Unit 2 Orianizational Structure & Diversity

Question 1

Leading Organizational Change

4 Steps

Answer 1

1. Diagnosis: Why is change needed?
2. Design: What sort of change is called for?
3. Delivery: How can change best be implemented? Who will most likely be affected? What skills and support do leaders need as they manage the process?
4. Evaluation: How can the impact of the change be assessed and measured?

Question 2

Performance Gaps

Answer 2

Performance gaps arise from a difference between expected and actual performance.

Question 3

Opportunity Gaps

Answer 3

Opportunity gaps are defined as potential future problems or missed value-creating opportunities the organization will face if it does not act today.

Question 4

Scope of Change

Radical vs. Incremental

Answer 4

• Radical change is intended to affect nearly all of these aspects of the organization.
• Incremental change is intended to make small adjustments to the existing organizational systems, processes, and routines.

Question 5

Origin of Change

Top-Down vs. Bottom-Up

Answer 5

• Leaders typically plan top-down change, with clear directives, goals, communication
  plans, and assessment models.
• Bottom-up change emerges from within the organization

Question 6

Tactical Change

Answer 6

Change that is top-down and incremental.

Question 7

Evolutionary Change

Answer 7

Change that is bottom-up and incremental.

Question 8

Revolutionary Change

Answer 8

Change that is bottom-up and radical.

Question 9

Transformational Change

Answer 9

Change that is top-down and radical.

Question 10

Rollout of Change

Systemwide vs. Localized

Answer 10

• Systemwide changes are rolled out across multiple units or subunits simultaneously, it can require significant resources and coordination.
• Localized change is rolled out in a successive process. This approach involves implementing the change in specific units of the organization, one by one, until it reaches all areas,

Question 11

Timing of Change

Fast vs. Slow

Answer 11

• A fast change effort is implemented quickly, with the goal of enacting it rapidly and then returning to the “new normal.”
• A slow change effort, on the other hand, is implemented over an extended period
  or may go on indefinitely.

Question 12

Implementation of Change

Steps and Sequencing

(8 Steps)

Answer 12

• *1 Establish a Sense of Urgency:** Identify and communicate performance or opportunity gaps.
• *2 Form a Powerful Guiding Coalition:** Assemble a group powerful enough to lead the change effort. Encourage the group to work as a team.
• *3 Create a Vision:** Create a vision powerful enough to help direct the change effort.
• *4 Communicate a Vision:** Use every vehicle possible to communicate the new vision.
• *5 Empower Others to Act on the Vision:** Get rid of obstacles by changing systems or structures that seriously undermine the vision.
• *6 Plan for and Create Short-term Wins:** Plan for visible performance improvements and recognize employees involved in the improvements.
• *7 Consolidate Improvements and Produce Still More Change:** Use increased credibility to change the systems, structures, and policies that don’t fit. Hire, promote, or develop employees who can implement the vision. Reinvigorate the process with new projects, themes, and change agents.
• *8 Institutionalize the New Approaches:** Articulate the connections between the new behaviors and corporate success. Develop the means to ensure leadership development and succession.

Question 13

Assessment of Readiness to Change

Answer 13

• *• Discrepancy:** Do individuals in the organization believe that there is a significant gap between the current state of the organization and what it should be and that the change is needed?
• *• Appropriateness:** Do organization members believe that a specific change designed to address a discrepancy is the correct one for the situation?
• *• Efficacy:** Do members of the organization believe that they personally, and the organization as a whole, can successfully implement a change?
• *• Principal Support:** Do individuals in the organization believe that their leaders are committed to the change’s success and that it is not going to be another passing fad or “program of the month”?

