OB Final Flashcards
What is power?
• Power refers to a capacity that A has to be influence the behaviour of B, so that B acts in accordance with A’s wishes.
What are the bases of power?
• Formal Power:
o Coercive power: power that is based on fear
o Reward power: use of extrinsic and/or intrinsic rewards to control others.
o Legitimate Power: Power derived from formal authority.
• Personal Power:
o Expert power: power derived from expertise, special skills, or knowledge.
o Referent Power: power derived from admiration of another.
• Holy Spirit Power
Negotiation Strategies
• Distributive negotiation
o Is based on the assumption that there is a fixed amount of value that must be divided, and that a negotiation relies on adhering to a rigid position in order to gain as much value as possible.
• Integrative negotiation
o Values, resources, or positions are not considered fixed. In integrative negotiation, negotiators focus on the interested of each party in order to maximize the value of resources for these parties.
What is organizational culture?
A culture is the culmination of the leadership, values, language, people processes, rules, and other conditions, good or bad, present within the organization.
• The system of shared values, beliefs and assumptions considered to be the appropriate way to think and act within an organization.
Why is Org. Culture important
- Determines the behaviour that occurs or does not occur.
- Communicates what your organization values
- Determines rewards & corrections
- Keeps people engaged, committed, and confident
- Creates identity & unity
- Helps identify goals & objectives.
What does Org. Culture look/feel like?
• Following
o Following Jesus wholeheartedly
We worship Jesus Christ as the one true King and seek to model a life that emboss his transforming work in the world
• Caring
o Caring for the good and growth of one another
We believe people matter because they are created in the image of God. We invest in relationships, pursue growth, and seek to cultivate a Christ-centered community
• Doing
o Doing together what needs to be done
We commit to and engage in God’s holistic mission to change the world; together we lean in, and together we serve
• Pursuing
o Pursing truth with humility
We are curious and courageous, willing to seek truth, trust each other and bear witness to what we believe by the power of the Holy Spirit.
Types of decisions making
o Programmed: decisions that are characterized by routine decision-making where actions Jane clearly identified and often predicable outcomes.
o Non-programmed: decisions that require new methods and procedures, often involving highly complex, and non-routine problems.
Challenges of Decision Making
o More time consuming
o Conformity pressures in groups
o Discussion can be dominated by one or few members
o Decisions slugger from ambiguous responsibility
Approaches to to Decision making
• Rational approach: the systematic weighing of options to maximize the desired outcomes by estimating the probabilities of various outcomes.
• Behavioral Economics: focuses on how incentives and biases interfere with rational decision-making, leading to less than ideal decisions
• Organizational Psychology-based: the belief that decision makers cannot rely on perfect information, because there is no such thing.
• Naturalistic: making decisions not systematically, but quickly based on experience and intuition
7 steps of Decision making
- Identify the decision
a. What is the problem or opportunity
b. Why will this decision make a difference to your customers or employees? - Gather information
a. Gather facts and data that is relevant
b. What do I need to make the right decision? - Identify the alternatives
a. Determine various solutions - Weigh the evidence
a. Evaluate the feasibility, acceptability, and desirability
b. Weigh the pros and cons
c. Selection the option that has the highest chances of success
d. Perhaps seek out a second opinion. - Make a choice
a. Ensure you understand the risks involved with your choice - Take action
a. Develop a plan of implementation (resources & support) - Review your decision
a. What did you do well?
b. What impact did your decision have?
c. How could you improve the next time?
What is organizational structures?
• Defines how job tasks are formally divided, grouped, and coordinated, and includes the degree of complexity, formalization, and centralization in the organization.
Elements of Organizational Structures
- Work Specialization
- Departmentalization
- Chain of Command
- Span of Control
- Centralized & De-centralization
- Formalization
- Boundary Spanning
Types of Organizational Structures
• The Simple Structure
• Bureaucracy
• Matrix Structure:
• The Virtual Organization
• The Boundaryless Organization
• The Leaner organization: Organization Downsizing
Simple structure
o A structure characterized by low degree of departmentalization, wide spans of control, authority centralized in a single person a and little formalization. Widely used for small businesses.
o Strengths: fast, flexible, inexpensive to maintain, and accountability is clear
Weaknesses: difficult to maintain in larger organizations because it slows decision making; and it is risky because everything depends on one person.
Bureaucracy
o A structure with highly routine operating tasks achieved through specialization, formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control, and decision making that follows the chain of command.
o Strengths: standardizes activities in an efficient manner, using rules and regulations ensuring consistent application of policies and practices for accountability.
o Weaknesses: crates subunit conflicts between functional departments, concentrates power in the hands of a few people, and obsessive concern with following rules.
