Exam 3 Study Guide PDF

lOMoARcPSD|49553745 Exam 3 Study Guide - Exam 3 Organization and Management Leadership (Arizona State University) Scan to open on Studocu Studocu is not sponsored or endorsed by any college or university Downloaded by Saa...

lOMoARcPSD|49553745 Exam 3 Study Guide - Exam 3 Organization and Management Leadership (Arizona State University) Scan to open on Studocu Studocu is not sponsored or endorsed by any college or university Downloaded by Saara Boradia ([email protected])  lOMoARcPSD|49553745 Chapter 9 LO 9.1 Describe various conceptualizations of the change process. Change management means achieving goals by altering behaviors or processes in response to environmental forces. People tend to experience a range of emotions when facing unwanted change, known as the DADA syndrome. To secure commitment and buy-in from employees, managers can follow Kurt Lewin’s three stages of change: o unfreezing, o changing, and o refreezing. Before implementing any changes, organizations need to assess the validity of the change. Force field analysis is a useful decision-making technique that helps to assess the reasons for and against making certain changes. LO 9.2 Contrast the various forces driving change. Employees are affected by a range of different forces when performing their roles in organizations. Organizations need to adapt to two main types of forces: o external forces- which are outside influences such as competitors’ actions and customers’ changing preferences, and o internal forces- which are inside influences such as company culture and employee diversity. Some examples of these external forces are customers’ demographic characteristics, technological advancements, customer and market changes, social and political pressures, and generational changes. Examples of internal forces include management changes, organizational restructuring, and positive disruptors that affect organizations. LO 9.3 Explain the strategies managers use to reduce resistance to change. To implement change in an organization successfully, managers must attempt to understand the individual behaviors and reactions that might lead to resistance. Typically, organizations use different types of methods to deal with resistance to change: o education and communication, o participation, o negotiation, o manipulation, and o coercion. LO 9.4 Explain how managers lead creative processes with individuals and teams. Creativity is the generation of meaningful ideas by individuals or teams. People with creative potential tend to possess the skills and capacity to generate ideas and are very much in demand. In contrast, practiced creativity is the ability to spot opportunities to apply these skills in the workplace. There are three main types of support for creativity in organizations: o organizational support, o supervisory support, and o work group support. LO 9.5 Discuss the innovation process and various types of innovation. Innovation is the development and successful implementation of ideas. Managers can create successful innovation by following a three-step innovation process: o idea generation, o problem solving, and o implementation and diffusion. There are six main types of innovations in organizations: o product innovation, o process innovation, o organizational structure innovation, o people innovation, o exploitative innovation, and o exploratory innovation. Chapter 12 LO 12.1 Describe why teams are important to organizations. Downloaded by Saara Boradia ([email protected])  lOMoARcPSD|49553745 A team, or working group, is a purposeful group formed to accomplish a project, task, or goal. With so many different personalities, skills, and abilities, a strong team can present a diversity of viewpoints on how to solve problems in the organization. Team members benefit from the feeling of belonging to something greater than themselves and gain positive affiliation from being part of such a powerful process. A formal team is a working group formed by an organization’s management to achieve specific, agreed-on strategies, plans, and outcomes. An informal team is a working group, generally not intended to be permanent, formed by team members to accomplish self-defined tasks and objectives. LO 12.2 List the different types of teams in organizations. There are several types of teams in organizations: o working teams, o cross-functional teams, o virtual teams, o self-managed teams, and o problem-solving teams. The success of a team’s performance also depends on the type of role, a behavioral and performance expectation that is consciously or unconsciously defined by a group. Team member roles may generally be divided into two basic categories: o task roles o socioemotional roles. LO 12.3 Explain how roles can impact the success of a team. Roles within teams dictate the performance and overall effectiveness of the team. Roles should be clearly structured. Tasks should be specific and measurable to achieve desired outcomes. Care should be taken to maintain the relationships among team members. LO 12.4 Discuss the five stages of team