Question 14

Creating Buy-in and Acceptance

for Change

Answer 14

1. Awareness: The first thing leaders must do is determine who should be aware of the change. For some groups, knowing that a change is underway may be enough. Stakeholder analysis—a process of identifying individuals or groups who are most likely to support or resist the proposed change—provides useful information about which groups require more or less attention.
2. Self-Concern: The second stage asks individuals to associate some self-concern
   with the change. Leaders should help others understand how the change matters to them personally.
3. Mental Tryout: The third stage gives individuals an opportunity to imagine what the change might be like before it happens. This is a low-risk way of helping people experience what lies ahead without having to change their existing behaviors.
4. Hands-on Trial: The fourth stage asks individuals to experience the change in a low-risk environment. Leaders can create pilots for people to experience the change for a short period of time, and without significant time or resource commitments.
5. Acceptance: The fifth stage marks an individual’s acceptance of the change. The individual has weighed the costs and benefits and has decided to adopt the new practice, technology, or behavior. For some, however, this stage marks a decision to reject the change.
6. Champion: Finally, certain individuals who accept the change may ultimately
   become champions of the idea for others. At this stage, individuals have not
   only bought in, but are eager to communicate the benefits to others.

Question 15

Abundance-Based Change

Answer 15

Leaders assume that employees will change if they can be inspired to aim for greater degrees of excellence in their work.

Question 16

Appreciative Conversations

Answer 16

Intense, positively framed discussions that help people to develop common ground as they work together to cocreate a positive vision of an ideal future for their organization.

Question 17

Appreciative Inquiry Model

Answer 17

A model specifically designed as an abundance-based, bottom-up, positive approach, broadly defined, can be any question-focused, participatory approach to change that creates an appreciative effective on people and organizations.

Question 18

Boundary Conditions

Answer 18

Define the degree of discretion that is available to employees for self-directed action.

Question 19

Bureaucratic Model

Answer 19

Max Weber’s model that states that organizations will find efficiencies when they divide the duties of labor, allow people to specialize, and create structure for coordinating their differentiated efforts within a hierarchy of responsibility.

Question 20

Centralization

Answer 20

The concentration of control of an activity or organization under a single authority.

Question 21

Change Agents

Answer 21

People in the organization who view themselves as agents who have discretion to act.

Question 22

Change Management

Answer 22

The process of designing and implementing change.

Question 23

Command-and-Control

Answer 23

The way in which people report to one another or connect to coordinate their efforts in accomplishing the work of the organization.

Question 24

Complex Adaptive Systems (CAS)

Answer 24

A model that views organizations as constantly developing and adapting to their environment, much like a living organism. A CAS approach emphasizes the bottom-up, emergent approach to the design of change, relying on
the ability of people to self-manage and adapt to their local circumstances.

Question 25

Conventional Mindset

Answer 25

Leaders assume that most people are inclined to resist change and therefore need to be managed in a way that encourages them to accept change.

Question 26

Culture Change

Answer 26

Involves reshaping and reimagining the core identity of the organization.

Question 27

Deficit-Based Change

Answer 27

Leaders assume that employees will change if they know they will otherwise face negative consequences.

Question 28

Differentiation

Answer 28

The process of organizing employees into groups that focus on specific functions in the organization.

Question 29

Disturbances

Answer 29

Can cause tension amongst employees, but can also be positive and a catalyst for change.

Question 30

Emergent or Bottom-Up Approach

Answer 30

Organizations exist as socially constructed systems in which people are constantly making sense of and enacting an organizational reality as they interact with others in a system.

Question 31

Entrepreneurship

Answer 31

The process of designing, launching, and running a new business.

Question 32

Flat Organization

Answer 32

A horizontal organizational structure in which many individuals across the whole system are empowered to make organizational decisions.

Question 33

Formal Organization

Answer 33

A fixed set of rules of organizational procedures and structures.

Question 34

Formalization

Answer 34

The process of making a status formal for the practice of formal acceptance.

Question 35

Geographic Structures

Answer 35

Occur when organizations are set up to deliver a range of products within a geographic area or region.

Question 36

Group-Level Change

Answer 36

Centers on the relationships between people and focuses on helping people to work more effectively together.

Question 37

Horizontal Organizational Structure

Answer 37

Flat organizational structure in which many individuals across the whole system are empowered to make organizational decisions.

Question 38

Incremental Change

Answer 38

Small refinements in current organizational practices or routines that do not challenge, but rather build on or improve, existing aspects and practices within the organization.

