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82 Cards in this Set
- Front
- Back
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Strategic Thinking
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“making conscious choices about organizational values, niche, and direction”
-looking at organization from outsiders perspective to plan for the long-run |
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Strategic Positioning
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selecting a strategy that distinguishes the organization from competitors
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Competitive Strategy
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a clear statement of why customers should choose a company’s products or services over those of competing companies
(ex. cheapest, fastest, most reliable...) Strategic Positioning |
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Narrowcasting
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Selling a very specific product to a narrow niche of customers
Strategic Positioning |
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Competitor Analysis
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Researching community to see if a similar product is being offered
Strategic Positioning |
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Lowest-cost Strategy
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Business Strategy in which a business commits to offering a product at the lowest-possible price. (ex. discount appliance stores, no-frills airlines...)
Hard because have to reduce operating costs Strategic Positioning |
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Differentiation Strategy
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Business Strategy where a business emphases unique or special qualities (ex. most reliable, fastest...) Success depends more on communication and perception than actual differences
Strategic Positioning |
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Strategy and the Business Life Cycle
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Birth
Childhood Adolescence Maturity Strategic Positioning |
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Strategic Positioning: Birth
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CREATION OF STRATEGY
Develop a strategy, Find a niche, Financial Backing, Initial foray into marketplace |
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Strategic Positioning: Childhood
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EXPANDS
Managing growth and development. May be distracted from basic strategy, effective leadership can counteract this. |
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Strategic Positioning: Adolescence
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ADJUSTING STRATEGY
Encounters stiff competition, original strategy must be adjusted to gain competitive advantage. Need to focus on internal communication (streamline processes, cut costs, develop new competencies) and external communication (remind customers of why the company's product is superior) |
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Strategic Positioning: Maturity
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EMBRACE PRESENT
Renewal- letting go of old business in favor of a new one while maintaining a position in the marketplace. Often cycles back to childhood! |
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Strategic Positioning: Death
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Death rate high in more industries. Most startup companies don't make it past 2 years due to undercapitalization
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Strategic Alignment
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the process of modifying organizational systems and structures to support the competitive strategy
(ex. lostest cost company won't pay above average wages.) |
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7S Model of Strategic Alignment
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Strategy, Superordinate Goals, Structure, Systems, Staffing, Skills, Style
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High-Performance Practices
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Strategies used by businesses to utilize talented employees (ex. self-managed teams, pay for performance...)
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Superordinate Goals
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Part of Strategic Alignment, these are the broad outcome goals that everybody in the company strives for.
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Components of human resource management
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Targeted Selection- Employees are hired after process which tests them on the key dimensions of each job.
Performance Management- tracks and gives feedback to employees on how well they are accomplishing their work objectives Training and Development- Training is an ongoing process and development is unique so training should not be one size fits all |
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Target Selection
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Systematic job-interview process in which company experts assess job candidates of the key dimensions of each job. Data is compiled and chosen applicants make an immediate impact.
Ensures that people are hired who have a fighting chance of performing the needed functions |
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Performance Management
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any system that tracks and gives feedback to employees about how well they are accomplishing their objectives.
Tracks employees success and provides specific feedback on where they must improve |
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Training and Development
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Formal and informal efforts to develop employee skill
Provide opportunities for continuous learning in areas that need improvement, and employees are rewarded for doing things well, this reinforces the system |
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Total Quality Management
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Extreme Strategic Alignment with a company wide comprehensive effort to create a culture of quality. (ie. redefine objectives)
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Product- or service-driven companies
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strive to provide the best quality products or services.
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Market-driven companies
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offer a wide array of products to a target group of consumers.
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Production-capacity-driven companies
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invest substantially in facilities and must keep them at full capacity to succeed.
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Technology-driven companies
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own or specialize in a unique technology and develop applications for that technology.
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Sales- and marketing-driven companies .
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develop unique methods for reaching customers
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Distribution-driven companies
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have unique ways of getting products to customers: Some may push a variety of products through their distribution channels.
