MO 300 Midterm Study Guide

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Congruence Hypothesis

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Organizations are more effective when all components of the organizational architecture - operations, talent, formal organization, and informal organization - fit with each other and with the organization's strategy

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Useful map

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is one that strips away at superfluous map to provide comprehensive necessary information

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121 Terms

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Congruence Hypothesis

Organizations are more effective when all components of the organizational architecture - operations, talent, formal organization, and informal organization - fit with each other and with the organization's strategy

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Useful map

is one that strips away at superfluous map to provide comprehensive necessary information

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Informal Organization

Formal Organization

Talent

Environment and History

Strategy

Operations

Components of the Congruence Model

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Informal Organization

Leader behavior

Groups and Networks

Culture and norms

Power Relations

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formal organization

Organization design

Compensation

HR Systems

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Talent

Individual characteristics, skills, needs, perceptions, backgrounds,

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Environment and history

_________: Markets, suppliers, competitors, regulators, demands, constraints, opportunities

______________: Key events, crises, evolution of norms and values

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Strategy

Core mission

Tactics

Output Objectives

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Operations

Key tasks

Work Interdependence

Time Demands

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Heuristic

a cognitive rule of thumb or shortcut that we use to make guesses or quick estimates

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availability heuristic

Assessing the likelihood of an event given its availibility in memory.

Events that are vivid evoke emotion and are easily imagined will be more available.

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Example of availability heuristic

A subordinate who works closer to their manager's officer will receive more critical available than a non-emotional event

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Representativeness heuristic

looking for traits that correspond with previously formed stereotypes when making a judgement

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example of representativeness heuristic

Predicting someone's success based on someone similar's performance

Baker Mayfield and Kyler Murray transferred to oklahoma won the heisman and went first overall.... So jalen hurts will too

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Ease of recall

suggests that if something is more easily recalled in memory it must occur with a higher probability

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ease of recall example

Parents of children diagnosed with cancer may be more likely to recall infections earlier in the child's life than parents of children without cancer. This may lead to observing an entirely or partially untrue association between childhood infection and disease.

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Affect heuristic

using affective or emotional evaluation as the basis of decision

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affect heuristic example

People place greater value on an overfilled small cup of ice cream than an underfilled big cup

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Bias

innapropriate application of heuristics resulting in systematic error in measurement, estimates and decisions

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Retrievability bias

the more easily you can grab something from your memory the more likely you think it'll occur or the more likely you apply that knowledge

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Anchoring bias

makes estimates based on whatever info is provided (even when info is irrelevant) and typically make sufficient adjustments from the anchor when establishing a final value

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Overconfidence

people tend to be overconfident of the infallibility of their judgements and do not sufficiently acknowledge uncertainty

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Regression to the mean

individuals tend to ignore the fact that extreme events tend to regress to the mean on subsequent trials

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Conjunction fallacy

individuals falsely judge that two events co-occurring are more probable than a more global set of occurrences of which the conjunction is a subset. Occurs because conjunction appears more representative and better matches stereotypes

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Conjunctive

disjunctive

individuals exhibit a bias toward overestimating the probability of _______ events and underestimating probability of __________ events

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Confirmation bias

seeking confirming evidence; disconfirming evidence

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Sampling on dependent variable"

survivorship or selection bias

Steve Jobs dropped out of college and was successful, so can I!

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Hindsight and the curse of knowledge

after finding out whether or not an event occurred, individuals tend to overestimate the degree to which they would have predicted the correct outcome

Furthermore, individuals fail to ignore info they possess that others do not when predicting others' behavior

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Framing effects

explained by prospect theory

Losses loom larger than equivalnt gains

Choices will change based on framing of issue even when the set of options are equivalent

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System 1 Strengths

Quick decision making, impulsive decision, nonconscious decisions

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Prospect theory

How a decision is framed (loss v. gain) can influence risky choices

"Losses loom larger than gains", risk averse with gains, risk heavy with losses trying to recoup

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System 1 Limitations

can't be turned off, will try to take over, lousy for complex though

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System 2 Strengths

steps in when system 1 can't handle, Uses multiple criteria and makes rational decision,Can solve a wide range of problems

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System 2 limitations

gets tired, can do complicated tasks but not in bulk, gets overshadowed by system 1, leads to analysis paralysis

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System 2 Framework

Define Problem

Identify criteria

Weigh criteria

Generate alternatives

Rate alternatives

Compute optimal decisions

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Awareness, communication, trust, cooperation, and a willingness to reflect

Pillars of effective teaming-

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Model of team performance- Inputs

