Com 240 Final Exam

1. encode message2. sent over medium ( text call)3. receiver decodes messages and give feedback

Behaviors of human beings or their artifacts that result in messages being received by 1 or more persons

1. there is a science for each element of an employees work

2. scientifically select, train and develop the worker

3. Cooperate with the employee so that the work is done in accordance with the scientific method

4. Promote an equal division of work between management and laborer

1. persuade the workers

2. tell the workers in advance

3. ask the worker for input on the design of the task (form upward communication

an understanding of organizations that highlights the ways in which organizations that highlight the ways in which organizations are specialized, standardized, and predictable

-workmen were carefully selected-working according to scientific method

workers working at the same pace no matter what the circumstances-purposely working at lowest compacity-wage incentives-workers make the same pay no matter how much they produce

refers to the locus of control: organization will be the most effective when central management has control over decision making and employee actives. firm size, and personal characteristics effect optimal centralization

an organization should be arranged in a strict vertical hierarchy and that communication should be largely limited to this vertical flow ( move up and down the organizational chart

is used to encourage people to talk to each other from different departments. May speak on behalf of the department based on supervisors approval

1. Order: things are organized

2.stability: if you are doing things properly you will have order and stability

- initiative: have proactive behavior, you see problems you deal with it you have ideas you share it

- Espirit de corps: spirit of the body Morale which comes from good communication skills

1.is a rational legal system

2.Provides formal downward communication (upward communication is formalized as well)3.Documentation is essential

-hire individuals and then write the job description once the role is developed

-create a new department

-copy or utilize another organizations plan

-write rules about how members can innovate

theory X:employees dislike work must be coerced controlled, directed, and threatened, prefers to be directed wishes to avoid responsibility

theory Y:physical and mental effort in work is as natural as playemployees will be self direction and self control in the service of objective to which they are committed

1.exploitive authoritative organization:fear motivation threw fear only downward com.

2. benevolent authoritative orbs.: reward threw economic and ego rewards main goal is not to exploit workers

3. Consultative Orgs:downward com. acceptedacknowledged but not often used limited

4. participative orgs: goals set by work group upward downward horizontal

an organization is a overlapping network. People are in several groups at once linking them all together. you are a liaison

GRAPH from slide

- only as good as last success

- star player

- reward high gambles

-combative: can yell scream argue but don't cry

-quick feedback, high risk

- reward volume of sales

-emphasis on endurance

-customer services comes first

-visible rituals are set

-quick feedback few risks

-few threats or reasons to change

- emphasis on pushing the product

-highly visible status distinction

-most visible artifacts are memos and protecting behaviors

-few risks slow feedback

the impact of decisions on your company made today will not be known for 10 years

-emphasis on planning checking detail for accuracy caution

-the most visible ritual is the business meeting

-heroes are those who persist until they succeed

-slow feedback high risks

a series of similarly framed questions either opened or closed that allow little probing

begins with broad open ended questions and proceeds with more restricted questions

-reflective-mirror-nudging

-open-closed

-neutral- directed

-primary- secondary

1. Parents and family

2. School

3. Media

4. Part time work

5. Friends

1. collective vs. individual

2. Formal vs. informal

3. Sequential vs. Random

4. Fixed vs. variable

5. Serial vs. Disjunctive

6. Investiture vs. Divestiture

in order vs. random order

Serial someone you can observe that does the same jobDis. no one on your own

I friendly remake a person to be apart of the team and lets invest in their potential talent

package of issues, each of which has a targetresistance, and asking points.

initial offer

walkaway bottom line

nprefered outcome aspiration point at which you’d liketo conclude negotiationsn

1.Identify anddefine the problem

2.Understand theproblem fully (Identify interests and needs on both sides)

3.Generatealternative solutions

4.Evaluate andselect among alternatives

Distributive and integrative

Confuse opponent, never let the other person know whatyou really need and why, hard ball tactics, winner take all

undersanding the others position and interests(especially the why) share and receive information in balanced matterFirm onlimits bottom line but creative in how you achieve

App.2 Org. Initial Performance Feedback

Perceived Need for Change Extent of Organizational Learning Enactive Learning form action negative strong high Proactive Learning before action positive weak low

•The creating, sending, processing, and storing of messageswithin purposive systems.

