current events 700 words

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6%

Elements+of+Organizational+ Structure+ Work0Specializa(on0

•  Roots%in%manufacturing%from%1940s%–%focus%on%efficiency% •  Today:%all%about%balance….%

Elements+of+Organizational+ Structure+ Departmentaliza(on0 0 •  What’s%the%best%way%to%group%jobs%together?%There%are% advantages%of%each…% % •  By%func<ons%performed?% •  By%type%of%product/service?%(e.g.,%Proctor%&%Gamble)% •  By%geography?% •  By%customer%group?%(e.g.,%Microsog)%

Elements+of+Organizational+ Structure+ Chain0of0Command0 •  Involves%authority%&%unity%of%command% •  Becoming%less%relevant:%% •  Empowerment,%self:managed%teams,%shared%leadership% •  Open%access%to%informa<on%&%communica<on%

Span0of0Control0 •  #%of%employees%under%1%manager% •  Pros/cons%of%wide%and%narrow% •  Cost,%employee%autonomy,%flexibility%

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7%

Elements+of+Organizational+ Structure+ Centraliza(on0&0Decentraliza(on0 •  Degree%to%which%decision:making%is%concentrated%at%a%single% point%in%the%org.%

•  Impact%on%speed%in%problem:solving,%voice%in%decision:making,% par<cipa<on%and%autonomy%

Formaliza(on0 •  Degree%to%which%jobs%are%standardized%(and%to%which% employees%have%autonomy%and%freedom%over%how%work%is% done)%

Combining+the+elements+to+form+different+ structures+ Different%combina<ons%(e.g.,%of%high/low)%on%the%6%elements%lead%to:%% 0simple0structure,0bureaucracy,0matrix,0and0boundaryless0organiza(ons0

Work0Specializa(on0

Departmentaliza(on0

Chain0of0Command0

Span0of0Control0

Centraliza(on0&0Decentraliza(on0

Formaliza(on0

Combining+the+elements+to+form+different+ structures+ Different%combina<ons%(e.g.,%of%high/low)%on%the%6%elements%lead%to:% simple0structure%

Work0Specializa(on0

Departmentaliza(on0

Chain0of0Command0

Span0of0Control0

Centraliza(on0(just010person)0

Formaliza(on0

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8%

Combining+the+elements+to+form+different+ structures+ Different%combina<ons%(e.g.,%of%high/low)%on%the%6%elements%lead%to:% bureaucracy%

Work0Specializa(on0

Departmentaliza(on0NN00000func(onal0departments0

Chain0of0Command0

Span0of0Control0

Centraliza(on0

Formaliza(on0

Combining+the+elements+to+form+ different+structures+ Different%combina<ons%(e.g.,%of%high/low)%on%the%6%elements%lead%to:% boundaryless0organiza(ons0

Work0Specializa(on0NN00

Departmentaliza(on0–0empowered0teams0

Chain0of0Command0NN0eliminated0

Span0of0Control0NNNN0limitless0

Decentraliza(on0

Formaliza(on0

Combining+the+elements+to+form+ different+structures+ •  Different%combina<ons%(e.g.,%of%high/low)%on%the%6%elements% can%also%describe%2%main%types%of%structural%models:%

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9%

What+determines+the+best+ structure?+

StrategyJOriented+Structures+ •  Let’s%focus%on%3%dimensions%of%strategy:%innova<on,%cost% minimiza<on,%&%imita<on%

Additional+factors+inAluencing+best+ structure+

•  Size0 •  Orgs.%with%more%than%2K%vs.%less%than%2K% •  Size%becomes%less%important%as%org.%grows% %

•  Technology%(how$an$org.$transfers$inputs$into$outputs)% •  Rou<ne%vs.%nonrou<ne% %

•  Environment%(outside$forces$affec4ng$org.$performance)$ •  Scarce/dynamic/complex%vs.%abundant/stable/simple%

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10%

Outcomes+&+TakeJHomes+

Case+Study:+New+Belgium+ Brewery+ •  What%can%you%infer%about%NBB’s%structure?% •  Work%specializa<on% •  Departmentaliza<on% •  Chain%of%command% •  Span%of%control% •  Centraliza<on%and%decentraliza<on% •  Formaliza<on%

•  What%are%noteworthy%prac<ces%or%ideas%that%shape%NBB% structure%and/or%tell%you%something%about%its%culture?% %

•  What%addi<onal%informa<on%would%you%want%to%have%a% defini<ve%answer%about%NBB%structure%or%culture?%

