Management Test 2 Review

Fit based on the premise that an organizations

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Unformatted text preview: rong culture can become arrogant, inwardly focued and bureaucratic after they achieve financial success. Fit- based on the premise that an organization's culture must align with its business or strategic context. A correct fit is expected to foster higher financial performance. Adaptive- assumes that most effective cultures help organizations anticipate and adapt to environmental changes. It entails risk-taking, trusting, proactive approach to organizational as well as individual life. Vision- represents a long term goal that describes "what" an organization wants to become. How Cultures are embedded in Organization- embedding culture involves a teaching process. Involves- (1) Formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection, and socialization. (2) The design of physical space, work environments, and buildings. (3) Slogans, language, acronyms, and sayings. (4) Deliberate role modeling, training programs, teaching, and coaching by managers and supervisors. (5) Explicit rewards, status symbols, and promotion criteria. (6) Stories, legends, or myths about key people and events. (7) The organizational activities, processes, or outcomes that leaders pay attention to, measure, and control. (8) Leader reactions to critical incidents and organizational crises. (9) The workflow and organizational structure. (10) Organizational systems and procedures. (11) Organizational goals and the associated criteria used for recruitment, selection, development, promotion, layoffs, and retirement of people. Three Phase Model of Organizational Socialization- (1) Anticipatory Socialization- occurs before a person joins the organization. Represents info people have learned about different careers, occupations, professions, and organizations. Can use realistic job preview. (2) Encounter- begins when employment contract has been signed. Employees come to learn what the organization is really like. It is a time for reconciling unmet expectations and making sense of new work environment. Companies use orientation and training. Onboarding programs can help employees integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, and culture and by clarifying work role expectations and responsibilities. (3) Change and Acquisition- requires employees to master important tasks and roles and to adjust to their work group's values and norms. Functions of Mentoring- Kathy Kram conducted in-depth interviews with both members of 18 pairs of senior and junior managers. Identified two general functions--career and psychosocial. Five career functions that enhanced career development were sponsorship, exposure-and-visibility, coaching, protection, and challenging assignments. Four psychosocial functions were role modeling, acceptance-and-confirmation, counseling, and friendship. This function clarified the participants' identities and enhanced their feelings of competence. Personal and Organizational implications of Mentoring- Two key personal implications- (1) job and career satisfaction are likely to be influenced by the consistency between an individual's career goals and the type of developmental network at his or her disposal. (2) A developer's willingness to provide career and psychosocial assistance is a function of the protg's ability, potential, and the quality of the interpersonal relationship. Influence & Power- Chapter 15 Generic Influence Tactics- (1) Rational persuasion- trying to convince someone with reason, logic, or facts. (2) Inspirational appeals- trying to build enthusiasm by appealing to others' emotions, ideals, or values. (3) Consultation- getting others to participate. (4) Ingratiation- getting someone in good mood prior to making a request; being friendly, helpful, praise, flattery. (5) Personal appeals- referring to friendship and loyalty. (6) Exchange- trading favors. (7) Coalition tactics- getting others support. (8) Pressure- demanding compliance or intimidation/threats. (9) Legitimating tactics- using one's authority or right, organizational rules/policies, support from superiors. Possible Influence Outcomes- (1) commitment- your friend agrees and will demonstate initiative and persistence. (2) Compliance- your friend grudgingly complies and will need prodding to satisfy min requirements. (3) resistance- friend says no, make up excuses, stall, or argue. Cialdini's Principles of Influence & Persuasion- (1) Liking- people tend to like those who like them. Learn about the persons likes and dislikes thru informal conversations builds bonds. (2) Reciprocity- belief that both good and bad deeds should be repaid in kind. (3) Social proof- people tend to follow the lead of those most like themselves. Role models and peer pressure are powerful cultural forces in social settings. Managers are advised to build support for workplace changes by first gaining the enthusiastic suppo...
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