Long Test 2 Flashcards

Question

What are the contextual factors in clarifying goal measurement

Answer 1

1. Nature of workplace 2. Employee participation 3. Clarity of strategy

Answer 2

1. Diagnosis- This provides information about the nature and difficulty of specific goals, the appropriate types and levels of participation, and the necessary support system. Analyze business strategy, workplace tech and employee involvement 2. Preparation for Goal setting- Prepares managers and employees to engage in goal setting, typically by increasing interaction and communication between managers and employees, and offering formal training in goal-setting methods. 3. Setting of Goals- Challenging goals are established and methods for goal measurement are clarified. 4. Review- Evaluate if the goals are motivating and aligned with business strategy.

Answer 3

A goal-setting method that aligns personal goals with business strategy through communication and collaboration between managers and employees to prevent misunderstandings - Meet regularly - Encourage joint planning, feedback and adjustments

Answer 4

Peter Drucker: Focused on setting clear objectives in key areas like market standing, innovation, productivity, and employee performance. McGregor (qualitative nature) – Focused on employee development, shifting from identifying weaknesses to building on strengths through self appraisal and discussions with managers.

Answer 5

1. Reduces confusion through collaboration 2. Helps employees and managers understand each other’s expectations. 3. Managers can act as coahces 4. Can extend beyond individuals to teams

Answer 6

1. Work-group involvement- overall and individual goals are defined by the team 2. Join-manager-subordinate goal setting- Manager and employee discuss individual job responsibilities 3. Establishment of action plans for goals- specific plans to meet goals 4. Establishment of criteria or yardsticks of success- Manager and employee agree on how success will be measured. 5. Review and Recycle- Share achievements and challenges -> Feedback -> Broader discussion (growth, coaching, career goals) 6. Maintenance of Records

Answer 7

- Jointly set goals linked to strategy improve performance management effectiveness. - Consistent positive results goal - Difficulty, specificity, and participation enhance performance. BUT strong top-management support is key

Answer 8

- Feedback system - Connects goal-setting with reward systems

Answer 9

1. Traditional- affirmative action, pay and promotion decisions, and human resources planning and development 2. High involvement- tailored to balance multiple organizational and employee needs

Answer 10

1. Trad- Supervisor and manager onle 2. High-involvement- 360 degree feedback

Answer 11

1. Trad: passice recipient 2. High-involvement- Active participant

Answer 12

1. Trad- subjective (predefined traits, behaviorally achored rating scale) 2. High-involvement- objective and subjective

Answer 13

1. Trad- annually 2. High-involvement- frequent

Answer 14

1. Select the right paople 2. Diagnoses the current situation- Assess contextual factors to define the strengths and weaknesses 3. Establish the system's purpose and objectives 4. Design the Performance Appraisal system- Based on agreed purposes and contextual factors 5. Experiment with Implementation- identify/ fix existing flaws 6. Evaluate and Monitor the system

Answer 15

1. Timeliness 2. Accuracy 3. Acceptance 4. Understanding 5. Focus on critical control points 6. Economic feasibility

Answer 16

1. Strong link between feedback and performance

Answer 17

Essential tools in human resource management, designed to elicit and reinforce desired employee behaviors and performance outcomes. To reinforce new work designs, promote collaboration, and support leadership development.

Answer 18

1. Person/Job based vs Performance based 2. Individual vs Group Rewards 3. Internal (within org) vs External (market) Equity 4. Hierarchy 5. Rewards mix (Security/ Job stability or Seniority/ Longevity)

Answer 19

Value Expectancy Model

Answer 20

1. Availability 2. Timeliness 3. Performance contingency 4. Durability 5. Visibility

Answer 21

Rewards employees for learning and growth, increasing workforce flexibility and engagement.

Answer 22

Pay links compensation to performance,

Answer 23

Provides employees with bonuses based on organizational performance improvements. Can contribute to employee motivation, involvement, and performance.

Answer 24

1. Process of Design 2. Organizational Unit covered 3. Bonus Formula 4. Sharing Process 5. Frequency 6. Change management 7. Participative system

Answer 25

1. Scanlon Plan- Bonus is based on labor cost efficiency. 2. Rucker Plan & Improshare- Different bonus formulas mean less worker involvement. 3. Goal-Sharing Plans: More flexible than gain sharing, focusing on changing strategic objectives

Answer 26

★ Purpose: Enhance individual performance by clarifying goals and overcoming obstacles. ★ Format: One-on-one ★ Techniques: Guided inquiry, active listening, reframing. ★ Focus: Increase individual capacity through BehSci

Answer 27

★ Purpose: Transfer specific knowledge and skills as part of career development. ★ Format: Mentor and mentee. ★ Approach: More directive than coaching ★ Focus: Career development and skill acquisition.

Answer 28

★ Focus: Coaching is future and action-oriented ★ Assumptions: Assumes clients are healthy and capable ★ Approach: Helps clients understand how their behaviors impact current situations.

