Test 2

Question 0

System components

Answer 0

Hierarchical ordering
Interdependence
Permeability

Question 1

What metaphor best fits a systems approach.

Answer 1

The systems or organismic metaphor- this describes organizations as complex organisms that must interact with their environment to survive rather than as self-contained and self-sufficient machines

Question 2

System properties

Answer 2

Holism: a system is more than the sum of its parts
Equifinality:a system can reach the same final state by a variety of means
Negative entropy: ability to run down as an organization
Requisite variety: deals with relationship between a system and it’s environment

Question 3

Equivocality

Answer 3

The unpredictability that is inherent in the information environment of an organization. In the information environment, there are many interpretations that could be used for a particular event

Question 4

Basic recipe for the organizing model

Answer 4

Enactment:
Selection:
Retention:

Question 5

Network analysis

Answer 5

Maps of relationships that are analyzed to explain organizational relationships

Question 6

Properties of networks

Answer 6

Content: the stuff that’s flowing through the linkages in the network
Mode: communication medium through which network linkages are maintained
Density: high density means many interconnections among network members, low density means more loosely connected
Network consists of links between components
Links: characterize the connections that link members together

Question 7

Link properties

Answer 7

Link strength: the amount of information flowing between two people, or the importance of that information
Link symmetry: whether or not the two people have the same kind relationship with each other
Multiplexity: the number of different kinds of content that flow through a particular link

Question 8

Organizational roles

Answer 8

Define the way in which individuals are connected with each other

1) isolate-doesn’t talk to anyone
2) group members- highly interconnected individuals
3) bridge- group members who connect the group to the outside world
4) liaison- a person who talks to two people who have radically difference connections within the network

Question 9

Newcomer info-seeking tactics

Answer 9

Overt questions
Indirect questions (hinting at things)
Third parties (ask coworker instead of boss)
Testing limits (breaking rules and observing reactions)
Disguising conversations (pretending information seeking convos are just normal conversation)
Observing (watching behavior of importation situations)
Surveillance(gets info by making sense of past observed behavior)

Question 10

Role-related v. Cultural information

Answer 10

Role-related information encompasses the information, skills, procedures, and rules that an individual must grasp to perform a job.
Cultural information is more complex and abstract and occurs throughout the communication of memorable messages narrative and cultural truisms that stick with employees as they continue on their employment with the organization

Question 11

Role- development processes

Answer 11

1) Role taking phase-a sampling process in which the supervisor assigns tasks to the subordinate in order to learn about the subordinate’s skills and motivation
2) Role making phase- a negotiation process in which the supervisor and subordinate exchange resources in the further development of role definitions.
3) Role routinization- the role developed through the sampling and negotiation of the first two phases becomes well understood. Roles range along a continuum from in-group to out- group

Question 12

3 stages of organizational assimilation

Answer 12

1) Anticipatory- newcomers form expectations of the organization and what it would be like to be a member of that particular organization.
2) Encounter- this stage involves the member entering and becoming acquainted with the new organization and occurs when the newcomer confronts the reality of his or her organizational role. While formally accepted, the newcomer is not yet socially accepted
3) metamorphosis -newcomer is accepted, learns new behaviors or modifies existing ones

Question 13

Nutt’s 5 steps of rational decision making

Answer 13

1) formulation- determine needs
2) concept development- brainstorm
3) detailing- detail pros and cons
4) evaluation- costs and benefits
5) implementation- make decision

First organizational members need to notice a problem at necessitates a decision. Then, they need to search for all relevant information. Next, they develop a set of decision options and evaluate them according to carefully developed criteria for decision effectiveness. The process concluded with an optimal decision that is then implemented

Question 14

How do the six stages view assimilation?

Answer 14

1) classical- socialization is seen as a way to ensure that employees are properly trained for maximum effectiveness and efficiency.
2) human relations- socialization seen as a way to maximize the possibility that employees will be highly satisfied organizational members.
3) human resources- socialization seen as a way to maximize the contribution employees can make to the organization.
4) systems- socialization seen as a boundary transition between the outside and the inside of the system.
5) socialization seems as a process through which newcomers come to understand the assumptions, values, and norms of the new organizational culture.
6) critical- socialization seen as a process through which organizational owners and managers develop and maintain hegemonic relationships with employees.

Question 15

What are alternative models to the rational model?

Answer 15

Satisficing- a solution that is good enough
Analogical- what has worked in the past
Garbage can model- they just do stuff and a solution is chosen when something suitable seems to happen.

Question 16

Groupthink

Answer 16

People focus more on unanimity that on optimal decisions
Symptoms of groupthink
1) illusion of invulnerability
2) illusion of morality
3) stereotyping 
4) self-censorship
5) illusion of unanimity
6) direct pressure on dissidents
7) reliance on self-appointed mind guards

Question 17

How can we prevent groupthink?

Answer 17

1) have correct understanding of the issues to be resolved
2) determine the minimal characteristics required in order for any alternative to be acceptable
3) identify a relevant and realistic set of alternatives
4) carefully examine each alternative compared to already agreed upon options
5) select the alternative that is most likely to have the desired characteristics

Question 18

PDM

Answer 18

Pdm( including others in decision making process)- satisfaction of hire needs- work satisfaction - motivation - productivity
Stakeholders -those who have an interest in the organizations actions

Question 19

Work place democracy

Answer 19

Involves collaboration among multiple stakeholders. Proponents say that it must involve all stakeholders.

