notes_MGMT101_summary of the book

Organizational history norms and beliefs can make

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Organizational history, norms, and beliefs can make congruence a double-edged sword, as it makes the organization less able to adapt d. Convergent periods – period of incremental change, not simultaneous overhaul of sytem e. Things requiring immediate changes w/I organizations “frame-breaking” change – or change of strategy e.i. Industry discontinuities (changes in legal, political, or technological environment) cause the need for immediate changes in companies e.ii. Product life cycle shifts e.iii. Internal company dynamics (like the size of the org) f. How frame-breaking changes go down(changes of system) f.i. Reformed mission and core values f.ii. Altered status and power f.iii. Reorganization f.iv. Revised interaction patterns – how ppl work together for the change f.v. New executives g. Why to implement these changes quickly g.i. Synergies give comp advantage g.ii. Pockets of resistance may form g.iii. It is inherently risk and uncertain, thus quick changes leave little time of uncertainty h. During convergence managers focus on maintaining congruence. During frame- breaking changes, there is resistance from: h.i. Individual, political, control is difficult, external constituents (like suppliers). i. Usually externally recruited manager begin upheaval (frame-breaking changes). They are 3x more likely to do so. 13. Biases in performance evaluation: a. Managers rate subordinates like themselves higher (“similar-to-me” or “homophily” bias) b. They also rate subordinates with high-status characteristics higher (“halo effect”) c. When a person does not fit the stereotypical image of a role, the person is evaluated more extremely (“salience effect”) 14. Iceberg model a. Basic assumption – what we take for granted (bottom) b. Values/beliefs – what do we think c. Behavior – artifacts, stated norms, etc (top) 15. Socialization – P. 426 16. IPO model from second to last lecture
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