Question 39

Individual-Level Change

Answer 39

Focuses on how to help employees to improve some active aspect of their performance or the knowledge they need to continue to contribute to the organization in an effective manner.

Question 40

Informal Organization

Answer 40

The connecting social structure in organizations that denotes the evolving network of
interactions among its employees, unrelated to the firm’s formal authority structure.

Question 41

Intentionality

Answer 41

The degree to which the change is intentionally designed or purposefully implemented.

Question 42

Kotter’s Change Model

Answer 42

An overall framework for designing a long-term change process:

1. Establish a sense of urgency
2. Form a powerful guiding coalition
3. Create a vision of change
4. Communicate the vision
5. Remove any obstacles
6. Create small wins
7. Consolidate improvements
8. Anchor the changes

Question 43

Level of Organization

Answer 43

The breadth of the systems that need to be changed within an organization.

Question 44

Managed Change

Answer 44

How leaders in an organization intentionally shape shifts that occur in the organization when market conditions shift, supply sources change, or adaptations are introduced in the processes for accomplishing work over time.

Question 45

Matrix Structure

Answer 45

An organizational structure that groups people by function and by product team simultaneously.

Question 46

Mechanistic Bureaucratic Structure

Answer 46

Mechanistic Bureaucratic Structure, (usually resistant to change) describes organizations characterized by:

• Centralized authority
• Formalized procedures and practices
• Specialized functions.

Question 47

OD Consultant

Answer 47

Someone who has expertise in change management processes.

Question 48

Organic Bureaucratic Structure

Answer 48

Used in organizations that face unstable and dynamic environments and need to quickly adapt to change.

Question 49

Organization Development (OD)

Answer 49

Techniques and methods that managers can use to increase the adaptability of their organization.

Question 50

Organization-Level Change

Answer 50

A change that affects an entire organizational system or several of its units.

Question 51

Organizational Change

Answer 51

The movement that organizations take as they move from one state to a future state.

Question 52

Organizational Design

Answer 52

The process by which managers define organizational structure and culture so that the organization can achieve its goals.

Question 53

Organizational Development (OD)

Answer 53

Specialized field that focuses on how to design and manage change.

Question 54

Organizational Structure

Answer 54

The system of task and reporting relationships that control and motivate colleagues to achieve organizational goals.

Question 55

Participatory Management

Answer 55

Includes employees in deliberations about key business decisions.

Question 56

Planned Change

Answer 56

An intentional activity or set of intentional activities that are designed to create movement toward a specific goal or end.

Question 57

Positive or Appreciative Mindset

Answer 57

Leaders assume that people are inclined to embrace change when they are respected as individuals with intrinsic worth, agency, and capability.

Question 58

Product Structures

Answer 58

Occurs when businesses organize their employees according to product lines or lines of business.

Question 59

Scope of Change

Answer 59

The degree to which the required change will disrupt current patterns and routines.

Question 60

Span of Control

Answer 60

The scope of the work that any one person in the organization will be accountable for.

Question 61

Specialization

Answer 61

The degree to which people are organized into subunits according to their expertise—for example, human resources, finance, marketing, or manufacturing.

Question 62

Strategic Change

Answer 62

A change, either incremental or transformational, that helps align an organization’s operations with its strategic mission and objectives.

Question 63

Structural Change

Answer 63

Changes in the overall formal relationships, or the architecture of relationships, within an organization.

Question 64

Technological Change

Answer 64

Implementation of new technologies often forces organizations to change.

Question 65

Top-Down Change

Answer 65

Relies on mechanistic assumptions about the nature of an organization.

Question 66

Transformational Change

Answer 66

Significant shifts in an organizational system that may cause significant disruption to some underlying aspect of the organization, its processes, or its structures.

Question 67

Unplanned Change

Answer 67

An unintentional activity that is usually the result of informal organizing.

Question 68

Vertical Organizational Structure

Answer 68

Organizational structures found in large mechanistic organizations; also called “tall” structures due to the presence of many levels of management.

Question 69

What are Mechanistic vs Organic organizational structures?

