Week 4 Flashcards
Can you manage emergent change?
Not really, as outcomes are unexpected, but you can stimulate people and thus cultivate emergent change
According to Chamberlain et al, what are antecedents to voice in regards to ‘individual dispositions’?
Personal initiative (50.6) and Core self-evaluation (11.4)
According to Chamberlain et al, what are antecedents to voice in regards to ‘Job and Org. attitudes and perception’?
Felt responsibility (44.9) and Autonomy (27,7)
According to Chamberlain et al, what are antecedents to voice in regards to ‘Emotions, beliefs and schemas’?
Engagement (68,2)
According to Chamberlain et al, what are antecedents to voice in regards to ‘Supervisor and leader behavior’?
Leader-member exchange (49,7) and Transformational leadership (31,4)
According to Chamberlain et al, what are antecedents to voice in regards to ‘Contextual factors’?
Positive workplace climate (81,9)
According to Chamberlain et al, what are antecedents to voice (7)?
Personal initiative (50.6), Felt responsibility (44.9) and Autonomy (27,7), Engagement (68,2), Leader-member exchange (49,7) and Transformational leadership (31,4), Positive workplace climate (81,9)
Why do we care about employee voice?
It is related to job performance, but e.g. soliciting voice can also increase fairness perception
What are the two voices discussed?
1: Promotive voice (+) opportunities to improve in the future, 2: Prohibitive voice (-) address (potentially harmful) problems of past/current –> NS in article as they cancel each other out.
How can you increase voice (6)?
1: Hiring (select on personal initiative, 2: Job design (foster sense), 3: Training (KSA -> competence -> engagement), 4: build LMX relations, 5: Encourage speaking up, 6: Create safety
According to Huy, what four things do M.M have?
1: Unique position, 2: Experience/tenure. 3: Social network, 4: Credibility
According to Huy, what four roles can M.M. have?
1: Entrepreneur (sell ideas upwards), 2: Communicator (leverage support w/ employees-sell change), 3: Therapist (listen and provide support), 4: Tightrope artist (balance C.M. w/ continuity-keeping the business going)
According to Balogun, what is the difference in how Planning/Process view see the M.M.?
Planning: MM as linking pin, Process: sense making, etc. (4 roles)
According to Balogun, what four roles do M.M. have?
SENSE MAKING; 1: Personal sense making (interpret+attach meaning to change, undertake personal change) 2: Sense giving (help others/staff deal with and through change), COORDINATION AND MANAGEMENT: 3: Keep the business going (self), 4: Implement change to others in dept.
According to Balogun, what is the most important role of M.M.?
Interpretation, as it informs personal changes they attempt to undertake, how they help others through the change, how they keep the business going and what changes they implement in their own dept (all other roles)
According to Balogun, how does the gap between what TMT wants to implement and what is being implemented happen (2)?
1: Different interpretations of M.M. (involve asap to reduce gap), 2: Underestimation difficulty juggling four roles - M.M. need time/support, resistance could happen if this is lacking
On what particular role of M.M. do Ashfort & Detert focus?
Issue selling, “Entrepreneur” role (sell ideas upwards) -> applies to emergent change (change as continuous rather than episodic)
What are the 7 tactics Ashfort & Detert highlight?
1: Tailor pitch, 2: Frame issue, 3: Manage emotions, 4: Right timing, 5: Involve others, 6: Adhere to norm, 7: Only initiate when you have a solution
According to Ashfort & Detert, when are M.M. more likely to speak up (4)?
1: Identify w/ org, 2: Have a positive relationship w/ their audience, 3: Feel psych. safe in org. 4: Care enough about the issue to invest energy in it.
