OD Flashcards
organisational development
process that appears to a broad range of behavioural science knowledge and practices to help organisations build their capability to change and achieve greater effectiveness, including thinks as financial performance, employee satisfaction and environmental sustainability
change management
includes effective implementation of planned change (OD always involves change management, but change management does not always include OD)
organisational change
change in knowdlegde and skills that are transferred to build the organisations cability to achieve goals and solve problems
2 parts of OD
1) change management
2) organisation change
3 major trends shaping change in organisations
1) globalisatoins
2) information technogology
3) managerial innovation
information technology
how does an organisation collect and use information?
managerial innovation
responding to globalisation and information technology trends and their impact on the organisation
4 types of management systems according to likets participative management programm
1) exploitive authoritative systems
2) benevolent authoritative systems
3) consultative systems
4) participative group systems
exploitive authoritative systems
top-down approach to leadership –> employee motivation is based on punishment and occasional rewards
benevolent authoritative systems
looks a bit like exploitive systems but employees are allowed a little more interaction, communication and decision making, but within boundaries defined by management
consultative systems
increased employee interaction, communication and decision making. Although employees are consulted about the problems and decisions, management still makes the final decision. Productivity is good, people are moderately satisfied
participative group systems
fosters a high degree of member involvement and participation, work groups are highly involved in setting goals, making decisions, improving methods, and appraising results. communication is both laterally and vertically –> high levels of productivity, quality, and member satisfaction
3 theories of change
1) Lewin change model
2) action research model
3) positive model
Lewin change model
behaviour is a result of 2 groups of forces: Changing and staying
change –>
- increase force of change
- decrease the force of current state
steps of Lewin change model
1) unfreezing
2) moving
3) refreezing
action research
initial research about the organisation provides info to guide subsequent action. The results of action will be assed to provide further info.
8 steps
(1) problem identificatoin
(2) consultations with science expert
(3) data gathering and preliminary diagnosis
(4) feedback to a group or client
(5) joint diagnosis of the problem
(6) joint action planning
(7) actoin
(8) Data gathering after action
positive model
appreciatie inquirty (AI) –> infuses a positive value orientation into analysing and changing in organisations
5 steps of positive model
1) identify the issue
2) identify best practice
3) represent common dimension of people’s experiences
4) describe a completing future
5) design and deliver ways to create the future
magnitude of change
falling along a continuum ranging from incremental changes that involve fine-tuning the organization to fundamental changes that entail radically altering how it operates
degree of the organisation
the degree to which the organisation or client is organised
traditional phases of planned changes steps
(1) indentification
(2) convention
(3) organization
(4) evaluation
diagnosis
the process of understanding how the organisation is currently functioning and necessary information to design change intervention
open systeem model
a set of concepts and relationships describing the properties and behaviors of things called system ( organisations, groups, jobs)
Ethical climate theory (ECT)
type of organisational work climate
utilitarianism
decisions and action that arrive at the greatest good outcome for the greatest number of people
deontology
using rules to distinguish the right from wrong
local locus
the organisation itself
cosmopolitan locus
external to the organisation
5 ethic climate types
1) Instrumental
2) caring
3) independence
4) law and code
5) rules
instrumental climate
norms encourage decisions that prioritise the organisations or individuals gains, even other at expense ( least preferred)
caring climate
rooted in benevolence and utilaranism, a caring climate emphasises organisational and societal concern.
