Quiz 2 Flashcards
Wells Fargo assumptions
1
Wells Fargo values
making money and hitting targets
Wells Fargo norms
opening fraud accounts
unapproachable leaders
Wells Fargo artifacts
1
how was Wells Fargo culture dysfunctional
1
how was Wells Fargo identity dysfunctional
1
how was Wells Fargo character dysfunctional
1
Starbucks assumptions on culture identity and character
1
Starbucks values, norms, artifacts
1
Microsoft strategies that were used to change culture
1
TED how to create collective creativity
creative abrasion, creative resolution and creative agility
create a space to compare and combine their own skills and innovations
invert the hierarchy by increasing strength of many who are completing day to day tasks
create a space where everyone’s genius can be harness and used together
organizational culture
a system of shared meaning comprised of
assumptions, value, norms, artifacts
organizational identity (OI)
the shared image of who we are as an organization held by its members
comprised of central and distinctive traits
organizational reputation is the image non members have of the org, there should be overlap
organizational character
the moral traits of the org
represents the extent the org behaves with integrity and how it interacts with stakeholders
culture and identity determine character
how are culture, identity and character an obstacle
when they do not support strategy, impede adaptation, or cause dysfunctional behaviors
how can changes to culture, identity and character be built
8 steps of change kotter and cohen
founders and leaders are important
create a vision of shared beliefs, values, behaviors, traits and continually communicate them
HR practices hiring, firing, reward, punishment’s, orientation, are important for building a reinforcing components
must be built into belief system, values, norms, artifacts, and image of the organization
use critical events, stories, rituals
foster mindfulness
society culture shapes org culture and character
(hofstede handout)
examples of transformative org culture components
table 6.4
examples of transformative org identity components
table 6.5
examples of transformative org character components
table 6.6
how China, India, US cultures vary
hofstede handout
how do individuals cope with cognitive dissonance (Global/ethical insights)
under 6.1
2
2
who are stakeholders
someone who can impact an organization or be impacted by it
attributes of key stakeholders
someone who has power, legitimacy and an urgent claim
characteristics of positive relationships
based on trust
competence
integrity
benevolent
why are relationships a resource
can build economy, money, customers, talent
social information and support
administrative coordination and communication
psychological and physical health that evoke positive emotions
why are shareholders a resource
above table 7.1
types of org crises
physical technical economic political human and social legal ethical natural environmental
multidimensional consequences
Physical – damage to buildings –Natural environmental – contaminated water –Economic – financial losses –Legal – legal liability –Political – tarnished reputation –Technical – damage to equipment –Human and Social – death, injury, trauma, effects on stakeholder relationships
crisis management components
staff teams plan systems space and stuff
crisis staff component
Multi-functional crisis teams – corporate,
business groups/divisions, plant or branch
crisis team component
1
crisis plans component
1
crisis systems component
Plans and Procedures– for different types of crises
that specify roles, degree of urgency, contact
information, response procedures, and
protocols
crisis space and stuff component
Equipped control room or a command center
–Specific crises needs e.g., hospitals in a pandemic
–Specific crises resources. E.g., hospital beds,
masks, and ventilators in a pandemic
what is org structure
a control and coordinating mechanism that groups people
determines who has power
channels comms
situational factors for effective organizational structures;
external environment
org strategy
tech
size of org
when to change structure
environmental changes strategy changes tech changes size changes imbalance in differentiation, control, centralization
structure attributes
see handout
steps to changing structure
heart of change steps
design issues
differentiation and integration
control and creativity
centralization and decentralization
stakeholders of boston bombing
1
how were boston bombing stakeholders a positive resource
1
boston bombing crisis management structure
1
how was boston bombing crisis management structure built
1
key stakeholders of starbucks
1
key stakeholders of microsoft
1
how were stakeholders of starbucks a resource
1
how were stakeholders of Microsoft a resource
1
how were starbucks structure changes made
1
how were microsoft structure changes made
1
3
3
what are HR systems
1
what are HR systems role during org change
1
how can orgs develop and train more employees
1
how can orgs recruit and hire more employees
1
how can orgs remove and reduce more employees
1
how can orgs recognize and reward more employees
1
strategy of Disney
1
culture (norms, assumptions, values) of disney
1
how HR systems were implemented at disney
training, rewarding, hiring
1
how Disney HR supported their strategy
1
how disney HR built on the transformative capacity
1
how starbucks used HR to manage growth
1
how microsoft used HR to manage growth
1
how starbucks used HR to manage decline
1
how microsoft used HR to manage decline
1
