, trust and cross-owning of problems and solutions, and a common shared culture. The lead firm must take responsibility for the whole network and coordinate member firm actions. The lead corporation and the partners need to rethink how they are internally organized and managed.
Organizational Behavior: Chapter 18 593
Study Question 3: Can the design of the firm co-evolve with the environment? Boundaryless organization.
A design option that eliminates vertical,
Study Question 4: How does a firm learn and continue to learn over time?
Organizational learning.
Process of knowledge acquisition, information
distribution, information interpretation, and information retention in adapting successfully to changing circumstances.
Adjustment of organizations and individuals actions
based on experience.
The key to successful co-evolution.
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Study Question 4: How does a firm learn and continue to learn over time? Mimicry.
Occurs when managers copy what they believe
problems. Reduces the number of decisions that need to be analyzed separately. Establishes legitimacy or acceptance and narrows the choices requiring detailed explanation.
Organizational Behavior: Chapter 18 596
Study Question 4: How does a firm learn and continue to learn over time? Experience.
A primary way to acquire knowledge. Besides learning by doing, managers can also systematically embark on structured programs to capture the lessons to be learned. The major problem with emphasizing learning by doing is the inability to precisely forecast changes.
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Study Question 4: How does a firm learn and continue to learn over time?
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Study Question 4: How does a firm learn and continue to learn over time? Scanning.
Involves looking outside the firm and bringing
Grafting.
The process of acquiring individuals, units, or
Study Question 4: How does a firm learn and continue to learn over time? Common problems in information interpretation.
Self-serving interpretations. People seeing what they want to see, rather than seeing what is. Managerial scripts. A series of well-known routines for problem identification and alternative generation and analysis that are commonly used by a firms managers.
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Study Question 4: How does a firm learn and continue to learn over time? Organizational myths.
Commonly held cause-effect relationships or
Study Question 4: How does a firm learn and continue to learn over time? Information retention mechanisms.
Individuals. Organizational culture. Transformation mechanisms. Formal organizational structures. Ecology. External archives. Internal information technologies.
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Study Question 4: How does a firm learn and continue to learn over time? Deficit cycles.
A pattern of deteriorating performance that is
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Study Question 4: How does a firm learn and continue to learn over time? Benefit cycles.
A pattern of successful adjustment followed
by further improvements.
Firms can successfully co-evolve by initiating
a benefit cycle.
The firm develops adequate mechanisms for
learning.
Organizational Behavior: Chapter 18 604
beliefs that develops within an organization and guides the behavior of its members.
Called corporate culture in the business
setting.
No two organizational cultures are identical.
Organizational Behavior: Chapter 19 606
outsiders regarding tasks to be accomplished, methods used to achieve the goals, and methods of coping with success and failure.
Important aspects of external adaptation.
Separating eternal forces based on importance. Developing ways to measure accomplishments. Creating explanations for not meeting goals.
Organizational Behavior: Chapter 19 607
What is the real mission? How do we contribute? What are our goals? How do we reach our goals? What external forces are important? How do we measure results? What do we do if specific targets are not met? How do we tell others how good we are? When do we quit?
Organizational Behavior: Chapter 19 608
and with finding ways of matching methods of working and living together. Important aspects of working together.
Deciding who is a member and who is not. Developing an understanding of acceptable and
of values and philosophy that are not inconsistent with the organizations dominant values and philosophy.
Counterculture.
A group of individuals with a pattern of values
structure. Step 3: The organization must integrate the informal networks. Step 4: The organization should break the linkage between naturally occurring group identity and organizational identity. Step 5: The organization must actively work to eliminate identity-based interpersonal conflict.
Organizational Behavior: Chapter 19 613
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Rites.
Standardized and recurring activities that are used at
Rituals.
Systems of rites.
Cultural symbols.
Any object, act, or event that serves to transmit
cultural meaning.
Organizational Behavior: Chapter 19 615
Study Question 2: How do you understand an organizational culture? Culture often specifies rules and roles.
Rules.
The various types of actions that are appropriate.
Roles.
Where individual members stand in the social
system.
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important actions.
Tie the organization to the important values of
society.
May provide a very distinctive source of
competitive advantage.
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Study Question 2: How do you understand an organizational culture? Characteristics of strong corporate cultures.
A widely shared real understanding of what
the firm stands for, often embodied in slogans. A concern for individuals over rules, policies, procedures, and adherence to job duties. A recognition of heroes whose actions illustrate the companys shared philosophy and concerns.
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Study Question 2: How do you understand an organizational culture? Characteristics of strong corporate cultures (cont.).
A belief in ritual and ceremony as important to
members and to building a common identity. A well-understood sense of the informal rules and expectations so that employees and managers know what is expected of them. A belief that what employees and managers do is important and that it is essential to share information and ideas.
Organizational Behavior: Chapter 19 619
accepted uncritically. Myths enable managers to redefine impossible problems. Myths can facilitate experimentation and creativity. Myths allow managers to govern.
Organizational Behavior: Chapter 19 620
Study Question 2: How do you understand an organizational culture? National culture influences.
Widely held common assumptions may be
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on all members of the firm. Provides a consistent way for approaching new and novel situations. Helps hold individuals together by showing them a known path to success.
Organizational Behavior: Chapter 19 623
stories.
Setting the tone for a culture and for cultural change. Fostering a culture that addresses questions of external
down:
While keeping the ways in which the organization
Study Question 4: How can you use organization development to improve the firm?
knowledge in a long-range effort to improve an organizations ability to cope with change in its external environment and to increase its internal problem-solving capabilities.
Organizational Behavior: Chapter 19 626
Study Question 4: How can you use organization development to improve the firm?
Organizational development.
Designed to work on both issues of external
Study Question 4: How can you use organization development to improve the firm? Underlying assumptions of OD.
Individual level. Respect for people and their capabilities.
Group level.
Belief that groups can be good for both people and organizations.
Organizational level.
Study Question 4: How can you use organization development to improve the firm?
Process goals.
Mainly deal with issues of internal integration.
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Study Question 4: How can you use organization development to improve the firm? In pursuing outcome and process goals, OD helps by:
Creating an open problem solving climate. Supplementing formal authority with knowledge and
competence. Moving decision making where relevant information is available. Building trust and maximizing collaboration. Increasing the sense of organizational ownership. Allowing people to exercise self-direction and selfcontrol.
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Study Question 4: How can you use organization development to improve the firm?
Action research.
The process of systematically collecting data
on an organization, feeding it back to the members for action planning, and evaluating results by collecting and reflecting on more data after the planned actions have been taken.
Organizational Behavior: Chapter 19 631
Study Question 4: How can you use organization development to improve the firm?
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Study Question 4: How can you use organization development to improve the firm?
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Study Question 4: How can you use organization development to improve the firm?
Organizationwide OD interventions.
Survey feedback. Collection and feedback of data to organization members for action planning purposes. Confrontation meetings. Activities for quickly determining how an organization can be improved and taking initial actions for betterment.
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Study Question 4: How can you use organization development to improve the firm?
Study Question 4: How can you use organization development to improve the firm?
Study Question 4: How can you use organization development to improve the firm?
Individual OD interventions.
Role negotiation. Clarifying expectations in working relationships. Job redesign. Creating long-term congruence between individual goals and organizational career opportunities. Career planning. Structured opportunities for individuals to work with managers or staff experts on career issues.
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Thank You
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