BUAD 304 Final
Terms
undefined, object
copy deck
- Power
- ability to influence others so they do things they would not do otherwise
- Types of Power
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Coercive=fear
Reward=Postive benefit
Legitimate=authority of position
Expert=expertise, knowledge and skills
Referent=identification with person - Power as Dependency
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The greater the dependency, the greater the power
A has power over B to the extent that:
A has control over something B values IMPORTANCE
B cannot obtain anywhere else SCARCITY
B cannot easily find substitutes NONSUBSTITUTABILITY - Organizational Politics
- Using power beyond formal role to gain rewards
- Reasons for Organizational Politics
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Scarce resources
Different interests
Ambigious goals and performance outcomes
Techinical and environmental uncertainty
Organizational change - Political Techniques
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Controlling information and communication
Controlling agenda and decision-making parameters
Game-playing
Impression Management
Building Coalitions - Elements of Structure
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Work specialization
Chain of command
Span of control
Centralization/Decentralization
Formalization
Departmentation - Types of Departmentation
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Function
Product
Client
Geography - Organization Designs
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Simple
Bureaucracy
Matrix
Virtual
Boundaryless/horizontal - Simple Structure
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Authority centralized in owner
Informal-lack of structure
Pros=Inexpensive, Flexible
Cons=Inefficient, dependent on owner - Bureaucracy Structure
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Functional departments
Standardized tasks
High formalization and centralization
Pros=efficiency, low labor costs
Cons=coordination problems, rule bound - Matrix Structure
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Functional and product departmentation
Two bosses
Pros=Coordination across multiple projects/products, efficient allocation of specialists/professionals
Cons=Confusion & power struggles, leadership skills, stress - Virtual Organization
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Small centralized core
Outsource major business functions
Pros=gain scale without mass, flexible and adaptive, quicky access new markets
Cons=loss of control, hard to form and manage, requires trust - Boundaryless/Horizontal Structure
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Organize around core processes
Use multi-disciplinary teams to manage processes
Owner for each process
Reduce vertical & horizontal boundaries
Communication via networked computers
Pros=highly flexible & business focused, reduces control and coordination costs
Cons=difficult to implement, requires new skills and methods, new information technology - Determinants of Structure
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Strategy=innovation, minimize cost, imitation
Size
Technology:degree of routiness
Environment:degree of uncertainty - Culture
- System of shared meanings held by members that distinguish organization from others
- Elements of Culture
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Values:what's important
Beliefs:how things work
Norms:how members should behave - Strength of Culture
- how widely and deeply shared the culture is a measure of how affective it is
- Describing and Assessing Organization Culture
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Innovation and risk taking
Attention to detail
Outcome Orientation
People Orientation
Team Orientation
Aggressiveness
Stability - Culture's Role in Organization Effectiveness
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Efficient communication, coordination and control
Substitute for formalization
Commitment to organization
Success when fits strategy and competitive environment
LIABILITY when it does not=barrier to change, barrier to diversity, barrier to acquisitions and mergers - Formation of Organization Culture
- values of founder->selection criteria -> top management AND socialization ... top management -->socialization AND organization culture...socialization-->organization culture
- Learn about Organization Culture
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Stories
Rituals
Material Symbols
Language - Corporate Strategy
- How firm will use its resources to gain competitive advantage
- Human Resource Strategy
- How firm will use human resources to implement corporate strategy
- Human Resource Mangement
- Policies and practices used to implement human resource strategy
- Human Resource Management
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Union-management relations
Selecting right people->training and developing them->assessing their performance->rewarding them->selecting the right people - HR Selection
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Key decision makers=managers/everyone
Basis of=validated tests/open exchange of info & realistic job previews
Selection for=specific jobs/teams and corporate culture
Features selected for=ability to do job/ability to learn, needs for involvement and challenge, team skills - HR Training and Development
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Why=enable people to perform task/facilitate change, human development, effective task performance
Who=individuals/individuals and teams
What=specific job requirements/broad skills, social skills, system-wide learning
When=as needed/ongoing and intense
How=on the job, classroom/many methods, cross training, team development - HR Performance Appraisal
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Appraiser=manager/appraisee, coworkers,manager, and others
Role of Appraisee=recepient of feedback/active participant in all phases
Content=job defined/participant defined
Process=validated measures/negotiation of reality
Timing=periodic/variable depending on purposes - HR Rewards
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Communication=secret/open
Decision-making=top down/wide involvement
Pay for performance=individual merit/business success
Reward mix=standardized/individual choice;cafeteria style
Base pay=job based/skill based - HR Union-management relations
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Motivation to join=job security and wages/job security wages and quality of work life
Nature of relationship=adversarial/collaborative
