Chapter 6 (PT 1)
Name at least three symptoms of stress.
Physical: Changes in metabolism, increased heart and breathing rates, raised blood pressure, headaches, and potential of heart attacks.
Psychological: Job-related dissatisfaction, tension, anxiety, irritability, boredom, and procrastination.
Behavioral: Changes in productivity, absenteeism, job turnover, changes in eating habits, increased smoking or consumption of alcohol, rapid speech, fidgeting, and sleep disorders.
Name at least two different EAPs (Employee Assistance Programs) an organization can implement.
Mental Health, Emotional Support, Family & Relaitonship, Work-Related Issues, Finacial/Legal Guidance, Substance Abuse Help
What is authority?
a right whose legitimacy is based on an authority figure’s position in the organization; it goes with the job. It is structural/positional and is always formally recognized and legitimate.
List four different flexible work arrangements.
Remote work, telecommuting, compressed workweek, flextime, job sharing, contigent workers
What does OCEAN stand for?
Openness to experience, Conscientiousness, Extraversion, Agreeableness, Neuroticism
Name two warning signs of stress.
Absenteeism, drop in performance, mood changes, withdrawal, physical complaints.
Describe a Type B person in the workplace.
Type B personalities have little to no sense of time urgency or impatience. Stress comes from the hostility and anger associated with Type A behavior. Surprisingly, Type Bs are just as susceptible.
Name the five different types of Departmentalization.
Functional, product, cusotmer, geopgrahic, process
List the six elements of organizational structure.
Work specialization, departmentalization, authority and responsibility, span of control, centralization versus decentralization, formalization
What are the five dimensions of emotional intelligence?
Self-awareness, self-management, self-motivatoin, empathy, social skills
Compare and contrast the "calm waters" metaphor of change and the "whitewater rapids" view of change.
The “calm waters” metaphor of change suggests that change is an occasional disruption in the normal flow of events and can be planned and managed as it happens using Lewin’s three-step change process (unfreezing, changing, and freezing).
The “whitewater rapids” view of change suggests that change is ongoing, and managing it is a continual process. The metaphor is consistent with a world that’s increasingly dominated by information, ideas, and knowledge.
Name at least three external forces that create a need to change.
Marketplace, goverment laws/regulations, rechnology, labor markets, economic changes.
A large company has a stable environment that has a high focus on cost-cutting and efficiency. They are very routine and have a centralized, co-located workforce. What type of organizational design might this company favor?
Mechanistic Structure/Organization.
A medium-sized company is part of a rapidly changing and dynamic industrial environment. There is uncertainty when it comes to tasks in which high-skilled, autonomous employees are required. What type of organizational design might this company favor?
Organic Structure/Organization.
Define cognitive dissonance and its three key components.
Cognitive dissonance is any incompatibility or inconsistency between attitudes or between behavior and attitudes. The theory argues that inconsistency is uncomfortable and that individuals try to reduce the discomfort and thus, the dissonance.
Three key components: conflicting conditions, psychological discomfort, and motivation to reduce
Give two possible sources of stress that describe why Chinese workers experience a higher amount of daily stress than American workers.
- Worse work-life balance
- Heavier workload/work days
- Toxic work cultures
- Lack of control
- Unclear expectations
Survey feedback, process consultation, team-building, intergroup development
Compare and contrast line management versus staff management.
Line: directly involved in achievng core buinsess objectives, they have a direct authority and final say in operational matters. Examples: sales director, operations head
Staff: provides support, advice, and expertise to line managers, they are the advisory authority and they recommend but don't enforce decisions. Examples: HR manager, legal advisor
Compare and contrast centralization versus decentralization. Give at least one example of each.
Centralization: decision-making is concentrated at the top level and is held by top management. This is less flexible but has stronger central control. Examples: Military, small businesses.
Decentralization: decision-making is distributed to lower levels and is shared with middle or lower levels of management. It is more adaptable to local needs but lacks central control, giving more autonomy to lower levels. Examples: multinational companies, federal governments.
Define at least two different perceptual shortcuts and how they might distort our perception.
Selectivity - People assimilate certain bits and pieces of what they observe depending on their interests, background, etc. Distortion: "speed reading" others may result in an inaccurate picture of them
Assumed Similarity - People assume that others are like them. Distortion: may fail to take into account individual differences, resulting in incorrect similiaites
Stereotyping - People judge others on the basis of their perception of a group to which the others belong. Distortion: May result in distorted judgements because many stereotypes have no facutal foundation
Halo Effect - People form an impression of others on the basis of a signal trait. Distortion: Fails to take into account the total picture of what an individual has done.
What is Lewin's Three-Step Change Process/Calm Waters Change? Describe at least one example of this process in management.
Successful change requires unfreezing the status quo, changing to a new state, and freezing the new change to make it permanent.
Example: Monsanto wants more women in the workforce. They unfreeze by debunking negative stereotypes about women in business, addressing people’s fears, encourage conversation. They change by constant workplace diversity training, teaching managers how to train female employees, introducing reward system. They refreeze by continuing with training + rewards, evaluating company’s diversity and workplace environment.
What is a disruptive innovation? Give one example of a disruptive innovation and why it is effective.
Disruptive innovation refers to a new product, service, or business model that radically changes an industry by challenging established market leaders—often by starting at the bottom of the market or reaching underserved customers. Disruptive innovation has the potential to surprise and upend entrepreneurs, corporate managers, and personal career plans.
Example: CDs --> iTunes/Spotify, Cable --> Netflix, Taxis ---> Uber, Tax preparation services --> Intuit's Turbo Tax
Compare and contrast traditional versus contemporary organizational designs. Give at least three advantages for each type of organizational design.
Traditional: clear hierarchy and chain of command, well-defined roles and responsibilities, consistency and standardization in processes, easy to manage large organizations, stability and control
Contemporary: flexibility to adapt to change, encourages innovation and creativity, faster decision-making through decentralization, employee empowerment and participation, better suited for dynamic, complex environments
List the six different types of power in business. Which type of power would be the most effective in your opinion? Why?
Legitimate power, reward power, coercive power, expert power, referent power, informational power.
Any power can be the most effective as long as you have a reason to back up also to why :)
Positive reinforcement is when a desired behavior is followed by something pleasant. Solution: When Paul is doing his job correctly (such as turning work in on time), praise him for a job well done.
Negative reinforcement is when a desired behavior is followed by the termination or withdrawal of something unpleasant. Solution: When Paul turns in work on time, withdraw from micromanaging or passive-aggressive reminders.
Punishment penalizes undesirable behavior. Solution: When Paul takes longer lunch breaks, publicly scold him for his behavior.
Extinction is the not reinforcing (ignoring) a behavior, making it gradually disappear. Solution: Let Paul keep functioning as he is.