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11%

Organizational+Culture+–+the+ basics+ •  A%system%of%shared%meaning%held%by%members%that% dis<nguishes%the%org.%from%other%orgs.%(textbook)% %

•  A%pamern%of%basic%assump<ons,%invented,%discovered,%or% developed%by%a%given%group,%as%it%learns%to%cope%with%%its% problems%of%external%adapta<on%&%internal%integra<on% (Schein,$1990)% %

•  Descrip<ve%–%not%evalua<ve% %

•  Organiza<on%likely%has%subcultures;%whole%org.%culture%can%be% strong%or%weak0

3+Levels+of+Organizational+ Culture+

Ar<facts%%

Shared%Values%

Basic%Assump<ons%

Visible$SurfaceALevel$

Below$SurfaceALevel$

Shein%(1990)%

Functions+of+Culture+ •  Boundary-defining role •  Conveys a sense of identity for members •  Facilitates the generation of commitment •  Enhances the stability of the social system •  Serves as a sense-making and control

mechanism •  Guides and shapes attitudes and behavior of

employees

•  Determines%‘fit’%…% •  h:ps://blog.kissmetrics.com/zapposCartCofCculture/%

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12%

PersonJOrganization+Fit+ •  The%compa<bility%between%people%and%organiza<ons%that% occurs%when%they…%% %%%share%similar%fundamental%characterisEcs%&%values%

•  Need%to%consider%“fit”%

•  %If%the%fit%is%good%–%individual%employee’s%values%&%basic% assump<ons%about%work,%life,%etc.%match%well%to%those%of%the% company%–%then%the%outcomes%are%typically%posi<ve%(we%have% good%aqtude,%mo<va<on,%performance%outcomes).%%

•  If%the%fit%is%NOT%good%–%individual’s%values%do%NOT%match%those% of%the%company%–%then%the%outcomes%are%typically%nega<ve% (nega<ve%aqtudes,%low%commitment,%low%mo<va<on,%low% performance).%%

Holland%(1973);%Kristof%(1996)%

Organizational+Climate+–+the+ Basics+ •  Shared perceptions of policies, procedures, &

practices, as well as types of behavior that are rewarded/supported in organization (Reichers & Schneider, 1990)

! Signals%of%what’s%important%and%what’s%valued%%

% % %

How+to+Capture+Culture+&+Climate?! + MANY%ways%to%describe%an%organiza(on’s0culture.%One%approach% asks%about%7%characteris<cs:% % 1.  Innova<on%&%Risk:taking% 2.  Amen<on%to%Detail% 3.  Outcome%Orienta<on% 4.  People%Orienta<on% 5.  Team%Orienta<on% 6.  Aggressiveness% 7.  Stability%

O’Reilly,%Chatman,%&%Caldwell% (1991)%

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13%

How+to+Capture+Culture+&+Climate?+ You%could%also%qualita<vely%describe%manifesta<ons%of% culture%(the%ways%employees%learn%about%their%own% culture):% % •  Symbols0&0Ar(facts0 •  things%that%convey%meaning%within%org%environment%(e.g.,% uniforms,%physical%layout%of%office,%décor,%techonology)%

•  Rites0&0Rituals0 •  planned%social%interac<ons,%rites%of%passage%(e.g.,%ager% work%happy%hours,%orienta<ons)%

•  Stories0&0Legends0 •  especially%impacuul%for%newcomers%

•  Language0&0Communica(on0 •  can%include%common%modes%of%communica<on,%mission% statements,%goals,%reports,%perf.%measures,%rewards…%

How+to+Capture+Culture+&+ Climate+

Zappos%Office% Verizon%Call%Center%

Office%(2002)%

How+to+Capture+Culture+&+Climate?+ Climate%typically%assessed%in%regards%to%a%specific%focal%criteria,% e.g.,%safety%climate,0and%the%extent%to%which%the%focal%criteria% (safety)%is%supported%and%valued%through%procedures/policies.% % $Example:$Safety$Climate$in$Construc4on$Industry$ % •  Learning0&0development0in%safety%is%supported% •  Safety%is%priori(zed%above%other%criteria%in%daily%opera<ons% •  Safety%is%rewarded%and%repor<ng%own%incidents%is%rewarded% •  Working%environment0facilitates0safe%behavior%

11/14/16%

14%

Sources+of+Culture+&+Climate+ •  Founders%and%early%leaders%play%a%big%role!% % 0

Schneider’s0ASA0Framework0 %

Amrac<on% Selec<on% Amri<on%

More+about+NBB…++ 1.  Strategy%Summary%by%New%Belgium%% 2.  ‘About%Our%Company’%page%from%NBB%website% 3.  Inc.com%ar<cle%on%NBB%as%1%of%their%25%Most%

