lecture 10

Question 1

structure determines:

Answer 1

what people do
what skills they need in their position
with whom they interact
the information to which they have access
those to whom they are accountable

Question 2

what does the organizational structure do?

Answer 2

formally dictates how jobs and tasks are divided and coordinated between individuals and groups within an organization

• vary on 5 important structural elements

Question 3

what is the organizational chart?

Answer 3

a drawing that represents every job in the organization and the formal reporting relationships between those jobs

Question 4

what are the 5 structural dimensions?

Answer 4

centralization
formalization
work specialization
chain of command
span of control

when in combination- they create at least 2 types of organizations: mechanistic and organic

Question 5

what are mechanistic organizations?

Answer 5

Mechanistic organizations are efficient, rigid, predictable and standardized. They tend to thrive in stable environments.

Question 6

what are organic organizations?

Answer 6

Organic organizations are flexible, adaptive, outwardly-focused organizations. They tend to thrive in dynamic environments.

Question 7

what is organizational design?
what is differentiation vs. integration?

Answer 7

the process of creating, selecting, or changing the structure of an organization

Differentiation: The process of deciding how to divide work in the organization

Integration: The process of 
coordinating the different 
parts of the organization

Question 8

what are contextual variables and what are the 4?

Answer 8

characteristics that influence the organizations design

size
technology
strategy
environment

Question 9

which design dimension is less seen in small organizations and more in large organizations?

Answer 9

formalization

Question 10

__________ design dimension is high in small organizations and low in large organizations

Answer 10

centralization

Question 11

which 3 design dimensions are low in small organizations but high in large organizations?

Answer 11

specialization
standardization
complexity

Question 12

hierarchy is _____ (flat/tall) in small organizations and _____ (flat/ tall) in large organizations

Answer 12

flat in small
tall in large

Question 13

In general, the more ________ and _______ the tasks in an organization, the more formalization, centralization, specialization, and standardization possible.

Answer 13

routine and repetitive

i.e., organizations with more routine technology can assume a more mechanistic structure

Question 14

what are the implications of environment for a certain and uncertain environment?

Answer 14

certain environment:
- functional structure
- mechanistic features

uncertain environment:
- divisional structure
- organic features

What is the amount and rate of change in the organization’s environment?

Question 15

what are the implications of strategy for efficiency vs. innovation?

Answer 15

emphasis on efficiency

mechanistic structure

organic structure

Question 16

what are some bureaucratic structures?

Answer 16

functional structures
multi-divisional structures
- product structures
- geographic structures
- client-based structures
matrix structures

Question 17

note:

Answer 17

simple structure:
owner/ manager over employees

functional structure:
CEO/ president over vice presidents

lecture 10 slide 17-22

Question 18

restructuring has a weak ________ (negative/ positive) effect on performance

Answer 18

weak negative

Question 19

restructuring has a moderate _______ (negative/ positive) effect on commitment

Answer 19

moderate negative

Question 20

restructuring in organizations is…

Answer 20

a time of much uncertainty for employees, including those who remain with the organization

what can organizations do?
- Help employees cope with increased work demands
- Provide employees with more control, such as greater voice and input with respect to work goals
- Honest and frequent communication will help employees adapt to changes

Question 21

what is organizational culture?

Answer 21

shared knowledge within an organization about the rules, norms, and values that shape employee attitudes and behaviours

Question 22

what are observable artifacts?

Answer 22

the manifestations of an organization’s culture that employees can easily see or talk about
- symbols
- physical structures
- language
- stories
- rituals
- ceremonies

Question 23

what are espoused vs. enacted values?

Answer 23

espoused values: the beliefs, philosophies, and norms that a company explicitly states

enacted values: what people’s behaviour shows they value

Question 24

what are underlying assumptions?

Answer 24

taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them without questioning the validity of their behaviour in a given situation
- Difficult to imagine a member acting against them
- Very often unconscious
- People may be reluctant to discuss or change them

Question 25

what is solidarity vs. sociability?

Answer 25

solidarity: degree to which group members think and act alike sociability: how friendly employees are to one another

Question 26

specific culture types example note*

Answer 26

Customer service culture - Nordstrom Canada Safety culture - Syncrude Canada Ltd. Diversity culture - Royal Bank of Canada Sustainability Culture - Patagonia Creativity culture - 3M Canada

Question 27

what is culture strength?