Answer 69

• *The organizational structure is designed from both the mechanistic and the organic points of view, and the**
• *structure depends upon the extent to which it is rigid or flexible. Flexible structures are also viewed as more**
• *humanistic than mechanistic structures. The mechanistic organizational structure is similar to Max Weber’s**
• *bureaucratic organization. Organic structures are more flexible in order to cope with rapidly changing**
• *environments. These structures are more effective if the environment is dynamic, requiring frequent changes**
• *within the organization in order to adjust to change.**

Question 70

What are the fundamental dimensions

of change?

Answer 70

• *It is often said that the only constant is change. Managers need to have the ability to understand the**
• *dimensions of change, know what drives change, and know how to implement changes to meet and exceed**
• *organizational goals. The three types of change are structural, technological, and culture changes. Managers**
• *need to understand change as organizations evolve and grow over time.**

Question 71

How do managers deal with change?

Answer 71

As an organization grows and matures, change becomes necessary to its sustained viability. Thus, another key
responsibility for most leaders is the task of designing and managing change.

Question 72

The Organizational Life Cycle

Answer 72

• In the entrepreneurship phase, the organization is usually very small and agile, focusing on new products and markets.
• The second phase, survival and early success, occurs as an organization begins to scale up and find continuing success. The organization develops more formal structures around more specialized job assignments. Incentives and work standards are adopted.
• In a third phase, sustained success or maturity, the organization expands and the hierarchy deepens, now with multiple levels of employees. Lower-level managers are given greater responsibility, and managers for significant areas of responsibility may be identified. Top executives begin to rely almost exclusively on lowerlevel leaders to handle administrative issues so that they can focus on strategic decisions that affect the overall organization.
• The fourth phase, renewal or decline, occurs when an organization expands to the point that its operations are far-flung and need to operate somewhat autonomously. Functional structures become almost essential, and subunits may begin to operate as independent businesses.

Question 73

Lewin’s Change Model

Answer 73

• First, an organization must be “Unfrozen” in that existing norms, routines, and practices need to be disrupted.
• Next, “Move” changes are introduced in the organization to shift the system to a new state or reality.
• The final phase is to “Refreeze” the organization. That is, leaders of the organization reinforce the new norms or practices that should accompany the change. They might adjust the resources, policies, and routines to fit the new expected norms.

Question 74

Access Discrimination

Answer 74

A catchall term that describes when people are denied employment opportunities because of their identity group or personal characteristics such as sex, race, or age.

Question 75

Access-and-Legitimacy Perspective

Answer 75

Focuses on the benefits that a diverse workforce can bring to a business that wishes to operate within a diverse set of markets or with culturally diverse clients.

Question 76

Age Discrimination

Answer 76

Treating an employee or applicant less favorably due to their age.

Question 77

Age Discrimination in Employment Act (ADEA)

Answer 77

Forbids discrimination against individuals who are age 40 and above, including offensive or derogatory remarks that create a hostile work environment.

Question 78

Americans with Disabilities Act (ADA)

Answer 78

Prohibits discrimination in employment, public services, public accommodations, and telecommunications against people with disabilities.

Question 79

Cognitive Diversity

Answer 79

Differences between team members regarding characteristics such as expertise, experiences, and perspectives.

Question 80

Cognitive Diversity Hypothesis

Answer 80

Multiple perspectives stemming from the cultural differences between group or organizational members result in creative problem-solving and innovation.

Question 81

Covert Discrimination (Interpersonal)

Answer 81

An interpersonal form of discrimination that manifests in ways that are not visible or readily identifiable.

Question 82

Deep-Level Diversity

Answer 82

Diversity in characteristics that are nonobservable such as attitudes, values, and beliefs, such as religion.

Question 83

Disability Discrimination

Answer 83

Occurs when an employee or applicant is treated unfavorably due to their physical or mental disability.

Question 84

Discrimination-and-Fairness Perspective

Answer 84

A culturally diverse workforce is a moral duty that must be maintained in order to create a just and fair society.

Question 85

Diversified Mentoring Relationships

Answer 85

Relationships in which the mentor and the mentee differ in terms of their status within the company and within larger society.

Question 86

Diversity

Answer 86

Identity-based differences among and between people that affect their lives as applicants, employees, and customers.

