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Midterm2 Flashcards

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1
Q

Definition of change:

A

The process of modifying an existing organisation to increase organisational effectiveness.

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2
Q

The organisational change challenge:

A

Constantly asses the condition of their organisation and make appropriate organisational changes. (to maintain effectiveness and enhance goal attainment)

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3
Q

Change takes place in reaction to:

A

Environmental events. (e.g: change of customer needs, tech breakthroughs, new govt regulations)

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4
Q

Succesful implementation of change leads to:

A

allows the company to be more flexible and innovative

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5
Q

Some degree of stability is needed..

A

For long-term organisational success= both adaptation and stability are needed

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6
Q

Factors to consider for potential change:

A

1- the change agent (person inside or outside the company who tries to modify, responsible for broad (culture) and narrow changes(program). 2- Determine what should be changed (people, structure, tech). 3- Kind of change to make (people, structural, technological). 4- individuals effected by the change. (people do not like it) 5- evaluation (any modifications required, further change to accomplish goals?)

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7
Q

Maximise organisational effectiveness:

A

match the appropriate people, tech and structure.

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8
Q

Structural change includes: (depends on the situation, conduct periodic reviews)

A

Clarify&define jobs, modify structure to fit communication needs, decentralise the org to: flexibility/ motivate/ reduce cost of coordination/ increase controllability of subunits

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9
Q

People change:

A

Organisational development: changing peoples attitudes and skills (based on overview of all other organisational components).

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10
Q

Grid organisational development:

A

Two primary attitudes of the manager: people or production. The managerial gird allows members to locate and understand where to focus their effort. (aim for 9,9 managerial style). NOTES- training could be useful, can enhance profit, positively change managerial behaviour. BUT, difficult to evaluate/ time consuming.= successful if to do with specific needs?

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11
Q

Why people do not like change:

A

Resistance? due to: fear of personal loss, disturbance of established working relationships, personal failure = inability to do new duties?

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12
Q

How to stop the fear of change…

A

No surprises, explanation leads to genuine understanding, set the stage for change through storytelling, make the change tentative - ‘transition period?’

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13
Q

Stress definition:

A

The bodily strain that an individual experiences as a result of coping with some environmental factor.

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14
Q

Importance of stress in organisations:

A

Can damage: physical and psychological health, as well as their contribution to organisational effectiveness. Employee absenteeism/turnover, safety, contagious = significant costs?

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15
Q

Handling stress:

A

Identify unhealthy stress (e.g, low energy, anxiety, temper outbursts). . Can stop stress by not making organisational changes for a while or making interesting jobs, having a supportive organisational climate/ career counselling?

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16
Q

‘Stressor’

A

environmental demand causing peoples tress (e.g. firing/ bullying)

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17
Q

Conflict definition: (can be caused by org change)

Functional vs. Dysfunctional:

A

The struggle that results from two opposing needs or feelings of two or more people. Constructive vs. Destructive

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18
Q

Conflicts can be useful as..

A

They generate useful feedback and insights about change

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19
Q

Conflicts can be settled through:

can be task/ relationship/ process

A

Compromising (good for minor changes/when time is limited, part of what they wanted), Avoiding (ignoring, diverse (some believe it is good), when it does not limit the goal attainment), Forcing (manager = right, for emergencies/fast decisions), Resolving (work out differences, good for important slow decisions)

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20
Q

Virtual organisations:

A

lack some aspect of traditional aspect and structure. Could be a virtual cooperation/team/training

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21
Q

Influencing definition:

A

The process of guiding the activities of organisation members in appropriate directions (that lead to the attainment of management system objectives)

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22
Q

The influencing subsystem: (communication at it’s heart)

A

Input (a portion of the org’s resoruces) –> Process (of influencing, involves 6 primary activities: motivating, leading, considering groups, communicating, encouraging creativity and building corporate culture, interrelated &managers decide what type of leaders they need to be) –> Output: appropriate organisation member behaviour

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23
Q

Communication as a fundamental mangement skill:

A

All influencing functions are achieved at least primarily through it.

