ILROB 1220: Prelim 3
105 Cards in this Set
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conflict
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process that begins when one party perceives another party has or is about to negative affect something the first party cares about
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types of fairness
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1. distributive
2. procedural
3. interactional
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distributive fairness
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how do you distribute a resource? who gets what?
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procedural fairness
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how was this distribution determined?
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interactional fairness
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how you treat another person?
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traditional view of conflict
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conflict is bad and must be avoided
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interactionist view of conflict
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encourages conflict on the grounds that a cooperative group is prone to becoming unresponsive to needs for change and innovation
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functional conflict
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supports the goals of the group and is constructive
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dysfunctional conflict
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hinders group performance
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task conflict
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relates to the content and goals of the work; usually functional
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relationship conflict
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focuses on interpersonal relationships; almost always dysfunctional
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process conflict
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relates to how the work gets done
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perceived conflict
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two people may be in conflict but one of them may not feel affected by it or feel any negative emotion towards the person they are in conflict with
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felt conflict
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two people in conflict and they both experience anxiety, tension, frustration or hostility
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intentions
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intervene between people's perceptions and emotions and overt behavior
1. competing
2. collaborating
3. avoiding
4. accommodating
5. compromising
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conflict management
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changing behavior to handle conflict
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need-based fairness
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a criteria of distributive fairness; those with greater need should be favored relative to those with lesser need
Need pro: supports members who are struggling
Need con: de-motivating, no incentive to work hard
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merit-based fairness
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a criteria of distributive fairness;
- Potential: those with the greater potential to make a contribution.
- Effort: Those who have made greater effort should be favored relative to those who have not.
- Contribution: Those who have made greater actual contributions should be favored.…
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equality-based fairness
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distributed equally
ex. length of time on wait list
Equality pro: group cohesion; avoids competition
Equality con: social loafing and inefficiencies
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work groups vs. work teams
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work groups: collective of any size that interacts primarily to share information and make decisions to help each member perform within his area of responsibility
work teams: generates positive synergy through coordinated effort
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problem-solving teams
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teams that solve problems but don't have authority to solve problems
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self-managed work teams
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groups of employees who perform highly and have a lot of power
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cross-functional teams
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made up of employees from the same hierarchical level but different work areas
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virtual teams
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teams who collaborate online (wtf)
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multiteam systems
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different teams coordinate efforts to produce desired outcome
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organizational demography
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degree to which members of a unit work share backgrounds
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reflexivity
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effective teams rely on this, meaning they reflect on and adjust their master plan when necessary
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mental models
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organized mental representations of the key elements within a teams environment that effective team members share
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group performance equation
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group performance=potential-process loss
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process loss
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1. coordination issues (production blocking, communication, behavioral synchronization)
2. motivation issues (diffusion of responsibility and social loafing)
3. ability issues (everyone gets stuck in one mental set)
4. evaluation apprehension and conformity (group pressure to conform)
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coordination issues
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type of process loss; production blocking, communication, behavioral synchronization
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motivation issues
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type of process loss; diffusion of responsibility and social loafing
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ability issues
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type of process loss; everyone gets stuck in one mental set
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type of process loss; group pressure to conform
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type of process loss; group pressure to conform
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groups are more prone to
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biases and heuristics
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best way to brainstorm
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individually
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potential
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information production, information processing
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information production
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-more brains, more diverse brains, ideas, knowledge
-good for: trivia, brain teasers, judgments of quantities
-diversity of expertise
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information processing
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...
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transactive memory
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know in general what someone or something knows in detail; know where to find something (google)
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transactive memory in couples
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"I know that my partner is going to remember this stuff, so I don't need to remember it, I just need to remember that HE remembers it."
i.e., each partner is responsible for their own domain
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why don't people share unique information in a group?
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1. disrupts coordination
2. motivation (desire to be liked, conformity)
3. ability (memory easier to recall shared info, info seems more accurate)
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managing process loss in a group
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- If Social Loafing is a problem... identify outcomes for individuals, rewards structure would help b/c it is a motivation problem
- If evaluation apprehension is a problem... create psychological safety (say that was a good statement, even if it was wrong), make sure that everyone has t…
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Challenger Case
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Conformity pressures (groupthink)
Focused on rationalizing decision to launch
Organizational constraints
High stakes, high pressure context
Individual biases
Different goals & interests
Incomplete data
Resorted to visual evidence that was more difficult to explain
Managers at Thi…
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organizational structure
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1. work specialization
2. departmentalization
3. chain of command
4. centralization/decentralization
5. span of control
6. formalization
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work specialization
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division of labor; the degree to which activities are divided
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departmentalization
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the basis by which jobs are grouped together so that common tasks can be coordinated
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chain of command
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unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to who
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unity of command
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helps preserve the concept of an unbroken line of authority, saying a person should have one superior to which he reports to
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centralization/decentralization
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degree to which decision making is concentrated at a single point in the organization (who has the final say?)
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what do you gain as decentralization increased?
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engagement & commitment, innovation & quality
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what do you lose as decentralization increased?
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efficiency (Orpheus has to spend a lot more time preparing for a concert), formal control
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what types of conditions is decentralization likely to be effective?
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small scale (Orpheus is a small group), innovation strategy, immediate feedback; people who desire autonomy & responsibility, motivated to engage in challenging work, strong interpersonal skills
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span of control
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how many employees can a manager efficiently and effectively direct? the wider or larger the span, the more efficient the organziation
i.e. the triangle things
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wide span of control
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one person is managing lots of people
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narrow span of control
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one person is managing a few people, who are managing a few other people, who are managing a few other people, etc.