Question 87

Equal Employment Opportunity Commission

Answer 87

An organization that enforces laws and issues guidelines for employment-related treatment according to Title VII of the Civil Rights Act of 1964.

Question 88

Equal Pay Act of 1963

Answer 88

An amendment to the Fair Labor Standards Act of 1938.

Question 89

Family and Medical Leave Act (FMLA)

Answer 89

Provides new parents, including adoptive and foster parents, with 12 weeks of unpaid leave (or paid leave only if earned by the employee) to care for the new child and requires that nursing mothers have the right to express milk on workplace premises.

Question 90

Glass Ceiling

Answer 90

An invisible barrier based on the prejudicial beliefs of organizational decision makers that prevents women from moving beyond certain levels within a company.

Question 91

Groupthink

Answer 91

A dysfunction in decision-making that is common in homogeneous groups due to group pressures and group members’ desire for conformity and consensus.

Question 92

Harassment

Answer 92

Any unwelcome conduct that is based on characteristics such as age, race, national origin, disability, sex, or pregnancy status.

Question 93

Hidden Diversity

Answer 93

Differences in traits that are deep-level and may be concealed or revealed at discretion by individuals who possess them.

Question 94

Highly Structured Interviews

Answer 94

Interviews that are be structured objectively to remove bias from the selection process.

Question 95

Identity Group

Answer 95

A collective of individuals who share the same demographic characteristics such as race, sex, or age.

Question 96

Inclusion

Answer 96

The degree to which employees are accepted and treated fairly by their organization.

Question 97

Integration-and-Learning Perspective

Answer 97

Posits that the different life experiences, skills, and perspectives that members of diverse cultural identity groups possess can be a valuable resource in the context of work groups.

Question 98

Invisible Social Identities

Answer 98

Membership in an identity group based on hidden diversity traits such as sexual orientation or a nonobservable disability that may be concealed or revealed.

Question 99

Justification-Suppression Model

Answer 99

Explains the circumstances in which prejudiced people might act on their prejudices.

Question 100

Managing Diversity

Answer 100

Ways in which organizations seek to ensure that members of diverse groups are valued and treated fairly within organizations.

Question 101

Model Minority Myth

Answer 101

A stereotype that portrays Asian men and women as obedient and successful and is often used to justify socioeconomic disparities between other racial minority groups.

Question 102

National Origin Discrimination

Answer 102

Treating someone unfavorably because of their country of origin, accent, ethnicity, or appearance.

Question 103

Passing

Answer 103

The decision to not disclose one’s invisible social identity.

Question 104

Pregnancy Discrimination

Answer 104

Treating an employee or applicant unfairly because of pregnancy status, childbirth, or medical conditions related to pregnancy or childbirth.

Question 105

Pregnancy Discrimination Act (PDA)

Answer 105

Prohibits any discrimination as it relates to pregnancy in hiring, firing, compensation, training, job assignment, insurance, or any other employment conditions.

Question 106

Race/Color Discrimination

Answer 106

Treating employees or applicants unfairly because of their race or because of physical characteristics typically associated with race such as skin color, hair color, hair texture, or certain facial features.

Question 107

Religious Discrimination

Answer 107

When employees or applicants are treated unfairly because of their religious beliefs.

Question 108

Resource-Based View

Answer 108

Demonstrates how a diverse workforce can create a sustainable competitive advantage for organizations.

Question 109

Revealing

Answer 109

The decision to disclose one’s invisible social identity.

Question 110

Reverse Discrimination

Answer 110

Describes a situation in which dominant group members perceive that they are experiencing discrimination based on their race or sex.

Question 111

Schema Theory

Answer 111

Explains how individuals encode information about others based on their demographic characteristics.

Question 112

Sex-Based Discrimination

Answer 112

When employees or applicants are treated unfairly because of their sex, including unfair treatment due to gender, transgender status, or sexual orientation.

Question 113

Sexual Harassment

Answer 113

Harassment based on a person’s sex; it can (but does not have to) include unwanted sexual advances, requests for sexual favors, or physical and verbal acts of a sexual nature.