Answer 29

1. Establishing the relaitonship- Define foundation of the relationship (Parameters, Goals, Ethics) 2. Conducting assessments- Personal and Systemic 3. Debriefing Results- Review data and encourage action 4. Developing an Action Plan- Outline activities 5. Implementing the Action Plan- One-on-one sessions 5. Assessing Results- Evaluate progress and adjust

Answer 30

Career planning- concerned with individuals choosing occupations and organizations Career development- helping employees attain career objectives

Answer 31

To meet the needs of the companies' members

Answer 32

1. Establishment stage (21-26)- Focused on initial career commitments and exploring capabilities 2. Advancement stage (26-40)- Focused on career growth 3. Maintenance stage (40-60) 4. Withdrawwal stage (60+)- Transitioning out of career

Answer 33

1. Establish a Career Planning Mechanism 2. Assembling Career development Processes

Answer 34

1. Relistic Job Previews- Provides applicants with expectations about the job during recruitment 2. Assessment centers- simulate managerial work 3. Job rotation and challenging assignments- experience for advancement or challenge to revitalize a stagnant career; Job rotation (help develop new knowledge) and Fallback positions (jobs they can return to if it doesnt work out) 4. Consultative roles- for those in maintenance and withdrawal stages 5. Developmental training 6. Performance management- continual feedback 7. Work-life balance interventions 8. Phased retirement

Answer 35

Reduce turnover, lower training costs, increase organizational commitment and job satisfaction.

Answer 36

Enhance career advancement by addressing areas of improvement.

Answer 37

Boost work satisfaction and productivity for plateaued employees through lateral job changes.

Answer 38

Yield significant returns on investment

Answer 39

Improve creativity, morale, and effectiveness while reducing absenteeism and turnover.

Answer 40

Leadership dev- developing skills and knowledge the organization believes will be necessary to implement future strategies and manage the business Career dev- building the skills and knowledge the individual believes will best equip them for the career they prefer

Answer 41

1. Needs Assessment- What kind of leader to equip participants with competencies 2. Develop the objectives and design of the trianing 3. Deliver the Training 4. Evaluate the training

Answer 42

1. Stretegy Assessment 2. Organization Assessment 3. Individual Assessment

Answer 43

1. Reaction 2. Learning 3. Behavior 4. Results

Answer 44

1. Organization’s diversity approach is a function of internal and external pressures for and against diversity. 2. Management’s perspective and priorities with respect to diversity can range from resistance to active learning and from marginal to strategic. 3. The organization’s strategic responses can range from reactive to proactive. 4. Implementation style can range from episodic to systemic.

Answer 45

1. Age 2. gender 3. Race/ Ethnicity 4. Sexual Orientation 5. Disability 6. Culture and Values

Answer 46

Work design, wellness programs, career planning and development, and reward systems.

Answer 47

Work design, reward systems, and career development

Answer 48

Training, mentoring, performance appraisal alignment, enforcing appropriate rules.

Answer 49

Education and training

Answer 50

work design, career planning and development, performance management.

Answer 51

Employee involvement, reward systems, career planning and development.

Answer 52

The reaction of people to their environment Determined by how fit people's needs, abilities and expectations are with the environmental demans changes and opportunities Positive stress- contributes to motivation, innovation and learnign Dysnfunctional stress- overpower the person’s ability to cope causing physical and emotional exhaustion

Answer 53

1. Work overload 2. Role Conflict 3. Role ambiguity

Answer 54

1. Cognitive/ Affective characteristics 2. Biological/Demographic characteristics

Answer 55

1. Charting Stressors 2. Health profiling

Answer 56

1. Role clarification 2. Supportive relationships 3. Work Leaves 4. Health Facilities 3. Employee Assistance Programs

Answer 57

- Deals with interpersonal aand group processes that describe how org members interact with each other - Helps managers, employees and groups assess and improe himan processes - Ensures that those who are at the receving end of help own their problems, diagnose them, and solve the problems themselves

Answer 58

1. Always try to be helpful 2. Always stay in touch with the current reality 3. Access your ignorance 4. Everything you do is an intervention 5. The client owns the problem and the solution 6. Go with the flow 7. Timing is crucial Always try to be helpful 8. Be constructively opportunistic with confrontative interventions 9. Everything is information; errors will always occur and are the prime source for learning 10. When in doubt, share the problem

Answer 59

Primarily to help people be more effective in their communication with others. 1. Johari Window

Answer 60

1. The giver and receiver must have consensus on the receiver’s goals. 2. The giver should emphasize description and appreciation. 3. The giver should be concrete and specific. 4. Both giver and receiver must have constructive motives. 5. The giver should not withhold negative feedback if it is relevant. 6. The giver should own his or her observations, feelings, and judgments. 7. Feedback should be timed to when the giver and receiver are ready.

Answer 61

1. Process interventions 2. Content interventions 3. Structural interventiones

Answer 62

Third party consultants are employed when conflicts become disruptive to group performance and when internal resolution efforts have stalled.

Answer 63

1. Neutral facilitaro 2. Take a more directive arole in conflict resoltion 3. Unbiased, helps break down entrenched positions and encourage open communication

Answer 64

Susbtantive issues (Resource allocation, strategic disagreements)

Answer 65

Conflict often occurs in iterative, cyclical stages known as “episodes”. - Latent conflict -> trigger -> Problems manifest -> Unresolved disagreement becomes latent again

Answer 66

1. Understanding of the triggering factors and subsequent avoidance when symptoms occur 2. Setting of limits 3. Coping with the consequences 4. Elimination or resolution of the issues

Answer 67

Refers to a broad range of planned activities that help groups improve their interpersonal and problem-solving skills, task accomplishment, and increase team performance.