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24
Q

Emotional intelligence:

A

The capacity of people to recognise their own feelings and the feelings of others, to motivate themselves, and to manage their emotions as well as their emotions in relationships with others. (helps guide people toward goal attainment)

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25
Intrapersonal vs. interpersonal
Self-awareness, self-managment, self-motivation vs. managing relationships, empathy
26
Why is emotional intelligence good?
Helps to manage diversity, more interpersonally effective, motivate, likely to be more satisfied with their jobs (managers and employees), better to handle conflict, better communication
27
Communication:
The process of sharing information with other individuals
28
Interpersonal communication:
The source (encoder, being put in a way that can be understood) --> The signal (encoded info that has been transited from one person to another) --> The decoder/destination (the person receives the signal and interprets the message to determine it's meaning) Successful communication - destination is the same, unsuccessful - message is different.
29
Communication micro/ macro barriers
hinder successful communication in general enviro (different languages/cultures, overload of info) vs. in specific situations (sources view of the receiver/ view of the source, interference, multi meaning words). ALSO need to consider a receivers non-verbal response
30
10 rules for effective communication: (could use open infrastructure, statements, listen to messages coming through formal channels)
1. clarify ideas, 2. examine the true meaning, 3. physical&human setting, 4. consult with others in planning, 5. mindful of overtones, 6. Covey something of help to the destination, 7. follow up, 8. communication for tomorrow and today, 9. your actions follow, 10. also seek to understand
31
Leadership definition:
The ability to influence a group toward the achievement of a vision or a set of goals (leadership skill- to direct behaviour)
32
Need to combine..
Managing (getting the job done) and Leading (caring and focusing on people)
33
Trait approach to leadership:
A leader is born, not made. Big 5. Traits associated with leadership: drive, desire to lead, honesty and integrity, self-confidence, intelligence, extraversion, proneness to guilt, job-related knowledge. CRITICISM- they do a better job of predicting leaders than saying if they're effective
34
Behavioural theories:
Specific behaviours differentiate leaders from non-leaders. Individuals can be trained to be leaders. Ohio state studies: two dimensions of leader behaviour 1- initiating structure (define and structure roles, limits self-guidance of followers) 2- consideration (establishing job rels based on trust, a warm/supportive climate) = mixed results.
35
Pygmalion effect:
phenomenon in which the more leaders believe their subordinates can achieve, the more the subordinates do achieve
36
Behavioural theory, the University of Michigan study:
Two broad leadership styles: Job-centred behaviour: (production/ performance orientated focused on the technical/task side) Associated with higher production, or Employee-centred: (focus on people, interpersonal relationships and on employee needs) Associated with higher job satisfaction. BUT, task characteristics? context?
37
Situational leadership theory (modern):
Focuses on the followers, successful leadership depends on selecting the right style contingent on the followers. (unwilling/unable - clear instruction. unable/willing- high task/relationship orientation, able/unwilling - supportive style)
38
Fielders contingency theory:
Successful leaders must change their leadership styles contingent on different situations, as style is often deeply ingrained, quick wins.
39
The Tannenbaum and Schmidt leadership continuum:
range of leadership behaviour available to managers when making decisions - each one has a degree of authority used by the manager and a related amount of freedom available to subordinates. boss-centred or subordinate-centred leadership?
40
Transformational vs. transactional
Inspires/ stimulate to achieve outcomes (idealised influence, individualised consideration, intellectual stimulation, inspirational motivation), encourage to be more innovative/creative (via commitment and trust) vs. leading by using transactions and incentives, motivating them to work towards set goals by exchanging rewards.
41
Charismatic leadership:
Enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways. Characteristics: vision, can articulate it, risk taker, out of the ordinary behaviours, sensitivity to both enviro constraints and follower needs.
42
Group is a..
a number of people who interaction/ are aware of one another, and perceive themselves as a group
43
Ingroup favouritism: (and outgroup)
Occurs when we see members of our group as better than other people, and when we see members outside our group to be all the same (and anyone outside the group)
44
Command group/ Task group/ Committee
(command) handle routine organisational activities, (task) handle non-routine task, (committee) a group of individuals charged with performing a type of specific activity and is usually classified as a task group
45
Why committees? & steps of committees: (should have people-orientated guidelines)
Improve quality & participation (larger support?) of decision making, more honest expression of opinions, represents important groups in decision making. Steps: clear goal, specify authority, optimal size (between 5 and 10), appoint chairperson& permanent secretary and meet regularly and on time.
46
Groupthink:
