COMN 3112 Final Review Notes Lecture 12

1. COMN 3112 Final Review Notes Lecture 12

2. Please Check the course Home Page Flasher and the Assignments Page for: 1. The date, time and location and 2. Structure of the final exam, and3. Link to download case studies

3. TWO ICONS TO NOTICE • MEANS THIS IS A SHORT ANSWER • MEANS THAT THIS CONCEPT IS SPECIFICALLY REFERRED TO IN AN ESSAY R

4. IP COMMUNICATION MODEL: SYSTEM OF TRANSACTIONS WITHIN A CONTEXT

5. THE CONTEXT • THE ENVIRONMENT IN WHICH THE COMMUNICATION OCCURS • INFLUENCES THE CONTENT AND FORM OF COMMUNICATION • THE ORGANIZATION YOU ARE IN IS THE CONTEXT • HIERARCHY OF AUTHORITY • SOCIAL STATUS DIFFERENCES • OCCUPATIONAL DIFFERENCES • LEGITIMATE POWER – C.O.N.T.R.O.L. TALK MOST COMMONLY USED TALK • AND PARTICULARLY WHEN THE 3D’S OCCUR • REMEMBER THE 7TH AXIOM - WHEN FACED WITH THE 3D’S - DIFFERENCES, DISAGREEMENTS OR DISORDER - HUMAN BEINGS NEED TO BE OR FEEL RIGHT.

6. R COGNITION: COMMUNICATION OF MEANING IN ORGANIZATIONAL SETTINGS • COGNITION - THE WAY WE THINK, WORDS WE CHOOSE TO THINK WITH – WE DO THIS AUTOMATICALLY • THE INFERENCE LADDER • FACTUAL STATEMENTS: ABOUT INFORMATION THAT CAN BE VERIFIED OR DISPROVED • INFERENCES: STATEMENTS ABOUT THE UNKNOWN MADE ON THE BASIS OF WHAT IS KNOWN • JUDGMENTS: STATEMENTS OF APPROVAL OF DISAPPROVAL • LEADS TO ERRORS IN THINKING • ALLNESS • INTENSIONAL ORIENTATION • STATIC EVALUATION • INDISCRIMINATION • POLARIZATION • AND THE UNCALCULATED RISK WHEN WE TALK • WE SPEAK WITHOUT KNOWING WHERE WE ARE ON THE INFERENCE LADDER • WE SPEAK IN NEGATIVE, ABSTRACT ALLNESS STATEMENTS.

7. R COGNITION AND EMOTIONAL INTELLIGENCE • IF WE ARE NOT • AWARE OR ACCEPTING OF OUR FEELINGS OR WE LACK SKILLS IN EXPRESSING THEM, WE COMMUNICATE THEM INDIRECTLY, THROUGH: • LABELS, COMMANDS, NAME CALLING, ACCUSATION • ON THE OTHERE HAND, IF WE ARE EMOTIONALLY INTELLIGENT • EMOTIONAL SELF-AWARENESS • EMPATHY: AWARENESS OF OTHERS’ EMOTIONS • EMOTIONAL SELF-REGULATION • INNER TALK ABOUT OUR OWN EMOTIONS • AND MOST IMPORTANTLY, LEARNING STEPS TO SELF-SOOTHING • WE CAN USE SELF-MANAGED TALK • STAY DOWN YOUR INFERENCE LADDER • SPEAK CALMLY USING “GOOD” INFORMATION

8. R WE CAN ENACTTHE HUMANISTIC MODEL OF INTERPERSONAL EFFECTIVENESS • Five General, Ideal Qualities • 1. Openness • 2. Empathy • 3. Supportiveness • 3a. Descriptive Vs. Judgment • 3b. Provisionalism Vs. Certainty • 4. Positiveness • 5. Equality

9. C. Critical Judgment I Talk From Critical Judgment of You or Complain about your action O. Offer Them New Information You-Messages: Tell Them Their Story Ask Questions To Probe For Agreement And/Or Understanding Of My Story Listen For Leverage - For Agreement With Me Or Weakness In Their Story N. Negotiate A Change In Them No/Low Acknowledgement Of Their Story No/Low Support For Them T. Try Again (Repeat Yourself) Or Terminate Talk Or Take It Personally and(Move To Heavy C.O.N.T.R.O.L R. Righteous Anger/Indignation – Strong Emotions Drive Speech O. Overt Aggressive or Passive/Aggressive Talk You-Messages: Attack Person Not Problem Disguised Emotional Talk Creates Defensiveness Most Often Used As “Put Downs” Or Attacks, Ridiculing Humor L. Lay Blame Description - communicate valid info I-messages - own your story Asking questions - 4W2H Listening actively -show empathy Open acknowledgement - 4 kinds Genuine support - affirm, feedback Understand First – suspend judgment Emotional Self-Management -hot to cool R STYLE ELEMENTS OF STYLE OF C.O.N.T.R.O.L. TALK ELEMENTS OF D.I.A.L.O.G.U.E. TALK