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Necessary Workplace Skills: Foundational Abilities
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Basic- Reading, writing, math, speaking, listening
Thinking-Creativity, making decisions, solving problems, seeing things in the mind's eye, knowing how to learn, reasoning Personal Qualities- Responsibility, self-esteem, sociability, self-management, integrity |
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Necessary Workplace Skills:
Learning Areas |
Resources- How to allocate time, money, materials...
Interpersonal- How to work on teams, teach, serve costumers... Information- How to acquire and evaluate data, organize and maintain files... Systems- How to understand social, organizational, and tech systems Technology- How to select equipment and apply tools, apply technology to specific tasks... |
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Computer-assisted Communication Technologies
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various methods of text, voice, and image transmission (e.g. fax, videoconferencing, e-mail, voice mail, and so on).
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Computer-assisted decision-aiding technologies
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include online management information systems, group decision support systems, information-retrieval database systems, and expert systems that provide technical information.
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The Four views on the effects of Communication Technology
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Utopian
Dystopian Neutral Contingent |
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Utopian View
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Information Technology is used to equalize power. Bridges time and space by increasing productivity and work life. Encourages employee voice and can work anytime, anywhere
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Dystopian View
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Communication Technology benefits the economic elite and limits our freedoms by bringing more of our personal lives under corporate surveillance and scrutiny
(Extremists are Luddities and call to eliminate technology) |
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Neutral View
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Communication Technology holds no significant effect of human behavior
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Contingent View
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Communication Technology is best supported by research. Effects depend on the context of the situation
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Synchronicity
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Technology that allows for simultaneous two-way communication (e.g., telephones are synchronous, but answering machines are not because they are asymchronous).
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Media richness
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the number of channels of contact that can be impacted by a communication medium. corresponds to senses (ex. face to face contact is high, text message low)
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Mediated Interpersonal Communication
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Communication within businesses where employees don't meet face to face (ex. japanese company with US offices spends most money on faxes)
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Identity
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How individuals position themselves in the world through language and action
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Authentic Self
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Self-monitoring. Describing a desire by today’s modern workers to be that same person in all realms of their lives. Connoting an idea that that private self CAN be seen at work and vice versa. Philosophy that says there can be a merging.
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Identity-Work
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ACTIVE process! The communicative strategies that people use to enact identities. What we do. I am at class because I'm a (good) student.
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Work-Life Conflict
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Simultaneous influence of work on members' lives away from work (ex. home, leisure, families and communities) and the influence of personal life responsibilities and aspirations on members' experiences at work
aka: Term used to describe the IMPACT of work on your home life and your impact of your home life on work. |
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Feminist Organizational Scholars
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Radical feminists- People who actually want to overturn the system. HOW we currently organize in order to create equality. More radical!
Liberal feminists- Choice making is my central concern. Want to create equality. Don’t want the diachoty that exists |
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Alvesson and Wilott’s practices to “make” members’ identities
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• Defining the person directly.
• Defining a person by defining others: Contrasting positions. • Providing a specific vocabulary of motives. • Explicating morals and values. • Knowledge and skills. • Group categorization and affiliation. • Hierarchical location. • Establishing and clarifying a distinct set of rules of the game. • Defining the context. |
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Ashcraft's Four Frames
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Frame 1: Gender Difference at Work
Frame 2: Gender Identity as Organizational Performance Frame 3: Gendered Organizations Frame 4: Gendered Narratives in Popular Culture |
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Frame 1: Gender Difference at Work
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• Report Talk: Style common in males. Emphasizes demonstrations of knowledge, skill and ability, conversational command, and assertive expression. Use of abstract terms over personal experience.
• Rapport Talk: Style common in females. Emphasizes support and responsiveness, tentativeness, and personal details. Uses matching as oppose to one-up approach. • Second Shift: Hochschild (1989). Term given to the notion that despite working outside the household, women take on the majority of domestic labor. |
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Frame 2: Gender Identity as Organizational Performance
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• Gender is an identity that is accomplished through “doing” rather than “being.” Learned.
