Sec 1 Flashcards
Competitive strategy
An organization’s competitive strategy is its approach to gain competitive advantage over its competitors.
Core technology
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.
Organizational structure
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.
Organizational culture
This includes the shared beliefs, values, and norms or the unwritten rules of behavior of individuals in the organization
Human resource practices
This involves the organizational practices associated with hiring, firing, developing, and rewarding individuals who work for the organization.
Precrisis Phase
Crises may develop over time and emit early warning signals before they are manifested
Crisis Phase
when a crisis event occurs and becomes visible
Postcrisis Phase
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.
crisis to leaders is
unintentional changes that leaders are forced to address
moral conation
capacity to feel responsible, to be motivated to take action on moral issues, and to persevere during difficult situations
Moral ownership
extent to which individuals feel psychologically responsible to ensure that their behaviors, and those of others are ethical
Moral efficacy
belief that one can make a positive difference and can persevere in a moral situation
Moral courage
ability to face danger and to persist while standing up for moral principles
3 causes of decline
internal dysfunctions and failures
mismanagement by leaders
presence of external threats
5 stages of organizational growth
Creativity Direction Delegation Coordination Collaboration
Creativity Stage
entrepreneurs strive to create a business venture by developing new products or services and by attracting resources from funding agencies and customers
Direction Stage
able to create efficiencies by establishing more formal structures and systems for managing people, inventory, budgets, and customers can transition to the direction stage
Delegation Stage
transition to the next stage of growth, leaders tend to decentralize the organization and delegate more to lower level managers
Coordination Stage
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
Collaboration Stage
organization strives to become more adaptable by fostering teamwork and collaboration
Transformative begch3
causing a major change to something or someone, especially in a way that makes it or them better
TCM approach
more positive, value-centered approach could result in more constructive outcomes during crisis management
TCM phases
crisis prep
containment
recovery
growth
TCM critical processes
Leadership
Self-Managing
Communication
Learning
non transformative crisis management
builds the framework for crisis management but does not fully implement, manage, or practice it
resilience
the ability to adjust to, function, and thrive during and after adversity
positive reslience
coping and growing without unfair cost to others before, during, and after crises
catalyst for positive change
creating positive change in ones environment before, during, and after crises
3 benefits of TCM approach
Enhanced Performance and Relationships
Improved Coping and Well-Being
Learning and Growth
structural TCM approach
structure and anatomy of organizations, their vulnerability to crises, and how the capacity to be resilient and reliable can be built into systems
cognitive TCM approach
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
relational TCM approach
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
TCM roots in research
- 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
How are leaders a resource during TCM begch4
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
What is a transformative mindset
- 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.
what are important transformative values
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
important leadership/personality traits
extraversion
openness to experience
conscientiousness
important leadership abilities
lead change
use multiple forms of intelligence
elaborated after tables 4.1 and 4.2
important sources of power during TCM
Informational Reward Coercive Referent Expertise Legitimate desc. after experiential exercise 4.1
how can leadership capacity for TCM be built
Hire leaders
Utilize performance appraisals and rewards
training
experiential and vicarious learning
address psychological trauma from ones past
TCM
Transformative Crisis Management
strategies for leaders to motivate
Communicate continually
encourage their followers to embrace challenges
Manage task execution as being fair and just
Evoke positive emotions that inspire
Big 5 personality traits
Extraversion Openness to experience Conscientiousness Neuroticism Agreeableness
4 cycles of change in TCM
build crisis preparedness capacity
containing a crisis
recovering from a crisis
postcrisis growth
Change leadership process
ch4 table 4.1 8 steps
Leadership tasks during TCM
Ch4 table 4.2 4 tasks
the multiple forms of intelligence
Cognitive Emotional Social Cultural Ethical Political
subset abilities of ethical intelligence
moral awareness of ethical issues
morally reason to assess the consequences
behave ethically
communicate and acknowledge ethical discrepancies
political intellegience abilities
- 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
How are individuals a resource during TCM begch5
Builders of resources and systems
Problem solvers that resolve issues
Constructive disruptors of the status quo
What mind sets and values are important
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
What are some important personality traits
Table 5.2
What are some important abilities
Task Management
Relationship Management
Self-management
Table 5.3
How can organizations support transformative individuals
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
Transformative individuals as builders
tend to build capacity and psychological resources for others around them during TCM
Transformative individuals as problem solvers
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
Transformative Individuals as Constructive Disruptors
can be courageous and able to constructively challenge their leaders, if necessary
Transformative Traits
Integrity
Hope
Courage
Other Topics
- Rituals of Recovery
- Mindfulness and Constructive Thought Management Strategies
- Evoking positive emotions and finding meaning
- Maintaining positive relationships
- Appreciating accomplishments and small wins