Nature of agreement=collective bargaining/collective bargaining and cooperative alliances
Balance of power=asymmetric/symmetric
Dispute settlement=strikes, slowdowns, and grievances/mediation, arbitration, and compromise - Forces for Change
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Workforce
Technology
Competition
Social Trends
Political Trends - Types of Organization Change
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Incremental + Reactive =Adaptation
Revolutionary + Reactive = Re-creation
Incremental + Anticipatory = Fine Tuning
Revolutionary + Anticipatory = Transformation - Sources of Individual Resitance to Change
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Habit
Security
Economic Factors
Fear of Unknown
Selective Information Processing - Sources of Organizational Resistance to Change
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Structural Inertia
Limited Focus of Change
Group Inertia
Threats to Expertise, Power, Relationships & Resource Allocation - Overcoming Resistance to Change
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Education & Communication
Participation
Facilitation & Support
Negotiation
Manipulation & Cooptation
Coercion - Lewin's Three-Step Change Model
- Unfreezing Status Quo (restraining forces [resistance] + driving forces [forces for change])->movement to new state -> refreezing changes (restraining + driving forces)
- Organization Development
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Goals=improve organization effectiveness
=improve organization's capacity to solve own problems and change itself
Values=respect for people
=trust & support
=power sharing & participation
=openness to information - Organization Development (OD) Interventions
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Human Process Interventions=team building
=conflict resolution
Technostructural Interventions=job enrichment &self-managing teams
=employee empowerment
=organization design
Human Resource Management Interventions=Gainsharing & skill-based pay
=career development
Strategic Interventions=organization transformation
=strategic alliances - Organization Development Application Issues
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Differences in organization culture
Differences in national cultures
Politics of change
Ethics of control - Center for Effective Organizations
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Action Research with Organization=help organization learn to improve itself
=generate new knowledge that can be applied to other organizations
Research scientists and faculty members
Types of projects
=strategic change
=designing high-performing organizations
=team-based organizations
=new reward and selection practices
=organization learning - Traditional Change Methods
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Management initiated and controlled
Problem focused
Experts analyze and design solutions
Doers implement solution
Rolled out as packaged change program
Change is discrete event - Problems with traditional change methods
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Conflict between experts and doers
Lack of employee buy-in
Too rigid, not adaptive
Limited learning
May solve specific problems but doesn't improve organization's capacity to improve itself - Managing Strategic Change
- Felt Need->Vision->Action learning process
- Self-design Strategy
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Involves multiple stakeholders
Innovation on site
Learning by doing
Continuous change, improvement & learning
Part of normal operations - Action learning cycle
- taking action to implement change->collecting pertinent information->diagnosing progress->planning to modify change and how it is implemented
- Learning to improve organizations
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continually improved performance
action learning cycle->alc->alc
time--------------------> - Organization Design Components
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structure
technology & work design systems/organization culture/information & control systems
human resource systems=selection
=training & development
=performance management system - High-performing organizations
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Organization structure:flat and lean
Work design:self-managed teams
Information systems:open & distributed
Leadership:visionary
Decision Making:employee empowerment
Training & development:continuous
Selection processes:culture driven
Rewards:performance and skill based
Culture:strong & egalitarian
workforce accomodations:plentiful - Conflict
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process that begins when one part perceives that another party has negatively affected, or is about to negative affect something that the first party cares about
for a conflict to exist, it must be perceived by those involved
this definition is flexible enough to cover a full range from subtle disagreement to violent acts - Views on Conflict
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Traditional View=conflict is bad stay away from it
Human relations view=inevitable
Interactionist view=conflict is necessary - Conflict process
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Stage 1=potential opposition
-antecedent conditions=communication
=structure
=personal variables
stage 2=cognition and personalization
Perceived conflict & felt conflict-->
stage 3=intentions
conflict-handling intentions
=competition
=collaboration
=accomodation
=avoidance
=compromise
stage 4=behavior
overt conflict
=party's behavior
=other's reaction
Stage 5=outcomes
increased group performance
decreased group performance - Conflict intensity continuum
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annihilatory conflict=overt efforts to destroy the other party
-aggressive physical attacks
-threats and ultimatums
-assertive verbal attacks
-overt questioning or challenging of others
-minor disagreements or misunderstanding
no conflict - Two types of negotiation strategies
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distributive characteristic
=fixed amount of resources to be divided
=i win you lose
=opposed to each other
=short term relationship
integrative characteristic
=variable amount of resources to be divided
=i win, you win
=convergent or congruent with each other
=long term - Negotiation process
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Preparation and planning
Definition of ground rules
Clarification and justification
Bargaining and problem solving
Closure and implementation