Chapter 13 - Organizational Management Flashcards by Jordan Hawkins

Are often driven by the way individuals behave based on perceptions of the organizational culture

Workplace Dynamics

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Provides collective strengths, perspectives, and capabilities that transcend individual contributions

Diversity

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Ignore individual strengths and contributions and exploit generalized characteristics

Stereotypes

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The vision, goals, rules, regulations, processes, and procedures that govern what the unit does to achieve mission requirements

Common Ground

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Is a simple, three-phased approach to motivation

Contemporary motivation

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Support the organization’s goals and objectives and foster behavior directed toward achieving those goals

Positive organizational norms

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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

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Are associated with an individual’s feelings of identification and sense of pride regarding the organization

Organizational and personal pride norms

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Are reflected in the visible behaviors where individuals work together and cooperate with one another

Teamwork and communication norms

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Can enhance or hinder organization contribution and productivity

Leadership and supervision norms

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Determine behaviors with respect to profit and cost consciousness

Profitability and cost effectiveness norms

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Result in individual behavior that affects the manner in which a customer is served

Customer relations norms

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Determine whether original and creative behaviors are supported and encouraged

Innovativeness and creativity norms

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Are essential throughout our careers as we grow and cultivate future leaders of our Air Force

Training and development norms

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It is the deliberate adoption of a new idea or behavior by an organization and the establishment of new norms

Organizational change

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The first reaction to change is often perceived as

resistance

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An essential element for preventing or overcoming resistance to change is

Establishing a well thought out plan

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Will often be met with tough questions to ensure the change purpose and intent is clearly understood

Imposed change that significantly affects an organization

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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

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Depends on addressing causes of resistance and improving the change implementation process

Successful change management

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Is necessary throughout the change process and helps reduce uncertainty

Open communication

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By actively involving those affected in designing and implementing change

Leaders reducing resistance

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Leaders should introduce a change to employees

gradually and provide additional training, if needed

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Is a forcing technique used to make employees accept change

Coercion

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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

1. Lean 2. Six Sigma 3. Business Process Reengineering 4. 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

1. Define the Project Objective 2. Develop Solution Options 3. Plan the Project 4. Execute the Plan 5. Monitor and Control Progress 6. Close the Project

Project Management Constraints

1. Quality 2. Time 3. 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

1. Trust 2. Communication 3. 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

1. Communication Factors 2. Structural Factors 3. Personal Behavior Factors

Conflict Management Techniques

1. Competing (Forcing) 2. Collaborating 3. Accommodating 4. Avoiding 5. 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

1. Parent Ego State 2. Adult Ego State 3. 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