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Ld Org Change F21 > Quiz 2 > Flashcards

Quiz 2 Flashcards

1
Q

Wells Fargo assumptions

A

1

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2
Q

Wells Fargo values

A

making money and hitting targets

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3
Q

Wells Fargo norms

A

opening fraud accounts

unapproachable leaders

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4
Q

Wells Fargo artifacts

A

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5
Q

how was Wells Fargo culture dysfunctional

A

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6
Q

how was Wells Fargo identity dysfunctional

A

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7
Q

how was Wells Fargo character dysfunctional

A

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8
Q

Starbucks assumptions on culture identity and character

A

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9
Q

Starbucks values, norms, artifacts

A

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10
Q

Microsoft strategies that were used to change culture

A

1

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11
Q

TED how to create collective creativity

A

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

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12
Q

organizational culture

A

a system of shared meaning comprised of

assumptions, value, norms, artifacts

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13
Q

organizational identity (OI)

A

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

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14
Q

organizational character

A

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

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15
Q

how are culture, identity and character an obstacle

A

when they do not support strategy, impede adaptation, or cause dysfunctional behaviors

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16
Q

how can changes to culture, identity and character be built

A

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)

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17
Q

examples of transformative org culture components

A

table 6.4

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18
Q

examples of transformative org identity components

A

table 6.5

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19
Q

examples of transformative org character components

A

table 6.6

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20
Q

how China, India, US cultures vary

A

hofstede handout

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21
Q

how do individuals cope with cognitive dissonance (Global/ethical insights)

A

under 6.1

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22
Q

2

A

2

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23
Q

who are stakeholders

A

someone who can impact an organization or be impacted by it

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24
Q

attributes of key stakeholders

A

someone who has power, legitimacy and an urgent claim

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25
Q

characteristics of positive relationships

A

based on trust
competence
integrity
benevolent

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26
Q

why are relationships a resource

A

can build economy, money, customers, talent
social information and support
administrative coordination and communication
psychological and physical health that evoke positive emotions

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27
Q

why are shareholders a resource

A

above table 7.1

28
Q

types of org crises

A 
physical
technical
economic
political
human and social
legal
ethical
natural environmental
29
Q

multidimensional consequences

A 
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
30
Q

crisis management components

A 
staff
teams
plan
systems
space and stuff
31
Q

crisis staff component

A

Multi-functional crisis teams – corporate,

business groups/divisions, plant or branch

32
Q

crisis team component

A

1

33
Q

crisis plans component

A

1

34
Q

crisis systems component

A

Plans and Procedures– for different types of crises
that specify roles, degree of urgency, contact
information, response procedures, and
protocols

35
Q

crisis space and stuff component

A

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

36
Q

what is org structure

A

a control and coordinating mechanism that groups people
determines who has power
channels comms

37
Q

situational factors for effective organizational structures;

A

external environment
org strategy
tech
size of org

38
Q

when to change structure

A 
environmental changes
strategy changes
tech changes
size changes
imbalance in differentiation, control, centralization
39
Q

structure attributes

A

see handout

40
Q

steps to changing structure

A

heart of change steps

41
Q

design issues

A

differentiation and integration
control and creativity
centralization and decentralization

42
Q

stakeholders of boston bombing

A

1

43
Q

how were boston bombing stakeholders a positive resource

A

1

44
Q

boston bombing crisis management structure

A

1

45
Q

how was boston bombing crisis management structure built

A

1

46
Q

key stakeholders of starbucks

A

1

47
Q

key stakeholders of microsoft

A

1

48
Q

how were stakeholders of starbucks a resource

A

1

49
Q

how were stakeholders of Microsoft a resource

A

1

50
Q

how were starbucks structure changes made

A

1

51
Q

how were microsoft structure changes made

A

1

52
Q

3

A

3

53
Q

what are HR systems

A

1

54
Q

what are HR systems role during org change

A

1

55
Q

how can orgs develop and train more employees

A

1

56
Q

how can orgs recruit and hire more employees

A

1

57
Q

how can orgs remove and reduce more employees

A

1

58
Q

how can orgs recognize and reward more employees

A

1

59
Q

strategy of Disney

A

1

60
Q

culture (norms, assumptions, values) of disney

A

1

61
Q

how HR systems were implemented at disney

training, rewarding, hiring

A

1

62
Q

how Disney HR supported their strategy

A

1

63
Q

how disney HR built on the transformative capacity

A

1

64
Q

how starbucks used HR to manage growth

A

1

65
Q

how microsoft used HR to manage growth

A

1

66
Q

how starbucks used HR to manage decline

A

1

67
Q

how microsoft used HR to manage decline

A

1

Ld Org Change F21 (5 decks)

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