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formalization
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degree to which jobs are standardized
- high formalization: max control over what to do, when to do it, and how, no freedom
- low formalization: freedom to do what is wanted
- the mechanistic model: very formal
- the organic model: something emerges naturally
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the organic model
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under formalization; something emerges naturally, boundaryless organization, multiple decision makers, flexible practices
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the mechanistic model
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under formalization; high formalization, more managerial hierarchy, standardized process of work
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simple structure
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low degree of departmentalization, wide spans of control, authority centralized in a single person, little formalization.
ex. small retail store
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the bureaucracy
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high specialization, strictly formalized rules and regulations, tasked grouped into functional departments, centralized authority, narrow spans of control, decision making follows chain of command
ex. banks, government
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matrix structure
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combines two forms of departmentalization: functional and product
ex. IBM, Boeing, BMW
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virtual organization
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small, core organization that outsources its major business functions. highly centralized, no departmentalization
ex. movie business
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boundaryless organization
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follows organic model; eliminate vertical and horizontal boundaries within company and break down external barriers b/w company and its customers and suppliers
ex. Jack Welch, GE
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downsizing
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yeah. companies can reduce negative impacts by preparing in advance to downsized, organizational justice principles etc.
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organizational strategy
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- innovation strategy: meaningful and unique innovations
- cost-minimization strategy: controls costs tightly
- imitation strategy: minimize risk and maximize opportunity for profit
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innovation strategy
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under organizational strategy; meaningful and unique innovations
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cost-minimization strategy
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under organizational strategy; controls costs tightly
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imitation strategy
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under organizational strategy; minimize risk and maximize opportunity for profit
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structure of a traditional orchestra
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1. Work specialization - only get your piece, classic division of labor; some musicians literally only play one note, beat, one note, beat...
2. Departmentalization - don't switch by
Concertmaster - typically leader of first violin section, best player, tunes orchestra, makes bowing de…
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under what conditions is decentralization likely to be effective?
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-Type of tasks
Innovation strategy
Relatively small scale
Immediate feedback
-Qualities of members
Desire autonomy & responsibility
Motivated to engage in challenging, time-consuming work
Interpersonal skills
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what do you gain as decentralization increases?
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Engagement & Commitment, Innovation & Quality
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what do you lose as decentralization increases?
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Efficiency, Formal control
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organizational culture
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system of shared meaning held by members that distinguishes the organization from others
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characteristics of organizational culture
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ASIA TOP
1. attention to detail
2. stability
3. innovation and risk taking
4. aggressiveness
5. team orientation
6. outcome orientation
7. people orientation
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characteristics of IDEO's culture
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1. innovation and risk taking: high
2. attention to detail: medium/high
3. outcome orientation: low
4. people orientation: high
5. team orientation: high
6. aggressiveness: low
7. stability: low
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dominant culture
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expresses the core values of a majority of members
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subcultures
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common problems or experiences members face in the same department
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strong culture
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core values are intensely held and widely shared
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organizational climate
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shared perceptions organization members have about their organization and work enviornment
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institutionalizaiton
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an institutionalized organization its valued for itself and not for the goods and services it produces
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socialization
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new employees need help adapting to the prevailing culture
ex. marines going through boot camp
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prearrival stage
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recognizes that each individual arrives with own set of values, attitudes and expectations
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encounter stage
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stage where new employee enters workforce and may realize expectation is different from reality
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metamorphosis stage
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work out any problems encountered in encounter stage
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material symbols
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ex. layout of corporate offices, types of cars driven by executives, company airplanes
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positive organizational structure
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emphasizes building on employee strengths, rewards more than it punishes and emphasizes growth
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resistance to change
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individual sources and organizational sources
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individual sources of resistance to change
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- habit
- security
- economic factors
- fear of the unknown
- selective information processing
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organizational sources of resistance to change
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- Structural inertia
- Limited focus of change
- Group inertia
- Threat to expertise
- Threat to established power relationships
- Threat to established resource allocations
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Lewin's 3-step Model for implementing Change
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1. unfreezing
2. movement
2. refreezing
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driving forces
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direct behavior away from the status quo
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restraining forces
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hinder movement from equilibrium
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Kotter's 8-step plan for implementing change
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1. Establish a sense of urgency
2. Form a coalition with enough power
3. Create a new vision
4. Communicate the vision throughout the organization
5. Remove barriers to change
6. Short-term wins to make people feel good
7. Reassess changes
8. Reinforce the changes
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Organizational development
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collection of change methods that try to improve organizational wellness. based on:
1. respect for people
2. trust and support
3. power equalization
4. confrontation
5. participation
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OD techniques for bringing about change
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1. survey feedback
2. process consultation (manager sits with low level employees to see what the problem is)
3. team building
4. intergroup development (change group's beliefs about each other)
5. appreciative inquiry (rather than looking for the problem to fix, it looks for the st…
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stress
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dynamic condition in which an individual is confronted with an opportunity and the outcome is important and uncertain
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challenge stressors
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stressors associated with workload, time urgency
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stressors that keep you from reaching your goals
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demands and resources
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hinderance stressors
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stressors that keep you from reaching your goals
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demands and resources
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associated with stress; demands are responsibilities, pressures, obligations and resources are things that can be used to resolve these demands
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managing stress
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wellness programs
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the good/bad of the Harvard Pledge
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The Good:
Hundreds of thousands of future business leaders have stated that they consider ethics to be important
The Bad:
False sense of moral inoculation: "I took the oath, I can therefore consider myself a moral person."
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Theory of Self-Concept Maintenance
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Conflicting motives: People like to think of themselves as "honest people," BUT dishonesty often pays off.
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Moral licensing
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- Doing something "good" permits you to be "bad"
ex. Similar to dieting: "I was 'good' all day, so now I can eat this cake."
ex. voted for Obama, less likely to hire black job candidate
ex. buy eco-friendly products, less likely to give out money to stranger
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ILROB 1220: Prelim 2