OD Important Slides Final PDF

OD **[Exam slides]** **[Chapter 3]** Characteristics of Changing External Environments - Environmental Change - Environmental Complexity - Resource Scarcity - Uncertainty Environmental Change is the rate at which a company's environmental change - stable environments - dynamic...

OD **[Exam slides]** **[Chapter 3]** Characteristics of Changing External Environments - Environmental Change - Environmental Complexity - Resource Scarcity - Uncertainty Environmental Change is the rate at which a company's environmental change - stable environments - dynamic environments Punctuated equilibrium theory - companies cycle through stable and dynamic environments environmental complexity Environmental Complexity: the number of external factors in the environment that affect organizations - Simple environments have few environmental factors - Complex environments have many environmental factors resource scarcity Resource scarcity is the degree to which an organization's external environment has an abundance or scarcity of critical organizational resources Uncertainty Uncertainty is how well managers can understand or predict the external changes and trends affecting their businesses A graph on a screen Description automatically generated General environment  Components of general environment - Economy - Technological - Sociocultural - Political / Legal Economy - Growing vs. shrinking economies - Future economic activity is difficult to predict - Business confidence indices - show how confident managers are about future business growth technological component A close-up of a sign Description automatically generated Sociocultural component - Sociocultural Components - Demographic changes - Changes in behavior, attitudes, and beliefs Political/legal component ***Managers must be educated about the laws, regulations, and potential lawsuits that could affect business*** - Legislation - Regulations - Court decisions Specific environment - Customer - Competitor - Supplier - Industry regulation - Advocacy group Customer component ***Monitoring customer wants and needs is critical for business success*** - **Reactive customer monitoring** responding to problems, trends, and events - **Proactive customer monitoring** anticipating problems, trends, and events competitor component  Competitive analysis ***The Ten Commandments for Ethical Decision Making*** *Thou Shalt...* - Not lie when representing yourself - Observe the company's legal guidelines - Not tape-record a conversation - Not bribe - Not plant eavesdropping devices - Not deliberately mislead anyone in an interview - Not obtain nor give price information to a competitor - Not swap misinformation - Not steal a trade secret - Not press someone for information if it may jeopardize that person's job or reputation Supplier component A diagram of a company\'s supply chain Description automatically generated Industry regulation component **Consists of regulations and rules that govern the business practices and procedures of specific industries, businesses, and professions** Advocacy groups - **Groups of concerned citizens who band together to try to influence the business practices of specific industries, businesses, and professions** - **Techniques to try to influence companies** - **public communications** - **media advocacy** - **product boycotts** making sense of changing environment  Environmental scanning - **Environmental scanning: searching the environment for events or issues that might affect an organization** - **Scanning the environment:** - keeps companies current on industry factors - reduces uncertainty - alters organizational strategies - contributes to organizational performance **interpreting environmental factors** Managers determine what environmental events and issues mean to the organization - Opportunities - Threats Acting on threats and opportunities - Managers have to decide how to respond to these environmental factors - Cognitive maps - simplified models of external environments - depicts how managers believe environmental factors relate to possible organizational actions internal environments The internal environment consists of the trends and events within an organization that affect the management, employees, and organizational culture - important because it affects what people think, feel, and do at work - organizational culture is the set of key values, beliefs, and attitudes shared by organizational members creation and maintenance of organizational cultures A group of rectangular boxes with text Description automatically generated Successful organizational cultures  Blast from the past - Corporate history helps employees and managers understand the people, and events, and changes that shaped a company - Preserves culture and values - Gets people involved in the culture of a company Levels of organizational culture A chart with text on it Description automatically generated Example: been there done that The beliefs and values of Starbucks Coffee - success has to be shared - people are the most significant component - a culture of meaning and loyalty - grassroots decision making changing organizational cultures - Behavioural addition is the process of having managers and employees perform a new behavior - Behavioral substitution is having managers and employees perform a new behavior in place of another behavior - Change visible artifacts such as the office design and layout, company dress codes, etc. chapter 5 The Organizational Life Cycle **Organizational life cycle**: a predictable sequence of stages of growth and change The four principal stages of the organizational life cycle: - Birth - Growth - Decline - Death Figure 11-1: Model of the Organizational Life Cycle  Figure 11-4: Greiner's Model of Organizational Growth A graph with blue line Description automatically generated Figure 11.5: Relationship Between Organizational Size and Organizational Effectiveness  Figure 11-6: Weitzel and Jonsson's Model of Organizational Decline A diagram of performance improvement Description automatically generated Chapter 6 I. Introduction Information Requirements of Decision Makers Dimensions of Information  Chapter 7 [ Stages of Group Development] --[Forming] - people join the group either because of a work assignment or for some other benefit begin to define the group's purpose, structure, and leadership stage marked by much uncertainty --[Storming] - acceptance of the group's existence [conflict over who will control the group] --[Norming] - relationships and a sense of group identity develop group assimilates a common set of expectations of what defines correct member behaviour --***[Performing]*** - group structure is functional and accepted group energy has moved to task performance --***[Adjourning]*** - group prepares to disband attention devoted to wrapping up activities --Group does not necessarily become more effective as it moves through the first four stages  [DEVELOPING AND MANAGING EFFECTIVE TEAMS ] Characteristics of Effective Teams --***[Clear Goals]*** - members understand and support the goals to be achieved --***[Relevant Skills]*** - members have the necessary technical and interpersonal skills --***[Mutual Trust]*** - members are confident in each others' ability, character, and integrity --***[Unified Commitment]*** - loyalty and dedication to the team [Characteristics of Effective Teams (continued)] --***[Good Communication]*** - messages are readily understood --***[Negotiating Skills]*** - flexibility requires members to possess these skills --***[Appropriate Leadership]*** - provide help in difficult situations --***[Internal and External Support]*** - team requires a sound infrastructure  [Managing Teams] --***[Planning]*** - goal determination members understand and accept the team's goals --***[Organizing]*** - clarify authority and structural issues support in the organization's culture for employee involvement and autonomy must resolve issues of leadership, tasks to be performed, and assignment of tasks --***[Leading]*** - determine the role that leader will play --***[Controlling]*** - performance criteria must reflect teamwork behaviors reward system must reflect team efforts and performance --***[gainsharing]*** - incentive program that shares the gains of the efforts of employees with those employees