development. Often teams follow stages of group development, a five-stage process by which teams become more effective and efficient over time. Those stages are forming, storming, norming, performing, and adjourning. o Forming is the first stage of group development where team members meet each other for the first time and get a feel for the type of team they have joined. o Storming, the second stage, is when a measure of conflict, which is resistance or hostility resulting from two or more parties focusing on and attempting to reconcile differing opinions, may arise. o Norming, conflict has been resolved, and the team members are settled into their roles. o Performing, the team is working at its optimal level. o Adjourning, individuals either leave the team or have no reason to be in further contact with their teammates. LO 12.5 Demonstrate how managers can build effective teams in the workplace. The effectiveness of work teams depends on how well they are managed and treated within the organization. Effective teams are characterized by the following: o clear purpose, o good communication, o healthy conflict, o effective decision-making, o accountability, o strong relationships, o commitment, and o shared leadership. Managers can build effective teams by setting clear goals and expectations, engaging with the team, making sure everyone is accountable, and celebrating milestones. LO 12.6 Explain how managers handle conflict. Depending on how it is handled, conflict can have either positive or negative effects on an organization. Good conflict can spark new ideas, generate creativity, and motivate employees. Managers can create healthy conflict by actively encouraging and welcoming continuous feedback, creating clear team or group norms, unifying the team by building a sense of shared purpose, and creating the right environment for collaborative problem solving. Downloaded by Saara Boradia ([email protected])  lOMoARcPSD|49553745 Chapter 16 LO 16.1 Describe the basic model of communication. Communication is the act of transmitting information, thoughts, and processes through various channels. The Shannon-Weaver model assumes that communication relies on two main components: the sender of the message, also known as the source, and the receiver of the message. Sometimes the flow of messages is interrupted by noise, which is anything that hampers communication between the sender and the receiver. LO 16.2 Compare the types of communication channels. Oral communication is the exchange of information, ideas, and processes verbally, either one on one or as a group. Written communication makes use of the written word in the form of reports, memos, and letters to communicate messages. Electronic communication is the transmission of messages through e-mail, videoconferencing, blogs, fax, instant messaging, texting, voice mail, and social networking. Nonverbal communication is the transmission of wordless cues between people. Examples of nonverbal cues include facial expression; eye gaze; gestures; tone of voice; and the way we walk, stand, dress, and position ourselves. LO 16.3 Recognize key barriers to effective communication. Barriers to communication are obstacles that interrupt the flow of conveying and receiving messages. Key barriers include o filtering, which involves a deliberate distortion of information by somebody who first screens a message from a sender and manipulates it before sending it on to a receiver; o emotions, which are intense feelings directed at a specific object or person; information overload, which is the exposure to overwhelming amounts of information; and o differing perceptions, where our interpretation of situations clashes with the perceptions of others, leading to confusion and misconception. Overcoming these communication barriers involves active listening, challenging our assumptions about other people and situations, and seeking advice from others to clarify our perceptions. LO 16.4 Illustrate the types of communication networks in organizations. The flow of communication in an organization can move in three main directions depending on how an organization is structured. o Downward communication sends messages from the upper levels of the organizational hierarchy to the lower levels. o Upward communication sends messages from the lower levels of the organizational hierarchy to the higher levels. o Lateral communication sends messages between and among similar hierarchical levels across organizations. Formal networks transmit the messages established and approved by the organizational hierarchy. In contrast, informal networks handle the unofficial sharing of information between employees and across company divisions. LO 16.5 Discuss the importance of effective cross-cultural communication. The ability to communicate across different cultures is essential to building trust in organizations. Key barriers to cross-cultural communication include o ethnocentrism, the tendency to believe your culture or ethnicity is superior to everyone else’s, and o the use of language such as slang, euphemisms, or