Answer 68

1. Length of time for activity 2. Team willingness 3. Time the team has worked together 4. Team permanence

Answer 69

1. One of more individuals- For self-understanding 2. Group operations and behavior- For group performance 3. Relationships with the organization- For what the group contributes to the organization

Answer 70

- Manage and direct the processes of the team - Check effectiveness of the team - Lead teambuilding

Answer 71

Facilitative and supportive

Answer 72

Mobilization of the organization’s resources for identifying issues, priority-setting and action targets, and to start dealing with the identified problems (By Beckhard)

Answer 73

1. Group meeting 2. Groups are appointed to represent all departments 3. Emphasize honesty and openness 4. Groups identify organizational issues 5. Groups share identified issues 6. Issues are compiled 7. Issues are categorized 8. Issues are ranked 9. List of priorities and plans of actions are communicated 10. Follow-up meetings

Answer 74

○ Various groups within the organization often need to work with each other to fulfill their goals ○ Different goals and priorities among groups might create conflict ○ The degree of organizational effectiveness can be influenced by the quality of relationships between groups and group members

Answer 75

Small group of individuals representing the issue at hand; they can formulate programs and processes that target the specific issue/s

Answer 76

Parallel processes, unconscious changes that occur in indivudals when at 2 groups interact with each other

Answer 77

1. Identifiy issues 2. gather the grioup 3. Provide group training 4. Address the issue 5. DIssolve group

Answer 78

Improvements in conducting meetings; formulation of a program for job posting, career development, and promotion; and holding new-employee orientations were observed in a microcosm group that focused on tackling communication issues

Answer 79

1. External consultant gets groups to agree to improve 2. Schedule meeting 3. Relay objectives 4. Separate the groups and answer 3 questions 5. Reassemble and report statements 6. Separate again 7. Examine discrepancies 8. Reconvene to discuss discrepancies 9. Create action plan 10. Follow-up meeting

Answer 80

1. List down what irks them about each other and predict what the other wills say 2. List down irritations and discuss common issues 3. 3 lists- Positive, bugs, empathy 4. Compile issues and make agenda 5. Develop action plan based on reports 6. Delegate tasks

Answer 81

Keeping the involved parties away from each other; limited interactions; little attempt in understanding or changing the perceptions each group holds of the other

Answer 82

interactions between involved parties include corresponding rewards tied to cooperation; aim is to modify the perspectives both groups have of each other

Answer 83

Also known as “search conferences,” “open space meetings,” “open-systems planning,” “world cafés,” “future searches,” “decision accelerators,” and “appreciative inquiry summits” Gathering large numbers of organization members and other stakeholders for a meeting or conference Focus: Issues that affect the whole organization or large segments

Answer 84

Focus on how organizations interact with and are shaped by their environments

Answer 85

A variety of organization stakeholders must be involved to create an accurate view of the environment and organization.

Answer 86

A shared understanding of the environment and the org is the key to coordinated action

Answer 87

1. Open-systems thinking 2. Participation and Social construction 3. Self-management

Answer 88

Interventions that change the character of the organization Focuses on the way it view itself and its environment Radical changes in how memebers perceive, thinka dn behave at work

Answer 89

False, change is triggered by environmental and internal disruptions Organizations are UNLIKELY to undertake transformational change UNLESS significant REASONS to do so emerge.

Answer 90

1. Industry discontinuities 2. Product life cycle shifts 3. Internal company dynamics

Answer 91

True, it makes organizations perform internally in ways that are unique, valuable, and difficult to imitate

Answer 92

Because the entire nature of the organization is altered fundamentally

Answer 93

When majority of individuals in an organization changes their behavior into a new strategic direction

Answer 94

False, 1. Faster= quicker to attain the benefits of operating a new way 2. Rapid change enable the org to reach a period of smooth growth and functioning sooner

Answer 95

False, TC is involved in gamma type/ 2nd order change where old metnal and operation frameworks are replaced with new ones In the new paradigm is decentralized, participative approach yield greater engagement, flexibility and adaptibility

Answer 96

False, it is the active role of senior execs and line managers in all phases of the change process They decide strat direction, operation

Answer 97

1. Envisioning- Articulate clear vision 2. Energizing- Demonstrate personal excitement 3. Enabling- Provide resources

Answer 98

1. Triggered by environmental and internal disruption 2. Aimed at competitive advantage 3. Systemic and Revolutionary 4. Demands a new organizing paradigm 5. Driven by senior executives and line managers 6. Involves significant learning

Answer 99

It is a deliberate, coordinated process that ensures alignment between a firm’s strategy and its environment to improve performance.

Answer 100

1. Unit of analysis: Strategic orientation 2. One integrated process 3. Individuals and groups throughout the org are integrated

Answer 101

1. Perform Strategic analysis 2. Exercising strategic choice 3. Designing strategic change plan 4. Implementation of the plan

Answer 102

a. Assess readiness for change b. Understand the current strategy and organization design c. Evaluating strategic orientation d. Analyzing org design e. Engaging employees in the Analysis

Answer 103

Fit, Congruence, Alignment

Answer 104

1. Strategy- how the org will use its resources to gain competitive advantage 2. Structure- How the org divides tasks, assigns them to departments, and coordinated across them 3. Work Design- How tasks are performed and assigned to groups

Answer 105

How employees are led and the nature and kinds of information they are provided to guide their work

Answer 106

1. Mechanistic Design 2. Organic Design

Answer 107

1. Clarify design focus 2. Design the org 3. Implementing

Answer 108

1. Integrated view 2. Differentiated view 3. Fragmented view

Answer 109

Views culture as a shared phenomenon across the organization. It suggests that there is a stable and coherent set of beliefs about the organization and its environment that everyone in theorganization agrees upon.