independence climate
individuals in an independent climate rely on their own moral beliefs to navigate ethical dilemmas, minimizing external influences
law and code climate
employees perceive their ethical decisions as bound by external systems, aiming to stay within the legal or professional boundaries
rules climate
values organizational codes of conduct and internal standards
the consequences of ethical climate
(1) organisational commitment
(2) job satisfaction
(3) psychological well being
(4) dysfunctional behavior
Rest’s 4 stages model
individuals pass through several stages during the process of making an ethical decision
unethical intention
the expression of one’s willingness or commitment to engage in unethical behavior
unetichal behavior
any organisational member action that violates widely accepted moral norms ( such as lying, cheating and stealing)
CMD
theory of cognitive moral development= how individuals advance from childhood to adulthood in the complexity and elaboration of their thinking about why an action is morally right or wrong
idealism
one’s concern for the welfare of others
relativism
one’s emphasis on moral principles being situationally determined rather than universal
machiavellism
tend to use interpersonal relationships upportunically and deceive others for personal gain
locus of control
the beliefs of individual asbout whether their action are contingent on what they do or on the machinations of outside forces
internal locus of control
life events happend due own abilities and efforts
external locus of control
life events due to some external sources, such as fate, luck, or powerful others
moral intensity
ethical decisions are impacted by the moral intensity of a situation, which includes specific situational features that can increase the weight of ethical considerations
six element of moral intensity
(1) magnitude of consequences –> extent of harm
(2) social consensus –> agreement of peers that action is wrong
(3) probability of effect –> will it cause harm?
(4) temporal immedicay –> how soon?
(5) proximity –> social or emotional closeness
(6) Concentration effect –> small/large group
codes of conduct
set of rules outlining the norms, rules and responsibilities or proper practices of an individual party of the organisation
ethical impulse theory
suggest that some unethical choices may result from automatic responses to environmental cues or past experiences
organisational culture
pattern of artefacts, norms, values and basic assumptions which describes how the organisation solves problems and teaches newcomers how to behave
artefacts
visible aspects of the culture (clothes, how people talk, how the building looks like)
norms
unwritten rules of the organisations
values
beliefs and principles that drive an organisations forward
basic assumptions
more central, people are inherently prosocial or going for profit, not really visible
ethical culture
the shared belief that one should behave morally
inclusive culture
shared belief that everyone should be included irrespective of their communicaties of differences
illegal
against the law
illegal & unethical ( example)
stealing
unethical but not illegal ( example)
absenteeism, sleeping at work, bullyinh
illegal but not unethical
protesting for a good case
optimal distintinvness theory
optimaal beloning + uniqueness
teams
collection of individuals who are independently working to achieve a shared goal
team learning outcomes
1) team learning ( changes in collective knowdledge)
2) team learning curves ( team learning curves)–> performance
team learning processes
intra team, interteam and fundamental learning behaviors
intra team learning
engage in building shared meaning from existing information, identify and fill in gaps in the team’s collective knowledge
interteam learning behaviors
when teams seek and integrate information from individuals outside of the team
fundamental learning behaviors
basic learning process that promotes learning in teams
linear growth models
teams develop through distinct in ordered stages:
- forming
- storming
- norming
-performing
forming
learning to know each other
storming
form a common understanding of the tasks
norming
know how to work as a group
performing
engage in tasks work ( productivity )
punctuated equilibrium models
focus on timing rather than on sequence
Kozlowski model of learning phases
(1) foundation phase -> understanding of taks, goals, climate
(2) performance dynamics phase –> task related dynamics and individual competencies + expectations and team capabilities
(3) coordination phase –> how rules interconnect ( who, what, when, how)
(4) advanced phase –> Teams enhance their understanding
action phase
focus on task work, directly working towards a goal
transition phase
teams reflect on past performance and plan for future effort
emergence
bottom-up process wherein lower-level characteristics manifest to higher-order phenomena through interactions
learning triggers
events which cause the team to inspect their current collective knowledge state
team learning episodes
discernable periods of time where teams become aware of an intergrade information into their collective knowledge state
phases of team learning episode
(1) learning trigger –> inspect current knowdlegde
(2) transition phase –> team awareness
(3) action phase –> new knowdlegde
(4) concluding a learning episode –> storing info
2 perspectives of diversity in teams
(1) social categorisations perspective
(2) similarity/attraction perspective
social categorisations perspective
similarities and differences between workgroup members form the basis for categorizing self and others into groups, distinguishing between similar ingroup members and dissimilar out-group members. People tend to favor ingroup members over outgroup members
similariy attraction perspective
focusses on interpersonal similarity ( attitudes and values) –> people prefer to work with similar others
information/decision making perspective
diverse groups are likely to possesses a broader range of task relevant knowledge skills and abilities and members with different opinions and perspectives –> larger pool of resources
fault lines
referring to combinations of correlated dimensions of diversity
social catégorisation
happens when people group others based on perceived differences such as gender, ethnicity or age
deviance
the violation of the norms of a group ( depending on context)
dissent
speeking up
5 reasons why people deviate or dissent
1) assumption of the majority
2) loyalty
3) moral rebellion
4) express differneces and uniqueness
5) tangible rewards
constructive deviance
deviance or dissent motivated by a desire to attempt to change group norms for the betterr
normative model of dissent
how those with Lower and higher levels of identification with the group respond to normative conflict. Lower and higher levels are more motivated to dissent /deviate
moral rebels
individual who gives priority to following personal conviction over group norms when individual and group norms clash
motives for rejecting deviance and dissent
a) threatened group positivity ( black sheep effect)
b) threatened group cohesion.