Question 114

Similarity-Attraction Paradigm

Answer 114

Individuals’ preferences for interacting with others like themselves can result in diversity having a negative effect on group and organizational outcomes.

Question 115

Social Identity Theory

Answer 115

Self-concept based on an individual’s physical, social, and mental characteristics.

Question 116

Stereotypes

Answer 116

Overgeneralization of characteristics about groups that are the basis for prejudice and discrimination.

Question 117

Strategic Human Resources Management (SHRM)

Answer 117

System of activities arranged to engage employees in a manner that assists the organization in achieving a sustainable competitive advantage.

Question 118

Surface-Level Diversity

Answer 118

Diversity in the form of characteristics of individuals that are readily visible, including, but not limited to, age, body size, visible disabilities, race, or sex.

Question 119

Treatment Discrimination

Answer 119

A situation in which people are employed but are treated differently while employed, mainly by receiving different and unequal job-related opportunities or rewards.

Question 120

Work Visa

Answer 120

A temporary documented status that authorizes individuals from other countries to permanently or temporarily live and work in the United States.

Question 121

Workplace Discrimination

Answer 121

Unfair treatment in the job hiring process or at work that is based on the identity group, physical or mental condition, or personal characteristic of an applicant or employee.

Question 122

What is diversity?

Answer 122

Diversity refers to identity-based differences among and between people that affect their lives as applicants,
employees, and customers. Surface-level diversity represents characteristics of individuals that are readily
visible, including, but not limited to, age, body size, visible disabilities, race, or sex. Deep-level diversity
includes traits that are nonobservable such as attitudes, values, and beliefs. Finally, hidden diversity includes
traits that are deep-level but may be concealed or revealed at the discretion of individuals who possess them.

Question 123

How diverse is the workforce?

Answer 123

In analyzing the diversity of the workforce, several measures can be used. Demographic measures such as
gender and race can be used to measure group sizes. Measures of such things as discrimination toward
specific groups can be analyzed to gauge the diversity of the workforce. Other measures of diversity in the
workforce can include examination of differences in age and sexual orientation.

Question 124

How does diversity impact

companies and the workforce?

Answer 124

The demography of the labor force is changing in many ways as it becomes racially diverse and older and
includes more women and individuals with disabilities. Diversity affects how organizations understand that
employing people who hold multiple perspectives increases the need to mitigate conflict between workers
from different identity groups, enhances creativity and problem solving in teams, and serves as a resource to
create a competitive advantage for the organization.

Question 125

What is workplace discrimination,

and how does it affect different

social identity groups?

Answer 125

Workplace discrimination occurs when an employee or an applicant is treated unfairly at work or in the jobhiring
process due to an identity group, condition, or personal characteristic such as age, race, national origin,
sex, disability, religion, or pregnancy status.

Question 126

What key theories help managers understand the benefits and challenges of

managing the diverse workforce?

Answer 126

The cognitive-diversity hypothesis suggests that multiple perspectives stemming from the cultural differences between groups or organizational members result in creative problem solving and innovation. The similarityattraction
paradigm and social identity theory explain how, because individuals prefer to interact with others like themselves, diversity may have a negative effect on group and organizational outcomes. The justificationsuppression model explains under what conditions individuals act on their prejudice.

Question 127

How can managers reap benefits from diversity and mitigate its challenges?

Answer 127

By approaching diversity and diversity issues in a thoughtful, purposeful way, managers can mitigate the
challenges posed by a diverse workforce and enhance the benefits a diverse workforce can offer.

Question 128

What can organizations do to ensure applicants, employees, and customers

from all backgrounds are valued?

Answer 128

Organizations should use objective and fair recruitment and selection tools and policies.
Leadership should make employees feel valued, be open to varied perspectives, and encourage a culture of
open dialogue. Women and racial minorities can increase positive employment outcomes by pursuing higher
levels of education and seeking employment in larger organizations. All individuals should be willing to listen,
empathize with others, and seek to better understand sensitive issues that affect different identity groups.

Question 129

Surface-Level Diversity

Answer 129

An individual’s visible characteristics, including, but not limited to, age, body size, visible disabilities, race, or sex.