Answer 110

Culture is not monolithic. It consists of multiple subcultures within the organization, each having its own values, beliefs, and behaviors.

Answer 111

Culture as dynamic and constantly changing, characterized by ambiguity and paradox.

Answer 112

1. Artifacts 2. Norms 3. Values 4. Basic Assumptions

Answer 113

1. On Change implementations- Not aligned culture = failed transformation efforts 2. In Global Operations- Not aligned cultures = struggle

Answer 114

1. Org performance 2. Cultural strength and Industry fit

Answer 115

1. Behavioral appraoch 2. Competing Values approach 3. Deep Assumptions approach

Answer 116

- Focuses on surface-level behaviors that drive business results - Practical - Behavioral patterns (How tasks are carried out and how relationships are managed within the organization) and Cultural Risk Assessments (Identify potential cultural risks when implementing changes to align with new strategies)

Answer 117

- Assesses how an organization resolves conflicting value dilemmas. - 2 Contradictory values 1. Intervnal Focus and Integration vs External Focus and Differentations 2. Flexibility and Discretion vs Stability and Control

Answer 118

Focuses on the deepest levels of organizational culture—the tacit, unspoken assumptions that guide behavior within the organization. Techniques 1. Iterative interviewing 2. Culture Workshops

Answer 119

1. Cormulate clear strategic vision 2. Display top-management commitment 3. Model culture change at the highest levels 4. Modify the org to support change 5. Select and socialize newvomers and terminat the deviants 6. Develop ethical and legal sensitivity

Answer 120

1. Alter most features and achieve a fit among them and the strategy 2. Occurs in situations experiencing rapid change and uncertainty 3. Orgs need to learn to contextualize 4. Affects many org stakeholders 5. Needs to occur at mltiple levels of the org

Answer 121

1. Laying the foundation- Provide info to start with adaptive change 2. Designing- 3. Implementing and Assessing

Answer 122

1. HRM interventions- reinforce motivation 2. Technostrucutral interventions- provide the kinds of lateral linkages and teamwork needed to process, develop, and share diverse information and knowledge. 3. Human process changes- develop the kinds of healthy interpersonal relationships that underlie effective OL 4. Strategic interventions- organizations gain knowledge about their environments and develop values and norms that promote OL

Answer 123

1. Structure- teamwork, less layers 2. Information systems- gathering and processing info 3. HR Practices- appraisal, rewards and training 4. Org Culture- promotes openness, creativity and experimentation 5. Leadership- model of openness, risk taking and reflection

Answer 124

1. Discovery- errors are detected 2. Invention- solutions to close gap 3. Production- implement solutions 4. Generalization- draw conclusions to extend to other situations

Answer 125

1. Adaptive- Focuses on improving the status quo. 2. Generative- Focuses on changing the status quo. 3. Deutero- Directed at the learning process itself

Answer 126

- Predominant mode - Ineffective and usually harmful

Answer 127

- Based on values promoting valid information, free and informed choice, internal commitment to the choice, and continuous assessment of its implementation.

Answer 128

1. Discover theories in use and their consequences 2. Invent and produce more effective theories in use 3. Continuously monitor and improve the learning process

Answer 129

1. Dialogue 2. Action map 3. Left-hand, Right-hand column 4. Ladder of Inference

Answer 130

Focus on codifying organizational knowledge for easy access and application to tasks

Answer 131

Intellectual assets often exceed the value of physical and financial assets, typically worth three to four times tangible book value.

Answer 132

1. Generating knowledge 2. Organizing knowldge 3. Distributing knowledge

Answer 133

Interventions that move beyond the single organization

Answer 134

★ Provide additional resources for large-scale research and development ★ Spread the risks of innovation ★ Apply diverse expertise to complex problems and tasks ★ make information or technology available to learn and develop new capabilities ★ Position the organization to achieve economies of scale or scope ★ Gain access to new marketplaces

Answer 135

1. They work well when transactions occur frequently and are well understood 2. If transactions involve people, equipment, or other assets that are unique to the task ★ Relationships between and among organizations become more formalized when: 1. Frequency of interaction increases 2. Type of information and other resources that are exchanged become more proprietary ` 3. Number of different types of exchange increases

Answer 136

integration of 2 previously independent organizations into a completely new organization

Answer 137

purchase of one organization by another for integration into the acquiring organization

Answer 138

1. Diversification or vertical integration 2. Gaining access to global Markets 3. Achieving operational efficiencies, improved innovation, or resource sharing

Answer 139

1. Inadequate due diligence processes 2. Lack of a compelling strategic rationale 3. Unrealistic expectations of synergy 4. Paying too much for the transaction 5. Conflicting corporate cultures 6. Failure to move quickly

Answer 140

1. Precombination phase- planning 2. Legal combination phase 3. Operational Combination phase- implementation

Answer 141

a. Search for and select a candidate b. Create M&A team c. Establish business case d. Performa due diligence assessment e. Develop merger integration plac