The norm for consensus overrides the realistic appraisal of alternative course of action (desire for harmony results in irrational/dysfunctional decision making) or reality testing and moral judgements as a result of group pressures.
47
Formal group development:
Acceptance > Communication and decision making > Group solidarity > Group control
48
Teams definition and types:
Are groups were members influence one another toward accomplishing goals (team building can be used), can be problem-solving, self-managed, cross-functional.
49
Stages of team development:
Forming, storming, normning, performing, adjourning
50
Organisational culture (established slowly, people may describe the culture differently/ can help build competitive advantage= attract/retain employyes, differentiate from customers) :
Set of values that an organisation member shares with regard to the functioning and existence of their organisation
51
Dominant culture vs. sub-culture:
'mini-culture' vs. shared values about organisational functioning held by the majority of the organisation - should be embedded into organisational strategy (Micheal Porter)
52
Functions of org culture( can be strong with greater influence and lower employee turnover/weak ):
Productivity, organisational strategy, staffing (through job fit), helps make operational decisions
53
Code of Conduct (not always followed):
reflects the core values of an organisation and suggests how organisation members should act in relation to the values
54
Competing values framework, Cameron and Quinn:
Organisational flexibility and discretion vs. control and stability, and internal org focus and external org focus
55
Types of organisational culture:
Clan (strong internal focus and high degree of flexibility- like a family- bosses as parental figures), Adhocracy culture (external focus with flexibility,few rules and little structure), Hierarchy culture (internal focus, stability) and Market culture (external focus with stability, orientated towards all stakeholders)
56
Negatives of culture:
Institutionalisation: can prevent innovation, creates barriers to change. barriers to diversity? Can prevent acquisitions and mergers.
57
Building a high performance organisational culture:
Lead as a champion (explain, convince AND HOLD managers accountable), link work to organisational mission, track and talk about performance, recognise and reward, build a hierarchy of objectives and build organisational commitment (uphold values)
58
Try to keep organisational culture alive...
Quality, Ethics, Innovation, Spirituality, Diversity, Customer dimensions
59
Cultural artifacts:
A dimension of an org that helps to describe and reinforce the culture in which an artifact exists. These can be: values (value statement), org myths/saga (heroic individual) /storytelling, language, symbols, ceremonies/ rewards
60
Production vs. Productivity:
The process of the transformation of organisational resources into products vs. The relationship between the output (goods being produced) and the input (amount of org resources)
61
Focus on continual improvement:
Via improving product quality throughout all phases of the production process = improves productivity. Through: quality assurance (broad activities) and statistcal quality control (how many products to be inspected to meet quality requirements), no rejects?, quality circles (meetings) and automation
62
Operations management:
Systematic direction and control of the operational processes that transform resources into finished goods/services. These include: selecting/designing (periodic), updating/controlling (continual).
63
Operations strategy:
Capacity / Location / Product / Process / Layout / Human Resource
64
Operations control:
Making sure that activities are carried out as planned. Through: just in time, maintenance control (keep functioning at pre determined levels), cost control, budgetary control, ratio analysis (summarises financial position e.g. ROI, current/debt ratio, inventory turnover), materials control (e.g. logistics)
65
Control tools:
Management by exception (flag up only significant deviations), Management by objectives or Break-even analysis
66
HRM and it's goals:
Deals with people who are free, have rights, work in teams etc. HRM skill (ability to take actions to increase contribution) Goals: economic (cost effectiveness, flexibility), Socio-political (CSR, social legitimacy).
67
Organising:
The process of establishing orderly uses for resources within the management system. However need to: hire&retain the right people, and ensure good productivity (that the resources work well together)
68
Appropriate HR:
Recruitment (through job analysis (description and specification- internal or external), Selection, Training (identify training needs, design training, develop skills via on the job or classroom training), Performance appraisal (rating scale, free/critical-form essay)
69
Three types of HR inventory:
Management inventory card, Position placement form, Management manpower replacement chart (allows comparison between performance)
70
Sources outside the org for succession planning:
Competitors (experience, trained, harms competition), Employment agencies, Readers of certain publications, Educational institutions, DO everything in accordance w/legislation- diversity (protected characteristics) - BUT reverse discrimination?
71
Methods of selection:
Testing (personality/aptitude/achievement/vocational interest) they should be valid and reliable and mixed with personal judgement, Assessment centres (a program of individual and group exercises based on the org levels desired)

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