OB
OB II
OB II
Fichier Détails
| Cartes-fiches | 130 |
|---|---|
| Langue | English |
| Catégorie | Gestion d'entreprise |
| Niveau | Université |
| Crée / Actualisé | 13.06.2016 / 15.06.2016 |
| Lien de web |
https://card2brain.ch/box/ob
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| Intégrer |
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organizational development (OD)
collection of planned interventions, built on humanistic-democratic values, that seeks to improve oganizational effectiveness & employee well-being
values: respect for people, trust & support, power equalization, confrontation, participation
6 OD techniques
sensitivity training
survey feedback approach
process consultation (PC)
team building
intergroup development
appreciative inquiry (AI)
innovation (stimulating a culture of innovation)
new idea applied to initiating or improving a product, process or service
sources of innovation (stimulating a culture of innovation)
structural variables (organic structures, long-tenured mgmt, slack resources, high level of inter-unit comunication)
cultural characteristics (encouragement of innovation, reward successes & failures)
idea champions
learning organization (creating a learning organization)
organization htat has developed continuous capacity to adapt & change
single-loop learning (creating a learning organization)
process of correcting errors using past routines & present policies
double-loop learning (creating a learning organization)
process correcting errors by modifying organization's objectives, policies & standard routines
characteristics of a learning organization (creating a learning organization)
shared vision that everyone agrees on
discard old way of thinking
think of all organizational processes, activities, functions & interactions with environment as part of a system of interrelationships
communicate without fear of criticism/punishment
work together to achieve shared vision
3 fundamental problems learning organizations overcome (creating a learning organization)
fragmentation (due to specialization)
competition (undermines collaboration)
reactiveness (problem solving)
what can managers do to make their firms learning organizations? (creating a learning organization)
establish strategy (commitment to innovation)
redesign organization's structure (flaten & increase cross-functional activities)
reshape organization's culture (support & reward risk-taking & admitting failures, encourage functional conflict)
stress (work stress)
dynamic condition, in which an individual is confronted with an opportunity, constraint or demand related to what he/she desires & for which outcome is perceived to be both uncertain & important
types of stress - challenge stressor (work stress)
stress associated with workload, pressure to complete tasks & time urgency
types of stress - hindrance stressor (work stress)
stress that you keeps you from reaching your goals; hindrance stressors cuase greater harm than challenge stressors
demands (demands-resources model of stress)
responsibilities, pressures, obligations & uncertanities in workplace
resources (demands-resources model of stress)
things within an individual's control that can be used to resolve demands
potential sources of stress
environmental factors
organizational factors
personal factors
the impact of: individual differences
perception
job experience
social support
personality
consequences of stress
physiological
psychological
behavioural
managing stress: individual approaches
time mgmt techniques
increasing physical exercise
relaxation training
expanding social support network
managing stress: organizational approaches
personnel selection & job placement
training
realistic goal setting
redesigning jobs
employee involvement
organizational communication
employee sabbaticals
corporate wellness programs
characteristics that make social identity important to person (define group & differentiate btw different types of groups)
similarity
distinctiveness
status
uncertainty reduction
group property 3 (status) - status is derived from 3 sources (describe how norms & status exert influence on an individual's behaviour)
power
ability
personal characteristics
group property 3 (status) - impact of status (describe how norms & status exert influence on an individual's behaviour)
status & norms (more freedom to deviate from norms, resist conformity pressure)
status & group interaction (more assertive in interactions, status differences --> diversity of ideas & creativity)
status inequity (hierarchy equitable, agreement on status criteria)
status & stigmatization (stigma by association)
group property 4 (size) - ways to prevent social loafing (show how group size affects group performance )
setting group goals
increase group competition
use peer evaluation
base group rewards, in part, on each member's unique contributions
group property 5 (cohesiveness) - how to increase group cohesiveness (identify benefits & disadvantages of cohesive groups)
make groups smaller
encourage agreement with group goals
increase time members spend together
increase group status & admission difficulty
stimulate competition with other groups
give rewards to group
physically isolate group
group property 6 (diversity ) - costs of diversity (identify benefits & disadvantages of cohesive groups)
increased conflict
early withdrawal & lowered morale
faultlines
group property 6 (diversity ) - benefits of diversity (identify benefits & disadvantages of cohesive groups)
may perform better
unique solutions
increase open-mindedness & creativity
group decision making - strengths (list strengths & weaknesses of group decision making)
more complete information & knowledge
increased diversity of views & greater creativity
increased acceptance of a solution
group decision making - weaknesses (list strengths & weaknesses of group decision making)
time consuming
conformity pressures in groups
discussions c an be dominated by a few members
ambiguous responsibility
group decision making - effectiveness depends on crterion for effectiveness (list strengths & weaknesses of group decision making)
accruacy
speed
creativity
acceptance of final solution
work group (contrast group & team)
goal: share information
synergy: neutral (sometimes negative)
accountability: individual
skills: random & varied
work team (contrast group & team)
goal: collective performance
synergy: positive
accountability: individual & mutual
skills: complementary
types of teams (identify & compare 4 types of teams)
problem-solving teams
self-managed work teams
virtual teams
cross-functional teams
characteristics of effective teams (describe characteristics of effective teams)
context (adequate resources, leadership & structure, climate of trust, performance evaluation & rewards system)
composition (abilities of members, personality of members, preference of teamwork, size of team, diversity & member flexibility, allocation of roles)
process (common place & purpose, sepcific performance goals, team efficacy, mental models, managed level of conflict, minimized social loafing)
characteristics of effective teams - key role of teams (describe characteristics of effective teams)
creator
promoter
assessor
organizer
controller
maintainer
adviser
linker
options (describe how organizations can create team players)
selection
training
rewards
factors influencing power tactics (identify 9 power or influence tactics & their contingencies)
choice & effectiveness of influence tactics are moderated by:
sequence of tactics
political skills of user
culture of organization
examples of political behaviour (identify causes & consequences of political behaviour)
withholding information
joining a coalition
whistle blowing
spreading rumors
leaking confidential information
exchanging favors
employee responses to organizational politics (identify causes & consequences of political behaviour)
decreased job satisfaction
increased anxiety & stress
increased turnover
reduced performance
types of defensive behaviours (identify causes & consequences of political behaviour)
avoiding action
avoiding blame
avoiding change
