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Ld Org Change F21 > Sec 1 > Flashcards

Sec 1 Flashcards

1
Q

Competitive strategy

A

An organization’s competitive strategy is its approach to gain competitive advantage over its competitors.

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2
Q

Core technology

A

This refers to the methods for producing a product or a service, which includes the knowledge, skills, processes, and equipment that are involved in production.

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3
Q

Organizational structure

A

This is the mechanism used to group and coordinate individuals within the organization, and organizational structure is often reflected in the organizational chart, policies, and procedures.

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4
Q

Organizational culture

A

This includes the shared beliefs, values, and norms or the unwritten rules of behavior of individuals in the organization

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5
Q

Human resource practices

A

This involves the organizational practices associated with hiring, firing, developing, and rewarding individuals who work for the organization.

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6
Q

Precrisis Phase

A

Crises may develop over time and emit early warning signals before they are manifested

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7
Q

Crisis Phase

A

when a crisis event occurs and becomes visible

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8
Q

Postcrisis Phase

A

the intensity of a crisis diminishes and it moves to its final phase. In this phase, the organization needs to recover from the crisis experience.

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9
Q

crisis to leaders is

A

unintentional changes that leaders are forced to address

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10
Q

moral conation

A

capacity to feel responsible, to be motivated to take action on moral issues, and to persevere during difficult situations

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11
Q

Moral ownership

A

extent to which individuals feel psychologically responsible to ensure that their behaviors, and those of others are ethical

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12
Q

Moral efficacy

A

belief that one can make a positive difference and can persevere in a moral situation

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13
Q

Moral courage

A

ability to face danger and to persist while standing up for moral principles

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14
Q

3 causes of decline

A

internal dysfunctions and failures
mismanagement by leaders
presence of external threats

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15
Q

5 stages of organizational growth

A 
Creativity
Direction
Delegation
Coordination
Collaboration
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16
Q

Creativity Stage

A

entrepreneurs strive to create a business venture by developing new products or services and by attracting resources from funding agencies and customers

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17
Q

Direction Stage

A

able to create efficiencies by establishing more formal structures and systems for managing people, inventory, budgets, and customers can transition to the direction stage

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18
Q

Delegation Stage

A

transition to the next stage of growth, leaders tend to decentralize the organization and delegate more to lower level managers

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19
Q

Coordination Stage

A

top managers can create structures, such as product groups and use profit-sharing mechanisms to foster a greater sense of cohesiveness and synergy within the organization

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20
Q

Collaboration Stage

A

organization strives to become more adaptable by fostering teamwork and collaboration

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21
Q

Transformative begch3

A

causing a major change to something or someone, especially in a way that makes it or them better

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22
Q

TCM approach

A

more positive, value-centered approach could result in more constructive outcomes during crisis management

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23
Q

TCM phases

A

crisis prep
containment
recovery
growth

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24
Q

TCM critical processes

A

Leadership
Self-Managing
Communication
Learning

25
Q

non transformative crisis management

A

builds the framework for crisis management but does not fully implement, manage, or practice it

26
Q

resilience

A

the ability to adjust to, function, and thrive during and after adversity

27
Q

positive reslience

A

coping and growing without unfair cost to others before, during, and after crises

28
Q

catalyst for positive change

A

creating positive change in ones environment before, during, and after crises

29
Q

3 benefits of TCM approach

A

Enhanced Performance and Relationships
Improved Coping and Well-Being
Learning and Growth

30
Q

structural TCM approach

A

structure and anatomy of organizations, their vulnerability to crises, and how the capacity to be resilient and reliable can be built into systems

31
Q

cognitive TCM approach

A

focused on how individuals make sense during the ambiguity of crises and the biases that influence decision-making and how individuals and the organization can learn from crisis experiences

32
Q

relational TCM approach

A

focused on the importance of stakeholders during a crisis, leadership behaviors in these situations, possible communication strategies to influence stakeholders, trust and relational disturbances, and the need for healing organizational relational wounds

33
Q

TCM roots in research

A
  • systems thinking
  • crisis management literature
  • transformational change literature
  • positive psychology and its outgrowth positive organizational scholarship
  • the literature on business ethics and character
  • literature on societal differences and cross-cultural issues
34
Q