10. R NEO-HUMANIST APPROACH MASLOW'S HIERARCHY OF NEEDS SELF-ACTUALIZING EGO SOCIAL SECURITY PHYSIOLOGICAL

11. Dislike work, avoid it Don’t want responsibility Prefer to be directed Unconcerned about organizational needs Resist change Not intelligent or creative Managers must control, reward and punish employees Work - natural and enjoyable Seek responsibility, prefer self-direction Willing to work for organizational goals Potential to develop change Intelligence and creativity of workers untapped Work can allow workers to achieve McGregor’sTHEORY X ---- THEORY Y(Text, p. 172)ASSUMPTIONS:

12. R LIKERT’S FOUR SYSTEMS OF MANAGEMENT (Text p. 174-5) FOUR SYSTEMS OF MANAGEMENT 1. EXPLOITIVE-AUTHORITATIVE 2. BENEVOLENT-AUTHORITATIVE 3. CONSULTATIVE 4. PARTICIPATIVE • TRUST BETWEEN EMPLOYEES AND MGT. • WIDELY DELEGATED DECISION-MAKING

13. CONTINUUM OF LEADERSHIP BEHAVIOUR(Text p. 221) DEMOCRATIC LEADERSHIP AUTHORITARIAN LEADERSHIP Use of authority by leader Area of freedom for members Leaders gives group free reign with limits Leader makes decision and announces Leader presents tentative

14. R TRANSFORMATIONAL LEADERS(Changing the Culture of the Organization)(Additional Readings March 20) ENCOURAGE FOLLOWERS: • TO EXPAND THEIR NEEDS AND WANTS • TO SEE LARGER VALUE IN THEIR WORK • TO SEE IT AS MORE MEANINGFUL THAN JUST SELF-INTEREST • TO SHARE A LARGER VISION OF ORGANIZATION • ORGANIZATION IS ABOUT MORE THAN JUST MAKING MONEY • GIVE PEOPLE A BETTER LIFE; MAKE PEOPLE HAPPY • TO DEVELOP COMMITMENT TO LARGER GOALS • TO RAISE THEIR CONSCIOUSNESS OF THE WORK AND THE ORGANIZATION • TO THINK LIKE MANAGERS, ACTUALLY • TO SEE THEMSELVES AS EMPOWERED • ABLE TO TAKE MORE INITIATIVE, DO THE JOB AS THEY SEE FIT • VITAL TO ORGANIZATIONAL CHANGE

15. R High Performing Teams(Text, pp. 127-130) Six distinguishing characteristics • Team shapes purpose in response to a demand or an opportunity placed in its path, usually by higher management. • Team translates common purpose into specific, measurable performance goals. • Team is of manageable size • Team develops the right mix of expertise. • Team develops a common commitment to working relationships. Who is best suited for a particular task How individual roles come together • Team holds itself collectively accountable

16. R ORG. CULTURE: SCHEIN’S DEFINITION(Text pp. 25-27) • IT IS THE SUM TOTAL OF THE ORG’S WAYS OF THINKING, FEELING AND ACTING • TAKEN-FOR-GRANTED ASSUMPTIONS ABOUT ITSELF AND THE ENVIRONMENT • BELIEFS, VALUES, NORMS AND STYLE OF ROLE ENACTMENT • AFFECTS HIRING, RECOGNITION AND REWARD SYSTEMS • INCLUDES PHYSICAL MANIFESTATIONS,CLOTHING, POLICIES, TECHNIQUES, OFFICE SET-UP • EXAMPLES OF THIS FROM KENNEDY AND DEAL’S ANALYSIS OF 4 TYPES CORP. CULTURES • TOUGH GUY MACHO • Individualistic, take big risk, quick feedback, stress high, competitive • WORK HARD PLAY HARD • Hi volume of low-risk activities, teamwork, meetings, high volume • BET YOUR COMPANY • Employees make high risk decisions; feedback slow, individual immaturity and risk taking not tolerated • THE PROCESS CULTURE • Focus is on how things are done, rule following, bureaucratic, slow feedback on results, titles, formalities are important

17. R OBSTACLES TO ETHICAL ACTION IN INDIVIDUALS (Additional Readings Mar. 13) • FEAR OF UPSETTING HARMONY • “”It’s just the way things are done around here” • THREAT TO SELF IMAGE OF POWER AND EFFECTIVENESS • These “soft skills” get in the way of the real work” • MORAL REASONING IS COMPLEX • Most executive are into action - “just get it done.” • “Just get the numbers, meet your goal” • ORGANIZATION STRUCTURE • Machine Bureaucracy “I was only following orders.” • Adhocracy “It’s all down to me…I’ll avoid it.”