Answer 142

a. Day 1 Acctivities b. Operation and Technical integration activities c. Cultural integration activities

Answer 143

formal agreement between two or more organizations to pursue a set of private and common goals

Answer 144

Any collaborative effort between two or more organizations,

Answer 145

special type of strategic alliance where a third organization, jointly owned and operated by two (or more) organizations,

Answer 146

1. Alliance strategy formulation- Clarify the business strategy and understand why an alliance is an appropriate method to implement it. 2. Partner selection- search for an appropriate partner or partners begins. 3. Alliance structuring and start-up- how to structure the partnership and build and leverage trust in the relationship 4. Alliance operation and adjustment- apply full-range of OF interventions

Answer 147

Help organizations join together for a common purpose

Answer 148

1. Creating initial network 2. Managing Change within establish network

Answer 149

1. Identification stage- identifying existing and potential member organizations best suited to achieving their collective objectives. 2. Convention stage-concerned with bringing them together 3. Organization Stage- organize themselves for task performance. 4. Evaluation stage- how the network is performing.

Answer 150

1. Complexity 2. Nonlinear systems 3. Catastrophe 4. Chaos theories

Answer 151

1. Creating instability 2. Managing the tipping point 3. Relying on self-organization

Answer 152

Effective communication channels with connectors, mavens, and salespeople

Answer 153

1. Mavens 2. Connectors 3. Salesppeople

Answer 154

Stickiness- Ability of a message to be memorable

Answer 155

The Power of Context-Messages must resonate with network members

Answer 156

Key roles in spreading change, drive awareness and credibility of innovations;

Answer 157

Structural Design

Answer 158

○ Environment ○ Organization size ○ Technology ○ Organization strategy

Answer 159

Functional structure

Answer 160

● Promotes and develops specialization of skills ● Grouping facilitates communication within departments + sharing of expertise ● Enhances career development for specialists ● Reduces duplication of services

Answer 161

● Promotes routine tasks ● Fosters narrow perspectives; ○ Can lead to conflict across functional departments — little consideration given to performance of other units ○ Obscures accountability ● “White space” problem ○ Coordination and scheduling issues

Answer 162

Divisional structure

Answer 163

1. Entering and Contracting 2. Diagnosing 3. Planning and Implementing Change 4. Evaluating and Institutionalizing Change

Answer 164

Entering and contracting

Answer 165

1. Clarify the nature of the organization’s current functioning and the issue(s) to be addressed- Presenting the problem could be general or specific 2. Determine the relevant client system for that issue- organization members who can directly impact the change issue, whether it is solving a particular problem or improving an already successful organization or department 3. Selecting the appropriate OD practitioner- rganizations may request that proposals be submitted.

Answer 166

1. Establishes the mutual expectations of the parties 2. The time and resources that will be expended 3. The ground rules under which the parties will operate

Answer 167

Diagnosing Organizations

Answer 168

- Conceptual frameworks that people use to understand organizations - Describe the relationships among different features of the organization, as well as its context and its effectiveness

Answer 169

- Systems are viewed as unitary wholes composed of parts or subsystems; the system serves to integrate the parts into a functioning unit

Answer 170

1. Environments 2. Inputs, Transformations and Outputs 3. Boundaries 4. Feedback 5. Equifinality 6.Alignment

Answer 171

Organizational environments are everything beyond the boundaries of the system that can indirectly or directly affect performance and outcomes.

Answer 172

Inputs consist of human resources or other resources, such as information, energy, and materials, coming into the system. Transformations are the processes of converting inputs into outputs. Outputs are the results of what is transformed by the system and sent to the environment.

Answer 173

Boundaries—the borders, or limits, of the system Systems can be open or closed; fixed or diffuse in terms of permeability of boundaries

Answer 174

Feedback is information regarding the actual performance or the output results of the system Only information used to control the future functioning of the system is considered feedback.

Answer 175

In a closed system, a direct cause-and-effect relationship exists between the initial condition and the final state of the system. The idea of equifinality suggests that similar results or outputs may be achieved with different initial conditions and in many different ways. Systems and contingency theories suggest that there is no universal best way to design an organization.

Answer 176

Alignment refers to a characteristic of the relationship between two or more parts. It represents the extent to which the features, operations, and characteristics of one system support the effectiveness of another system.

Answer 177

Strategic orientation

Answer 178

Consists of the organization members’ perception and representation of its general and task environments.

Answer 179

Represents the way an organization uses its resources (human, economic, or technical) to achieve its goals and gain a competitive advantage. It can be described by the organization’s mission, goals and objectives, strategic intent, and functional policies.

Answer 180

concerned with the way an organization converts inputs into products and services. It represents the core transformation process and includes production methods, workflow, and equipment

Answer 181

Describes how attention and resources are focused on task accomplishment. examine its level of differentiation and integration

Answer 182

methods of gathering, assessing, and disseminating information on the activities of groups and individuals in organizations. Such data tell how well the organization is performing and are used to detect and control deviations from goals.

Answer 183

include mechanisms for selecting, developing, appraising, and rewarding organization members.

