exam

· Explore policy questions

· Introduce fresh perspective

· One should be given role devil’s advocate

· Everyone is encourage to rethink their positions to check flaws

· Social loafing – Decrease in individual effort as group size increases.

· Cohesiveness- well unified

· Group think- when you feel a high pressure to conform and agree and are unwilling to realistically view alternatives

· Does social loafing promote group think? Or vice versa

· Social Loafing-↓in individual effort as group size↑

· Improve task meaningfulness

· Individual Accountability

· Reward contributions

· Social loafing can negatively impact decision making. As all group members don’t participate or give input.

Module 4: Organizational Design, Effectiveness, and Innovation (Chapter 17)

· Compare and contrast organizational structures (e.g., functional, divisional, matrix, hollow, etc.)

· Functional- organize according to functions (type of work)

· Divisional- Org related to output(e.g product/service types)

· Matrix- typically org by function vertically and product or services horizontally

· Hollow- org that outsource noncore processes to venders who can do them faster and cheaper. The more org outsources = more hollow org

· Modular structure- outsourcing parts of products

· Virtual structure – a company outside a company created specifically to respond to an exceptional market opportunity that is often temporary.

· They communicate mostly through e-mail, voicemail, msg videoconference

· Describe the difference between organic and mechanistic organizations. Under what circumstances might you one work better than the other?

· Organic organization- fluid and flexible networks of multitalented people.

· Mechanistic organization – Rigid, command and control bureaucracies.

· Environment stable+ certain= mechanistic/ unstable, uncertain organ is more successful.

· Identify four ways to assess organizational effectiveness. When would you use one over another?

· Goal accomplishment- the org achieves its stated goals

· Resource acquisition- org acquires the resource it needs

· Internal processes- org functions smoothly with min internal strain

· Strategic constituencies- demand and expectations of key interest groups are least minimally satisfied.

· Explain the early warning signs of organizational decline.

· Tolerance of incompetence

· Scarcity of clear goals and decision benchmarks

· Outdated organizational structure

· Decreased innovation

· What are the seeds of innovation? How can organizations foster innovation? Why is this important?

· Org structure has to support innovation

· Hard work in a specific dissection

· Hard work with direction change

· Curiosity

· Wealth and money

· Necessity

· Combination- often innovation is a result of multiple factor

Module 5: International Organizational Behavior and Cross-Cultural Management (Chapter 4)

· Examples of company’s approaches to cross-cultural management from lecture (e.g., Walmart)

· Walmart- China

· Everything (signs) were in English and chines to attract chines people who wanted learn English

· Walmart built in city centers(because people don’t drive as much), multilevel building

· Offered fresh food

· Making strong connection with community

· Air conditioning, playground, book reading for children

· Define ethnocentrism and its impact on business (e.g., staffing, personnel issues, turnover); What are examples of ethnocentrism?

· Ethnocentrism- belief that one’s native country, culture, language, and moods of behavior are superior to all others.

· Bad for business- survey found ethnocentric staffing and human resource policies to be associated increased. Personal problems, recreating difficulties, high turnover rates law suits over personal policies.

· Ex. When someone regularly compares other group to their own and assume that best idea come from their own culture.

· Describe the different cultural dimensions that were identified from the GLOBE studies and Hofstede’s research (e.g., low/high context, individualism/collectivism, masculinity/femininity, etc.) and their impact on organizations. How does an understanding of Hofstede and Globe cultural dimensions help managers and employees working cross-culturally?

· Low-context- meaning is derived from written and spoken words. .(add more)

· High-context- primary meaning derived from non-verbal situation cues.(add more)

· Certainty Avoidance- low risk takers

· Low certainty avoidance- high risk takers

· Individualism- “I” and “me” cultures. Priority given to individual freedom and choice. Ex countries: US, Australia, Israel, Nigeria, Sweden, Germany, etc…

· Collectivism: “we” and “us” cultures. Rank shared goals higher than individual desires and goals- subordinate their own goals for social unit.

· Masculinity- Femininity- Does the culture embrace stereotypically competitive, masculine traits or nurturing feminine traits (money oriented of feminine caring about one another.

· EX. Of masculine county: US, Japan, Germany.

· Ex. Of Feminine: France, Denmark, Netherlands, Russia.

· Power Distance- How much do people expect inequality in social institution.

· Lower power distance- expect power distribution uniformly

· High power distance accept power distribution unequally in organizations

· Global culture dimension

· Power distance- How equally should power be distributed

· Uncertainty avoidance- how much should social norms and rules reduce uncertainty and unpredictability.

· Institutional collectivism- how much should loyalty to the social unit override individual interest.

· In- group collectivism: level of loyalty to family/organization

· Gender equalitarianism- How much discrimination and role inequalities be minimized.

· Assertiveness- Level of confrontational one should be in social relationship.

· Future orientation- how much should one delay gratification by planning and saving for future.

· Performance orientation- how much should one be rewarded for improvement and excellence.

· Human orientation- how much one should be rewarded for being fair, friendly and kind.

· Dimensions help managers and employee work cross-culturally because they know/understand each other’s views and differences. It minimizes misunderstanding between workers.

* What conclusions can we make from the work of Hofstede and the Globe studies on managing across cultures? How might the cultural dimensions that have been researched by Hofstede and others be used to help reduce ethnocentrism?

· It can greatly reduce ethnocentrism because, employees understand each other’s differences and adapt to each other’s work styles. They realize that the other person from a different culture is just as productive as they are, but they differ in working styles. Emphasis on different things due to different in culture.

* Describe the differences between polychronic and monochronic cultures

· Polychromic- Preference doing more than one thing at a time because, time is flexible and multidimensional.

· Monochromic- Doing one thing at a time- time is limited precisely, segmented-Schedule Driven

*Campari and contrast ethnocentrism and cultural intelligence.

· - Ethnocentrism is the belief that one’s native country, language and modes of behavior are superior to all others.

· Cultural intelligence- the ability to interpret ambiguous cross- cultural situation accurately

· Recognize different values and practices

· Understanding the meaning of others action

· Perspective on one’s own way.

Module 6: Organizational Culture, Socialization and Mentoring (Chapter 3)

Define organizational culture and discuss its functions (e.g., sense-making device, organizational identify,

etc.)

Describe the three layers of organizational culture (basic assumptions, observable artifacts, and espoused

values).

Describe the difference between espoused and enacted values.

Discuss the Competing Values Framework for defining cultures. What are the four general types of

organizational culture and how do they differ (e.g., adhocracy, clan, hierarchy, market.)?

Explain and provide examples of the methods used by organizations to embed their cultures.

Describe the Attraction-Selection-Attrition (ASA) model and how it maintains organizational culture.

Define each of the elements of an effective employee socialization program and the distinct stages of

socialization

FORMINGSTORMINGNORMINGPERFORMINGADJOURING

began to

understand

tasks

attempt to define roles+

how they will work

together

realistic

understand of

task, eachother +

the leader

productive

stage+ see

payoffs

Group feels good

about

accomplishment

little

agreement,

unclear

purpose

conflict, power struggleclear role existfocus on goal

achevement

Task

Completion,

Good feeling

about

accomplishment

"how do I

fit in"

"what my role here""what do other

expect me to do"

"how can I

best perform

my role"

"what next"

guidance

and

directions

clarify roles, coachingfacilitationDelegationRecognition