Management Ob Final

Front 1

serves organization’s interests, typically issue-focused, and stimulates creativity.

Back 1

Functional Conflict

Front 2

threatens organization’s interests, typically person-focused and stifle communication

Back 2

Dysfunctional Conflict

Front 3

Four steps in devils advocacy approach

Back 3

 1. Action proposed
 2. Devil’s advocate criticizes it
 3. Both sides presented to decision makers
 4. Decision is made and monitored

Front 4

Four steps in dialectic decision method

Back 4

 1. Action proposed
 2. Assumptions identified
 3. Counterproposal generated on different assumptions
 4. Debate takes place

Front 5

Tips for employees having a personality conflict

Back 5

1. Communicate directly with the other person to resolve the perceived conflict.
 2. Avoid dragging co-workers into the conflict
 3. If dysfunctional conflict persists, seek help from direct supervisors or human resource specialists.

Front 6

Level of perceived intergroup conflict tends to increase when...

Back 6

 Conflict within the group is high
 There are negative interactions between groups
 Influential third-party gossip about other group is negative

Front 7

Recommended actions for Intergroup conflict

Back 7

 1. Work to eliminate specific negative interactions between groups and members
 2. Conduct team building to reduce intra-group conflict and prepare employees for cross-functional teamwork
 3. Encourage personal friendships and good working relationships across groups and departments
 4. Foster positive attitudes toward members of other groups
 5. Avoid or neutralize negative gossip across groups or departments

Front 8

Cross Culture conflicts, tips to build relationships

Back 8

 1. Be a good listener
 2. Be sensitive to the needs of others
 2. Be cooperative rather than overly competitive
 3. Advocate inclusive participative leadership
 4. Compromise rather than dominate
 5. Build rapport through conversations
 6. Be compassionate and understanding
 7. Avoid conflict by emphasizing harmony
 8. Nurture others (develop and mentor).

Front 9

Single issue in which one person gains at the expense of the other. “Win-lose” situation.

Back 9

distributive negotiation

Front 10

An agreement can be found that is better for both parties. “Win-win” situation.

Back 10

Integrative negotiation

Front 11

Four Barriers to effective communication

Back 11

1. Process Barriers
2. Physical Barriers
3. Personal Barriers
4. Semantic Barriers

Front 12

every factor in the process model would be a barrier (example: sender, encoding, message, medium, decoding, receiver, feedback).

Back 12

Process Barriers

Front 13

the distance between employees can interfere with effective communication (example: time zone).

Back 13

Physical Barriers

Front 14

 ability to effectively communicate
 way people process and interpret information
 level of interpersonal trust between people
 stereotypes and prejudice
 egos
 poor listening skills
 natural tendency to evaluate or judge sender’s message
 inability to listen with understanding.

Back 14

Personal Barriers

Front 15

Five ways to identify communication competence

Back 15

1. Assertive
2. Agressive
3. Non-assertive
4. Nonverbal
5. Active listening

Front 16

Positive nonverbal actions that help communication

Back 16

 Maintaining appropriate eye contact
 Occasionally using affirmative nods to indicate agreement
 Smiling and showing interest
 Leaning slightly towards the speaker
 Keeping your voice low and relaxed
 Being aware of your facial expressions

Front 17

actions to avoid in nonverbal actions

Back 17

 Licking your lips or playing with your hair
 Turning away from the person you are communicating with
 Closing your eyes and displaying uninterested facial expressions
 Excessively moving in your chair or tapping your feet
 Biting your nails, picking your teeth, and adjusting your glasses

Front 18

A good listener...

Back 18

 Stay with the speaker, mentally summarize the speaker
 Listen for central or overall ideas
 Listen for any useful info
 Assess content by listening to entire message before making judgments
 Withholds judgment until comprehension is complete
 Give the speaker full attention
 Concentrate on the speaker
 Listen to both favorable and unfavorable information
 Treat complex presentations as exercise for the mind
 Take notes as required and uses visual aids to enhance understanding of the presentation.

