1BA3 Final Exam Review (V2)

Flashcard deck has flashcards on all the top twelve takeaways of each week that is covered on the exam

Why organizations change Week 13

Organizations change to adapt to new conditions, survive challenges, or improve performance. Change helps them stay competitive or meet goals

What do organizations change Week 13

Organizations change structures, processes, strategies, technologies, or culture to match needs

Lewin 3-Stage Model of the Change Process Week 13

Change unfolds in three stages: unfreezing, changing, refreezing.

Unfreezing stage Week 13

Members realize current ways are unsatisfactory. Old habits get challenged

Changing stage Week 13

New behaviors, practices, or structures are introduced and adopted

Refreezing stage Week 13

New ways are stabilized and become normal routine

Diagnosis (in change process) Week 13

Diagnosis means identifying what needs change, and why. It finds root problems or gaps

Change agent Week 13

A person who leads or supports change efforts in an organization

Resistance (in change process) Week 13

Resistance means pushback when people dislike or fear change

Common causes of resistance Week 13

Loss of control, fear of unknown, bad timing, poor communication

Four common reactions to change Week 13

Deny it, reject it, comply reluctantly, or embrace it

Evaluation and institutionalization Week 13

After change, evaluation checks results. Institutionalization makes changes permanent

Organizational Development (OD) Week 13

OD uses planned interventions to improve organization health and effectiveness

Specific OD strategies Week 13

Team building, training, survey feedback, process re-engineering

Does OD work? Week 13

OD often improves morale, effectiveness, and performance when implemented properly

Innovation Process Week 13

Innovation process is idea generation, development, adoption of new practices. It overlaps with change process because innovation creates the need for change and change implements it

Knowing-Doing Gap Week 13

The gap between knowing what to do and actually doing it in practice

Open system Week 12

Organization depends on external inputs like materials, people, and information. It adjusts behavior based on environmental changes

Closed system Week 12

Organization treats the environment as irrelevant. It focuses on internal processes and internal stability

Economic environment Week 12

Conditions such as growth, unemployment, interest rates, and inflation influence demand and costs. Organizations monitor these shifts to plan better.

Technological environment Week 12

New technologies change how work is done. They affect production, communication, and competitiveness

Political and legal environment Week 12

Government rules, policies, and regulations shape what organizations must do. They create constraints and opportunities

Socio cultural environment Week 12

Demographics, values, lifestyle trends, and cultural expectations influence organizational practices and products. Changes in society alter demand and workforce behavior

Competitive environment Week 12

Rivals, new entrants, and substitute offerings affect performance. Organizations respond with pricing, quality, or innovation

Global environment Week 12

International markets and foreign competition affect supply and demand, and risk. Global events influence operations and strategy

Resource dependence Week 12

Organizations rely on external groups for input like money, materials, and labor. Those groups hold power because the organization needs their resources

Environmental uncertainty Week 12

Unstable or unpredictable external conditions make planning hard. The rate and complexity of change determine uncertainty

Duncan model Week 12

Simple stable environments create low uncertainty and support mechanistic structures. Complex fast changing environments create high uncertainty and support organic structures

Forecasting response Week 12

Organization try to predict future trends. Better predictions lower uncertainty

Buffering response Week 12

Organizations add safety resources such as extra inventory or staff. These buffers absorb shocks from the environment

Smooth response Week 12

Organizations reduce fluctuations by controlling demand or supply. This includes scheduling or adjusting workloads

Collaboration response Week 12

Organizations build relationships with other groups to share information and reduce dependence. Cooperation lowers uncertainty

Mergers response Week 12

Organizations combine with another firm to secure resources or reduce competition. This reduces external pressure

Joint venture response Week 12

Two firms share risk and expertise on a specific project. It increases stability and resource access

Lobbying response Week 12

Organizations try to influence government decisions. The goal is to shape regulations in ways that reduce uncertainty

Supplier diversification response Week 12

Organizations use multiple suppliers to avoid dependence on one source. This reduces risk and increases stability

Organizational structure Week 12

Formal system that defines job roles, reporting relationships, and coordination methods. It shapes how work flows through the organization.

Mechanistic structure Week 12

Tight hierarchy, strict rules, and centralized decisions. Fits stable environments with little change

• Org structures characterized by tallness, specialization,

  centralization and formalization

Organic structure Week 12

Flexible roles, open communication, and decentralized decisions. Fits changing environments needing fast adaptation

• Org structures characterized by flatness, low specialization,

  low formalization and decentralization

Vertical division of labor Week 12

Authority is arranged in levels. Higher levels make broader decisions, lower levels handle day to day tasks

Horizontal division of labor Week 12

Tasks are divided into specialized units. Each unit focuses on specific activities to increase efficiency.

