Exam 3 Study Guide - Org & Management Leadership

Exam 3 Study Guide - Organization and Management Leadership (Arizona State University)

• Chapter 9: Change Management
  • Change management: Achieving goals by altering behaviors/processes in response to environmental forces. People experience a range of emotions (DADA syndrome) during change.
  • Kurt Lewin's three stages of change: Unfreezing, changing, refreezing.
  • Force field analysis: Useful decision-making tool to assess reasons for and against change.
  • Forces driving change: External forces (competitor actions, customer preferences, technological advancements, social/political pressures, generational changes) and Internal forces (management changes, organizational restructuring, positive disruptors).
  • Strategies to reduce resistance to change: Education and communication, participation, negotiation, manipulation, coercion.
• Chapter 9: Creativity and Innovation
  • Creativity: Generation of meaningful ideas by individuals or teams.
  • Practiced Creativity: applying creative skills in the workplace.
  • Types of support for creativity: Organizational, supervisory, work group support.
  • Innovation: Development and implementation of ideas.
  • Innovation process: Idea generation, problem solving, implementation & diffusion.
  • Types of innovation: Product, process, organizational structure, people, exploitative, exploratory innovation.
• Chapter 12: Teams
  • Teams: Purposeful groups formed to accomplish tasks/goals.
  • Types of teams: Working, cross-functional, virtual, self-managed, problem-solving teams.
  • Team roles: Task roles and socioemotional roles.
  • Impact of roles on team success: Clear structure, specific measurable tasks, maintaining relationships.
  • Five stages of team development: Forming, storming, norming, performing, adjourning.
  • Building effective teams: Clear purpose, good communication, healthy conflict, effective decision-making, accountability, strong relationships, commitment, shared leadership.
  • Handling conflict: Positive conflict sparks ideas, generates creativity; managers can facilitate healthy conflict by encouraging feedback, creating clear norms, unifying, and fostering collaboration.
• Chapter 16: Communication
  • Basic communication model: Sender, receiver, message, noise (anything that hampers communication).
  • Types of communication channels: Oral, written, electronic, nonverbal.
  • Barriers to communication: Filtering, emotions, information overload, differing perceptions.
  • Organizational communication networks: Downward, upward, lateral
  • Cross-cultural communication: Ethnocentrism, language barriers (slang, euphemisms, proverbs); overcoming these barriers involves learning about cultures
• Chapter 4: Diversity and Inclusion
  • Importance of diversity and inclusion in workplace.
  • Types of diversity: Surface-level (age, race, gender) and deep-level (attitudes, values).
  • How managers promote diversity/inclusion:
    • Recruitment programs targeted at minorities
    • Mentoring for different groups
    • Diversity task forces.
• Chapter 10: Organizational Structure
  • Organizational structure: System coordinating people, tasks, and activities for a particular purpose; it improves communication, establishes responsibilities, and facilitates growth.
  • Elements of organizational structure: Work specialization, departmentalization, chain of command, span of control, authority, responsibility, delegation, centralization/decentralization, formalization.
  • Traditional organizational structures: Simple, functional, divisional(multidivisional), vertical, horizontal.
  • Contemporary organizational structures: Matrix, holacratic, boundaryless, virtual.
  • Factors influencing structure choices: Environment, strategy, technology, finances, size.
  • Mechanistic (centralized) structure versus organic (decentralized) structure.