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161 Cards in this Set

  • Front
  • Back
An alteration of an organization's environment, structure, technology, or people.
Change
A constant force
An organizational reality
An opportunity or a threat
Change
A person who initiates and assumes the responsibility for managing a change in an organization.
Change Agent
People who are the catalysts for change and manage the change process.
Change Agent
Organizations which do not embrace change, are more likely to _______.
fail
Three categories of change:
1. Structure
2. Technology
3. People
Category of change which includes:
Authority Relationships
Coordinating Mechanisms
Job Redesign
Spans of Control
Structure
Category of change which includes:
Work Processes
Work Methods
Equipment
Technology
Category of change which includes:
Attitudes
Expectations
Perceptions
Behavior
People
Forces for change which include:
Marketplace Competition
Government Laws & Regulations
New Technologies
Labor Market Shifts
Cycles in the Economy
Social Change
External Forces
Forces for change which include:
Strategy Modifications
New Equipment
New Processes
Workforce Composition
Restructured Jobs
Compensation and Benefits
Labor Surpluses and Shortages
Employee Attitudes
Internal Forces
Two metaphors which exemplify the process of change:
Calm Waters Metaphor

White Waters Metaphor
A metaphor which exemplifies the process of change as likening an organization to a large ship making a predictable trip across a calm sea and experiencing an occasional storm.
Calm Waters Metaphor
A metaphor which exemplifies the process of change as likening an organization as a small raft navigating a raging river.
White Waters Metaphor
Steps in change management:
1. Assess the climate for change
2. Choose an appropriate approach for managing the resistance to change
3. Communicate with employees regarding what support you may be able to provide.
The three steps of Kurt Lewin's Process:
1. Unfreezing
2. Implementation of Change
3. Refreezing
Methods for Unfreezing in the first step of Kurt Lewin's process:
Driving forces increased
Restraining forces decreased
Combination of the two approaches
In Kurt Lewin's three step process, the one which establishes a new equilibrium state:
Refreezing
Concept that change is constant;
States the only certainty is uncertainty;
Change In "White-Water Rapids"
Reasons why people resist change:
Fear of losing something of value
Fear of the unknown
Belief that change is not good for the organization
Techniques for reducing resistance to change:
Education and Communication
Participation
Facilitation and Support
Negotiation
Manipulation
Coercion
A managers options for change:
Change Structure
Change Technology
Change People
An activity designed to facilitate planned, long-term organization-wide change.

Focuses on the attitudes and values of organizational members;
Essentially an effort to change an organization's culture.
Organizational Development
Refers to a collection of techniques for understanding, changing, and developing work force effectiveness.
Organizational Development
Typical organizational development techniques:
Survey Feedback
Process Consultation
Team-Building
Intergroup Development
An aftermath of organizational change which occurs when individuals confront a situation related to their desires for which the outcome is perceived to be both uncertain and important.
Stress
A factor that causes stress; i.e. the source or cause;

Might be constraints or demands
Stressor
Occurs when the situation offers an opportunity for one to gain something.
Positive Stress
Occurs when constraints or demands are placed on individuals.
Negative Stress
Sources of stress which are barriers that keep us from doing what we desire.
Inhibit individuals in ways that take the control of a situation out of their hands.
Constraints
Sources of stress which cause persons to give up something they desire.
Can preoccupy your time and force you to shift priorities.
Demands
Major type of stressors which include:
Personality Type
Family Matters
Financial Problems
Personal Stressors
Major type of stressors which include:
Role Ambiguity
Role Conflict
Role Overload
Technological Advancements
Restructuring
Organizational Stressors
Organizational stress factors:
Tasks
Roles
Interpersonal Demands
Organization Structure
Organizational Leadership
Three organizational stressors which involve role demands:
Role Conflicts
Role Overload
Role Ambiguity
Role demand in which work expectations evolve that are hard to satisfy.
Role Conflicts
Role demand that is the result of having more work to accomplish than time permits
Role Overload
Role demand which occurs when role expectation are not clearly understood.
Role Ambiguity
People who have a chronic sense of urgency and an excessive competitive drive.
Ambitious, achievement oriented workers who have difficulty accepting and enjoying leisure time.
Type A Personality
People who are relaxed and easygoing and accept change easily.