c) threatened group distincitivness ( clarity of boundaries)
d) threatened group locomotion ( emotional stress)
e) threatened group
teams
small number of people with complementary skills working together to achieve common goals with collective accountability
task coordination
hoe do we make individuals fit together, who coordinates team tasks
task regulation
the degree to which team members control their own task behaviors, responsible, leader regulation
performance norms
what level of performance is acceptable
adjourning
stopping / termanting the group
susan wheelman phases of group development 3 dimensions:
(1) task orientation
(2) socio emtional orientation
(3) leadership style
shared mental models
what we know as a team
transactie memory
what do I know? Who in my group knows what? Who to ask?
team elobaratoin
sharing knowledge, critical reflection, constructive conflict, feedback en discussion
bias in decision making
groupthink
social loafing
dominant leader
diffusion of responsibility
abilenee paradox
blau index
index how diverse a group is ( 0.7 is more diverse than 0.3)
deviance
violation of group norms ( positive or negative)
dissent
the expression of disagreement with group norms, group action or group decisions ( dissent is not always deviance)
imposterism
indivudal breaking group norms by passing themselves of as a genuine group members even though they dont meet the key criteria for group membership
when are dissenters and deviants tolerated?
- first time offender
- severity of action and harm to group
- power position
- prototypisciliaty ( fits to the group)
- Group tenure
- stage of group formation ( later is less frust)
- national culture
value dilemma
contradictory values placed at opposite end of a conitmuum
1. internal vs external focus
2. flexibility vs stability
assumptions
how organisational problems should be solves
2 specific recruitment tactics
1 recruitment advertisement diversity
2. recruiter demographics
pictorial diversity
portraying racial, ethnic, and gender diversity in photographs depicted in recruitment advertising
equal employement opportunity (EEO) statements
statement about the diversity policies in the company
5 types of assertive tactics
(1) integration ( attractiveness of the form)
(2) intimidation ( power)
(3) organizational promotion ( effectiveness)
(4) exemplificiation ( prototype)
(e) supplication ( dependence and vulnerability )
6 types of defensive tactics
(1) accounts (minimise negative events)
(2) disclaimers
(3) organizatoinal handicapping
(4) apologies
(5) restitutions ( compensations)
(6) prosocial behavior
Affirmative Actions Plans (AAP)
compensate for historical discrimination
Diversity management programs (DMP)
create climates wherein all employees are allowed and encouraged to reach their full potential
Equal employment opportunity (EEO)
minimize present and future occurrences of discrimination
diversity fairs
recruitment events specifically designed to connect employers with a diverse pool of candidates
identity salience
refers to the extent that a particular identity is activated in a given setting or situation
CSP
corporate social performance
signalling theory
because job seekers have little info they draw inferences based on signals ( website, job adds)
signals inform 3 corresponding signal-based mehcanisms that effect organizational effectiveness
1) job seekers anticipated pride
2) perceived value fit
3) expected treatment
CSR
corporate social responsibility
corporate greenwashing
a company frames its activities as “green” in order to look environmentally friendly
dispositional skeptism
an indivudals tendency to doubt the credibility of various forms of organisational communication
4 types of AAP
(1) oppurtinity enhancement
(2) equal oppurtiuniy
(3) tiebreak
(4 ) strong preferential treatment
oppurtinity enhancement
assistente to target group members prior to selection decisions, focused on recruitment and training
equal oppurtiuniy
elimination of discrimination
tiebreak
members of the target group are given preference over other if and only their qualifications are equivalenet
strong preferential treatment
including quotas
recruitment
organizational practices and decision that affect either the number, or types of individuals that are willing to apply for a job
employer branding
the promotion - both internally and externally- of a clear distinctive and attractive image of the organisations as an employer
why to recruit for diversity?