Answer 27

A strong culture exists when employees definitively agree about the way things are supposed to happen within the organization (high consensus) and when their subsequent behaviours are consistent with those expectations (high intensity)

Question 28

what is a strong culture perspective?

Answer 28

a strong culture drives performance through: - goal alignment - enhanced motivation due to shared values - increased control without oppressive bureaucracy

Question 29

what is attraction-selection-attrition (ASA)?

Answer 29

A theory that states that employees will be drawn to organizations with cultures that match their personality, organizations will select employees that match, and employees will leave or be forced out when they are not a good fit

Question 30

what are the three socialization stages (in order)?

Answer 30

1. anticipatory socialization: encompasses all of the learning that takes place prior to the newcomer’s first day on the job. 2. encounter: the newcomer learns the tasks associated with the job, clarifies roles, and establishes new relationships at work 3. understanding and acquisition: the newcomer begins to master the demands of the job

Question 31

what is organizational culture shaped by?

Answer 31

What leaders pay attention to How leaders react to crises How leaders behave How leaders allocate rewards How leaders hire and fire individuals

Question 32

what is the change agent?

Answer 32

The individual or group who undertakes the task of introducing and managing a change in an organization. effective change leaders build relationships: - within the leadership team - Between the team and organizational members - Between the team and key environmental players

Question 33

what is the culture change process?

Answer 33

1. Analysis and Diagnosis: Is there a need for change? 2. Understanding and Managing Resistance: What obstacles can we expect? How will we overcome them? 3. Change Interventions: What change do we want to make? How will we make this change happen? 4. Evaluation: Was the change process smooth? Did the change take effect? Did it have the intended result?

Question 34

what is planned vs. unplanned change? what process of change does it belong in?

Answer 34

1. analysis and diagnosis Planned Change: Change resulting from a deliberate decision to alter the organization Unplanned Change: Change that is imposed on the organization and is often unforeseen

Question 35

what are some external vs. internal forces of change?

Answer 35

external: - globalization - workforce diversity - political changes - changing technology internal: - declining effectiveness - company crisis - changing employee expectations - changing work climate

Question 36

what is "resistance"? what are some ways employees can express resistance?

Answer 36

resistance: the deliberate act of opposing or withstanding change - lower task performance - lower levels of OCB - elevated counterproductive behaviour - increased withdrawal

Question 37

what are some sources of resistance to change?

Answer 37

fear of the unknown fear of loss fear of failure disruption of interpersonal relationships personality conflicts justice issues politics cultural assumptions and values

Question 38

note*

Answer 38

Change requires forces for change to outweigh forces for status quo example: forces for change- dislike weight gain/ family history of cardiovascular disease forces for status quo- lack of time/ no interest in physical activity

Question 39

how to communicate about change?

Answer 39

appropriateness: it is right discrepancy: it is needed self-efficacy: we can do it personal valence: it's in our best interest principle support: we have the support

Question 40

what is unfreezing, moving, and refreezing? what change process does it belong in?

Answer 40

unfreezing: reduce forces for status quo; increase forces for change moving: develop new attitudes, values, and behaviours refreezing: reinforce new attitudes, values, and behaviours 3. change interventions

Question 41

what are some common change interventions?

Answer 41

selection training performance management change in leadership mergers and acquisitions

Question 42

what are Kotter's steps for managing change? (8)

Answer 42

1. create urgency 2. form a powerful coalition 3. create a vision 4. communicate the vision 5. remove obstacles 6. generate short-term wins 7. create the change 8. anchor the changes in the organizational culture

Question 43

note*

Answer 43

in step 4. 'evalutating the change process' examples of evidence: - Re-administer your diagnostic tool (e.g., OCAI) - Look for evidence of improved job performance, stronger (and the right kind of) commitment, reduced turnover, higher job satisfaction, less stress, increased motivation, greater trust, better decisions, less conflict within project teams, more effective communication processes, and more favourable reactions to leaders, etc.

Question 44

person-organization fit has a weak _______ (positive/ negative) effect on job performance

Answer 44

weak positive

Question 45

person-organization fit has a _______ strong/moderate/weak) positive effect on organizational commitment

Answer 45

strong positive

Question 46

what is person-organization fit?

Answer 46

the degree to which a person's personality and values match the culture of an organization

Question 47

what is the impact of P-O Fit on employees?

Answer 47

person-organization fit predicts attraction to a culture, job satisfaction, and organization commitment influences interaction and relative influence of people

Question 48

what are some ways to enhance P-O fit?

Answer 48

realistic job previews orientation programs mentoring