1. initiating work- planning, allocating, setting goals and expectation sense making

2. representing- upward influence,networking, managing, boundaries

3. Facilitating work-coaching, feedback giving, encouraging self management

4. relationshal dynamics- openness supportiveness conflict management

1.Pivotal:aspects of the job that someone has to do or your fired and do them wellcritical to your success

2.Relevant:important but you have discretion. Maybe you can do some well and others not sowell

3.Peripheral: things your suppose to do you don’tnecessarily do but they are there. Spoken or unspoken.maynot be important .If you get it done great if not not a big deal 0-----------9

1.Overt-direct inquire where the information goal in obvious ( did you see the game?)

2.Observe:active attention and awareness of others conversations and actions

3. Surveillance:Passive sensemaking of prior conversations and actions

4. Thirdparty: seeking information from someone other than primary information source

5.Indirect:asking for information in a round about manner so that intent can be denied ornegated

6. Disguisingconversation: inquiry where intent and manner con not be recognized by others

7. Testing:information results from observing others reactions to violations of rules andnorms

An imprecise biological metaphor to describethe birth, growth, and death of organizations.

1. paradox of success

2. role of founder

factorscritical to early success lead to failure during institutionalization

emphasizes growth stages and the role of management in decision making, coordinatinginternal and external relationships, operations, and structuring operations

-Specific

-Timely

-Comparative

-Credible,without inferred manipulative intent

1.Adequatenotice

2.Fairhearing

3.Ratersapply performance standards across employees without pressure or bias

4.DueProcess

1.Computer-assistedtraining (with or without workshop training) for developing action plans ¡ 2:Diary keeping and structured recallmethods ( a.recallinginformation b.differentiatingamong ratees c.lesseningelevated performance ratings 3.Management-by-objectivesformat

1.opening

2. evaluation

3. information exchange

4.goal setting and direction

5.pep talks

6. closing

¡greetingsexchanged and formal indication that the interview has begun

¡beginswhen the supervisor presents the evaluation of the subordinate’sperformance or (less common) asks the subordinate to provide a self-evaluation.

consists of employees responding tosupervisory queries by providing attribution-based reasons for the performance

¡directionmay follow a mutual exchange of opinions and suggestions regarding tasks,offers of assistance followed by intentions of future efforts, and goals set bythe supervisor followed by a brief opportunity to ask questions vignettes.

are usually brief and consist ofpositive affect expressions.

participants bid the other farewell

1.tell-and-sell:Relayand persuade to change

2.tell-and-listen:Relayand let employee respond

3.problem-solving:Identifyissues and work to mutual solution

1.Messages Credibility

2.Focus on behavior not rewards

3.conversation management

4.Participation

5.Goal Setting

6.Message receptivity

-mangercredibilty-fair, appropriate, on target giving prior notice

-messages-based on logos, notes, recordsMessages

-minimal vignettes un-condonditional positiveregard regular opportunities for informal discussions and follow- up

-Whatbehaviors need to be performed in the same way? Performed differently

-Actionplans to initiate and follow up on change

-Rapportbuilding

-Turntaking

-Tonematching or leveling

-Limitingcriticisms

-whatdoes the employee need/want to discuss about : his performance, yourleadership?

-Seeking employee perspective using a problem solving orientation

-Jointgoal setting-

-developmental-follow up and follow through

-Specific,challenging, plan of action

-Notthe message sent that counts but the one received

-Whatdo employees work on three weeks later

-Whatdo they recall ( Lag

-Regular,informal conversations are key

1.Taskoriented: clarifies performance targets and who is responsible for achievingthose targets, focuss onmistakes and deviations from perormancestandard

2.Relationaloriented- emphasizes the greater goop and acts in ways that build respect, considerd theneeds and aspirations of individuals and looks after the welfare of groupmembers Changeoriental- problem solving

-Thegroup’sproductive output (i.e., product or service) meets the standards of quantity, quality, and timeliness ofthose receiving, reviewing, and/or using the output.

