MKT 371 1st EditionExam 2 Study GuideChapter 10: Change and InnovationOrganizational Change:-Adoptions of new ideas/behaviors by organization-Creating and implementing ideas=success requiredProduct & Technology Change-Product Change- Product/Service outputs-Technology Change- Org. Production Process-Make changes-something’s wrong, but #1 something has changed with custom, external factorsCreativity/Exploration:-Generating novel ideas to meet perceived needs or offer opportunities for the organization- From the customersIdea Incubator/Exploration:-In house program that provides a Safe Harbor where ideas from employees can be developed w/out Interface from bureaucrat or politics-Remove supervisor from incubatorsCooperation-International Coordination-Innovation requires expertise from several departments-Marketing- understands customers-Technical-aware of recent tech. developments, effectively use technologies- External Coordination- constantly looks outside their boundaries to find and develop new ideas“What you to look at why we lost them”Entrepreneurship- Create mechanisms to ensure new ideas are carried forward accepted and implemented- To ensure entrepreneurship flourishes give employees- Make self sustaining- Things change so quickly reward for risks taken- Ideas Championso Person who see needs for championso EX: President Pastides- idea of everything at USC- New-Venture Teamso Separate from mainstreamo EX: SG Initiative - Skunkworkso Spear small informalo EX: Small Ideas- New-Venture Fund:o Not the main stream budgetChanging People & CultureTraining and Development- Most frequently used approach to change employees mindsetOrganization Development (OD)- Process using behavioral science knowledge and techniquesImplementing Changes- Need for change- Resistance to change- Force Field Analysis what forces drive and resist change- Implement tacticso Communication, participation, negotiation, coercion, Top Mgmt. SupportChapter 11: Human ResourcesHuman Resources Management (HRM)Activities to develop maintain, an effective workforceStrategic Role of HRM- Hire and maintain right people- Build human capital to drive performanceFederal Legislation and HRM- Equal Opportunity/Discrimination laws- Compensation/Benefits Laws- Health/SafetyFinding the Right People- HR Planning- Recruiting - Selecting - Welcome the New EmployeeManaging Talent-Training development-Performance Appraisal-Training development-Performance AppraisalMaintain Effective Workforce-Compensation-Wages-Salaries-Benefits-BenefitsChapter 12: Diversity Diversity -All the ways in which employees differManaging Diversity:-Create a climate whereDividends of DiversityFactor Shaping Personal Bias-Prejudice-Different=Deficient-Discrimination-Act out toward the target of prejudice-Stereotypes-Enthocentricism-PerceptionHow does USC express pluralism?-USC ORG FairCultural Competence-Ability to interact effectively with different culturesImplementing a Diversity Plan1. Uncover problems2. Strengthen Top Mgmt. Commitment 3. Chose solutions to fit balanced4. Demand results and revisit goals5. Maintain momentum to change cultureInitiatives & Programs- Expand recruiting efforts- Establish mentor relationship - Accommodate special needs- Diversity skills training - Sexual harassment awareness - Multicultural teamsChapter 13: Behavior in OrganizationsOrganizational Behavior-Study of how individuals and groups act in organizations Attitudes-Cognitive and affective evaluation, which predisposes one to act in a certain way-Components of Attitudes-Cognitions (thoughts)-Affective (feelings -BehaviorPerception-Cognitive process used to make and sense out the environment by selecting, organizing and interpreting information from environment-Perception Selectivity- how we subconsciously scree and select objectsPersonality and BehaviorPersonality and Behavior-Personality-Characteristics underlying relatively stable pattern of behavior responding to ideas, objects or people-Traits: fairly consistent characteristic we exhibitTraits-Extroversion-Conscientiousness-Emotional Stability-Openness to ExperienceEmotional Intelligence (EI)-Not all about being nice all time, touchy feely, not about being emotional-It’s about being honest, aware of feelings, smart about your emotions5 Essential Competencies-Self-Awareness, Regulation, Motivation, Empathy, Effective RelationshipsLearning-Change of behavior/performance as a result of experiences-Learning Styles- Diverger, Assimilator, Converger, AccommodatorStress and Stress MGMT-Psychological & Emotional Response to stimuli that puts physical and psychological demand son person-Type A & B BehaviorCause of Work Stress-Task Demands-Interpersonal DemandsInnovative responses to Stress-Quiet Rooms/Meditation Center-Wellness programs-Training programs to help ID stressManager Intervention-Work-Life balance initiatesChapter 14: LeadershipLeadership-Ability to influence people toward the attainment of an organizational goalConsidered a long-term, leader & group members relationship or partnershipLeadership Doesn’t Matter-Substitutes for Leadership- doctors-Leader Irrelevance- situational factors outside leaders control, -Complexity TheorySources of Leader Satisfaction-Pick yours to motivate-Frustrations-Deal with peopleFive Cognitive Factors for Effective Leaders1. Open to Experience2. For sightedness and conceptual thinking3. Insight to people and Situations4. Creativity5. Knowledge of the business or talkLeadership Style-Relatively consistent pattern of behavior that characterizes a leader-Often based on dimensions of initiating structure and consideration Autocratic Leadership-Autocratic leaders retain most of the authority for themselves-PilotsEntrepreneurial Leadership-Strong achievement drive and sensible risk-taking-High degree/enthusiasm-Don’t like authority-Dislikes hierarchy-Eye on the futureChapter 15: Motivating EmployeesMotivation-The arousal, direction, and persistence of behaviorNeeds-Variety-Motivates-Specific Behavior -Fulfill the needsJob Design for Motivation-Sims [litigation-Rotation-Enlargement-EnrichmentIdeas for Motivating-Empowerment- delegate power and authority to subordinates-Engagement- enjoy your work, belonging and committeemen Chapter 16: Communications Communications-Process by which information is exchanged and understood by two or more people usually with the intent to motivate or influence behaviorCommunication Process-5