Front 19

Soft Influence Tactics

Back 19

 Rational Persuasion: using logical arguments and facts to persuade another that a desired result will occur
 Inspirational Appeal: Arousing enthusiasm by appealing to one’s values and beliefs
 Consultation: Asking for participation in decision making or planning a change
 Ingratiation: Getting someone to do what you want by putting that person in a good mood or getting him or her to like you.
 Personal Appeal: Appealing to feelings of loyalty and friendship before making a request.

Front 20

Hard Influence Tactics

Back 20

 Exchange: Promising some benefits in exchange for complying with a request
 Coalition Building: Persuading by seeking the assistance of others by noting the support of others
 Legitimating: Pointing out one’s authority to make a request or verifying that it is consistent with prevailing organizational policies and practices.
 Pressure: Seeking compliance by using demands, threats, or intimidation

Front 21

The ability to get things done with human, informational, and material resources

Back 21

Social Power

Front 22

Two types of social power

Back 22

 1. Personalized Power: Directed at helping oneself
 used for personal gain
 2. Socialized power: directed at helping others
 used to create motivation
 used to accomplish team/organizational goals

Front 23

French and Ravens five sources of power

Back 23

Position – derived from one’s position and status within the organization
 Reward power: obtain compliance with rewards
 Coercive power: obtain compliance through punishment
 Legitimate power: obtain compliance through formal authority
Personal – derived from one’s personal characteristics, relationship with others, and behavior towards others.
 Expert power: obtain compliance through one’s knowledge or information
 Referent power: obtain compliance through charisma or personal attention

Front 24

External forces that stimulate change in an organization

Back 24

 Demographic Characteristics: Age, education, skill level, gender, immigration. – Managing diversity
 Technological Advancements: manufacturing automation, IT
 Customer and Market Changes: changing customer preferences, domestic and international competition, mergers and acquisitions.
 Social and Political Pressures: War, values, and leadership.

Front 25

Internal forces that stimulate change in an organization

Back 25

 Human Resource Problem/Prospects: unmet needs, job dissatisfaction, absenteeism and turnover, productivity, participation/suggestions.
 Managerial Behavior/Decisions: conflict, leadership, reward systems, structural reorganization.

Front 26

Three types of organizational change

Back 26

 Adaptive change – Reintroducing a familiar practice
 Innovative Change – Introducing a practice new to the organization. (New to the organization but not new to the industry).
 Radically Innovative Change – Introducing a practice new to the industry.

Front 27

Lewin’s 3-stage organizational change model

Back 27

Unfreezing Phase – Creates the motivation to change (Benchmark data).
 Diagnosis – assess the situation and prescribe an appropriate change strategy.
 2. Change Phase – Provides new information, new behavioral models, or new ways of looking at things.
 Intervention – implement change strategy through enhanced collaboration and cooperation.
 3. Refreezing Phase – Helps employees integrate the changed behavior or attitude into their normal way of doing things.
 Follow up – address unanticipated problems and side effects. Evaluate effectiveness of change strategy

Front 28

Why people resist change in the workplace

Back 28

 1. An individual’s predisposition toward change
 2. Surprise and fear of the unknown
 3. Climate of mistrust
 4. Fear of failure
 5. Loss of status and/ or job security
 6. Peer pressure
 7.Disruption of cultural traditions and /or group relationships
 8. Personality conflicts
 9. Lack of tact and/or poor timing
 10. Nonreinforcing reward systems

Front 29

ways for managers to overcome resistance to change

Back 29

 Education + Communication
 Participation + Involvement
 Facilitation + Support
 Negotiation + Agreement
 Manipulation + Co-optation
 Explicit + Implicit Coercion

Front 30

Most effective way for managers to overcome resistance to change

Back 30

Implicit Coercion

Front 31

four types of resistance to change

Back 31

- Acceptance
- Indifference
- Passive Resistance
- Active Resistance

Front 32

Four Types of Potential stressors

Back 32

1. Individual Level
2. Group Level
3. Organization Level
4. Extra-organization Level

Front 33

moderators in the organizational stress model

Back 33

1. Social support
2. Hardiness
3. Type A behavior

Front 34

Outcomes in the organizational stress model

Back 34

1. Psychological/attribution (satisfaction, org commitment).
2. Behavioral (absenteeism, turnover, performance.
3. Cognitive (poor decision-making).
4. Physical Stress (self-explanatory).