Final quiz Flashcards
Kotter’s Eight Steps for Organization Change
- Establishing a sense of urgency
- Build Coalitions
- Developing a vision and strategy
- Communicating the change vision
- Empowering employees for broad-based action
- Generating short-term wins
- Consolidating gains and producing more change (Don’t let up)
- Anchoring new approaches in the culture (Let it stick)
what is learned in handling organizational change
Organization Change: Theory and Practice
Eccho Yu
Rasshmi
Sotos
works primarily in the areas of
people analytics and survey research.HR
researcher at Microsoft
is a Senior Consultant at Daggerwing Group
Sotos
is a Senior Consultant in Deloitte’s Human
Capital,
Groups vs. Teams
Groups
• Members are assigned tasks/ work independently
• Individual outcomes/goals
• Interact to share information/resources
Teams • Work interdependently • Have common goals/tasks that they identify and pursue collectively • Interact to engage in work together
Types of Groups
Organizational Groups:
Groups whose members share common positions or
participate in similar work experiences
Identity Groups:
Groups whose members share some common biological
and/or socio-demographic characteristics and are subjected to similar social forces and historical experiences (e.g., race, class, gender, sexuality,
religion, ethnicity, etc.)
Forces in Groups
●Acceptable, legitimate, or proper behaviors, feelings, issues (e.g. being nice, logical thinking, the need for loyalty) ●What is explicit ●The task or stated purpose of the group ●Conscious intentions
●Unacceptable, illegitimate, or questionable behaviors, feelings ( sadness or crying, competition for power, feelings of isolation/tokenism)
●What is implicit
●What is being thought and felt but not stated
●Unconscious and irrational intentions
Group-as-a-Whole
● Groups are open, living, social systems
● Individual group members make up the system and simultaneously interact with it, but the focus is not on the individual; no one person is responsible for the dynamics of a particular system
● Groups have their own distinct
identity, separate from the mere
compilation of individual group
members
● Groups are affected by forces
“above” them in Wells’ Levels and affect
the levels “below” them
Group Life Provokes Anxiety
Estrangement vs. Engulfment
•I need you, yet I want my own independence.
Do I want to be attached to you at the hip, or do
I want to be on my own
Forces outside the individual and group as a whole can also “push” on the group, generating anxiety
Anxiety leads to engaging
in defense mechanisms at the group level
Splitting
The process of group members
unconsciously dividing the world into all good and
all bad
Restaurant is shit, food was great.
Projective identification
The process of:
○ Group members unconsciously disowning unwanted or ambivalently - held parts of themselves
○ Projecting those parts into others (who have a
valence to express those particular feelings)
Inducing: the expression of the unwanted
feeling
“Identifying” the unwanted feeling when someone else expresses it The group member expressing the feeling is doing so on behalf of the group Can be productive, in terms of necessary role differentiation in groups; is not always negative
Valence
● A predisposition based on one’s background, personality, social identities, etc., to naturally occupy a
similar informal role repeatedly in groups
● Valence dictates which projections will “stick” to group members like velcro, and which will “slide off” like teflon
Role Suction & Role Lock
● Role Suction: When the group unconsciously pulls a member into a particular needed role, e.g., ○The leader ○The note-taker ○The savior
● Role Lock: When a member is
unconsciously placed into a role in a group
and cannot get out of it
Collusion
● Collusion is “buying into” the dynamic. The group colludes in projective identification
○ The “receptacle” (e.g., the person receiving certain
projections that are unwanted by other group members)
colludes in projective identification
Scapegoating
An extreme form of projective identification; occurs when a group member is locked into a toxic role
Splitting & Projective Identification
Summary
●Splitting and Projective identification are defense mechanisms
●DISTORTIONS that serve to protect the group from experiencing anxiety about their own, internal dynamics and individual strengths and weaknesses
● Splitting can lead to ineffective inter-group collaboration. Splitting within a group degrades the ability of a group to accomplish a task.