Audacious%Companies%

•  In$groups$of$3,$each$member$responsible$for$1$source$ •  Share$info.$across$sources$to$form$best$responses$

11/14/16%

15%

Case+Study:+New+Belgium+ Brewery+ •  What%can%you%infer%about%NBB’s%structure?% •  Work%specializa<on% •  Departmentaliza<on% •  Chain%of%command% •  Span%of%control% •  Centraliza<on%and%decentraliza<on% •  Formaliza<on%

•  What%are%noteworthy%prac<ces%or%ideas%that%shape%NBB% structure%and/or%tell%you%something%about%its%culture?%

%

•  What%addi<onal%informa<on%would%you%want%to%have%a% defini<ve%answer%about%NBB%structure%or%culture?%

Org.+Culture+&+Climate+at+NBB+ •  How%would%you%describe%NBB’s%culture%in%terms%of:% •  Symbols%&%Ar<facts% •  Rites%&%Rituals% •  Stories%&%Legends% •  Language%&%Communica<on%

•  What%can%you%say%regarding%how%NBB’s%culture%was%formed% and%how%it%is%perpetuated/maintained?%

•  How%would%you%determine%if%an%applicant%was%a%‘good%fit’%for% NBB?%(think:$Would$YOU$be$a$good$‘fit’$for$NBB’s$culture?$Why$ or$why$not?)$

Organizational+ Change+ MGT308%%

11/14/16%

16%

Proactive+cultures/climates+for++ embracing!change+

% •  Many%similar%concepts%(climate%of%innova<on,%learning% environment,%learning%organiza<ons)% %

•  All%include…% •  Encouraging%experimenta<on%&%suppor<ng%risk:taking% •  Rewarding%both%successes%&%failures% •  Celebra<ng%mistakes% •  Par<cipa<ve%leadership%&%decision:making% •  Empowerment% •  Open%communica<on,%collabora<on,%teamwork%

Senge%(1990s);% Tannenbaum%(1997);%

West%(1990)%

Planned+Change+Initiatives+ •  65%%of%companies%with%high%change%effec<veness%follow%a%formal,% systema<c%process%(vs.%14%%of%those%with%low%change%effec<veness)% –%Towers$Watson$2012$survey$ %

•  Who%are%the%agents%of%change?% •  Those%responsible%for%managing/leading%change% •  Leaders%have%been%called%levers$of$largeAscale$change%(e.g.,%Mar<ns,% 2011;%Schein,%1990)%

•  ALSO:%Managers,%employees,%‘champions’,%outside%consultants%

What’s$the$#1$reason$change$fails?$

Sources+of+resistance+to+change+ 0

Why%do%we%so%oLen%resist%change??0 0 0 0

11/14/16%

17%

Overcoming+resistance+ •  To%overcome%resistance,%increase%readiness%for%change%in% organiza<onal%members%(e.g.,%Jones%et%al.,%2005)%

%

•  2%key%determining%factors:% •  Change%acceptance% •  Perceived%benefits%of%change%

•  Individual%characteris<cs%&%leader/manager%characteris<cs%&% behaviors%can%impact%change%readiness%

Models+&+Framework+for+ Change+ % 2%main%models%of%successful%change:% •  Lewin’s%3:step%Model% •  Komer’s%8:step%Model%

A%larger%framework%of%change%&%growth:% •  Organiza<onal%Development%

Models+&+Framework+for+ Change+ %

2%main%models%of%successful%change:% • Lewin’s03Nstep0Model0 • KoTer’s08Nstep0Model0(plus%Eps%from%the%Heath% Bros…)0

A%larger%framework%of%change:% •  Organiza<onal%Development% %

11/14/16%

18%

Lewin’s+(1947)+3JStep+Model+

•  HUGE%emphasis%on%the%unfreezing%step!%

Unfreezing% Changing% Refreezing%

Kotter’s+8JStep+Model+ 1.%Establish%urgency%

2.%Form%coali<on%

3.%Create%vision%

4.%Communicate%Vision%

Connecting+Kotter+to+tips+of+the+Heath+ Brothers+

11/14/16%

19%

Kotter’s+8JStep+Model+ 5.%Empower%others%

6.%Short:term%wins%

7.%Keep%momentum%

8.%Ins<tu<onalize%

Connecting+Kotter+to+tips+of+the+Heath+ Brothers+

Kotter’s+Model:+Application+ Exercise+ •  The%scenario:% •  NBB%Open%Book%Management%change%implementa<on%