Individual characteristics of group members, situational and external environmental factors

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Model of team performance- Process

Group structure

-Hierarchy v. equality

-Roles, division of labor

Group Process

-Norms

-Communication

-Pattern of influence

-Conflicts

-Internal environment

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Model of team performance- Outputs

Group production

-Creativity

-Quality

-Efficiency

Group experience

-Cohesion

-Individual growth

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Principles of organization design

How to structure the internal organizational archtecture

-Division of labor

-Coordination mechanisms

Distribution of decision rights

Span of control

How to determine what make vs buy

-Organizational boundaries

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Naive realism

thinking we see the world objectively and if someone sees differently, they are probably wrong

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Fundamental attribution error

we blame a negative event on someone, but if we do it then there is an excuse, if we did a positive thing we rock, if they did a positive thing they must have cheated or something

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Hierarchy

Cross-unit groups

integrator roles

Matrix structures

Coordination Mechanisms

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Reason for redesign

When size increases beyond the capacity of the current design

When strategies change

When work processes are redefined

When there are cultural or political changes

Organizational causes: problems of

-Coordination; conflict; role clarity

-Resource misuse; work flow; reduced responsiveness

Proliferation of extraorganizational units

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Psychological safety

is a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes.

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Toolbox view

diverse perspectives allow us to tackle harder problems because each member brings a different tool to the problem

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Toolbox view challenges

we sometimes face difficulties in making the most diversity in teams (low psychological safety)

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Toolbox view benefits

increases cognitive action- meaning more creativity, innovation, and novel info - leads to better decisions and thus a higher impact

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Organizaional architecture

channels information flow (who talks to whom)

Designs should match information processing requirements of the work and the level of interderpence required

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Functional

Divisional

Matrix

Types of organizational architecture

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Functional

Benefits- Resource efficiency, deep expertise, accountability

Costs- Silo'd communication, less adaptability

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Divisional

Benefits- time efficiency, task significance, adaptability, accountability

Costs- Duplication of resources

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Matrix

Benefits: Best of both functional and divisional

Costs: two bosses, accountability?, politics across matrix dimensions

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What you observe

values and beliefs

underlying assumption

Levels of culture

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Level 1- what you observe

Artifacts/props, stries/jargon, ceremonies/rituals, dress/uniform, physical settings

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Level 2: values and beliefs

Sense of what ought to be, norms, philosophies, shared convictions about "right" and wrong"

EX: mission statements, "about us", vision, goals

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Level 3: Underlying assumptions

Organization's relationship to its environment, nature of reality and truth, nature of human nature, nature of human activity, nature of human-relationships

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Recognizable social unit

A shared history

Repeated way of doing things

Requirements for a culture to emerge; how groups develop a culture (Christensen)

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Organizational identity socialization

Individualized- participative to help them find how they can best thrive

Institutionalized- people in line to assimilate

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Content analysis

systematically examines the use of words and phrases in a text (book, speech, website, securities filing)

Understanding the management logics at play is important for social intrapreneurs. At the organizational level, you need to know how to navigate the political system. Social network analysis helps you understand the structure of influence channels in your organization and identify the right people.

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Inspired

family

popularity

civic

market

industrial

sustainable

Main types of logic in Yoshikoder

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Coordination problem

get everyone to work together to pursue the goals of the org.

What motivates people is different for everyone

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Group Incentives

Work is highly interdependent

Group can encourage coordination and knowledge transfer

Peer norms or culture can overcome the "free rider effect"

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Agency problem

goals of individuals and firm are unlikely to be naturally aligned

When to use individual or group incentives

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Individual Incentives

Output is sensitive to worker's effort

Interdependencies among workers not large

Level of risk beyond worker's control not large

Output easy to measure (if quantity to observe, may compromise quality)

No tension between multiple dimensions of output

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Free Rider problem

For a group, the problem of people not joining because they can benefit from the group's activities without joining.

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Job complexity

incentive contracting can cause employees to carry out actions that are beneficial to them but harmful to their company's interests. People have complex jobs with many responsibilities, but they may realize that only some of the responsibilities are mentioned in their pay incentives.

EX: Tim Hardaway had an incentive in his contract to get a certain number of assists, so he would pass up wide open shots in order to try to get the bonus on his contract. This obviously hurt the team.

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Cost exceeds benefit

The bonuses paid to employees might exceed the amount the company is making from their increased productivity.

Ex: Stock options given to executives often outweigh the added productivity from the executives

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Individual vs. Team Compensation

Companies often want to introduce pay incentives at the team level because they feel it makes more sense for their organization, but this leads to free-riding.