Answer 184

represents the basic assumptions, values, and norms shared by organization members

Answer 185

Organization performance

Answer 186

Productivity

Answer 187

Stakeholder satisfaction

Answer 188

consists of the design components characterizing the larger organization within which the group is embedded: technology, structure, measurement systems, and human resources systems, as well as organization culture.

Answer 189

1. Goal clarity 2. Task structure 3. Group composition 4. Team functioning 5. Performance

Answer 190

how well the group understands its objectives

Answer 191

how the group’s work is designed and can vary along two key dimensions: coordination of members’ efforts and regulation of their task behaviors.

Answer 192

membership of groups

Answer 193

underlying basis of group life. How members relate to each other is important in work groups because the quality of relationships can affect task performance

Answer 194

member beliefs about how the group should perform its task and include acceptable levels of performance

Answer 195

1. Performance is measured in terms of the group’s ability to control or reduce costs, increase productivity, or improve quality. This is a “hard” measure of effectiveness. 2. Group member’s quality of work life concerns with work satisfaction, team cohesion, and organizational commitment.

Answer 196

1. Skill variety- degree to which a job requires a range of activities and abilities to perform the work 2. Task identity measures- degree to which a job requires the completion of a relatively whole, identifiable piece of work 3. Task significance- degree to which a job has a significant impact on other people’s lives 4. Autonomy- degree to which a job provides freedom and discretion in scheduling the work and determining work methods 5. Feedback about results-involves the degree to which a job provides employees with direct and clear information about the effectiveness of task performance

Answer 197

1. Org design 2. Group design 3. Personal characteristic

Answer 198

Individual effectiveness

Answer 199

the process of collecting information that will be shared with the client in jointly assessing how the organization is functioning and determining the best change intervention.

Answer 200

1. Questionnaires 2. Interviews 3. Observations 4. Unobtrusive measures

Answer 201

The nature of the relationship affects the quality and usefulness of the data collected.

Answer 202

1. Obtain valid information about organizational functioning 2. Rally energy for constructive organizational change 3. Develop the collaborative relationship necessary for effecting organizational change

Answer 203

1. Content analysis 2. Force-field analysis

Answer 204

1. Means, Standard Deviations, and Frequency 2. Distributions Scattergrams and Correlation Coefficients 3. Difference Tests

Answer 205

be sure that the client has ownership of the data

Answer 206

1. Relevant 2. Understandable 3. Descriptive 4. Verifiable 5. Timely 6. Limited 7. Significant 8. Comparative 9. Unfinalized

Answer 207

1. Motivation to work with the data 2. Structure for the meeting 3. Appropriate attendance 4. Appropriate power 5. Process help

Answer 208

Survey feedback

Answer 209

1. preliminary planning of the survey 2. survey instrument is administered to all members 3. analyzes the survey data 4. Data feedback 5. Feedback meetings

Answer 210

1. Ambiguity of purpose 2. Distrust 3. Unacceptable topics 4. Organizational disturbance

Answer 211

OD Intervention

Answer 212

1. the extent to which it fits the needs of the organization 2. the degree to which it is based on causal knowledge of intended outcomes 3. the extent to which it transfers change management competence to organization members

Answer 213

1. Human process- at the individual, group, and total system levels 2. Technostructural- modify an organization’s structure and technology 3. HRM Interventions- improve member performance and wellness 4. Strategic Change- managing the organization’s relationship to its external environment and the internal structure and process necessary to support a business strategy

Answer 214

Evaluation

Answer 215

Institutionalization

Answer 216

1. Implementation feedback - evaluation aimed at guiding implementation 2. Evaluation feedback - assessment intended to discover intervention outcomes

Answer 217

Positive - Intervention produced expected outcomes - Might prompt a search for ways to institutionalize the changes Negative - Initial diagnosis was seriously flawed or that the wrong intervention was chosen - Do additional diagnosis and a search for a more effective intervention

Answer 218

1. Operational definition 2. Reliability 3. Validity

Answer 219

Institutionalizing Organizational Changes

Answer 220

1. Congruence - degree to which an intervention is perceived as being in harmony with the organization’s managerial philosophy, strategy, and structure; its current environment; 2. Stability of environment and technology - degree to which the organization’s environment and technology are changing 3. Unionization - diffusion of interventions may be more difficult in unionized settings

Answer 221

1. Goal specificity 2. Programmability 3. Unionization 4. Internal Support 5. Sponsorship

Answer 222

1. Socialization 2. Commitment 3. Reward allocation 4. Diffusion 5. Sensing and calibration

Answer 223

1. Knowledge 2. Performance 3. Preferences 4. Normative consensus 5. Value consensus

Answer 224

Increasing global competition and rapid technological & environmental changes

Answer 225

Downsizing

Answer 226

Reengineering

Answer 227

Structural Design

Answer 228

○ Environment ○ Organization size ○ Technology ○ Organization strategy

Answer 229

Functional Structure

Answer 230

Advantages ● Promotes and develops specialization of skills People who perform similar work and face similar problems are grouped together ● Grouping facilitates communication within departments + sharing of expertise ● Enhances career development for specialists ● Reduces duplication of services Disadvantages ● Promotes routine tasks ● Fosters narrow perspectives; department members focus on their own tasks, rather than the overall organization ○ Can lead to conflict across functional departments — little consideration given to performance of other units ○ Obscures accountability ● “White space” problem ○ Coordination and scheduling issues