•  Your%task:% •  Respond%to%the%scenario%by%applying%the%Komer%model%to%plan%a% step%by%step%plan%for%successful%change%

11/14/16%

20%

Organizational+Development+ •  “The$process$of$promo4ng$posi4ve,$humanisEcally%oriented,$largeA system$change”$(Church%et%al.,%1999)% %

•  A$process$by$which$an$organiza4on$uses$theories$&$tools$of$ behavioral$science$to$facilitate$change$that$enhances%effecEveness% at%mulEple%levels$(Porras%&%Robertson,%1992)%

•  !$Inherent%value%placed%on%well:being%of%people%involved$

OD+Approach+to+Change+ OD%interven<ons%tend%to%follow%a%general%process%(Burke,%1991):% %

•  Step01:%Organiza<onal%diagnosis%–%assessing%current%state%of%things% •  Field%moving%from%‘deficit%model’%to%‘strength:based%model’%%

•  Step02:0Organiza<onal%development%change%process% %

•  Step03:0Integrate%change%in%culture%&%climate%

Six%interven<ons:%%sensi<vity%training,%survey%feedback,%process% consulta<on,%team%building,%intergroup%development,%and% apprecia<ve%inquiry%

Human+Resource+ Management+&+OB+ MGT308%

11/14/16%

21%

HRM+in+a+Nutshell+ •  Assessment:based%decisions%about%people%in%the%workplace%

Recruitment% Selec<on% Training/%Development% Performance% Evalua<on%

Legal%Issues%

Comp%&%Ben%

Connecting+HRM+to+OB++ •  The%two%are%posi<vely%inseparable.%% % % % % %

•  HRM%prac<ces%at%all%stages%of%employment%impact%&%are% impacted%by%individual,%group,%and%org.%characteris<cs%

HRM% prac<ces%

Individual,% Group,%&%

Org% Factors/% Outcomes%

HRM+in+a+Nutshell+ •  Assessment:based%decisions%about%people%in%the%workplace%

Recruitment% Selec<on% Training/%Development% Performance% Evalua<on%

11/14/16%

22%

A+Quick+Overview+of+HRM+ Practices+

Recruitment% Selec<on% Training/%Development% Performance% Evalua<on%

A+Quick+Overview+of+HRM+ Practices+

Recruitment% Selec<on% Training/%Development% Performance% Evalua<on%

Selection+Processes+

Ini<al%Selec<on% Screen$Out%

Substan<ve%Selec<on% Select$In%

Con<ngent%Selec<on% Final$Check%

Ul(mate0goal0of0selec(on…0

11/14/16%

23%

Initial+Selection+ •  Goal:%to%screen%out%any%applicants%who%are%obviously%not% qualified%or%who%would%very%likely%be%BAD%performers%

•  Assessment%tools:% •  Applica<on%forms% •  Reference%checking% •  Integrity%Tests%

•  How%well%do%these%assessments%predict%GOOD%performance?%

•  How%well%do%these%assessments%predict%BAD%performance?%

Substantive+Selection+ •  Goal:%determine%who%would%be%best%for%the%job% %

•  Assessment%tools:% •  Wrimen%tests%(of%knowledge/skills)% •  Performance%simula<ons%%

•  Assessment%centers% •  Situa<onal%Judgment%Tests%

•  Interviews%

•  Absolutely0cri(cal0that0tools0are0designed0&0used0in0a0way0 that0they0are0valid0predictors0of0future0performance0 •  OK,%but%how%do%I%do%that??%

%

Substantive+Selection+ How%to%support%the%validity%of%your%assessments:% % $ $ $ $ $ $ $

%

1.% • Start%with%criteria%&%job%analysis%

2.% • Break%down%to%key%competencies%

3.%% • Develop/pick%assessments%to%align%

4.% • Assess%criterion:related%validity%

11/14/16%

24%

Substantive+Selection+ How%to%support%the%validity%of%your%assessments:% % $ $ $ $ $ $ $

%

1.% • Start%with%criteria%&%job%analysis%

2.% • Break%down%to%key%competencies%

3.%% • Develop/pick%assessments%to%align%

4.% • Assess%criterion:related%validity%

Substantive+Selection+ WriTen0Tests0

•  Typically%assessing%intelligence,%ability,%interest,%skills% %

Performance0Simula(on0Tests0 •  Hands:on%simula<ons%of%job%tasks%(i.e.,%work%sampling)% •  Typically%assessing%ability%to%do%job%or%part%of%job% •  SituaEonal%Judgment%Tests%

