Celebration of Knowledge 2 Flashcards
Systems Metaphor
Organismic
A Complex organism that must interact with the environment to survive.
System Components
Hierarchical Ordering
Interdependence
Permeability
System Properties
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.
Equivocality
The unpredictability/uncertainty that is inherent in the information environment of an org.
Basic Recipe for the Organizing Model
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.
Network Analysis
Mapping of relationships between people
Properties of networks
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
Network Roles
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
Newcomer info-seeking tactics
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
Role-related vs. Cultural Information
Role-Related: what you need to know to do the job.
Cultural: relationships between members, org mission
Role taking, making, routinization
Role taking: Taking the instructions
Role making: Bringing your own ideas to the position
Routinization: Role becomes routine; hard to change at this point.
Phases of Solialization
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.
Nutt’s normative model of decision-making
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
Optimizing
Finding the single best solution
Alternatives to the rational model of decision-making
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.
Groupthink
Focus on unanimity instead of quality decisions
Participative Decision Making (PDM)
The idea that members should have a voice.
Workplace Democracy
Participative Ideal for orgs–Realizing the standards for a democratic society in the organization.
Multiple Stakeholders
Paradoxes from Workplace Democracies
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.
How do managers communicate change to employees?
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.
Problems in change
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.
Homogenization
As we grow we become more and more alike: it’s a beautiful McWorld!
Polarization
As we connect, differences become more visible.
Trait Leadership
Leaders are born, not made.