proverbs. Overcoming these barriers involves learning a few key phrases, getting to know different cultures, promoting appreciation of cultural differences, being open to trying new things, and being accommodating to different customs and traditions. Chapter 4 LO 4.1 Explain the importance of diversity and inclusion in the workplace. The benefits of embracing diversity and leveraging the value of diverse employees are substantial. Studies show that companies with higher levels of diversity tend to perform better financially and attract and retain diverse talent. Diversity and inclusion are often perceived as the same thing, but there is an important difference: While diversity recognizes the differences between people, inclusion involves making people feel welcome. Every manager needs to communicate, motivate, and achieve goals with people of different cultural and ethnic backgrounds, ages, genders, and sexual orientations. Downloaded by Saara Boradia ([email protected])  lOMoARcPSD|49553745 LO 4.2 Discuss the different levels of diversity and why they are important. There are two main types of diversity: surface-level diversity and deep-level diversity. o Surface-level diversity describes the more obvious differences between us, such as age and generation, race and ethnicity, gender and sexual orientation, and physical and/or mental ability. o Deep-level diversity describes verbal and nonverbal behaviors that lie beneath the surface. Deep- level diversity may include attitudes, values, beliefs, and personality traits. LO 4.3 Describe how managers promote diversity and inclusivity in the workplace. Managers can promote diversity and inclusivity by implementing college recruitment programs specifically targeted at women and minorities; mentoring people from different races, ethnicities, and genders; and setting up diversity task forces. LO 4.4 Examine the challenges of working with people from different cultures. Bridging the gap between different cultures is not easy, but there are several ways to help managers deal with cross-cultural diversity, such as avoiding generalization, studying different cultures, learning some of the language, and keeping an open mind. Managers also need to be culturally aware in order to build relationships with foreign professionals. LO 4.5 Explain how managers can improve their understanding of cultural differences. Managers have a better chance of understanding cultures by exploring their different dimensions. The GLOBE studies based on Hofstede’s work are a useful way for managers to learn about different cultural behaviors and beliefs. Chapter 10 LO 10.1 Explain the impact of organizational structure on the organization. An organization is a group of people working together to achieve a specific goal. Yet goals would be difficult to achieve without organizational structure, or a system that coordinates the people, tasks, and activities necessary to carry out a particular purpose. Successful organizational structures improve the flow of communication between employees, establish clear responsibilities and reporting relationships, provide opportunities for company growth and expansion, and facilitate the successful completion of tasks and activities. An organizational chart is a visual document that communicates how a company is organized. LO 10.2 Describe the different elements of organizational structure. There are several main elements of an organizational structure: work specialization, departmentalization, chain of command, span of control, authority, responsibility and delegation, centralization or decentralization, and formalization. o Work specialization, also known as division of labor, is the degree to which jobs are divided into specific tasks. o Departmentalization is a process of grouping people with related job duties, skills, and experiences into the same area within the overall organizational structure. o A chain of command is the flow of authority and power from the highest to the lowest levels of the organization. o Span of control refers to the number of direct reports for whom managers are directly responsible. o Authority is the legitimate right given to managers to give orders and make decisions. o Responsibility is the personal obligation to perform preset tasks and reach specified goals, and delegation is the process of transferring authority and responsibility to others to carry out certain tasks and activities. o Centralization refers to an organizational structure designed to give top-level managers the authority to make decisions on behalf of the entire company.43 o Decentralization refers to an organizational structure designed to allow all employees to make decisions and recommend changes. o Formalization is the process of determining procedures, rules, and responsibilities for employees. LO 10.3 Explain the traditional types of organizational structures. Traditional organizational structures tend to be grouped into six main types: simple structures, functional structures, divisional structures, vertical structures, and horizontal structures. o A simple