Functional departmentation Week 12

Jobs grouped by function such as marketing or HR. Works well when tasks require deep specialization

Product departmentation Week 12

Jobs grouped based on product lines. Each product unit focuses on its own performance

Geographic departmentation Week 12

Jobs grouped by region. Helps organizations respond to local conditions

Customer departmentation Week 12

Jobs grouped based on client type. Helps tailor services to different customers

Process departmentation Week 12

Jobs grouped based on work stages. Useful when work follows a clear production flow

Matrix departmentation Week 12

Employees report to two bosses, one functional and one project. Increases flexibility and information flow

Hybrid departmentation Week 12

Most organic, flexible, and responsive. Attempts to mix them all pulling strengths from each

Coordination of labor Week 12

Methods used to link divided task so work stays aligned

Direct supervision Week 12

Manager monitors work and gives instructions. Coordination comes from one authority figure.

Standardization of work processes Week 12

Tasks follow set procedures. Coordination comes from everyone using the same steps.

Standardization of outputs Week 12

Units follow targets for results. Coordination comes from meeting agreed performance goals.

Standardization of skills Week 12

Training gives workers shared knowledge. Coordination comes from workers using the same skill base.

Mutual adjustment Week 12

Workers communicate directly to solve issues. Coordination comes from interaction, not rules. (informal communication is used)

Liaison Roles Week 12

A person in one department is assigned to achieve

coordination with another department (eg. university

librarian) someone in one department helping another

Task Forces Week 12

Temporary groups set up to solve coordination problems

across several departments (eg. to gain more efficient

operations– product design to assembly)

Integrators Week 12

Org members permanently assigned to facilitate

coordination between departments (product manager)

middlemen between departments

Span of control Week 12

Number of employees a manager oversees. Wider spans flatten the structure, narrower spans create taller structures.

Flat Organization Week 12

(few levels) Wider span of control

Tall Organization Week 12

(many levels in hierarchy) Narrower span

Formalization Week 12

Degree of written rules and documentation guiding behavior. High formalization increases consistency.

Centralization Week 12

Location of decision authority. High centralization means decisions stay at the top.

Complexity Week 12

Number of tasks, units, and layers in the structure. More complexity requires more coordination.

Organization size and structure Week 12

Larger organizations develop more formalization, specialization, and hierarchy. Growth increases complexity.

Network organization Week 12

Liaisons between specialist organizations

Virtual organization Week 12

A network of continually evolving independent organizations that share skills, costs, and access to one another’s markets

Modular organization Week 12

An organization that performs a few core functions and outsources non-core functions to specialists

Holacracy Week 12

A flat decentralized structure made up of self-managing teams called circles in which employees have multiple roles and responsibilities

Ambidextrous Organization Week 12

An organization that can simultaneously exploit current competencies and explore emerging opportunities

Organization type examples Week 12

• Network: Nike hires outside companies to make its products.
• Vertical: Toyota handles many steps itself from parts to sales.
• Modular: Apple gets big parts made by outside specialists.
• Holacracy: Zappos used teams without fixed bosses.
• Ambidextrous: 3M runs one group for routine work and another for new ideas.

Conflict Week 11

A process that occurs when one person, group, or organizational subunit frustrates the goal attainment of another.

Four levels of conflict: Intrapersonal Week 11

Conflict within self (primary symptom is stress)

Four levels of conflict: Interpersonal Week 11

Conflict between 2 people

Four levels of conflict: Intragroup Week 11

Conflict within the team (could be big or small)

Four levels of conflict: Intergroup Week 11

Conflict between one or more teams

Traditional view of conflict Week 11

• Negative, dysfunctional, detrimental

• Distracts managers

• Managers motivated to eliminate or suppress conflict

The boss with this view thinks conflict is inherently bad, they believe it iwll ruin productivity. This is a very shallow view (school 1 of thought)

Contemporary view of conflict Week 11

• Benefit of conflict are recognized

• Realization that suppressing conflict can lead to further negative consequences

• Conflict is seen as inevitable rather than avoidable

Conflict is a catalyst of change. Suppressing conflict will only lead to worse problems. What you resist persists. Conflict can invoke positive change

Causes of Organizational Conflict Week 11

• Group identification and intergroup bias create we they conflict.
• Interdependence creates sequential conflict and social loafing.
• Differences in power, status and culture create title flaunting and bullying.
• Ambiguity creates role and expectation conflict.
• Scarce resources create competition and conflict.

Types of conflict: Relationship Conflict (the who) Week 11

Interpersonal tensions between people based on their relationship, not the task. For example, personality clashes

Types of conflict: Task Conflict (the what) Week 11

Disagreements about the nature of the work that needs to be done

Types of conflict: Process Conflict (the how) Week 11

Disagreements about how the work should be organized and completed.

Conflict Dynamics - Changes within each group Week 11

• Loyalty to the group rises during conflict. Members defend the group more and trust outsiders less.
• Focus on task accomplishment grows. Members push harder because stakes feel higher.
• Autocratic leaders gain influence. Members look for firm direction when pressure builds.
• Group structure becomes rigid. Roles tighten and rules get enforced more.
• Group cohesiveness rises. Members support one another and stick together during conflict.