-Theprocess of carrying out the work enhances the capability of members to work together interdependently in the future.

-Thegroup experience contributes to the growth and personal well-being of teammembers.

-Synopticknowledge- codedin manuals

-Culturalknowledge-understanding context

- Improvisationalknowledge- howto proceed when knowledge or rules don’t exist

Information-based knowledgemanagementITCentric-

Interaction-based knowledgemanagementProblem-SolvingCentric

-Implementor use efficiently preexisting ideas and processes

- Efficientresponse to known information is expected

- Knowledgetransferred in an explicit fashion using diagrams, models, and structures

- Projectmanager primarily keeps schedule on track

-Implementoruse efficiently preexisting ideas and processes

- Teamspossesstacitknowledge and use of tools like white-board and face-to-face interaction leadsto problem solving/decision making --Tacitknowledge transferred by discussion via “messy talk”

- Projectmanager facilitates “messy talk” segments

-Productioncommittees composed of rank-and-file employees enlist the active participationof all employees toward all aspects of work processes and environments.

-Committeeshave authority to implement some ideas/changes. Other ideas/changes are relayedto top management.

-Employeesshare financially in improved productivity and cost savings.

-Groupswithin a firm meet weekly to discuss, analyze, and solve problems common to thework group.

-Aim: Structuredmechanism for employee involvement in identifying problems and suggestingsolutions.

-Problems: Managersuse information as they see fit, Employeesbecome cynical and drop out, QC’sfeel used if actions do not follow feedback, QCscan be easily terminated by management

-taskvs. strategicdecision making

-Employeeinput and buy-in:Sharedcognition, Collectiveorientation

-Everyonerecognizes “games,” so don’t

-Coordination:PDMstrategies and contingencies to overcome conflicting goals/task interference ,Practice

1.Formulation–correctunderstanding of issues 2.Conceptdevelopment –determineminimal characteristics or causes of the problem

3.Detailing–identifyingrelevant alternatives possible solutions

4.Evaluation–examinealternative

5.Implementation–selectbest alternative

1.Proposedphase model- 23% :Orientation, Conflict, Emergence/Solution, Reinforcement

2.Cycles-47%: Orientation- conflict, Problem-solutions

3.Non-Rational-30%:Straight to solution

-Highlevels of informativeness

-Highlevels of objectivity

-Highlevels of orientation-behavior

-Lowlevels of opinionatedness

-Lowlevels of redundancy

-Lowlevels of selfreferential messages

youget pressured to fill like you shouldn’t say the better alternative cause yourunder someone

1.Job design

2. training

3. leadership

4.climate

5. conflict

6. workgroup interation

1.Matchinput throughput output process

2.Matchemployee skill, interdependence

1.Compilationwork process- train individual 2.Compositionwork process- train team

3.Crosstraining: understand job demands and information needed

1.Transactional(initiating structure) and transformational (consideration development

2.Empowerment-train in skills, provide feedback, delegate

2.Normsfor workload sharing quality

1.Relational conflict

2.Taskvs. relational conflict

3.Psychologicalsafety

1.Unfreezing– motivation & spark for change 2.change– behaviors targeted, taught, reinforced, rewarded

3.freezing– reinforcing targeted behaviors, reward, countering recidivism

1.Whatare we doing that we should not be doing?

2.Whatare we not doing that we should be doing?

3.Whatare we doing well that we should continue to do?

1.¡Mustreact to resistance generated by the larger structure

2.¡Secureadoption of their product by the larger social structure

3.¡Attract,maintain, and mold workers (i.e., followers) into an efficiently organizedunit.