BEM 211 Final Flashcards

Question

Principles of Ethical Decision-Making

Answer 1

Long-term Self Interest: never take action that is not in org or your long-term interest Personal Virtue (Grandma Test): never do anything that is not honest, open, truthful and would not want to be on newspaper Religious Injunctions: no action that is not kind and does not build community Government Requirements: no action that breaks the law, since law is minimal moral standard Individual Rights: no action that infringes on other's agreed upon rights everyone is entitled to Distributive Justice: no action that harms least, homeless, unemployed, uneducated, similar people are similarly rewarded Utilitarian Benefits: greatest good for most number of people

Answer 2

- Leader's beliefs shape followers' actions - Leader's beliefs are self-fulfilling prophecies - Employee's live up or down to expectations Implications - Theory X and Y are both right - X is people are lazy and need to be coerced and Y is people are creative and work can be enjoyable - how your followers view you can influence effectiveness Self-Fulfilling 1. High leader expectations 2. Supportive leader behaviours 3. High follower expectations 4. high follower motivation and performance

Answer 3

individuals who are effective leaders are more likely to be open-minded, conscientious, emotionally stable, and extraverts - leaders are made and born - moderately strong correlation between IQ and leadership - fit with employee's intelligence is important - high IQ gap leads to comprehension and communication issues

Answer 4

culture is "the ways things are around here", four functions Social Glue: connects and bond people, form org. identity Collective Commitment: foster a sense of shared commitment to purpose/goal Control System: influence decisions/goals and behaviour Sense Making: help people understand what is happening and why Artifacts and Practices - very visual but low impact - physical, verbal, norms and rules of conduct Enacted Values and Espoused Values - somewhat visual and impactful Basic Underlying Assumptions - low visibility and high impact - habits of perception, taken-for-granted assumptions about the way things are

Answer 5

CAMH Clan - Human Relations - commitment, participation, morale Adhocracy - Open Systems Model - innovation, growth Market - Rational Goal Market - Accomplishment, Direction Hierachy - Internal Process Model - Information Management, Stability, Control

Answer 6

Benefits - ability to attract and retain employees - high motivation to achieve vision - feelings of "fit" , cohesion - competitive advantage of skilled and talented employee Costs - cult-like - superiority complex - unwillingness to question culture, lack of outside perspectives - need to comply and conform

Answer 7

ensure people are ready to engage, willing to commit, and able to take action to make change - organizational change is hard - most efforts to design and manage changes are failures

Answer 8

Mobilization - Make the case for change - build org. capacity for change Movement - build momentum for org. change - preserve and continue to build org. capacity for change Sustain - institutional change

Answer 9

Mobilization (unfreeze) - establish sense of urgency - form powerful coalition - create vision Movement (change) - communicate vision - empower others to act - planning for and create short-term wins Sustain (refreeze) - consolidate improvements and produce more change - institutionalize change

Answer 10

Dissatisfaction x Model/Vision x Process > Cost of change - in order for change to occur need to focus dissatisfaction model/vision need to be compelling (desirable, feasible, relevant) process (build credibility, coalition, communicate plan, train, involve, build capacity, measure metrics)

Answer 11

- Negative Valence of Choice - outcome outweigh benefits, too much risk - Direct Costs - Saving Face - Fear of the Unknown - Status Quo/Breaking Routines - Incongruent Systems - org. structure doesn't support change - Incongruent Team Dynamics - team norms prevent change

Answer 12

Stage 1: Awareness - new routines challenge old ones - gain awareness Stage 2: Interest - curious about change - open to new information Stage 3: Trial - experiment with change - assesses cost/benefits and future potential successes Stage 4: Adoption - replace old routine and new routines - become advocate for change everyone goes through stages as different paces change causes different emotions - Kubler-Ross Curve (notes)

Answer 13

- continue economic difficulties and tight profit margins - more than 3 million a year, often retaliate with violence and sabotage Cons - decreased motivation, productivity, loyalty and trust - employees focus on keeping jobs, not innovating - managers end up rehiring talent (80%) - no better performance sometimes decline, no increase profits - decrease social capital, fail to achieve returns

Answer 14

- highlight important procedural justice when firing depends on how decision made, communicated, implemented, and responses

Answer 15

Proactive Change - closing opportunity gap Reactive Change - closing performance gap Directive Approach - crisis, low resistance, high support, relevant change, clear changes Persuasion Approach - no crisis, high commitment needed, change unclear and complex, need support

Answer 16

Enabling - raise awareness for targets - Credibility : external consultation - Communication - Training Substantive - facilitate adoption - Technical : align reward with change - Political : privately confront - Cultural : success stories

Answer 17

High to Low Communication - generate urgency, minimize resistance Learning - new skills + knowledge (self-efficacy) Employee Involvement - essential, more personal responsibility Stress Management - help cope with change, minimize valence and fears Negotiation - promise benefits for compliance, gain support Coercion - assert, remind of obligations, force conformity

Answer 18

Look in notes