Question 130

Deep-Level Diversity

Answer 130

Traits that are nonobservable such as attitudes, values, and beliefs.

Question 131

Hidden Diversity

Answer 131

traits that are deep-level but may be concealed or revealed at the discretion of individuals who possess them. These hidden traits are called invisible social identities and may include sexual orientation, a hidden disability (such as a mental illness or chronic disease), mixed racial heritage, or socioeconomic status.

Question 132

Strategic Fitness Process (SFP)

Answer 132

An integrated, disciplined, leadership platform that a senior management team can utilize to create an open
conversation about their organization’s fit with the strategy and environment as well as their own leadership.

Question 133

Barriers to Successful Strategy Implementation

Answer 133

• Unhealthy, power & politics
• Lack of organizational purpose & commitment
• Resistance to change
• Preventingorganizational learning

Question 134

The Silent Killers of Organizational Fitness

Answer 134

• Unclear strategy and/or conflicting priorities;
• An ineffective top management team;
• A leadership style that is too top-down or, conversely, too laissez-faire;
• Poor coordination across functions, businesses, or geographic regions;
• Inadequate leadership skills and development of down-the-line leaders;
• Poor vertical communication.

Question 135

Organizational Fitness Model

Capabilities “the 7 C’s”

Answer 135

1. Coordination among teams, functions and departments ensures efficiency in working towards a common goal;
2. Competence encompasses technical, functional, interpersonal and leadership skills that are
   dynamic and flexible in adapting to changes;
3. Commitment and accountability from each and every member is crucial if the organization is to achieve its strategic goal;
4. Communication (vertical, lateral and to stakeholders) enables clarity on what, why and how things need to be done;
5. Conflict management helps to sustain healthy politics in the organization;
6. Encouraging Creativity at all levels of the organization enhances novel ways of solving problems;
7. Capacity management matches financial and human resources (skills, knowledge) with the
   strategy.

Question 136

Self-Awareness

Answer 136

• Evaluating Strengths and Areas of Growth, Is realistic about personal strengths, skills, and areas for growth.
• Understanding the Effects of Actions, Sees own responsibility in actions and words. Understands and responds to the needs of others. Seeks to control own emotions and behavior even under stress. Tries to do the right thing.
• Workplace Manners, Strives to improve work appropriate manner. Learns and applies guidelines or rules of the work setting.
• Finding a Good Fit, Looks for work that is a good match for personal strengths and skills.

Question 137

Anxiety

Answer 137

A feeling of inability to deal with anticipated harm.

Question 138

Burnout

Answer 138

A general feeling of exhaustion that can develop when a person simultaneously experiences too much pressure to perform and too few sources of satisfaction.

Question 139

Eustress

Answer 139

Beneficial stress.

Question 140

Frustration

Answer 140

Refers to a psychological reaction to an obstruction or impediment to goal-oriented behavior.

Question 141

General Adaptation Syndrome

Answer 141

Consists of three stages:

• the first stage, Alarm;
• the second stage of Resistance;
• the third stage, Exhaustion.

Question 142

Hardiness

Answer 142

Represents a collection of personality characteristics that involve one’s ability to perceptually or behaviorally transform negative stressors into positive challenges.

Question 143

Health Promotion Programs

Answer 143

Represent a combination of diagnostic, educational, and behavior modification activities that are aimed at attaining and preserving good health.

Question 144

Locus of Control

Answer 144

The concept that much of what happens in one’s life is either under or outside of their own control.

Question 145

Personal Control

Answer 145

Represents the extent to which an employee actually has control over factors affecting effective job performance.

Question 146

Rate of Life Change

Answer 146

The variety of life events were identified and assigned points based upon the extent to which each event is related to stress and illness.

Question 147

Role Ambiguity

Answer 147

Occurs when individuals have inadequate information concerning their roles.

Question 148

Role Conflict

Answer 148

The simultaneous occurrence of two (or more) sets of pressures or expectations; compliance with one would make it difficult to comply with the other.

Question 149

Role Overload

Answer 149

A condition in which individuals feel they are being asked to do more than time or ability permits.