Conflict Dynamics - Changes in relations between groups Week 11

• Information gets concealed or distorted. Groups withhold details to protect themselves.
• Communication drops. Groups reduce interaction and avoid sharing updates.
• Win lose thinking increases. Groups try to beat the other instead of solving the problem.
• Hostility toward the rival group rises. Members blame and criticize the other side more.

Approaches to managing conflict - CONTEXT Week 11

• There are five styles for dealing with conflict

• None of the five styles is inherently superior

• Each style might have its place given the situation in which the conflict episode occurs

Y axis is level of assertiveness (attempting to satisfy one’s own concerns)

X axis is level of cooperativeness (attempting to satisfy other’s concerns)

Approaches to managing conflict - 5 STYLES Week 11

• Avoiding: Low X and Y axis

• Accommodating: High X and low Y axis

• Competing: Low X and high Y axis

• Compromise: Medium X and Y axis

• Collaborating: High X and Y axis

Approaches to managing conflict - Examples Week 11

• Avoiding. You step back from a small issue to prevent escalation.
• Accommodating. You give the other person what they want to protect the relationship.
• Competing. You push your preferred solution in a high stakes situation.
• Compromise. You both give up something to reach a middle point.
• Collaborating. You work together to find a solution that satisfies both sides.

How to manage conflict Week 11

• Find an ideal conflict level. Too low creates boredom, too high overwhelms people.
• Emphasize common goals to keep the group aligned.
• Reduce differentiation by keeping some similarity while keeping complementary skills.
• Improve communication through clear, direct messages.
• Clarify rules and procedures with simple guidance and room to breathe.

Managing conflict with negotiation Week 11

• Negotiation is a decision process between interdependent parties with different preferences.
• Distributive negotiation uses a win lose approach with fixed amounts and single issues.
• Integrative negotiation uses a win win approach with mutual problem solving.
• Third parties include conciliators, mediators who guide talks, and arbitrators who set terms.
• Arbitration includes conventional decisions or final offer choices.

Stressor Stress Response Model Week 11

• Stressors. Demands on the person such as workload, lack of control, role incongruence, and work life balance pressure.
• Stress. The person’s experience and evaluation of these demands, including perceived threat, coping ability, and available resources.
• Strain. Physical reactions such as heart rate changes, psychological reactions such as anxiety, and behavioral reactions such as substance use.
• Moderators. Individual differences, organizational support and policies, and extra organizational support from family or outside sources.
• Prevention levels. Primary reduces stressors, secondary strengthens coping, tertiary deals with strain.

Organizational stressors Week 11

• Work overload. Too much work, paid or unpaid, leads to stress.
• Heavy responsibility. Executives experience stress from difficult, high-stakes roles.
• Poor job design. Misalignment between people and jobs, affecting performance and satisfaction.
• Role conflict, ambiguity, and boundary management. Incompatible role expectations, confusion over duties, and managing personal vs. professional life.
• Interpersonal conflict. Stress caused by poor relationships, bullying, and cyberbullying.
• Psychological environment stressors. Organizational injustice or perceived unfairness.
• Physical environment stressors. Poor surroundings, such as bad air quality, lighting, and safety issues.
• Techno-stress. Stress from mastering and using workplace technology.

Work-family stressors Week 11

• Time conflict. Personal life demands take time away from work, or work demands take time away from personal life.
• Strain conflict. Issues in personal life create strain at work, or workplace problems affect personal life.

Psychological stress reaction Week 11

Rationalization, projection, anxiety, helpless, etc

Physiological stress reaction Week 11

High blood pressure, sweatiness, heart palpitations, dizziness, more cortisone, etc

Behavioral stress reaction Week 11

Attempts to cope (e.g., shopping, exercise, drug/alcohol use, etc.)

Symptoms of burnout Week 11

• Difficulty showing emotion and giving emotion towards others

• Very routine and following rules like a robot

• Does not feel the need to accomplish anything, feels unfulfilled

Types of burnout Week 11

• Emotional exhaustion. Strong fatigue and loss of energy toward work.
• Cynicism and depersonalization. Detached attitudes, callous behavior, and viewing others impersonally.
• Reduced professional accomplishment. Lower self efficacy, reduced pride, and less belief in extra effort.
• General Adaptation Syndrome. Stress progression through alarm, resistance, and exhaustion stages.

Organizational outcomes of burnout Week 11

Too much stress can lead to… these typically happen in order

1. Job satisfaction

2. Occupational injuries and illnesses

3. Decision-making, cognitive abilities, task-performance

4. Absenteeism, turnover

Personality and stress relation Week 11

Personality can affect both the extent to which potential stressors are perceived as stressful and the types of stress reactions that occur.

Stress equations Week 11

• S + T = R. Stressor plus Thinking equals Response. Your reaction depends on the demand and how you interpret it.
• Dp > Rp = Sd. Demands placed on the person exceed Resources of the person, which leads to Stress development.

Flight/Fight/Freeze Week 11

• Fight is getting the venom out of you

• Flight is avoiding

• Freeze is the worst