● Excessive projective identification leads to ineffective group processes
●The full competencies and abilities of group members are not accessible
BART
- Boundary - observable and subjective measure used to distinguish members of a group from outsiders.
- Authority – the right to perform work, utilize resources and make decisions; the right to make decisions which are binding on others.
- Role – the duties, tasks, responsibilities, and expectations associated with a particular position (formal); one’s position or function in the group based on personal characteristics and group dynamics which may support or hinder the task (informal).
- Task – the primary task is the formal or official operationalization of the broad aims of the organization; the meaning or interpretation people put on their roles and activities.
Boundaries examples (BART)
Physical (Observable) Boundaries
○ Spatial (Space) – Borders and Perimeters
○ Temporal (Time) - Deadlines
Psychological (Subjective) Boundaries
○ Group’s understanding of who belongs and who does not ○ How do we know a group when we see it?
Boundary Characteristics
○ Permeable vs. Impenetrable
Boundaries limitations
Can cause conflict (turf wars)
limited (based on the boundary)
if boundaries are not clear, the boundary is ineffective
Authority example (BART)
Authority from above:
• Formal authority (delegated)
• E.g. Sheriff’s Deputy
Authority from below
• Informal and/or formal authority given by
subordinates of colleague
• E.g. Team leader, supervisor
Authority from within
• One’s individual capacity to take up his or her own authority (formal, informal, personal) based on his or her personality, personal history, and “authority figures in the mind.”
Role examples (BART)
- The duties, tasks, responsibilities, and expectations associated with a particular position;
- Informal vs formal (things you can say in job description vs not) example: secretary vs coffee maker
- The behaviors of individual members in response to the duties, tasks, responsibilities, and expectations associated with a particular position (“taking up a role”)
- Clarifying roles is especially important when you interact with the same person in different capacities
Roles in groups
Task Roles • Initiator / contributor • Information seeker • Opinion seeker • Elaborator • Coordinator • Evaluator / critic • Recorder
Socio-Emotional Roles • Encourager • Harmonizer • Compromiser • Gatekeeper and expediter • Standard setter • Group observer/commentat or • Follower
Problematic Roles • Aggressor • Dominator • Blocker • Recognition-seeker • Monopolizer • Advice-giver • Socializer • Intellectualizer • Acting superior...
Social identity and role
● Social identities: Encompass racial-cultural characteristics (i.e., skin color, hair color/texture, ethnicity, language, gender, sexual orientation, age, ability/disability, etc.)
● Group membership is intricately connected to role and an individual’s affiliation with multiple social identity groups is related to types of roles that they will take up in service of the group’s task
Task (BART)
Primary Task: the formal or official task, the operationalization of the broad aims of the organization, usually defined by the chief stakeholders (overt).
Survival Task: what a group, organization or system must do to survive (often covert).
Uses of BART
- Personal interactions (e.g. family, friends)
- School/work groups
- Understanding others
- Understanding organizations!
Leadership
Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.
- Leadership is a process
- Leadership involves influence
- Leadership occurs in groups
- Leadership involves common goals
Manager Vs. Leader
Management: Produces Order & Consistency
• Planning & Budgeting
• Organizing & Staffing
• Controlling & Problem Solving
Leadership: Produces Change & Movement
• Establishing Direction
• Motivating & Inspiring
• Aligning People
Manager example
Planning & Budgeting
• Establish agendas
• Set timetables
• Allocate resources
- Provide structure
- Make job placements
- Establish rules and procedures
Controlling & Problem Solving
• Develop incentives
• Generate creative solutions
• Take corrective action
Leader example
Establishing Direction
• Create a vision
• Clarify big picture
• Set strategies
Aligning People
• Communicate goals
• Seek commitment
• Build teams and coalitions
Motivating & Inspiring
• Inspire and energize
• Empower subordinates
• Satisfy unmet needs
3 Approaches to Leadership Theory:
Trait-based approach: What do leaders look like?