Type B Personality
Two areas of symptoms of stress which are important to mangers because they can be witnessed in employees:
Psychological Symptoms
Behavior-Related Symptoms
Psychological Symptoms:
Increased tension
Anxiety
Boredom
Procrastination
Behavior-Related Symptoms:
Changes in eating habits
Increased smoking
Substance consumption
Rapid speech
Sleep disorders
Method of reducing stress which matches employees to their jobs, clarifies expectation, redesigns jobs, and increases employee involvement and participation.
Person-Job Fit Concerns
Method of reducing stress which helps employees overcome personal and health-related problems.
Employee Assistance Programs (EAPs)
Method of reducing stress which helps employees prevent health problems.
Wellness Programs
The ability to combine ideas in a unique way or to make unusual connections.
Creativity
The process of taking a creative idea and turning it into a useful product, service, or method of operation.
Innovation
Fourfold process for stimulating creativity and innovation:
Perception
Incubation
Inspiration
Innovation
Variables stimulating innovation:
Organization Structure
Organizational Culture
Human Resources Practices
Structural variable affecting innovation which positively influences innovation through less work specialization, fewer rules and decentralization.
Organic Structure
Structural variable affecting innovation which allows management to purchase innovations, bear the cost of instituting innovations and absorb failures.
Easy Availability of Plentiful Resources
Structural variable affecting innovation which helps to break down barriers to innovation by facilitating interaction across departmental lines.
Frequent Interunit Communication
Acceptance of ambiguity
Tolerance of the impractical
Low external controls
Tolerance of risk
Tolerance of conflict
Focus on ends rather than on means
Open systems focus
Characteristics of an Innovative Culture
The study of the actions of people at work
Organizational Behavior (OB)
Two major areas of focus of Organizational Behavior:
1. Individual Behaviors
2. Group Behaviors
Major area of Organizational Behavior which focuses on personality, perception, learning and motivation.
Individual Behavior
Major area of Organizational Behavior which focuses on norms, roles, team and conflict
Group Behavior
The goals of Organizational Behavior:
To explain behavior & to predict behavior
4 behaviors of interest to Organizational Behavior:
1. Employee Productivity
2. Absenteeism
3. Turnover
4. Organizational Citizenship
A behaviors of interest to Organizational Behavior which involves the efficiency and effectiveness of employees.
Employee Productivity
A behaviors of interest to Organizational Behavior which includes the election of employees to attend work.
Absenteeism
A behaviors of interest to Organizational Behavior which includes the exit of an employee from an organization.
Turnover
A behaviors of interest to Organizational Behavior which includes employee behaviors that promote the welfare of the organization.
Organizational Citizenship
Valuative statements, either favorable or unfavorable, concerning objects, people, or events.
Attitudes
The three components of attitudes:
1. Cognitive Component
2. Affective Component
3. Behavioral Component
Component of an attitude which includes the beliefs, opinions, knowledge, and information held by a person.
Cognitive Component
Component of an attitude which includes the emotional, or feeling, segment of an attitude.
Affective Component
Component of an attitude which includes an intention to behave in a certain way toward someone or something.
Behavioral Component
Three Job-Related Attitudes:
1. Job Satisfaction
2. Job Involvement
3. Organizational Commitment
Job Related attitude which includes an employee's general attitude toward his or her job.
Job Satisfaction
Job Related attitude which includes the degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance important for self-worth.
Job Involvement
Job Related attitude which includes an employee's orientation toward the organization in terms of his or her loyalty to, identification with, and involvement in the organization.

Often used to predict an individuals willingness to stay with an organization.
Organizational Commitment
Any incompatibility between two or more attitudes or between behavior and attitudes.

Leads to inconsistency
Cognitive Dissonance
___________ is uncomfortable and individuals will seek a stable state with a minimum of dissonance.
Inconsistency
The combination of the psychological traits that characterize that person.
Personality
A method of identifying personality types uses four dimensions of personality to identify 16 different personality types.
Myers-Briggs Type Indicator
Five-factor model of personality that includes extroversion, agreeableness,conscientiousness, emotional stability, and openness to experience.
Neo-Five Factor (Big Five Model)
Classification of the Myers-Brigg Type Indicator which includes an individual's orientation toward the inner world of ideas(I) or the external world of the environment (E)
Extroversion versus Introversion
Classification of the Myers-Brigg Type Indicator which includes an individual's reliance on information gathered from the external world or from the world of ideas.
Sensing versus Intuitive
Classification of the Myers-Brigg Type Indicator which includes one's preference for evaluating information in an analytical manner or on the basis of values and beliefs.