18. R OBSTACLES TO ETHICAL ACTION IN ORGANIZATIONS (Additional Readings Mar. 13) • NEGLECT OF ABUSES • Just ignore the “bad stuff” when it happens • LESS AUTHORITY FOR MORAL STANDARDS • “Just get the numbers, meet your goal” • ORGANIZATION STRUCTURE • “I was only following orders.”

19. R KOHLBERG’S STAGES OF MORAL GROWTH(Text pp. 150-152) • Level One - Stages One and Two • Child can respond to rules and social expectations in terms of “good” - “bad” • Rules enforced for outside • Followed in terms of pain and pleasure resulting from actions • Self-interest is child’s concern • Punishment and Obedience • Little awareness of others’ needs and desires • Naively Egoistic and Instrumental • Recognizes others’ needs; defers to get what he/she wants • “Right” is a fair exchange satisfying individual

20. R KOHLBERG’S STAGES OF MORAL GROWTH • Level Two - Stages Three and Four • Responsiveness to one’s family, peers, nation is “right” thing, being a “good employee” • Regardless of consequences loyalty is highest value • “Go along to get along” • Interpersonal Concordance • “Good boy-Good Girl” principle • Good behavior is doing what’s expected - feeling loyalty, affection, trust • Law and Order Orientation • Doing one’s duty, obey authority; maintain social order • Fulfilling contracts; obligations and following rules defined as good for society • Recognizes differences between individual and society - society first (or company first)

21. R KOHLBERG’S STAGES OF MORAL GROWTH • Stage 5 Social Contract • Realizes others hold a variety of conflicting views • Use fair ways to reach agreement - consensus, contract, due process - not sheer power • Social views and values are relative • Agreement is vital but certain “higher values” must always be upheld • Stage 6 Universal Ethical Principles • Right action means following self-chosen principles: comprehensive, universal, consistent • Not codes of specific behaviors (like 10 Commandments) but universal moral principles - justice, equality of human rights, respect for human dignity • Uses these principles to evaluate all other rules

22. ORGANIZATIONAL CHANGE • PLANNED CHANGE • Involves total system • MANAGED FROM THE TOP • DESIGNED TO INCREASE ORGANIZATIONAL EFFECTIVENESS • Human Process Improvement: Better Communication and Decision-making • Production Process Improvement: Higher quality, lower costs • LONG-TERM EFFORT • Action-oriented • Involves experienced-based learning • WORKS PRIMARILY WITH GROUPS (TEAMS) BUT SUPPORTS INDIVIDUALS

23. R LEWIN’S THREE PHASES OF CHANGE: INDIVIDUAL LEVEL(Text, pp. 136-144) • UNFREEZING: AROUSE MOTIVATION TO CHANGE • Lack of confirmation or disconfirmation • Reduction of threat/removal of barrier to change • CHANGING: DEVELOPING NEW ATTITUDES, BEHAVIORS BASED ON NEW INFORMATION • Identification: info from single source • Scanning: info from multiple sources • REFREEZING: STABILIZE/INTEGRATE CHANGES • Integrate new responses into personality • Integrate new responses into relationships Related Reading 1

24. R REASONS FOR INDIVIDUAL RESISTANCE TO CHANGE • NO FELT NEED FOR CHANGE • NOT AWARE OF BIGGER PICTURE • FEAR OF THE UNKNOWN • LOSS OF COMPETENCE • RUMORS AND FANTASIES FILL THE UNKNOWN • FEAR OF CHANGED RELATIONSHIPS • LOSS OF CONNECTION • THREATS TO STATUS AND INFLUENCE • LOSS OF CONTROL • ORGANIZATION STRUCTURE • MORE CLASSIC BUREAUCRACY • LACK OF RESOURCES • NO TIME, MONEY, APPROVALS

