Chapter 13 - Organizational Management Flashcards
Are often driven by the way individuals behave based on perceptions of the organizational culture
Workplace Dynamics
Provides collective strengths, perspectives, and capabilities that transcend individual contributions
Diversity
Ignore individual strengths and contributions and exploit generalized characteristics
Stereotypes
The vision, goals, rules, regulations, processes, and procedures that govern what the unit does to achieve mission requirements
Common Ground
Is a simple, three-phased approach to motivation
Contemporary motivation
Support the organization’s goals and objectives and foster behavior directed toward achieving those goals
Positive organizational norms
Promote behavior that works to prevent the organization from achieving its objectives and sanction criticism of the company, theft, absenteeism, and low levels of productivity
Negative organizational norms
Are associated with an individual’s feelings of identification and sense of pride regarding the organization
Organizational and personal pride norms
Are reflected in the visible behaviors where individuals work together and cooperate with one another
Teamwork and communication norms
Can enhance or hinder organization contribution and productivity
Leadership and supervision norms
Determine behaviors with respect to profit and cost consciousness
Profitability and cost effectiveness norms
Result in individual behavior that affects the manner in which a customer is served
Customer relations norms
Determine whether original and creative behaviors are supported and encouraged
Innovativeness and creativity norms
Are essential throughout our careers as we grow and cultivate future leaders of our Air Force
Training and development norms
It is the deliberate adoption of a new idea or behavior by an organization and the establishment of new norms
Organizational change
The first reaction to change is often perceived as
resistance
An essential element for preventing or overcoming resistance to change is
Establishing a well thought out plan
Will often be met with tough questions to ensure the change purpose and intent is clearly understood
Imposed change that significantly affects an organization
May be so rigid that it inhibits change and possibly damages professional relationships
A mechanistic structure that relies on strict procedure and lines of authority
Depends on addressing causes of resistance and improving the change implementation process
Successful change management
Is necessary throughout the change process and helps reduce uncertainty
Open communication
By actively involving those affected in designing and implementing change
Leaders reducing resistance
Leaders should introduce a change to employees
gradually and provide additional training, if needed
Is a forcing technique used to make employees accept change
Coercion
Can negatively affect attitudes and can potentially cause long-term negative consequences
Coercion
Three-Stage Change Process
Stage 1: Unfreezing
Stage 2: Changing
Stage 3: Refreezing
Is a deliberate management activity to prepare people for change by knowing and going where issues may exists
The unfreezing stage
Involves modifying technology, tasks, structure, or distribution of people
The changing stage
After implementing a change, it is time to lock in the desired outcomes and the new norms so they become permanent
The refreezing stage
Increases operational capabilities while reducing associated costs by applying proven methodologies to all processes associated with fulfilling the Air Force mission
Continuous Process Improvement (CPI)
Is a hallmark of highly successful organizations, is a major graded area in the Air Force Inspection System (AFI 90-201, The Air Force Inspection System), and is a commander’s responsibility (AFI 1-2, Commander’s Responsibilities)
Continuous Process Improvement (CPI)
Continuous Process Improvement Methodologies
- Lean
- Six Sigma
- Business Process Reengineering
- Theory of Constraints
Is a methodology focused on work flow, customer value, and eliminating process waste
Lean
Is a rigorous, data-driven methodology for process improvement focused on minimizing waste through identifying, controlling, and reducing process variation
Six Sigma
Is a comprehensive process requiring a change in the fundamental way business processes are performed
Business Process Reengineering
Is a systematic approach to optimize resource utilization by identifying, exploiting, subordinating, elevating, and reassessing constraints (bottlenecks) in the process
Theory of Constraints
Practical Problem Solving Method
Step 1—Clarify and Validate the Problem Step 2—Break Down Problem and Identify Performance Gaps Step 3—Set Improvement Targets Step 4—Determine Root Cause Step 5—Develop Countermeasures Step 6—See Countermeasures Through Step 7—Confirm Results and Process Step 8—Standardize Successful Processes