Thinking versus Feeling
Classification of the Myers-Brigg Type Indicator which reflects an attitude toward the external world that is either task completion oriented or information seeking.
Judging versus Perceiving
Categories of the Neo-Five Factor or The Big Five Model of Personality:
1. Extroversion
2. Agreeableness
3. Conscientiousness
4. Emotional Stability
5. Openness to Experience
Component if the Neo-Five Factor which is the degree to which someone is sociable, talkative, and assertive.
Extroversion
Component of the Neo-Five Factor which is the degree to which someone is goodnatured, cooperative, and trusting.
Agreeableness
Component of the Neo-Five Factor which is the degree to which someone is responsible, dependable, persistent, and achievement oriented.
Conscientiousness
Component of the Neo-Five Factor which is the degree to which someone is calm, enthusiastic, and secure or tense, nervous, depressed, and insecure.
Emotional Stability
Component of the Neo-Five Factor which is the degree to which someone is imaginative, artistically sensitive, and intellectual.
Openness to Experience
An assortment of non-cognitive skills, capabilities, and competencies that influence a person's ability to cope with environmental demands and pressures.
Emotional Intelligence
A personality attribute that measures the degree to which people believe that they are the masters of their own fate.
Locus of Control
A measure of the degree to which people are pragmatic, maintain emotional distance, and believe that ends can justify means.
Machiavellianism
An individual's degree of life dislike for him- or herself.
Self-Esteem
A measure of an individual's ability to adjust his or her behavior to external, situational factors.
Self-Monitoring
The willingness to take chances-a preference to assume or avoid risk.
Propensity for Risk Taking
Type of personality which is characteristic of entrepreneurs
Proactive Personality
Components of a proactive personality:
High level of motivation
Abundance of self-confidence
High energy levels
Moderate risk taker
A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.
Perception
Two areas of influence on perception:
Personal Characteristics
Target Characteristics
A theory based on the premise that we judge people differently depending on the meaning we attribute to a given behavior.
Attribution Theory
Factor in interpreting behavior which is defined as whether an individual displays a behavior in many situations or whether it is particular to one situation.
Distinctiveness
Factor in interpreting behavior which is defined as if the individual responds in the same way as everyone else faced with a similar situation responds.
Consensus
Factor in interpreting behavior which is defined as the individual engages in the same behaviors regularly and consistently over time.
Consistency
The tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors when making judgments about the behavior of others.
Fundamental Attribution Error
The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors.
Self-Serving Bias
Stage of team development in which the team experiences uncertainty about its purpose, structure, and leadership.
Forming (I)
Stage of team development in which intragroup conflict predominates within the group.
Storming (II)
Stage of team development in which close relationships develop and group members begin to demonstrate cohesiveness.
Norming (III)
Stage of team development in which the team develops a structure that is fully functional and accepted by team members.
Performing (IV)
Stage of team development in which the team prepares for its disbandment.
Adjourning (V)
The five stages of team development:
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning
A group that interacts primarily to share information and to make decisions that will help each member perform within his or her area of responsibility.
Work Group
A group that engages in collective work that requires joint effort and generates a positive synergy.
Work Team
Have a goal of collective performance, positive synergy, individual & collective accountability and complementary skills.
Work Teams
Have a goal of sharing information, neutral (sometimes negative) synergy, individual accountability and random & varied skills.
Work Groups
Most work _____ are designed to solve a particular problem.
teams
Work _____ are often functional teams.
groups
Type of work team which is composed of a manager and the employees in his or her unit and involved in efforts to improve work activities or to solve specific problems within a particular functional unit.
Functional Team
Type of work team which is 5 to 12 hourly employees from the same department who meet each week to discuss ways of improving quality, efficiency, and the work environment.
Problem-Solving Team
Type of work team which is 8 to 10 employees & supervisors who share an area of responsibility and who meet regularly to discuss quality problems, investigate the causes of the problem, recommend solutions, and take corrective action but who have no authority.
Quality Circle
Type of work team which is a formal group of employees that operates without a manager and is responsible for a complete work process or segment that delivers a product or service to an external or internal customer.
Self-Managed Work Team
Type of work team which is a team composed of employees from about the same hierarchical level but from different work areas in an organization who are bought together to accomplish a particular task.
Cross-Functional Work Team
Type of work team which is a physically-dispersed team that uses computer technology to collaborate without concern for distance, space, or time in order to achieve a common goal.
Virtual Team
Have authority to plan and implement process improvements.