structure is a common organizational structure used in small businesses in which decision-making is centralized with the business owner. o A functional structure groups employee according to the tasks they perform for the organization, such as marketing, finance, and human resources. o A divisional structure—sometimes called multidivisional structure—groups employees by products and services, by geographic regions, or by customers. Downloaded by Saara Boradia ([email protected])  lOMoARcPSD|49553745 o A vertical organizational structure is based on a chain of command in which leaders sit at the top of the hierarchy and pass down orders to lower-level workers. o A horizontal organizational structure (also known as a flat structure) focuses on teamwork and collaboration to achieve collective goals. LO 10.4 Discuss the different types of contemporary organizational structures. A matrix organizational structure is a company structure in which the reporting lines are set up as a grid, or matrix. A flatter structure is a company structure where some layers of management are removed but a degree of hierarchy remains. o Flatarchies are types of organizational structures that share characteristics of hierarchies and flat organizations. o A holacratic organizational structure distributes decision-making authority to self-managed “boss-less” teams or “circles.” o A boundaryless organizational structure removes borders across the organization to drive efficiency, innovation, and growth through the free flow of information. o A virtual organizational structure is one in which employees are geographically spread and tend to communicate by phone, e-mail, and the Internet. LO 10.5 Discuss the factors that influence the type of organizational structures being implemented. To make the right decision, managers need to take the following factors into account: the environment, strategy, technology, financial condition, and size. o The mechanistic model is a formalized structure based on centralization and departmentalization. o The organic model is a less formalized structure based on decentralization and cross-functional teams. Managers also use two methods for companies when organizing their structures and operations: differentiation and integration. o Differentiation is the process by which organizations are broken down into divisions and departments, each of which has its own power and autonomy, and o Integration is the process by which different parts of the organization are drawn together to achieve a common goal. Lecture Notes Leaders o those who are able to influence others and possess managerial authority Self-Leadership o process of leading oneself to overcome obstacles that hinder goal achievement o Ex.) Van Halen brown M&Ms o Mike Tyson- “everyone has a plan until they get punched in the mouth” Mental Self-Leadership o process of influencing oneself throughout purposeful control of one’s thoughts o Key Question- What are your primary thought patterns?  Opportunity thinker- view challenges as opportunity, exert more effort  Obstacle Thinker- give up when facing challenge Opportunity thinkers o exert more effort, persist longer, perform at higher level o Ex.) Jake Olson, blind kid USC football fan Mental Self-Leadership Strategies o Self-Talk o Mental Practice Self-Talk o What we tell ourselves o Dialogue with our self o Ex.) Little engine that could Dysfunctional Self-talk Categories o Extreme thinking o Mind reading o Fortune telling o Should statements o Ex.) Dead Poet’s Society Are All Self Talk styles Equal? o Interrogative (question if you can), Third person (more effective) o Declarative (Declaring you can), First Person Mental Practice Downloaded by Saara Boradia ([email protected])  lOMoARcPSD|49553745 o Imagining successful competition of an event before you physically begin event o Ex.) Cool Runnings clip Jamaican bobsled team Communication o Act of transmitting info, thoughts, and processes through various channels o Latin word Communicare- to make common Effective Communication o Message sent by sender is received by receiver in the manner is was intended by sender Ineffective Communication o Message not received in manner it was intended o Ex.) “Swingers” movie clip Communication Barrier o Noise o Differing perception o Language differences o Conflicting nonverbal cues o Poor listening Five Levels of Listening o Ignoring o Pretending o Selective listening o Attentive listening o Active listening o Ex.) Nail in forehead clip How to Speak to Get People to Listen o Show people why your message is relevant to them Culture/Communication Relationship o Culture dictates what is communicated up and down o Culture dictates who communicates o Culture dictates how communication occurs o Ex.) Saving Private Ryan clip Self-Leadership Chapter 5 o Self-Talk examples- Dan O’Brien and Little Engine That Could o Olympic Lifter Alexeev lifting 501 pounds because he thought it was 499 o Based on the work of David Burns, we can specify eleven primary categories of dysfunctional thinking: 1. Extreme thinking: Seeing things as black or