Involves one person (or a small team) and can be accomplished in less than a day
‘Just Do It’, also called point improvement
Consists of a small team of individuals, usually subject matter experts, and can be accomplished in less than a week
Rapid Improvement Event
Requires a large team and is conducted over a longer period of time
Improvement Project
Is defined as the process of leading, coordinating, planning, and controlling a diverse and complex set of processes and people in the pursuit of achieving an established objective
Project Management
Project Management Steps
- Define the Project Objective
- Develop Solution Options
- Plan the Project
- Execute the Plan
- Monitor and Control Progress
- Close the Project
Project Management Constraints
- Quality
- Time
- Cost
Refers to being in accordance with the requirement - the specifications
Quality Constraint
Refers to the amount of time you have to complete the project
Time Constraint
Refers to your resource constraints, to include: money, manpower, machinery, and materials
Cost Constraint
B-SMART Objectives
B – Balanced S – Specific M – Measurable A – Attainable R – Results Focused T – Time-Bound
Is a technique based on dividing a project into sub-units or work packages
Work Breakdown Structure
The amount of detail needed for a ___________ depends on the task involved and the desires of the project manager and project team
Task Analysis
Is a way of describing elements of a process or system; it is a term used to recognize constant change, activity, or progress
Dynamic
This behavior is essential for a team to accomplish its goals
Positive group member behavior
Team Building
- Trust
- Communication
- Cooperation
When a member of a team demonstrates __________ behavior, they may be experiencing a power struggle
“all-starring”
Four Stages of Team Building
- Forming
- Storming
- Norming
- Performing
Is the initial period of uncertainty in which individuals try to determine their place on a team and establish or accept the procedures and rules of the team
Forming Stage
Conflicts begin to arise as members tend to resist the influence of the team and rebel against accomplishing the task
Storming Stage
Team members establish cohesiveness and commitment, discovering new ways of working together and setting norms for appropriate behavior
Norming Stage
The team develops proficiency in achieving its goals and becomes more flexible in its patterns of working together
Performing Stage
Involves differences between parties that result in interference or opposition
Conflict
Results in addressing problems for a solution, greater understanding, and enhanced communication between individuals or groups
Positive Conflict
Becomes destructive when it results in barriers to cooperation and communication, thus degrading morale and diverting attention away from tasks
Negative Conflict
Sources of Conflict
- Communication Factors
- Structural Factors
- Personal Behavior Factors
Conflict Management Techniques
- Competing (Forcing)
- Collaborating
- Accommodating
- Avoiding
- Compromising
Is something that can be recognized and applied in any situation where two or more people interact, whether at home, at the workplace, or in any setting
Transactional analysis (TA)
Can be defined by several principles, such as ego states, life positions, transactions, and strokes, all used to form techniques to improve individual productivity and lead to increased organizational effectiveness
Transactional analysis (TA)
Recognizing the _________ in ourselves and in others can help us modify our behavior or help us resist reacting in a way that could otherwise be triggered by other’s ________
Ego States
Ego States
- Parent Ego State
- Adult Ego State
- Child Ego State
Is a way of thinking, acting, feeling, and believing much the same as our parents did, and is based upon the brain’s recordings of our perceptions of our parents’ responses
Parent Ego State
Is a way of acting, feeling, and believing that is rather objective
Adult Ego State
Involves our basic desires and needs, and the recordings of the feelings and reactions of our childhood
Child Ego State
Is generally used to describe how a person feels about oneself and about other people
Life Position
Is an initial interaction among two or more people
Transactional Stimulus
Is a reaction by an individual to another individual’s transactional stimulus
Transactional Response
For ego states, simple transactions in which both stimulus and response arise from adult ego states are called
Parallel or Complementary
Responses that are not expected, not appropriate, and are not complementary to one another, are called
Crossed Transactions
A transaction that occurs when an expected response is received, but an underlying message may exist
Ulterior Response