- legal case ( discrimination)
- moral case ( fairness)
- business case ( broader markets)
- innovation & learning case ( diverse perspectives)
intergration
giving of favourable aspects of the organisation
promotion
promote succesful management of diversity
exemplification
performing acts of CSR ( donations, sponsoring)
supplication
admitting you need help and need minority members “ I want you”
when using assertive or defensive
- reputation
- attrubution ( underlying motivation)
misconduct
intentional unethical behavior
consequences of misconduct for the organisations
1) costly
2) reputational damage
3) legal implications
containment attemps
try to make the misconduct seem small
disciplinary measures
taking disciplinary measures agains the traders –> blaming specific indivudals
increase of controls
extending procedures
bad apple theory
blaming an indivudal solely for his misconduct and not looking at the system
3 team characteristics that contribute to addressing misconduct
1) task ( ineffective error approaches)
2) outcome inequality
3) dysfunctional team climate
performance errors can be classified in 3 types
(1) denial
(2) empathy
(3) blame and punish
3 types of immoral team climates that encourge ethical behavior
1 moral neglect ( lack of moral awareness)
2 moral inaction ( aware of morality but feel unable to adapt)
3 moral justification ( inmoral actions are reframed and distorted)
error management culture
when employees dare to admit their error and active communication takes place about errors with a focus on learning from errors
LEARN
Let the board take ownership
Engage employees
Align structure and culture
Refocus from person to sysyem
Narrate the best exemplars
psychology of supervision
stimulating compliance and ethical behavior of individuals and groups working in regulated organizations as a supervisor
compliance
following the roles
regulation
rulemakings
supervision
monitoring and enforcement ( monitoring rules and warning)
moral justifcanion
following moral rules
prudential supervision
soldij financial institutions & stability system
conduct supervison
conduct and information provision of market participants
organisatoinal structure
the way taks are formally dived, grouped and coordinated
work specialisation
what tasks do you do ( dividing of tasks)
departementilizatoin
who do you work with ( the way jobs are grouped together)
chain of command
who do you report to ( authority)n
span of control
how many people do you manage ( number of subordinates as supervisor)
centralisation & decentralisation
Who decides ( the degree to which decision making is concentrated at a single point in the organisation)
formalization
how many rules are there? ( autonomy also )
for structures, look at Aantekeningen!!!
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draw: simple structure
start-up, what if the CEO drops out? direct communication with the CEO
draw: functional structure
specialised people, making promotions, more specialising
risks : people start working alongside, bad communicating
draw: divisional structure
cost many because of overlap
draw: matrix structure
workers report to both departments also to the project
draw: team structure
consultancy, freedom as team, agile working , dont report to projects manager
draw: network structure
large organisations in different countries, flexible,, one central person ( broker)
drawback: accountability for all suppliers, inability to manage all individual parts
workplace diversity
division of workforce into categories that have (a) perceived common within a given cultural/national context (b) impact potentially harmful or beneficial employment outcomr
inclusion
culture that connect each employee all able to continue fully
diversity
mixture of attributes how people feel, think and behave ( needs inclusion to benefit)
psychological dsafety
sharing opinions and views from others, feeling safe
involvement in the work group
feeling like an insider and acces to critical information & resources
feeling respected and valued
being treated appreciated and an esteemed member
influence on decision making
employees believe that their ideas are influential and listened to ( key component!)
authencity
supporyy transparant and sharing of valued indentities
recognizing, honouring and advancing diversityy
fair treatment, sharing of employee differences for mutual learning and growth + top management showing the value of diversity