white (e.g., if total perfection is not achieved, then a perception of complete failure results) 2. Overgeneralization: Generalizing a specific failure or negative result as an endless pattern 3. Mental filtering: Emphasizing a single negative detail, thus distorting all other aspects of one’s perception of reality 4. Disqualification of the positive: Mentally disqualifying positive experiences from having any relevance or importance 5. Mind reading: Drawing negative conclusions regarding situations despite a lack of concrete evidence to support these conclusions 6. Fortune-telling: Arbitrarily predicting that things will turn out badly 7. Magnifying and minimizing: Exaggerating the importance of negative factors and minimizing the importance of positive factors related to one’s situation 8. Emotional reasoning: Interpreting reality based on the negative emotions one experiences 9. Use of should statements: Using terms such as should and shouldn’t, ought, and must in one’s self- talk to coerce or manipulate oneself into taking actions 10. Labeling and mislabeling: Describing oneself, others, or events with negative labels (e.g., “I’m a failure,” “He is a cheat”) 11. Personalization: Identifying oneself (blaming oneself) as the cause of negative events or outcomes that one is not primarily responsible for causing" o Mary Lou Retton- mental practice and self-talk for Olympic gold medal o Self-Leadership in “The Martian” o Steps for Successful Mental Practice: 1. Close your eyes. Downloaded by Saara Boradia ([email protected])  lOMoARcPSD|49553745 2. Relax, concentrate, and focus. Feel all the stress leaving your body. Start at your feet … feel all the stress leaving … go to your chest, then to the top of your head … feel all the stress leaving your body. Concentrate all of your energy on this mental practice exercise. Rid your mind of all distractions. 3. Focus on a specific challenging situation in which you would like mental practice to help you perform well. 4. Talk positively to yourself. Tell yourself several times that you are confident and that you have the power to perform well in this situation. 5. Mentally picture yourself right before you are to begin this task, event, or project. 6. Continue to concentrate, staying relaxed and focused. 7. Mentally rehearse successful performance of this challenging situation several times. It is important that you see yourself in your mind as an active participant and not as a passive observer. For example, if you imagine that you are shooting a basketball during a game, make sure you are standing on the court shooting rather than watching yourself from the stands. 8. Repeat step 7. 9. Open your eyes. Smile. Praise yourself. You were successful in your mind. Now you should have a greater feeling of confidence that you will perform this event successfully in real situations. o Klaus Obermeyer- opportunity thinker o Tim Tebow speech- Opportunity thinker o Helen Thayer- opportunity thinker o Gift Ngoepe- constructive thought-focused strategies that helped him in MLB Chapter 6 Team Synergy- team members together accomplish significantly more than if they acted on their own Behavioral Aspects of Team Self-Leadership o Team Self-Observation o Team Self-Goal-Setting o Team Cue Modification o Team Self-Reward and Punishment o Team Rehearsal Mental Aspects of Team Self-Leadership o Team Beliefs and Assumptions o Team Self-Talk o Team Mental Imagery o Team Thought Patterns Lebron James- Self/Team Leadership “Miracle” Hockey movie- balancing “me with we,” importance of teamwork Mount Everest- Self-Leadership case Chapter 7 Dr. Kenneth Cooper- self-goal setting and purpose examination, left air force and created health research center Emotional Intelligence- the ability to perceive, understand, and regulate our own (or another person's) emotions Ability EI (emotional intelligence)- a capacity or ability demonstrated by certain people; emotion regulation ability Mixed EI (emotional intelligence)- a constellation of personality traits and self-perceived abilities Stress- a relationship between the person and the environment that is appraised by the person, as relevant to his well-being and in which the person's resources are taxed/exceeded; 3 stress perception types: threat, challenge, and harm/loss Stress Coping- Self-Leadership strategies, such as behavior, cognitive, and emotional (coping), lead to positive emotions and self-efficacy, and in turn stress coping Flow- Flow-experiences are when an intense concentration allows you to become completely absorbed in an activity while being distracted from any unpleasant aspects of life. “Beasts of the Southern Wild Movie”- make best of living conditions Seligman's Signature Strengths- strengths that people already possess to varying degrees, and include things like creativity, persistence, and humor; influence happy levels Csikszentmihaylyi's flow experiences- positive psychologist; joy and creativity which come from the process of total immersive involvement with life; influence happy levels Downloaded by Saara Boradia ([email protected])