Empowered Functional Teams
Are nearly autonomous and responsible for many activities that were once the jurisdiction of managers.
Self-Directed Teams
Include a hybrid grouping of individuals who are experts in various specialties and who work together on various tasks.
Cross-Functional Teams
Method of shaping team behavior by hiring employees with both the technical skills and the interpersonal skills required to fulfill team roles.
Proper Selection
Method of shaping team behavior by providing training that involves employees in learning the behaviors required to become team players.
Employee Training
Method of shaping team behavior by creating a reward system that encourages cooperative efforts rather than competitive ones.
Rewarding Appropriate Team Behaviors
The willingness to exert high levels of effort to reach organizational goals, conditioned by the effort's ability to satisfy some individual need.
Motivation
An internal state that makes certain outcomes appear attractive.
Need
The components of motivation:
Organizational Goals
Effort
Needs
Theory that there is a hierarchy of five human needs; as each need becomes satisfied, the next need becomes dominant.
Hierarchy of Needs Theory (Maslow)
Maslow's Hierarchy of Needs:
1. Physiological
2. Safety
3. Social
4. Esteem
5. Self-Actualization
A theory of motivation which is the assumption that employees dislike work, are lazy, seek to avoid responsibility, and must be coerced to perform.
Theory X (McGregor)
A theory of motivation which is the assumption that employees are creative, seek responsibility, and can exercise self-direction.
Theory Y
Theory of motivation which states that intrinsic factors are related to job satisfaction and extrinsic factors are related to job dissatisfaction.
Motivation-Hygiene Theory
Factors, such as working conditions and salary, that, when adequate, may eliminate job dissatisfaction but do not necessarily increase job satisfaction.
Hygiene Factors
Factors, such as recognition and growth, that can increase job satisfaction.
Motivators
Theory of motivation which states that the needs for achievement, power, and affiliation are major motives in work.
Three-Needs Theory
The drive to excel, to achieve in relation to a set of standards, to strive to succeed.
Need for Achievement (nAch)
The need to make others behave in a way that they would not have behaved otherwise.
Need for Power (nPow)
The desire for friendly and close interpersonal relationships.
Need for Affiliation (nAff)
Theory of motivation in which employees perceive what they get from a job situation (outcomes) in relation to what they put into it (inputs) and then compare their input-outcome ratio with the input-outcome ratios of relevant others.
Equity Theory
Is, in equity theory, the other persons, the systems, or the personal experiences against which individuals compare themselves to assess equity.
Referent
Workers who perceive an inequity will react in one of the six following ways:
1. Change inputs
2. Change outcomes
3. Distort perception of self
4. Distort perception of others
5. Choose a different referent
6. Leave the field
The five core job dimensions of Hackman and Oldman's jobs description model:
skill variety, task identity, task significance, autonomy and feedback
Core job dimension which is the degree to which the job requires a variety of activities so the worker can use a number of different skills and talents.
Skill Variety
Core job dimension which is the degree to which the job requires completion of a whole and identifiable piece of work.
Task Identity
Core job dimension which is the degree to which the job affects the lives or work of other people.
Task Significance
Core job dimension which is the degree to which the job provides freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out.
Autonomy
Core job dimension which is the degree to which carrying out the work activities required by the job results in the individual's obtaining direct and clear information about the effectiveness of his or her performance.
Feedback
An individual tends to act in a certain way, in the expectation that the act will be followed by given outcome, and according to the attractiveness of that outcome to the individual.
Expectancy Theory
The expectancy theory focuses on these three relationships:
1. Effort-Performance
2. Performance-Reward
3. Attractiveness
Expectancy relationship which is the perceived probability that exerting a given amount of effort will lead to performance.
Effort-Performance
Expectancy relationship which is the belief that performing at a particular level will lead to the attainment of a desired outcome.
Performance-Reward
Expectancy relationship which is the importance placed on the potential outcome or reward that can be achieved on the job.
Attractiveness
The key to motivating a diverse workforce.
Flexibility
Compensation plans that pay employees on the basis of performance measures not directly related to time spent on the job.
Pay-for-Performance Programs
Three Pay-for-Performance options:
1. Competency-Based Compensation
2. Broad-Banding
3. Stock Options
Compensation alternative which rewards employees on the basis of their skills, knowledge, or behaviors
Competency-Based Compensation
Three potential alternative work schedules for achieving work-life balance.
1. Flextime
2. Job Sharing
3. Telecommuting