OB
OB II
OB II
Kartei Details
| Karten | 130 |
|---|---|
| Sprache | English |
| Kategorie | BWL |
| Stufe | Universität |
| Erstellt / Aktualisiert | 13.06.2016 / 15.06.2016 |
| Weblink |
https://card2brain.ch/box/ob
|
| Einbinden |
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formal power - reward power (define power & contrast leadership & power)
compliance is achieved based on ability to distribute rewards other view as valuable
formal power - legitimate power (define power & contrast leadership & power)
formal authority to control & use resources based on a person's position in formal hierarchy
personal power (define power & contrast leadership & power)
power that comes from an individual's unqiue characteristics
personal power - expert power (define power & contrast leadership & power)
influence based on special skills or knowledge
personal power - referent power (define power & contrast leadership & power)
influence based on possession by an individual of desirable resources or personal traits
legitimacy (identify 9 power or influence tactics & their contingencies)
relying on one's positional authority
rational persuasion (identify 9 power or influence tactics & their contingencies)
presenting logical arguments & factual evidence
inspirational appeals (identify 9 power or influence tactics & their contingencies)
developing emotional commitment
consultation (identify 9 power or influence tactics & their contingencies)
involving target in deciding how plan wil be done
exchange (identify 9 power or influence tactics & their contingencies)
rewarding target with benefits or favours
personal appeals (identify 9 power or influence tactics & their contingencies)
asking for compliance based on friendship or loyalty
ingratiation (identify 9 power or influence tactics & their contingencies)
using flattery or praise prior to making request
pressure (identify 9 power or influence tactics & their contingencies)
using warnings, repeated demands & threats
coalitions (identify 9 power or influence tactics & their contingencies)
enlisting aid of other people to perusade target
sexual harassment (show connection between sexual harassment & abuse of power)
Any unwanted activity of a sexual nature that affects an individual’s employment and creates a hostile work environment
political behaviour (identify causes & consequences of political behaviour)
Activities that are not required as part of one’s formal role in the organization, but that influence, or attempt to influence, the distribution of advantages or disadvantages within the organization
impression mgmt (apply impression mgmt techniques)
process by which individuals attempt to control impression others form of them
organizational culture (characteristics of organizational culture)
system of shared meaning held by members that distinguishes organization from other organizations
seven primary characteristics of organizational culture (characteristics of organizational culture)
innovation & risk taking
attention to detail
outcome orientation
people orientation
aggressiveness
stability
dominant culture (do organizations have unfirom cultures?)
expresses core values that are shared b ymajority of organization's members
subcultures (do organizations have unfirom cultures?)
mini-cultures within an organization, typically defined by department designations & geographical separation
core values (do organizations have unfirom cultures?)
primary or dominant values taht are acepted throughout organization
strong culture (strong vs weak cultures)
culture in which core vlaues are intensely held & widely shared
organizational climate (culture creates climate)
shared perceptions about organization & work environment - influencing habits people adopt
5 categories of the ethical climate index (ECI) (culture creates climate)
instrumental
caring
independence
law & code
rules
institutionalization (culture as a liability)
organization takes on life of its own apart from any of its members & acquires immortality
barriers to change (culture as a liability)
occurs when culture's values are not aligned with values necessary for rapid change
barriers to diversity (culture as a liability)
strong cultures put considerable pressure on employees to conform, which may lead to institutionalized bias
barriers to acquisition & mergers (culture as a liability)
incompatible cultures can destroy an ortherwise successful manager
culture is transmitted in a number of forms (how employees learn culture)
stories
rituals
material symbols
language
forces for change (forces for change)
nature of workforce
world politics
social trends
competition
economic shocks
technology
change (planned change)
making things different
planned change (planned change)
acrivities that are pro-active & purposeful, intentional & goal-oriented
change agents (planned change)
persons who act as catalysts & assume responsibility for managing change activities
8 tactics for overcoming resistance to change
education & communication
participation
building support & commitment
develop positive relationships
implementing change fairly
manipulation & co-optation
selecting people who accept change
coercion
main approaches to managing orgnaizational change
lewin's 3-step model
kotter's 8-step plan for implementing change
action research
organizational development
unfreezing (lewin's 3-step model)
change efforts to overcome pressure of both individual resistance group conformity
movement (lewin's 3-step model)
change process that transforms organization from status quo to a desired new state
refreezing (lewin's 3-step model)
stabilizing a change intervention by balancing driving & restraining forces
action research
change process based on systematic collection of data & selection of a change based on what analysed data indicate
process steps: diagnosis, analysis, feedback, action, evaulation