Behavioral-based approach: What do leaders do?
Contingency approach:
When do leaders do what they do?
Examples of Trait approaches
Great man theory (STD’s)
name 5 traits
IMPLICIT THEORY OF LEADERSHIP
IMPLICIT THEORY OF LEADERSHIP
- Perceptions of what makes a leader great occur at the individual-level and are subjective
- Perceptions of effectiveness are based on confirmation of expectations
WHAT WE REALLY KNOW ABOUT LEADER TRAITS
- Are a little MORE INTELLIGENT than their followers, but not too much
- Have an above average NEED FOR POWER
- Have about average ENERGY
‘• Are a bit more SOCIAL than the average person
Limitations of trait approach
- No universal traits found that predict leadership in all situations
- Traits predict behavior better in “weak” than “strong” situations
- Unclear evidence of the cause and effect of relationship of leadership and traits
Behavioral approach
Theories proposing that specific behaviors differentiate from leaders from non leaders
Focus: Determine what effective leaders do
Where Trait Approach believes Leaders are born, not made, Behavioral Approach believes Leadership behaviors can be learned
2 dimensions of Leader Behavior
Initiating Structure (Task)
○ “How the leader gets work accomplished”
○ Addresses the means by which leaders provide direction or structure to get workers
to accomplish tasks (leader effectiveness)
Consideration (Relationship)
○ “How the leader interacts on a personal level with workers”
○ The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinate’s ideas, and regard for their feelings (satisfaction with leaders)
Key Leader Behavioral Competencies
Importance of making decisions
•The best leaders are those who deal well with complexity and create options for their employees (participative leadership)
Importance of influencing and motivating
• The best leaders have a dream or vision and the energy and desire to make a difference
Importance of maintaining effective relationships
• The best leaders have a genuine interest in and curiosity of people and display integrity, openness and honesty
contingency approach
● The contingency approach is based on the assumption that the relationship
between traits and behaviors and effectiveness is the situation
● The task of the leader then is to “read” the situation and determine what
behaviors are most appropriate
● Matching the leader’s style to the situation
Example of contingency approach
Giuliani and 9/11
Example of correct leadership styles
Directive
- When employees have high role ambiguity
- When employees have low abilities
- When employees have external locus of control
Supportive
- When tasks are boring and repetitive
- When tasks are stressful
Participative
- When employees have high abilities
- When the decision is relevant to the employees
- When employees have high internal locus of control
Achievement- Oriented
- When employees have high abilities
- When employees have high achievement motivation
Transformational vs Transactional leadership
Transformational Leadership
• Motivate and transform employees to pursue goals over self- interests
• Charismatic leaders, inspire change with long-range vision
• Appeal to followers’ emotions
Transactional Leadership
• Focus on interpersonal interactions between managers and employees
• Monitor daily performance and take corrective action
• Depend on contingent rewards to motivate
Use these theories to describe a good boss.
- Trait-behavioral approach
- Behavioral-based approach
- Contingency approach
………left intentionally blank
secondary leadership and examples
Second-in-Command: clear, subordinate relationship with the leader
Sidekick: Assistants who usually accompany the leader performing an important function without an institutional role
Partners
Groups: Carrying out the work of the leader with loyalty and commitment
Performance Management
Systematic process to ensure that employee contributions are congruent with the organization strategy and goals
Three key aspects when considering performance management
Define performance
Measure performance
Feedback performance
Performance Appraisal
&
Performance Feedback/Review
Performance Appraisal
- The process through which an organization gets information on how well an employee is doing his/her job
Performance Feedback/Review
- The process of providing employees with information regarding their performance effectiveness
Effectiveness vs. Performance
Effectiveness»_space;> Output/Results (efficiency)
Performance»_space;> Observable behaviors (under employee’s control)
Performance are on the job actions an individual takes that are relevant to the organization’s goals.