They follow organizational members to the “third spaces” between work and home (the gym, communities of faith, etc.) and also into family life (e.g., “naturally” caring mothers, men as breadwinners). • Micro-practices: Butler (1999). Moment-to-moment behaviors, actions, and communication messages that we use to bring ourselves into being in everyday life. • Murphy’s study on exotic dancers and performing multiple forms of femininity depending on context (2003). • Emotion Labor: Hochschild A type of work wherein employees are paid to create a “package” of emotions. • Study of flight attendants (1983). |
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Frame 3: Gendered Organizations
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Is looking at people but not necessarily individuals but ORGANIZATIONAL STRUCTURES (structures within organizations).
Three dominant examples: Division of labor, organizational policies, and worker benefits Division of Labor: Debbie cant think of any male secretaries/administrative assistants. Is that random? NO. FMLA: Family Medical Leave Act: Entitles covered employers provide up to 12 weeks of unpaid job-protected leave to eligible employees- Pregnancy, pre-natal care (maternity leave) to care for employees child after birth, placement in foster case/adoption but Most pple don’t take/use their benefits bc it increases the workload for others Just bc you’re on leave doesn’t mean the work disappears |
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Frame 4: Gendered Narratives in Popular Culture
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This frame suggests that our understandings of work, life, and identity are influenced by social texts outside of the organization including books, movies, and magazines.
We use consumption (the creation of ourselves through buying products) which creates artifacts that show how we see our profession. As individuals craft their senses of self, they turn themselves into value-added commodities. In other words, they create their own personal brand (ex. Television shows (like America’s Next Top Model) often support gendered and raced identities by commodifying and sexualizing women of color. Similarly, such shows ignore the difficulties that aging, disabled, or working-class individuals may face in creating an acceptable appearance or personal brand. ) |
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Intersecting Identities in Organizations
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complex, fluid, and sometimes contradictory ways in which multiple social identity categories (including gender, race, age, sexuality, and others) combine.
Power and ideology influence how different aspects of one’s identity are valued. 2 subcategories: Negotiating Multiple Identities & Communicating Multiple Identities |
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Negotiating Multiple Identities
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individuals negotiate multiple identities, each of which experiences different tensions along this dialectic.
(ex. First-generation college students often feel marginalized or alienated from the college environment and friends/family at home as they must negotiate both worlds.) |
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Communicating Multiple Identities
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three specific strategies that enable individuals and groups to better communicate multiple identities:
1) Be mindful. Pay attention to your own privilege. 2) Be proactive. Take the initiative to create positive changes. 3)Fill your communication toolbox. Be prepared to use effective listening, critical thinking, dialogue, and balance amongst other resources in order to communicate more productively about difference in work-life. |
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Prior Theoretical Frames
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Trait theory focuses on a leader’s physical and social attributes.
Theories on leadership style deal with issues of power and authority. Situational Transformational |
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Trait Leadership Theory
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• Popular: 1930-50’s.
• Reflected the biases of European cultures: tall, blonde, white mails from upper class or upper-middle-class families. • Similar to modern day traits associated with celebrity and pop culture. |
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Leadership Style Theory
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1960's, We shouldn’t be limmited to our traits, but also consider how people ACT. Concerned with input, direction, ideas etc.
Autocratic: Demands/Commands, authoritative…tended to be most productive Democratic: Gives other a voice. People can ask ?s, + listening skills, tended to be happier/more content Laissez-faire: + ambiguous, leader is more of a consultant, leaders work behind the scenes. Blake and Mouton’s Managerial Grid |
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Blake and Mouton’s Managerial Grid
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Country club Management
Team management Organization management Impoverished Management Authority-obedience Management |
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Country club management
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high concern for people, low concern for production.
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Team management
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high concern for people, high concern for production.
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Organization management
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moderate concern for people, moderate concern for production.
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Impoverished Management
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low concern for people, low concern for production.
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Authority-obedience Management
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low concern for people, high concern for productivity
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Situational Leadership: Hersey and Blanchard 1977
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1970's • Suggest that appropriate leadership emerges from behavior that is responsive to varied situations.
