IO - Part 2

Types of Organizational Change

A. Evolutionary

B. Adaptive

C. Revolutionary

1. Incremental small changes

2. Big changes that is done incrementally

3. Huge changes that is done drastically

1. Adaptive

2. Evolutionary

3. Revolutionary

Reinventing involves a 360 change, business strategies

Organizational Transformation

1. unnecessary paperwork; usually forms and reports that cost organizations money to prepare, distribute, and read

2. number and length of meetings

3. unnecessary deadlines

1. Paper

2. Meeting

3. Speed

Type of organizational change theory that highlights stages of denial, defense, discarding, adaptation, and internalization

Carnall's Coping Cycle

Carnall's Coping Cycle

1. employees deny that any changes will actually take place

2. employees discard the old ways and start to accept the change as the new reality

3. employees try to justify their positions and ways of doing things

4. employees test the new system, learn how it functions, and begin to make adjustments

5. employees have become immersed in the new culture

1. Denial

2. Discarding

3. Defense

4. Adaptation

5. Internalization

Attitude towards organizational change

1. Actively create and promote change because they believe it benefits the organization.

2. Support change only after analyzing evidence that it will improve the organization.

3. Do not initiate change but willingly adapt when change is introduced

4. Resist at first but eventually comply when they have no choice

5. Oppose change and prefer to maintain the status quo

1. Change agents

2. Change Analysts

3. Receptive changers

4. Reluctant changers

5. Change Resistors

Also known as corporate climate

Organizational Culture

Decision-Making Strategies Using the Vroom-Yetton Model

1. leaders obtain necessary information from their subordinates and then make their own decisions

2. leader shares the problem on an individual basis with some or all of their subordinates

3. leaders use the available information to make decisions without consulting their subordinates

4. The leader shares the problem with the group and lets the group reach a solution

5. leader share problems with their subordinates as a group and decide on their own

1. Autocratic II

2. Consultative I

3. Autocratic I

4. Group I

5. Consultative II

work schedule that allows employees to choose their own work hours

Flexitime

Which among these is not a strategy for flexible work arrangements

A. None

B. Flexitime

C. Compressed work hours

D. Reduced work hours

E. Remote work

A.

Three characteristics of Flexitime

1. Total amount of working hours

2. The hours where you need to work

3. Part of a flextime schedule in which employees may choose which hours to work

1. Bandwidth

2. Core hours

3. Flexible Hours

Type of flexitime employees can choose their own hours without any advance notice or scheduling

Gliding Time

employees have flexibility in scheduling but must schedule their work hours at least a week in advance

Flexitour

employees have flexibility in scheduling but must schedule their work hours at least a day in advance

Modified Flexitour

Compressed workweeks typically have ____ hours of work for ______ days

10-12 for 4 days

Reducing work hours

1. employees are encouraged to work only part time but are paid at higher hourly rate for those hours than employees who work full time

2. a work arrangement where an employee works fewer hours per week than a full-time worker.

3. employee works on an irregular or as-needed basis

4. two employees who share work hours

1. Peak-time pay

2. Part-time

3. Casual work

4. Job-sharing

process of having certain organizational functions performed by an outside vendor rather than an employee in the organization

Outsourcing

Communication in the organization

1. Focus group discussions and suggestion boxes are examples of?

2. Bulletin boards and newsletters are examples of?

3. a person who acts as an intermediary between employees and management, or a type of employee who both sends and receives most grapevine information

4. investigates employees’ complaints and solves problems

5. serve as a liaison between unionized employees and management

6. communication among employees in an organization that is not directly related to the completion of an organizational task

A. Liason

B. union steward

C. Upward comms

D. Downward coms

E. Ombudsperson

F. Informal communication

1. C

2. D

3. A

4. E

5. B

6. F

1. unofficial, informal communication

2. A well-connected administrative assistant learns about an upcoming structural reorganization and tells everyone on their floor.

3. Person A hears management might cut bonuses, tells Person B, who tells Person C, altering the detail slightly at every step

4. An employee mentions a potential office relocation to whoever happens to be sitting near them in the breakroom.

5. A team lead tells two close peers about an upcoming project cancellation. Each peer then informs two of their own trusted colleagues.

6. receives less than half of all grapevine information

7. receive much grapevine information but seldom pass it on to others

Cluster, single-strand, probability, gossip

1. Grapevine

2. Gossip

3. single-strand

4. probability

5. Cluster

6. Isolate

7. dead-enders

1. a person’s overall positive impression of another person influences their judgments and perceptions of that person’s other unrelated traits

2. a person’s overall negative impression of another person influences their judgments and perceptions of that person’s other unrelated traits

3. tend to overestimate the extent to which their own beliefs, opinions, values, and behaviors are typical or shared by others.

4. tendency to rely on the first information we receive about people to quickly form an opinion of them

5. occurs when the most recent information dominates our perception

1. Halo effect

2. Horn effect

3. False-consensus effect

4. Primacy

5. Recency

the extent to which an employee identifies with and is involved with an organization

Organizational commitment

Types of organizational commitment

1. an employee wants to remain with the organization, cares about the organization, and is willing to exert effort on its behalf: “I love the organization”

2. believes she must remain with the organization due to the time, expense, and effort that he/she has already put into it or the difficulty she would have in finding another job. Job safety and sunk-cost fallacy

3. an employee feels obligated to the organization and, as a result of this obligation, must remain with the organization (utang-na-loob)

The set of voluntary, extra-role actions employees take that benefit colleagues and the company without being part of formal job requirements.

Organizational citizenship behavior

is the idea that people who become leaders possess traits or characteristics different from people who do not become leaders

Leader emergence

Leader emergence

1. They enjoy being in charge and leading others

2. They seek a leadership position when they perceive that such a position will result in personal gain

3. become leaders out of a sense of duty

1. Affective

2. Non-calculative

3. Social-normative motivation