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Scientific management approach to job design

Analyzed and planned workflows to improve efficiency

Labor process is broken into maximum number of discrete standardized tasks; jobs are composed of oneor more tasks

Workers controlled via external punishments and incentives

Major application: automotive assembly line ("Fordism")

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skill variety

task identity

task significance

autonomy

feedback

Job Characteristics Model

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Skill Variety

The degree to which a job requires a variety of different activities in carrying out the work, involving the issue of number of different skills and talents of the person

Being challenged to develop and use a range of different capabilities and skills

Cross training, multi-tasking, form natural work units (teams)

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Task Identity

The degree to which a job requires completion of a "whole" and identifiable piece of work, that is, doing a job from beginning to end with a visible outcome

Doing a whole, identifiable piece of work from start to finish

Form natural work units

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Task Significance

The degree to which the job has a substantial impact on the lives of other people are in the immediate organization or in the world at large

Having impact on the well-being of other people

Provide client contact and customer feedback

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Autonomy

The degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying out

Discretion in making decisions about what to do and when and how to do the work

Set clear outcome goals but leave for people to design work procceses alternative

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Feedback

The degree to which carrying out the work activities required by the job provides the individual with direct and clear information about the effectiveness of his or her performance

The work itself provides direct information about effectiveness of performance

-ask people to test their own quality,

-provide real-time data that allow workers to see

-the consequences of their work

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Task crafting

cognitive crafting

Relationship crafting

Aspects of job crafting

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Task Crafting

Amount of tasks you are taking on

Expanding or diminishing scope of tasks

Changing how tasks are performed

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Cognitive Crafting

How you think about your job - reframe the whole position

Separate job into 2 parts - part you find enjoyable, part you find necessary

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Problems with predictive analytics

Analysts tend to overestimate the accuracy of their predictive models

Can mistake meaningless coincidences for meaningful patterns

Models are only as good as the quality of the input data

Even the best models cannot account for surprise events

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Relationship Crafting

Can change extent of interactions with others and how they interact with others

Ex: Taking on a mentorship role with a new associate

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brick and mortar

How information technologies can shape hiring, evaluation, collaboration

Moves us away from formal info structure

Don't need _______ _____ _________operations as much anymore

Big data starting to eliminate need for managers

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Webpage Enterprise

Coordinates inputs to create outputs through software and algorithms, not hierarchy

Creates immediate feedback

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The concept of congruence

The performance of the organization relies on the alignment and congruence among the various components of the organizational architecture. The operations, talent, formal and informal structures have to all reinforce each other in order to achieve superior performance. Congruence between the components is often more important than the components themselves.

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Bounded rationality framework

views individuals as attempting to make rational decisions

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Satisfice

decision makers will forgo best solution in favor of one that is more acceptable or reasonable

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Presumed associations

individuals tend to overestimate the probability of two events co-occuring based on the number of similar associations they can easily recall, whether from experience or social influence

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Insensitivity to base rates

when assessing the likelihood of events, individuals tend to ignore base rates if any other descriptive information is provided even if it is irrelevant

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Insensitivity to sample size

when assessing the reliability of sample info, individuals frequently fail to appreciate the role of sample size

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Misconceptions of chance

individuals expect that a sequence of data generated by a process will look "random" even when the sequene is too short for those expectations to statistically valid

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The confirmation trap

individuals tend to seek confirmatory information for what they think is true and fail to search for disconfirmatory evidence

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Teaming

is a verb it is a dynamic activity not bounded, static entity

it is on the fly, collaborating without the benefit of stable structures

It relies on trust, interdependence and figuring out how to coordinate

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Learning benefits of teaming

develop new routines and implement new technologies to meet the demands of a changing context

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Performance benefits of teaming

facilitates the creation of new knowledge, new processes, and new products

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The hot system

when engaged, triggers people to respond emotionally and quickly ('heat of the moment') - teaming breaks down

Occurs when 1) controversial or limited data that are subject to differing interpretations, 2) high uncertainty, and 3) high stakes.

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The cool system

is deliberate and careful. Self-regulation and self-control.

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descriptions

predictors

guidelines for action

Success studies have three uses

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Vanguard Management

compares successful and unsuccessful and presents qualities as polar opposites

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Job complexity

cost exceeds

benefit individual vs team compensation

There are three important drawbacks to pay-for-performance plans

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Social intrapreneurs

Lead change within their organization, without formal authority, that aligns with core business objectives while also advancing a social and environmental outcome