• The effectiveness of a leader depends on the maturity of the group. • Four styles of leadership: Telling, Selling, Participating, Delegating. • Criticism: Does not provide a way for organizations to identify those for leadership who are flexible and adaptive in their orientation to others, those who communicated effectively, and fails to mention the ability to motivate and inspire others. |
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Transformational Leadership: Warren Bennis, 1998.
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1980's • Change Agent: One who seeks to lead an organization through an increasingly turbulent global business environment through the strategic use of communication.
• 1992: Wheatley emphasized the importance of thinking relationally rather than hierarchically. Valued relationships rather than impersonal organizations. • Requires leaders to have the ability to communicate vision in an inspiring way to the workers. (ex. change agents like lincoln and MLK) |
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Discursive Leadership
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How people listen to leaders during interpersonal conversations.
Highlights the image of a leader as a storyteller. 2 Notions: Bid D and little d |
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Little d discourse
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Refers to the moment-to-moment choices people make in everyday conversations.
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Big D discourse
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Examines how broader cultural narratives of knowledge and power come to be reflected in everyday talk.
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Modern Perspective of Leadership
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Habits of Mind
Habits of Character Habits of Authentic Communication |
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Habits of Mind
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Patterned ways of thinking that define how a person approaches issues and conceives solutions.
“We do not learn to become leaders by imitating others, but instead by learning lessons from our own personal experiences about how to face the future” Learn from our mistakes and apply that to our future. Internally motivated (intrinsic) |
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Habits of Character
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Excellent leaders are not shameless self-promoters. They are modest.
“The essence of a leader’s character is not shameless self-promotion, or iconic bombast, or personal flamboyance, but simple modesty” |
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Habits of Authentic Communicative Performance
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Relating to others in a way that reflects their own deeply held values and beliefs.
“They are excellent communicators who have the ability to use language to influence and motivate others” 1. Openness! 2. Want communication to be empowering! Encourage people from ground up so that the people have a voice 3. Engage in listening, perception checking so that they feel empowered/supported/embraced by you. 4. Motivation: You as a leader are motivating! Language….. |
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Communicating With Employees
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Open Communication: Importance of being an empathetic listener, using persuasion rather than demanding, etc.
Supportive Communication: Emphasizes active listening and taking an interest in employees. (LMX) |
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Leader- Member Exchange (LMX)
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Supportive Communication where supervisors divide employees into two groups and have very different relationships with them:
• In-group relationships: Characterized by trust, mutual influence, support, and formal/informal rewards. Associated with greater employee satisfaction, performance, agreement, and decision-making involvement. • Out-group relationships: Characterized by formal authority, low trust, support, and rewards. |
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Theories of Motivation
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Goal-Setting Theory
Expectancy Theory Compliance-Gaining Theory |
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Goal-Setting Theory of Motivation
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Specific, focused, easy to articulate
Challenging but doable |
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Expectancy Theory of Motivation
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Actions can lead to expected outcome!
If I put the work/ time in, ill prob get the desired outcome |
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Compliance-Gaining Theory of Motivation
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Positive Feedback motivates
(ex. got congratulated for 4.0 GPA so now i need to get that again or ill let people down) |
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Empowerment
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Enhances feelings of self-efficacy by identifying and removing conditions that foster employee powerlessness. Six Rules invented by W.L. Gore & Associates:
• Distribute power and opportunity widely. • Maintain an open and decentralized communication system. • Use integrative problem solving to involve diverse groups and individuals. • Practice meeting challenges in an environment of trust. • Reward and recognize employees to encourage a high-performance ethic and self-responsibility. • Learn from organizational ambiguity, inconsistency, contradiction, and paradox. |
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The Dark Side of Leadership
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Bullying
& Harassment • Quid Pro Quo • Hostile work environment harassment |
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Quid pro quo harassment
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Based on the threat of retaliation or the promise of workplace favoritism or promotion in exchange for dating or sexual favors.
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Hostile work environment harassment
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Derived from sexually explicit verbal or nonverbal communication that interferes with someone’s work or that is perceived as intimidating or offensive. Can be unintentional
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