Question 20

How do the 6 perspectives view decision making?

Answer 20

1) classical- decision making is seen as a rational and logical process
2) human relations- participation in decision making is seen as an avenue for the satisfaction of workers’ higher order needs.
3) human resources- participation in decision making is seen as a avenue for eliciting valuable information from employees and for ensuring effective Implementation of decisions
4) decision making is seen as a complex system with multiple and varied stages.
5) cultural- decision making is seen as a set of practices that reflect the organizational values
6) critical- decision making sis seems as process by which management can exert power over subordinates. Participation is seen as hegemonic.

Question 21

5 ways that managers communicate change to employees

Answer 21

Spray and pray
Tell and sell
Underscore and explore
Identify and reply
Withhold and uphold

Question 22

Problems in change

Answer 22

Management (lack of support, forced change, inconsistent)
Participation
Communication
No clear purpose/ Respomsibility

Question 23

How would each of the approaches view change

Answer 23

Classical- change is bad unless that change is carefully controlled by management
Human relations- change is seen as a human process in which factors of employee satisfaction are taken into account
Human resources- change is seen as a crucial step through which an organization can harness the skills and abilities of employees
Systems- change might be viewed as part of a cybernetic system characterized by positive and negative feedback or as an outcome of chaotic systems of complex information
Cultural- change practices are sen as reflections of organizational values and assumptions.
Critical- change can be seen as a mechanism by which leadership establishes and maintains authority over employees

Question 24

Trait leadership vs situational leadership

Answer 24

Trait leadership says that there are certain traits that make for successful leaders. These include: intelligence, confidence, determination, integrity, and sociability. Situational leadership says that there are different types of leadership that are appropriate for different situations

Question 25

Transformational leaders and Maslow

Answer 25

Transformational leaders help followers achieve self-actualization while other leaders just offer material things such as pay-raises

Question 26

Transformational leadership

Answer 26

Creates a relationship between leaders and followers that helps followers achieve their full potential

Question 27

Each of the approaches on leadership

Answer 27

Classical- leadership is seen as tied exclusively to management and based on defined traits and abilities that only managers have
Human relations- readers are encouraged to emphasize the needs of workers to forte work satisfaction
Human resources- the skills of leaders are adapted to specific situations
Systems- complex
Cultural- depends on understanding the prevailing cultural and subcultural beliefs
Critical- truly truly democratic change can enhance employee voice in an organization. Otherwise, it’s all just hegemony

Question 28

Systemic Relational Barriers in today’s organizations

Answer 28

• Access to professional, social networks lead to intentional / unintentional exclusion
• Role of mentoring as key to professional success
• Tokenism– leading to the marginalization of women & minorities


Question 29

What are Glass-Ceiling, Mommy-Track, and Tokenism

Answer 29

Glass ceiling-people cannot progress past a certain place (often women)
Mommy Track- women (or men) who put their careers first are placed in a special track that goes nowhere
Tokenism- minorities are hired to be representative of everyone like them

Question 30

How can humor be unifying?

Answer 30

Valuing A Sense of Humor and Having Fun

• Striving for Clarity and Avoiding Miscommunication - emphasizes the normal aspect of good, clear communication.

Question 31

How can humor be dividing?

Answer 31

States this behavior is unacceptable in our culture; it deserves ridicule and possibly other sanctions.
• Token Humor - points to the unique as different can be a bad source of humor
• DescribingUndesirableBehavior pointsout aberrations and reinforces the values and norms.

Question 32

6 advantages of a diverse organization

Answer 32

Cost argument- as organizations become more diverse, the cost of a poor job in integrating workers will increase. Companies who handle diversity well will create cost advantages over those that do not
Resource acquisition argument- companies develop reputations as perspective employers for women and ethic minorities. Those with the best reputations for managing diversity will win the competition for the best personnel. As the labor pool shrinks, and changes composition, this edge will become increasingly important.
Marketing argument- for multinational organizations, the insight and cultural sensitivity that embers with roots in other countries bring to the marketing effort should improve that effort in important ways. The same rationale applies to marketing in subpopulations wiki domestic operations.
Creativity Argument- diversity of perspective and less emphasis on conformity to norms of the past would improve the level of creativity
Problem solving argument- heterogeneity in decision making and problem solving groups potentially produces better choices through a wider range of perspective and more critical analysis of issues
Systems flexibility argument- an implication of the multicultural model for managing diversity in that the system will become less determinant, less standardized, and therefore more fluid. The increased fluidity should create greater flexibility to react to environmental changes

Question 33

6 perspectives on diversity

Answer 33

classical- because diversity would limit the homogeneity of the workforce and hence be distracting or detrimental to morale, diversity would be strongly discouraged
Human Relations- diversity wold be neither encouraged or discourage. Emphasis would be placed on meeting the needs of women and ethnics minorities, even if those needs diverged from those of majority employees.
Human resources- diversity would be seen as one important place where organizational culture intersects with national, ethnic, and gender based culture. Emphasis would be placed on the process through which the intersections of cultural aloes is negotiated throughout communicative interaction.
Critical- diverse organization would be seen as the arena in which subjugated groups must deal with the dominant class. Emphasis would be paced on the was in which interaction among members of various culture serves to perpetuation hegemonic relationships.