Question 150

Role Underutilization

Answer 150

Occurs when employees are allowed to use only a few of their skills and abilities, even though they are required to make heavy use of them.

Question 151

Social Support

Answer 151

The extent to which organization members feel their peers can be trusted, are interested in one another’s welfare, respect one another, and have a genuine positive regard for one another.

Question 152

Strain

Answer 152

The damage resulting from experiencing stress.

Question 153

Stress

Answer 153

A physical and emotional reaction to potentially threatening aspects of the environment.

Question 154

Tolerance for Ambiguity

Answer 154

Individuals measure and affect by role ambiguity (in terms of stress, reduced performance, or propensity to leave) than others with a low tolerance for ambiguity.

Question 155

Type A Personality

Answer 155

Type A personality is characterized by impatience, restlessness, aggressiveness, competitiveness, polyphasic activities, and being under considerable time pressure.

Question 156

How do you recognize the symptoms of stress in yourself and in others?

Answer 156

Stress is a physical and emotional reaction to potentially threatening aspects of the environment. The damage
resulting from stress is called strain. The general adaptation syndrome is the common pattern of events that
characterizes someone who experiences stress. Two primary types of stress can be identified: frustration and anxiety. The three stages of the syndrome are:

1. Alarm,
2. Resistance
3. Exhaustion

Question 157

What are the underlying causes of stress

in a particular situation?

Answer 157

Four organization influences on stress can be identified:

1. Occupational differences,
2. Role ambiguity,
3. Role conflict,
4. Role overload or underutilization.

Three personal influences on stress are:

1. Personal control, or the desire to have some degree of control over one’s environment
2. Rate of life change
3. Type A personality.

Question 158

How do managers and organizations minimize the dysfunctional consequences

of stressful behavior?

Answer 158

The effects of potential stress can be buffered by two factors:

1. Social support from one’s coworkers or friends
2. Hardiness, or the ability to perceptually and behaviorally transform negative stressors into positive challenges.

Sustained stress can lead to:

1. Health problems
2. Counterproductive behavior, such as turnover, absenteeism, drug abuse, and sabotage
3. Poor job performance
4. Burnout.

Question 159

• *What are the remedies for job-related stress, and how can managers motivate employees to participate**
• *actively in health promotion efforts for the benefit of all concerned?**

Answer 159

Burnout is defined as a general feeling of exhaustion that can develop when a person simultaneously experiences too much pressure to perform and too few sources of satisfaction. Individual strategies to reduce stress include:

1. Developing one’s self-awareness about how to behave on the job
2. Developing outside interests
3. Leaving the organization
4. Finding a unique solution.

Organizational strategies to reduce stress include:

1. Improved personnel selection and job placement
2. Skills training
3. Job redesign
4. Company-sponsored counseling programs
5. Increased employee participation and personal control
6. Enhanced work group cohesiveness
7. Improved communication
8. Health promotion programs.

Question 160

W. S. Neff has identified five types of people who have problems adjusting to work:

Answer 160

• Type I: People who lack motivation to work. These individuals have a negative conception of the work role
  and choose to avoid it.
• Type II: People whose predominating response to the demand to be productive is fear or anxiety.
• Type III: People who are characterized predominantly by open hostility and aggression.
• Type IV: People who are characterized by marked dependency. These people often exhibit the characteristic of helplessness. They are constantly seeking advice from others and are unable to initiate any action on their own.
• Type V: People who display a marked degree of social naïveté. These individuals lack perception when it comes to the needs and feelings of others and may not realize that their behavior elicits reactions from and has an effect on others. Typically, these individuals are socially inept and unaware of appropriate behavior in ordinary social situations.

Question 161

The Underload-Overload Continuum

(Diagram)

Answer 161

Question 162

Type B Personality

Answer 162

A Type B personality exhibit patience and a broad concern for the ramifications of decisions.

Question 163

Individual Strategies to help cope with continuing high stress.

Answer 163

• Developing
• Self-Awareness
• Developing Outside Interests
• Leaving the Organization
• Finding a Personal or Unique Solution
• Physical Exercise
• Cognitive Perspective