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44 Cards in this Set
- Front
- Back
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OB's Concern
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Employee Performance
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Aspects of Employee Performance (4)
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Productivity
Absenteeism Turnover OCBs |
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Meaning of trust
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Willingness to be vulnerable to betrayal
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Importance of Trust (3)
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Saves Time
Strengthens Cohesiveness Establishes Loyalty |
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Organizational Structure (6)
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Work specialization
Departmentalization Chain of command Span of control Centralization and De... Formalization |
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Work Specialization
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Division of Labor (Production line)
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Departmentalization (job grouping) (5)
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Function
Product Geography Process Customer |
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Chain of Command (2)
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Authority
Unity of command (1 boss) |
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Span of Control
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How many employees under each manager?
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Central- and Decentralization
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Upper or lower management decision makers (de- better)
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Formalization
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Standardization
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Common Organizational Designs (3)
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Simple
Bureaucracy Matrix |
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Matrix Org Design
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Departmentalized by Function and Product
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Simple Org Design
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Small business
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Bureaucracy Org Design (3)
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Centralized
Formalized Narrow spans of control |
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Changing views of conflict (3)
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Traditional
Human Relations Interactionist |
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Traditional View of Conflict
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Conflict is dysfunctional
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Human Relations View of Conflict
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Conflict is inevitable, accepted
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Interactionist View of Conflict
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Conflict encouraged
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Influencer (2)
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What to do (not achieve)
Focus on behaviors |
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Influencer: People will act according to 2 things
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Is it worth it?
Can they do it? (To change behavior change these) |
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Recovery Behaviors
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Expect fallbacks, have plan
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Vivid stories (4)
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people lower defenses
don't not make a long story short people become participants Credible stories with vivid solutions give hope |
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6 sources of influence
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Matrix
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Decision making biases (7)
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Escalation of commitment
Fixed pie Anchoring Framing negotiations Availability of information Winner’s curse Overconfidence |
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Escalation of commitment bias
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Bad relationship
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Mythical fixed pie bias
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Only so much to divide
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Anchoring bias
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People expectations are formed from first information received
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Framing bias
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Bias bassed on how the question is phrased
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Availability of information Bias
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People make decision based on info easily available to them
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Winner's curse
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Overestimating value
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Overconfidence bias
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People are naturally overconfident
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Improve Negotiation Skills (7)
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Research your opponent
Begin with positive overture (not offer) Address problem, not personalities Pay no attention to initial offers Don’t respond too soon Emphasize win-win solutions Create open, trusting climate |
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Jim Collin's Good to Great
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Level 5 leader
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Level 5 leader (4)
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Has humility–window and the mirror
Holds deep conviction to core values Gets results Leaves a foundation for ongoing success |
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L.I.F.E.
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Little Things (Walmart greeters)
Insight (Value,Systems, People) Feedback Expectations (Exceed them) |
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Functions of culture (4)
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Boundary-defining
Convey identity and facilitates commitment Enhance social system stability Control Mechanism |
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Keeping culture alive (3)
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Selection
Top management Socialization |
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How people learn culture (4)
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Stories
Rituals Material symbols Language |
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Resistance to Knowledge sharing (4)
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Believing that “knowledge is power”
Understating the usefulness of knowledge Sharing takes too much time and effort “Fouled-up Reward Systems” |
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Knowledge-sharing Culture (5)
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Hire people who share
Develop trust within the organization Use knowledge-sharing technology Make it routine Create an effective reward system |
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Individual Resistance to Change (4)
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Habit
Economic factors Fear of unknown Selective information processing |
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Organizational Resistance to Change (5)
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Structural inertia
Limited focus of change Group inertia Threat to power Threat to resources |
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What not to ask in an interview (7)
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Married?
Arrests Medical History Absenteeism for illness Race Future Children Religion, age, disability, veteran |