•  Low%fidelity%version%–%asking%applicants%‘what%WOULD%you%do..’% •  Assessment%Centers%

•  Process%of%assessment%that%combines%mul<ple%performance% simula<ons%into%a%larger%integrated%process%

%

Substantive+Selection+ 0 Interviews0

•  Con<nue%to%be%most%frequently%used%assessment%tool% •  Con<nue%to%carry%great%deal%of%weight%(ogen%unsupported% weight)%

•  The%validity%of%interviews:% •  Depends%on%level%of%structure%and%focus%of%ques<ons%

11/14/16%

25%

Contingent+Selection+ •  Goal:%final%check%of%your%hiring%decision%–%as%long%as%you%pass% this,%the%job%is%yours!%

%

•  Assessment0Tools0 •  Drug%Test% •  Medical%Exam%(only%if%there%is%a%performance:based%necessity)% •  Background/criminal%checks%(if%not%done%in%stage%1)%

%

•  This%process%tends%to%illicit%most%controversy%–%important%to% check%for%legality%AND%necessity%(otherwise,$nega4ve$ applicant$reac4ons$may$outweigh$the$benefits)%

Selection+=+Judgment+&+DecisionJMaking+ $$$How%to%do%performance%evalua<ons%WELL?% •  Handle%heuris<cs%&%biases…% •  PLUS:%%be%sure%to%acknowledge%the%connec<ons%with%aqtudes,%affect,% mo<va<on,%and%performance%

$ $ In$order$to$understand$the$above$we….$ $

$NEED$TO$TAKE$A$SIDE$STEP$INTO$JUDGMENT$&$DECISION$MAKING$ HOW$DO$WE$MAKE$DECISIONS?.....2$WAYS:$

$

Ra4onal$Decision$Making$Model$(controlled)$vs.$Bounded$Ra4onality$(automa4c)$ $%

HOW$do$we$form$judgments$&$decisions?$$ ++

Rational+DecisionJMaking+ Model++

•  limited0informa(onNprocessing0 capability0of%human%beings%makes%it% impossible%to%assimilate%and%

understand%all%the%informa<on%

necessary%to%op<mize%

%

•  people%seek0solu(ons0that0are0 sa(sfactory0and0sufficient,%rather% than%op<mal%

%

•  construc(ng0simplified0models0that0 extract0the0essen(al0features0from% problems%without%capturing%all%their%

complexity%

Bounded+Rationality+ •  Define%the%problem% •  Iden<fy%the%decision%criteria% •  Allocate%weights%to%the%criteria% •  Develop%the%alterna<ves% •  Evaluate%the%alterna<ves% •  Select%the%best%alterna<ve%

11/14/16%

26%

Cognitive+Shortcuts:+Heuristics+&+ Biases+ •  Confirma(on0Bias0–%example%of%fans%at%a%Wisconsin%v.%Ohio%St.%game%% •  Availability0Bias0–%overes<mate%the%probability%of%horrible%events%happening% •  Representa(ve0Bias0–%example%of%incoming%1st%year%students% •  Anchoring0Bias0–%example%of%nego<a<ng%salary% •  Contrast0Effects0–%example%of%American%Idol% •  Halo0(Horns)0Effect:%overall%impressions%!%‘objec<ve’%evalua<ons%of%specific% traits% •  Example:%amrac<veness%in%court%

Another%set%of%cogni4ve$shortcuts%used%(more)%in%automa<c%processing% %%%%%Stereotypes:%associate%whole%group%with%certain%traits% %%%%%Prejudice:%nega<ve%feelings%toward%someone%based%on%group%membership%

Tversky%&%Kahneman%(1976);%Kahneman%(2003)%

Selection+=+Judgment+&+DecisionJMaking+ $$$How%to%do%performance%evalua<ons%WELL?% • Handle%heuris<cs%&%biases…%

•  Change%situa<on%to%encourage%controlled%path% •  Increase%awareness%of%our%cogni<ve%’shortcuts’%(Pronin%&% Kungler,%2007)%

•  Provide/seek%out%informa<on%that%COUNTERS%short:cut% (Fiske%&%Neuberg,%1990)%

•  Change%decision:making%task%to%encourage%controlled%path% (e.g.,%Bauer,%Baltes,%&%French,%2007)%

$ $

$%

A+Quick+Overview+of+HRM+ Practices+

Recruitment% Selec<on% Training/%Development% Performance% Evalua<on%

11/14/16%

27%

HRM+at+NBB+