Celebration of Knowledge 2

Question 1

Systems Metaphor

Answer 1

Organismic

A Complex organism that must interact with the environment to survive.

Question 2

System Components

Answer 2

Hierarchical Ordering
Interdependence
Permeability

Question 3

System Properties

Answer 3

1) Holism-more than the sum of its parts. the various parts need each other–Synergy.
2) Equifinality- A system can reach its final goal in a variety of different ways.
3) Negative Entropy- the ability to sustain and grow. (Entropy-tendency of closed systems to run down)
4) Requisite Variety- the internal workings if the system must be as diverse and complicated as the environment in which it is embedded.

Question 4

Equivocality

Answer 4

The unpredictability/uncertainty that is inherent in the information environment of an org.

Question 5

Basic Recipe for the Organizing Model

Answer 5

1) Enactment-each member creates their own environment through their experiences.
2) Selection
3) Retention-did it work or not work? save what worked for the future.

Question 6

Network Analysis

Answer 6

Mapping of relationships between people

Question 7

Properties of networks

Answer 7

1) Network Content-the stuff flowing through the links
2) Network mode-the channel
3) Density-amount of interconnections among members
4) Level of Analysis-Inter or Intra-organizational

Question 8

Network Roles

Answer 8

1) Isolate
2) Groups
3) Bridge-group member who connects to people outside the group
4) Liason- a person who talks to two people with radically different connections

Question 9

Newcomer info-seeking tactics

Answer 9

1) Overt Questions: direct questions
2) Indirect Questions: hinting
3) Third Parties: secondary source
4) Testing Limits: Try it and observe reaction
5) Disguising Conversations
6) Observing: watch behavior
7) Surveillance: make sense of past observed behavior

Question 10

Role-related vs. Cultural Information

Answer 10

Role-Related: what you need to know to do the job.

Cultural: relationships between members, org mission

Question 11

Role taking, making, routinization

Answer 11

Role taking: Taking the instructions
Role making: Bringing your own ideas to the position
Routinization: Role becomes routine; hard to change at this point.

Question 12

Phases of Solialization

Answer 12

1) Anticipatory: everything leading up to the first day. Socialization into work in general, into a particualr occupation, or a particular org.
2) Encounter: Starts on day one and lasts until you’re not “new”. Have to make sense of the new org culture.
3) Metamorphosis: Transition from outsider to insider. Different for every member. Become accepted, have learned new behaviors or modified existing ones.

Question 13

Nutt’s normative model of decision-making

Answer 13

1) Formulation: Determine needs
2) Concept development: Brainstorm every possible alternative.
3) Detailing: Details/workability
4) Evaluation: costs/benefits; compare to details
5) Implementation: make the decision

Question 14

Optimizing

Answer 14

Finding the single best solution

Question 15

Alternatives to the rational model of decision-making

Answer 15

1) Satisficing: Good Enough
2) Analogizing: This worked in the past, so it will work again
3) Garbage can: throw all goals, problems, and solutions in, pull something out.

Question 16

Groupthink

Answer 16

Focus on unanimity instead of quality decisions

Question 17

Participative Decision Making (PDM)

Answer 17

The idea that members should have a voice.

Question 18

Workplace Democracy

Answer 18

Participative Ideal for orgs–Realizing the standards for a democratic society in the organization.
Multiple Stakeholders

Question 19

Paradoxes from Workplace Democracies

Answer 19

1) Structure: Be spontaneous right now!
2) Agency: Do things our way but in a way that is your own!
3) Identity: Be self-managing to reach org goals!
4)Power: Be independant–just as I commanded you!
Also: Pseudo voice–we need to give you control, but we don’t really want to.

Question 20

How do managers communicate change to employees?

Answer 20

1) Spray and pray: put it all out there and hope they figure it out.
2) Tell and sell: tell you selected info and sell you on it.
3) Underscore and explore: Underscore the main parts and let employees explore. THE BEST.
4) Identify and reply: Identify concerns and issues as they come up.
5) Withhold and uphold: give out little info and uphold the company line.

Question 21

Problems in change

Answer 21

1) Management: lack of support, forced change, and inconsistency
2) Lack of meaningful participation: employees more likely to support if they are involved.
3) Poor Communication
4) No clear purpose and responsibility: People don’t like change for change’s sake.

Question 22

Homogenization

Answer 22

As we grow we become more and more alike: it’s a beautiful McWorld!

Question 23

Polarization

Answer 23

As we connect, differences become more visible.

Question 24

Trait Leadership

Answer 24

Leaders are born, not made.

Question 25

Situational Leadership

Answer 25

Appropriate leadership depends on the situation. At different times there may need to be a higher concern for task vs. relationship.

Question 26

Transformational Leadership

Answer 26

Develop you into something better than you were before; focus on the top two levels of Maslow. Because Maslow says you have to satisfy the bottom needs before the top, this means all needs are satisfied.

Question 27

Framing

Answer 27

How you present and idea; a way of managing an idea.

Question 28

Tools for Framing

Answer 28

1) Metaphors: subject takes on new meaning
2) Jargon/Catchphrases: frame in familiar terms.
3) Contrast: Define in terms of its opposite: state what it is not.
4) Spin: Puts subject into a positive or negative light.
5) Stories: frame by example.

Question 29

Relational/Systemic Barriers

Answer 29

1) Network Exclusions–have limited info, and don’t knw the necessary people to advance; creates a glass ceiling.
2) Mentoring: Appropriate mentors not available.
3) Tokenism: expecting one person to represent the whole group. Leads to marginalization.

Question 30

Glass Ceiling

Answer 30

Can’t get past a certain level. A barrier so subtle that it is transparent, but so strong that you can’t get past.

Question 31

Mommy Track

Answer 31

Women wanting a family assumed to want flexible work arrangements in exchange for fewer opportunities/less desirable assignments.

Question 32

How can humor be unifying?

Answer 32

Inside jokes; telling a joke within your group making fun of another group.

Question 33

How can humor be dividing?

Answer 33

Classifying one group as “normal” and another as “not”.