25. R Notice that the first three are “the common ways.” to deal with resistance. They take time and if they don’t work, org.s often use the last three… SIX SPECIFIC STRATEGIES: DEALING WITH RESISTANCE TO CHANGE • EDUCATION AND COMMUNICATION • WHEN THERE IS LACK OF INFO FOR CHANGEE’S • PARTICIPATION AND INVOLVEMENT • CHANGERS DON’T HAVE ALL INFO AND CHANGEES CAN RESIST • FACILITATION AND SUPPORT • CHANGEES ARE UNABLE TO ADJUST • NEGOTIATION AND AGREEMENT • WHERE ONE GROUP WILL LOSE AND HAS POWER TO RESIST • MANIPULATION AND CO-OPTATION • WHERE OTHER TACTICS FAIL OR COST TOO MUCH • EXPLICIT AND IMPLICIT COERCION • SPEED IS ESSENTIAL AND CHANGERS HAVE POWER Related Reading 1

26. R GREINER’S 6 PHASES IN ORGANIZATIONAL CHANGE • PRESSURE AND AROUSAL • EXTERNAL ENVIRONMENT • REORIENTATION AND INTERVENTION AT STRATEGIC APEX (SENIOR MANAGEMENT LEVEL) • SUSPEND USUAL DEFINITIONS OF “PROBLEMS” • DIAGNOSIS AND RECOGNITION • INFO GATHERING, OPEN COMUNICATION THROUGHOUT HIERARCHY, COMMON SENSE OF PROBLEMS IS DEVELOPED • INVENTION AND COMMITMENT • WIDE SEARCH FOR CREATIVE SOLUTIONS • EXPERIMENTATION AND SEARCH • TENTATIVE CHANGES, WATCHING THE BOSS, RESULTS FROM PILOTS • REINFORCEMENT AND ACCEPTANCE • REWARD/RECOGITION - COLLABORATION CONTINUES Related Reading 1

27. R Senior managers must go through Lewin’s three stages Pressure and Arousal - External Environment Reorientation -intervention at Strategic Apex Middle Line managers must go through Lewin’s three stages Diagnosis and Recognition - Data Collection - at All Levels Invention and Commitment - Wide Search for Creative Solutions Employees must go through Lewin’s three stages Experimentation and More Search - Pilots,Watch Boss Reading 1 Positive Reinforcement and Acceptance Reward-Recognize GREINER’S 6 PHASES IN ORGANIZATIONAL CHANGE AND LEWIN’S CHANGE MODEL

28. SOURCES OF CONFLICT • Conflict occurs when one person or group thinks the actions of another will prevent them from getting what they want. • Win-lose situations often built in • Differing subunit goals and perceptions • Political nature of organizations (status and authority issues) • Cultural diversity within organization

29. EFFECTS OF CONFLICT BETWEEN GROUPS • Each group’s perception of the other becomes negative • Perceptual distortions occur • Hostility increases and communication decreases

30. R MANAGING CONFLICT AT THE ORGANIZATIONAL LEVEL(Text, pp. 131-135) • INCREASING INTERGROUP CONTACTS • BRING PARTIES TOGETHER WHEN MEETINGS ARE FOR SHARED PROBLEM-SOLVING, JOINT SOLUTION DEVELOPMENT • DEVELOPING A SUPERORDINATE GOAL • SOMETHING THAT’S BIGGER THAN BOTH - DESIRED BY BOTH - REQUIRES JOINT EFFORT TO ACHIEVE - SOMETIMES A COMMON ENEMY OUTSIDE OF BOTH • RESTRUCTURING • IF CAUSE OF CONFLICT IS STRUCTURAL - ORG. RE-DESIGN - SEPARATING THEM OR COMBINING CAN WORK

31. R Increasing Intergroup Contact: Conflict Resolution Meetings • Principled Negotiation • Third Party Intervenor – Facilitator, Negotiator • Models D.I.A.L.OG.U.E. to reduce conflict • Separates people from “the problem” • Monitors for signs of destructive conflict (C.O.N.T.R.O.L. talk) • Intervenes to remind everyone of their super-ordinate goal • Helps identify common goals and interests • To get people “off” their defensive positions • Gets people to invent options for mutual gain • “Bigger Pie” - so all parties can “win” something • Insists on objective criteria • Who will do what, when and how will this be measured

32. PLEASE GO TO THE ASSIGNMENTS PAGE FOR THE LINK TO THE CASE STUDIES • On the way there please fill out my very short questionnaire • Download cases • Look at them and then look at this lecture again. • And if you can go to ratemyprofessor.Com

33. ANDGOOD LUCK!