Answer 231

Divisional Structure

Answer 232

Advantages ● Recognizes key interdependencies, coordinates towards an overall outcome ○ reduces complexity ● Outcome-oriented ● Ensures accountability and promotes cohesion ● Promotes diversification and expansion of skills ○ Workers can move easily among the different specialties in a unit Disadvantages ● May not have enough specialized work to maximize people’s skills ○ Coordination, sharing, and learning across divisions is difficult ● Limits career advancement of specialists ○ May feel isolated from their colleagues ● Hard to create common processes ○ Limited exposure of specialists to others with the same specialties ● May promote allegiance to aspecific product, service, or customer; ○ Divisional objectives over organization objectives ● Multiple-role demands; create stress

Answer 233

Matrix structure

Answer 234

product/project coordination on a vertical functional structure

Answer 235

1. Top manager 2. Matrix bosses 3. “Two-boss” managers

Answer 236

Advantages ● Enable multiple orientations ● New products or projects can be implemented quickly ● Functional expertise can be carried between projects/programs ● Can adapt to environmental changes Disadvantages ● Difficult to manage ● Conflicting tensions between businesses & functions and methods, resources ● Role ambiguity and conflict ● Inconsistent demands; confusing ● May reward political skills as opposed to technical skills

Answer 237

1. Presence of real outside pressures to justify a dual focus 2. When the organization must process a large amount of information 3. Pressure for shared resources

Answer 238

Process Structure

Answer 239

1. Processes drive Structure 2. Work adds Value 3. Teams are Fundamental 3. Customers define performance 4. Teams are rewarded for performance 5. Teams are tightly linked to customers and suppliers 6. Team members are well-informed and trained

Answer 240

Advantages ● Intense focus on meeting customer needs ○ Focused resources ● Increased speed and efficiency in meeting goals ● Remove layers of management ○ Information flows quicker and more accurately ● Members have a broad view of the workflow and a clear line of sight ○ Boundaries between departments removed ○ Teams comprise multiple specialties ● More flexible and adaptable to change ● Strong cross-functional collaboration and integration Disadvantages ● Difficulty of changing to this organizational form ○ Requires radical shift inmindsets, skills, and roles ● Managers have to learn to balance competing demands ● Excessive duplication of resources ○ If teams are not adequately skilled ● Overly internal focus; slower decision-making ● Relies on properly identifying key processes to satisfying customer needs

Answer 241

1. Highly uncertain environments 2. Nonroutine and interdependent technologies 3. Moderate to large size organizations 4. Customer-oriented goals

Answer 242

1.Understand the market & plan the business 2. Acquire & retain customers 3. Build value solutions 4. Deliver solutions & add value 5. Manage the business

Answer 243

Customer satisfaction

Answer 244

Customer-centric Structure

Answer 245

Advantages ● Presents one integrated face to the customer ● Deep understanding of the customer’s needs, preferences, industry trends ● Customized and tailor-made solutions for customers ● Robust customer response Disadvantages ● Too inwardly focused; may lose sight of the larger strategy ○ Difficult to share learning ● Reliance on lateral mechanisms ○ Requires the integration of the front and back end of the organization ○ I.e., customer-facing and back office unit relations ● Should marketing be done by the “front” or “back” of the organization?

Answer 246

● Complex and uncertain environment ● Large organization ● Customer focus and solutions orientation ● Uncertain technologies and market ● Requires a certain amount of maturity

Answer 247

Network Structure

Answer 248

Internal market network

Answer 249

Vertical market network

Answer 250

Intermarket network

Answer 251

Opportunity network

Answer 252

1. Vertical disaggregation- Breaking up organization’s business functions 2. Brokers 3. Coordinating mechanisms

Answer 253

Advantages ● Highly flexible and adaptive responses to a dynamic environment ● Creation of a “best-of-the-best” organization ● Enable each member to exploitand focus on its distinctive competence ● Rapid global expansion ● Synergistic effects ○ Members build on each other’s strengths ○ Exceeds the sum of its parts Disadvantages ● Managing relations across autonomous organizations is complex ● Motivating members to relinquish autonomy and sustain commitment is troublesome ● May expose the organization’s proprietary knowledge to other organizations

Answer 254

Highly complex and uncertain environments

Answer 255

○ Layoffs ○ Attrition ○ Redeployment ○ Early retirement ○ Reducing number of organizational units or managerial levels through divestiture, outsourcing, reorganization, or delayering

Answer 256

the rise of the contingent workforce

Answer 257

1. Mergers and acquisitions ○ Eliminating redundant jobs to gain labor efficiencies 2. Organizational decline ○ Due to loss of revenue, market share, or technological and industrial change 3. Implementation of new organizational structures ○ E.g., Creation of network-based structures involve outsourcing non-core work 4. Beliefs and social pressures that “smaller is better”

Answer 258

1. Workforce reduction 2. Organization redesign 3.Systemic redesign

Answer 259

1.Clarify the organization’s strategy 2. Assess downsizing options and make relevant choices 3. Implement the changes 4. Address the needs of survivors and those who leave 5. Follow through with growth plans

Answer 260

○ Breaking down specialized work units ○ Creating integrated, cross-functional work processes

Answer 261

● Initially fails to consider individual differences in work motivation ● Advocates for enriched work and teams without considering motivation