How are leaders a resource during TCM begch4

A

provide transformative vision and set direction
motivate and inspire transformative behaviors
organize and facilitate the execution of the vision
build a social network of positive relationships

35
Q

What is a transformative mindset

A
  • beliefs that reduce stress, open learning, enhance resilience, that they must persevere through a challenge
  • important to transform negative situations by minimizing damage and maximizing positive outcomes.
  • if they can make a positive difference in a negative situation, they should be agents of change.
36
Q

what are important transformative values

A

purpose and heart
clear sense of personal morality/behavior
transparent
value relationships
product of their own life experiences
moral and trustworthy
create cultures and practices where ethical behavior is expected

37
Q

important leadership/personality traits

A

extraversion
openness to experience
conscientiousness

38
Q

important leadership abilities

A

lead change
use multiple forms of intelligence
elaborated after tables 4.1 and 4.2

39
Q

important sources of power during TCM

A 
Informational
Reward
Coercive
Referent
Expertise
Legitimate
desc. after experiential exercise 4.1
40
Q

how can leadership capacity for TCM be built

A

Hire leaders
Utilize performance appraisals and rewards
training
experiential and vicarious learning
address psychological trauma from ones past

41
Q

TCM

A

Transformative Crisis Management

42
Q

strategies for leaders to motivate

A

Communicate continually
encourage their followers to embrace challenges
Manage task execution as being fair and just
Evoke positive emotions that inspire

43
Q

Big 5 personality traits

A 
Extraversion
Openness to experience
Conscientiousness
Neuroticism
Agreeableness
44
Q

4 cycles of change in TCM

A

build crisis preparedness capacity
containing a crisis
recovering from a crisis
postcrisis growth

45
Q

Change leadership process

A

ch4 table 4.1 8 steps

46
Q

Leadership tasks during TCM

A

Ch4 table 4.2 4 tasks

47
Q

the multiple forms of intelligence

A 
Cognitive
Emotional
Social
Cultural
Ethical
Political
48
Q

subset abilities of ethical intelligence

A

moral awareness of ethical issues
morally reason to assess the consequences
behave ethically
communicate and acknowledge ethical discrepancies

49
Q

political intellegience abilities

A
  • politically savvy and socially astute, understanding power dynamics and how much power people have
  • identify and use influence strategies and be flexible in this process
  • political while being sincere, trustworthy, and honest
  • Build social networks, coalitions, and alliances with others who have resources and power
50
Q

How are individuals a resource during TCM begch5

A

Builders of resources and systems
Problem solvers that resolve issues
Constructive disruptors of the status quo

51
Q

What mind sets and values are important

A

Table 5.1
Beliefs About Personal Responsibility
Beliefs About One’s Role as a Change Agent
Beliefs About Task Excellence
Beliefs About Relationships
Beliefs About One’s Role Relative to the Leader
Individuals’ Values

52
Q

What are some important personality traits

A

Table 5.2

53
Q

What are some important abilities

A

Task Management
Relationship Management
Self-management
Table 5.3

54
Q

How can organizations support transformative individuals

A 
provide leaders with transformative mindsets
other transformative individuals
org culture
character
identity that values transformative behaviors
positive and reliable relationships
adaptable infrastructure and resources
supportive human resource practices
55
Q

Transformative individuals as builders

A

tend to build capacity and psychological resources for others around them during TCM

56
Q

Transformative individuals as problem solvers

A

able to diagnose the causes of problems, improvise, and innovate to identify solutions to resolve problems, plan and envision a path to resolution, and execute their plans

57
Q

Transformative Individuals as Constructive Disruptors

A

can be courageous and able to constructively challenge their leaders, if necessary

58
Q

Transformative Traits

A

Integrity
Hope
Courage

59
Q

Other Topics

A
  • Rituals of Recovery
  • Mindfulness and Constructive Thought Management Strategies
  • Evoking positive emotions and finding meaning
  • Maintaining positive relationships
  • Appreciating accomplishments and small wins

Ld Org Change F21 (5 decks)

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