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Lernkarten
types of change (2)
unplanned change: reative after factors have already affected organization
planned / proactive change: decisions to alter organization
External Forces that cause change (5)
globalization
demographical and social forces
technological forces
ethical forces
competitive forces
dimensions of competitive advantage (4)
efficiency
quality
innovation
responsiveness to customers
internal forces that cause change (3)
crisis
changes in work environment
changes in worker expectations
scope of change (3)
incremental:small
strategic: large
transformational: gigantic
organizational inertia (3)
level 1: organizational level
level 2: group level; norms, cohesion, groupthink, escalation of commitment
level 3: individual level; disengagement, disidentification, disenchantment; disorientation
lewin´s force field theory of change: forces for change & forces resistant to change
categories of change (2)
evolutionary: gradual change; sociotechnical systems theory: gradually adjusting helps avoiding resistance to change
revolutionary: rapid change; reengineering, restructuring, innovation
organizational development - implement action (2)
top-down approach: implement action at top of structure
bottom-up approach: implement action at bottom of structure
2: Groups
two attributes of groups
members interact with oneanother
members perceive they can accomplish certain goals as a group
types of work groups (2)
informal: friendship & interest groups
formal: command group (reporting relationships), task group, affinity group (same organization level shares information)
Tuckman´s 5 Stage Model of Group Development
Forming: first gettogether
Storming: conflict
norming: members form
performing: work to accomplish goals
adjourning: preparation to leave group
4 Stage Model of Group Development (4)
mutual acceptance
communication & decision making
motivation & productivity
control & organization
theory of punctuated equilibrium
research of teams with deadlines
no development of stages
characteristics of work groups (4)
size
composition: homogenous groups, heterogenous groups
function
status
social faciliation: effects of presence of other people; audience effect; coaction effect
group control (3)
roles: set of behavior person performs; role making (taking initiative to assume responsibilities); role taking (assuming performance of responsibilities as part of assigned role)
rules: written rules
norms: four ways norms can be developed; 1. primacy (first behavior sets), 2. critical events (first crisis sets norm), 3.carry over events (norm brought in from former team); 4. explicit statement
deviance
member violates norm
goldbricker: working too slow
rate buster: working too fast
idiosyncrasy credit: freedom to violate norm without being punished because of contributions of the past
socialization (3)
Mannen & Schein: socialization leads to role orientation
individualized role orientation: encourages innovativeness & creativity
institutionalized role orientation: encourages obedience by learning to respond exactly as existing members do
potential performance
peak performance level
process gains: increases in potential performance through new ways of coordinating and motivating members
process losses: performance difficulties caused by coordination problems
social loafing
tendency for less effort in group than when working alone
sucker effect: members refuse effort because they refuse to be the suckers of social loafers
James D Thompson´s Model of Interdependence (3)
interdependence = difference in interaction within team
pooled: each member makes separate & independent contribution to group
sequential: specific behaviors in predetermined order
receptacle: activities of all group members fully depend on one another
Joan Woodward technology (3)
unit technology: small production = customized goods
mass technology: large production = non-customized goods
continuous production technology = process batch production
factors that influence cohesion (5)
group size
similarity / diversity
competition
success
exclusiveness
3. Structure
Lawrence & Lorsch´s 4 Dimension (4)
manager´s goal orientation
time orientation
interpersonal orientation
formality of structure
3 types of differentiation
horizontal: organizational subunits / departments
vertical: difference in organizational hierarchy
spatial: geographic
division
function: one primary activity
division: group of functions
organizational structure (4)
functional: people with similar skills and similar tasks
divisional: product, market or geographic structure
matrix: groups people by function and product
network: company is outsourcing functional activities
tools that increase integration & differentiation (6)
formalization: written instructions in organization
centralization: degree decisions are made at top of organization
specialization: degree jobs are defined and require special skills
standardization: inputs, throughputs, outputs
hierarchy of authority
mutual adjustment
contextual variables (3)
characteristics that influence organizational design
size: number of employees
technology: woodraw (unit & mass technology); perrow (technology based on two variables - tasks variability & problem analyzability); thompson: concept of technological independence
environment (certain & uncertain)
forces reshaping organizations (5)
life cycles
globalization
changes in I.T.
demands on organizational processes
emerging organizational structures
4. Organizational Culture
analyzing cultures by two areas (2)
visible artifacts (everything one can see, hear & observe )
invisible artifacts (deeper level and not visible)
ways to interpret culture (5)
symbols
stories
heroes
slogans
ceremony
three levels of organizational culture
surface level: visible representations of culture
second level: expressed ideas can be observed
third level: unobservable values
sonnenfeld´s ways of thinking about culture (4)
baseball team: high risk taking and fast feedback
club: loyalty, commitment and fitting into group
academy: hires young recruits interested in long-term association
fortress: limited job security for professional growth
culture vs. climate
climate based on individuals perceptions
more short-term and easily manipulative
steps in creating culture (4)
established values: strategic & cultural values
create vision
initiate implementation strategy
reinforce cultural behavior
emerging issues in culture (2)
innovation: radical, system, incremental (including intrapreneurship)
empowerment
three elements of managing culture
taking advantage of managing culture
teaching culture
changing culture
reasons for political behavior (4)
ambiguous goals
scarce resources
technology & environment
organizational change
organizational justice (4)
distributive
procedural
interpersonal
informational