Answer 262

1. Prepare the organization 2. Fundamentally rethink the way work gets done 3. Restructure the organization around new business processes

Answer 263

Employee Involvement

Answer 264

Internal rewards

Answer 265

External rewards:

Answer 266

1. Improving communication and coordination 2. Improving employee motivation 3. Improving the capabilities of employees,

Answer 267

1. Define the Purpose and Scope 2. Form a Steering Committee 3. Communicate with Organization Members 4. Create Forums for Employee Problem Solving 5. Address the Problems and Issues 6. Implement and Evaluate the Changes

Answer 268

Total Quality Management (TQM)

Answer 269

1. Create a constancy of purpose 2. Adopt a new philosophy 3. End the practice of purchasing at the lowest prices 4. Institute leadership 5. Eliminate empty slogans 6. Eliminate numerical quotas 7. Institute on-the-job training 8. Drive out fear 9. Break down barriers between departments 10. Take action to accomplish the transformation 11. Improve constantly and forever the process of production and service 12. Cease dependence on mass inspection 13. Remove barriers to pride in workmanship 14. Retrain vigorously

Answer 270

1. Lack of constancy of purpose 2. Emphasizing short-term profits and immediate dividends 3. Evaluation of performance, merit rating, or annual review 4. Mobility of top management 5. Running a company only on visible figures 6. Excessive medical costs 7. Excessive costs of warranty

Answer 271

Avoidable costs Unavoidable costs:

Answer 272

1. Leadership 2. Strategic planning 3. Customer and market focus 4. Measurement, analysis, and knowledge management 5. Human resources focus 6. Process management 7. Business results

Answer 273

1. Gain Long-Term Senior Management Commitment 2. Train Members in Quality Methods 3. Start Quality Improvement Projects 4. Measure Progress 5. Rewarding Accomplishment 6. Results of Total Quality Management

Answer 274

High-Involvement Organizations (HIO)

Answer 275

1. Flat, lean organization structures 2. Job designs offer discretion, task variety, and feedback 3. Open information systems 4. Career systems- multiple advancement tracks and counseling support 5. Selection of employees 6. Training employees- for the necessary knowledge and skills, such as the economic side of the enterprise and interpersonal skill development 7. Reward systems 8. Personnel Policies 9. Physical layouts- Support team structures and reduce status differences

Answer 276

Level 1- Managers using a top-down approach are unaware of or doubtful about the HI strategy, Level 2- Managers use a top-down approach, but employees are asked to provide input Level 3- Managers use a participative approach, Level 4- Management delegates decision-making to empowered work teams Level 5- Management acts as partners with employees,

Answer 277

create jobs that generate high employee fulfillment and productivity.

Answer 278

1. Engineering Approach 2. Motivational Approach 3. Sociotechnical Systems Approach

Answer 279

Engineering Approach

Answer 280

Traditional Jobs- Work that can be completed by one person Traditional Work Groups-Requires coordination among people

Answer 281

● Allows workers to learn tasks rapidly ● Allow short work cycles ● Low cost, High Yield ● Its simplified method ● Lower-skilled people can be hired and trained easily

Answer 282

1.Critics argue that the social and psychological needs of the workers are typically ignored 2. more enriched work forms untapped by this approach

Answer 283

Motivational Approach

Answer 284

1. Skill Variety (SV)- number and types of skills needed to perform a specific task 2. Task Identity (TI)- extent to which an individual has the opportunity to complete a whole piece of work 3. Task Significance (TS)- Refers to the impact that the work has on others 4. Autonomy 5. Feedback from the Work Itself- Refers to the information that employees receive regarding the effectiveness of their work

Answer 285

1. Make a thorough diagnosis 2. Forming Natural Work Units 3. Combining Tasks 4. Establishing Client Relationships 5. Vertical Loading 6. Opening Feedback Channels

Answer 286

1. Identify client 2. Establish direct contact between worker and client 3. Develop criteria and procedures for client to judge quality of service

Answer 287

1. Technical system- limiting employee discretion 2. Human Resource system- formalized job descriptions 3. Control system- limiting employee discretion 4. Supervisory system- determine the degree of autonomy

Answer 288

Sociotechnical Systems Approach

Answer 289

○ Organization/work unit is a combined SOCIAL + TECHNICAL system ○ This system is open in relation to its environment

Answer 290

Self-Managed Work Teams

Answer 291

Team Task Design

Answer 292

1. Team Task Design 2. Team Process Interventions 3. Organizing Support Systems

Answer 293

Task differentiation

Answer 294

Boundary control

Answer 295

Task control

Answer 296

TECHNICAL VARIANCE

Answer 297

Resolution of problems by helping members address process problems and moving the team to a more mature stage of development—as self-managed work teams need to be self-reliant, members generally acquire their own team process skills.

Answer 298

The extent to which the larger organization is designed to support self-managed work teams.

Answer 299

EXTERNAL LEADERSHIP

Answer 300

TEAM LEADER / FACILITATOR

Answer 301

1. Sanctioning the Design Effort 2. Diagnosing the Work System 3. Generating Appropriate Designs. 4. Specifying Support Systems. 5. Implementing and Evaluating the Work Designs

Answer 302

Technical interdependence

Answer 303

Technical uncertainty

Answer 304

Social needs

Answer 305

Growth needs

Long Test 2 Flashcards

(336 cards)