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Organizational Change

  • The CEO of a department store chain replaced seasonal coupons with a strategy of low prices every day.
  • This is an example of innovative change, not adaptive change.
  • Adaptive change: Reintroduction of a practice the organization used in the past (e.g., Starbucks bringing back reusable cups after the pandemic).
  • Innovative change: Adopting something new to the organization but not new to the industry (competitors already use it).
  • Radically innovative change: Something entirely new that nobody has tried before (high-risk).
  • Product change is not a recognized type of organizational change.

Affiliation Networks

  • Monica has a tight-knit social circle, which is an example of an affiliation network (high trust, social support, easy coordination).
  • Advantage: Easy coordination.
  • Disadvantage: Redundant information; does not provide diverse information or contacts.

Trivia Game

  • Teams will participate in a trivia game covering eight topics.
  • Each team will create at least five questions on their assigned topic.
  • Teams select a topic (excluding their own) and answer a question from the corresponding team.
  • Teams have 30 seconds to answer.
  • Correct answers earn one point; the team with the most points wins a prize (stickers).

Review Questions Examples

Topics covered include:

  • Levels of organization.

  • Organizational culture characteristics.

  • Values (enacted vs. espoused).

  • Interdependence definition.

  • Layers of diversity.

Diversity

  • The four layers of diversity are: internal dimensions, external dimensions, personality, and organizational dimensions. Individual dimensions is not valid.

Negotiation

  • The best way to improve negotiation skills is through repetition.
  • Adopting an adversarial perspective in a negotiation can be harmful.

Team Performance

  • HiPPO (Highest Paid Person’s Opinion) relates to team decision making.

Organizational Structure

  • Functional structures are prone to silos and poor interdepartmental communication.

Resistance to change

  • Resistance to change can stem from recipient characteristics (e.g., employees fearing loss of status and job security due to organizational restructuring) rather than change agent characteristics.

Organizational Culture

  • Walking around campus shows artifacts which is USC gear ahead of the football game

Organizational Socialization

  • When opening a new office, Meta sends a landing team to help cultivate their company culture and philosophy as their office grows. Landing team - brand new employees are exposed to, this is an example of what phase - encounter phase.

Negotiation continued

  • Distributed negotiations are typically short-term because they are win-lose with one outcome.

Team Performance

  • Reciprocal interdependence involves high task discretion.

Social Identity in Workplace

  • Social identity negatively influences workplace decisions when team members assume a colleague is less competent based on their ethnicity.

Organizational Structure issue

  • An organizational structure that issues an issue, a wide span of control is likely at play.

Team Culture

  • Culture Tech emphasizes internal focus and values cohesion and employee commitment. Clan Culture!

Resistance to Change

  • A recipient characteristic that contributes to resistance to change is surprise and fear of the unknown.

Tackman's stages of five stage model to team development

  • What are the stages of toughness, five stage model of team development? Forming, storming, norming, performing, adjourning.
  • Why does diversity equal innovation? Different perspectives make you drawl upon different information to solve problems.