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Exam 1 Study guide

by: Heath Fienman

Exam 1 Study guide BUSORG-1020

Heath Fienman
GPA 3.69
Organizational Behavior

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Exam 1 study guide
Organizational Behavior
Study Guide
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This 5 page Study Guide was uploaded by Heath Fienman on Sunday February 1, 2015. The Study Guide belongs to BUSORG-1020 at University of Pittsburgh taught by in Winter2014. Since its upload, it has received 138 views. For similar materials see Organizational Behavior in Business at University of Pittsburgh.


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Date Created: 02/01/15
Heath Fienman OB Mon Wed 930 Mid term 1 review 0 Present a brief and thoughtful summary of the details of the part of the case I am asking you to address 0 Apply one or two concepts from the material I am asking you to consult to analyze these case details 0 Use this conceptual material to support a courseofaction that addresses the problemissues being raised in the exam question 0 Offer a critique of the concept andor the likely success of your courseof action with some insight on where will I see this again as a manager 90 minutes for 3 1 page papers answers Structure Competence Mobility vs Likability Typology 1 Mobility vs Competence 0 Type 1 Absolute Star Throw money at them to keep them 0 Type 3 Loyal Soldier They deserve more but we know they will accept less Organizational Culture and Individual Managers Organizational Culture and Competitive Advantage 0 The implications of organizations taking on cultures of their own which are accepted by individuals and societyasa whole give us a sense of the tremendous in uence of organizations in society 0 Organizations re ect and challenge societal beliefs from public opinion to formal law 0 Organizations via their cultures can develop unique means of developing competencies to compete against their competitors both successfully and unsuccessfully 0 Organizational culture is ultimately a determinant of such outcomes as the role of the individual and individuality the willingness to challengeuphold the status quo the organization s fit with its industry and environment We have even seen evidence of a few managers leaders who have been remarkable in their ability to instill a new set of core values and beliefs in a manner which actually changes the longterm performance of the organization Our Critique of Organizational Culture Pros 0 The main advantage of examining organizational culture is that it provides an opportunity to examine the intangible aspects of organizations which are not captured by income statements salaries market share ROI and the like 0 Organizational culture also provides a means of examining how organizations re ect and challenge the culture and various subcultures of the society in which the organization functions Takeaway 0 At the same time if we step back and take an institutional approach we can accept that the shared meanings that are specific to an organization can affect individual and organizational performance while both re ecting and challenging societal values Structure and Innovation Managing Change and Innovation Forces for Change in Global Environments 0 EconomicCycles markets Scarcity vs Abundance 0 Competition Global competitors in global markets Organizational Level 0 Structural Inertia That s just the way it is Change Management as a Process Single Loop Rely on current organizational routines and policies to address the shock in other words stick with what the organization has in place and try not to contribute to the instability Double Loop Use this as an opportunity to modify the organization use the response to the shock as the change driver to push the organization to improve Innovation 0 Generating new ideas based on relevant data individual creativity and practical experience and using these new ideas to improve products services processes and people 0 This differs from change management because instead of a manager responding to the environment single loop the manager is taking an active role in using knowledge to address problems and pursuing opportunities ex The Magnetron Organizational Culture Vocabulary 1 Organizational Culture A system of shared meaning held by members that distinguishes the organization from other organizations 2 Dominant Culture A culture that expresses the core values that are shared by a majority of the organization s members 3 Core Values The primary or dominant values that are accepted throughout the organization 4 Strong Culture A culture in which the core values are intensely held and widely shared 01 Socialization A process that adapts employees to the organization s culture Prearrival Stage The period of learning in the socialization process that occurs before a new employee joins the organization Encounter Stage The stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge Metamorphosis Stage The stage in the socialization process in which a new employee changes and adjusts to the job work group and organization Positive Organizational Culture A culture that emphasizes building on employee strengths rewards more than punishes and emphasizes individual vitality and growth Organizational Structure Managerial Challenges Underperforming teams or units Inefficient policies and processes Implementing new ideas Bringing a new approach to a broader scale throughout the team or organization Rosabeth Moss Kanter Bold Strokes When a manager attempts to make a rapid adjustment in the face of a problem Long Marches When a manager attempts a long term approach to a problem through an effort to garner support from within and beyond the organization to develop a new program or strategy Managers and Structure Taking a bold stroke by applying mechanistic structure New Rules Authoritative Commands Taking a bold stroke by applying organic structure New opportunity for discretion Emphasis on creativity and innovation Taking a long march through a hybrid of mechanistic and organic structure Team members and external stakeholders are given discretion to take an innovative Resources are devoted to the effort along with rules and hierarchy that formalize the new approach Structure and Control The need for control in management There are great pressures for control in modern organizations Shape the behavior of subordinates peers and superiors Assure stability in cost structure scheduling deadlines and outcomes Achieving Control through structure 0 MECHANISTIC A manager can closely monitor performance and individual behavior with specific performance objectives in mind 0 ORGANIC Places complex tasks in the hands of the individuals groups that the manager trusts 0 HYBRID Allows a manager to balance a focus on monitoring and performance while still providing some latitude agency to individuals Structural Elements and Control Mechanistic Scheduling de ned time slots and time management to ensure coverage and standardized outputs Roles specified job duties and responsibilities for individuals units and divisions 0 Monitoring and Incentives provides a clear rationale for members to pursue organizational objectives accompanied with a system to track the degree to which e ort is being made to pursue these objectives Functional Con ict Human Relations 0 Con ict is natural and inevitable outcome in any group Competitor 0 Support Bargaining thus making the con ict resolution a competition 0 Di use Superordinate Goals common ground to shift away from a zerosum orientation Positives 0 High concern for task 0 Can be used positively against negative or troublemakers in the group 0 Eliminating negative group members can revitalize other group members and insure task completion Potential Negatives 0 Low concern for social relationships 0 Likely to produce deconstructive con ict 0 Aggressive not assertive 0 Me over we 0 Tendency to ascribe blame to other group members Leadership Vocabulary 1 Leadership The ability to in uence a group toward the achievement of a vision or a set of goals 2 Initiating Structure The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment 3 ProductionOriented Leader A leader who emphasizes technical or task aspects of the job 4 Task Structure The degree to which job assignments are procedurized Necessary Evils Link to Ethics Task 0 A justiceequity concern has the task been designed and administered in an equitable manner that produces a fair distribution of benefits and burdens Agency 0 A rights concern how does one s conduct in executing the task affect one s personal and professional relationships Outcomes 0 A utilitarian concern what are the consequences of the task costbenefit analysis Takeaway 0 The concept of necessary evils allows one to consider the context process and consequences of their actions and decisions in gray areas with respect to the necessary tasks and duties that we must fulfill as part of our roles 0 While considering ethics will not necessarily guarantee a right answer it is likely to help a leader to think critically about a difficult situation and form a wellreasoned response


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