When is transformational leadership most appropriate?When organizations need to continuously adapt to a rapidly changing external environment than when the environment is stableDefine and discuss the "Contingency Perspective" model.Leaders must relinquish control and contact
with followers as they become more competentWhat is organizational structure?the formal arrangement of jobs within an organizationDefine division of labor.-Subdivision of work
-Potentially increases work efficiency but, overspecialization can result in human diseconomiesDefine and discuss 'Span of Control'The number of employees that a manager can effectively/efficiently supervise.Mechanistic OrganizationA rigid and tightly controlled structure which tends to be focused on efficiency and cost minimizationOrganic OrganizationHighly flexible and adaptable structureWhat is job specialization?The process of focusing one's occupational concentration on a specific area of expertiseOrganizational CultureThe basic pattern of shared assumptions, values, and beliefs determining to a large degree how employees within an organization think about and act on problems and opportunitiesList the benefits of a strong culture-Creates a stronger employee commitment to the organization.
-Aids in the recruitment and socialization of new employees.
-Fosters higher organizational performance.List and discuss the elements of organizational culture.1. physical structures
2. language
3. rituals and ceremonies
4. stories and legendsWhat are the sources of organizational culture?1. organization's founder
2. past practices of the organization
3. behavior of top management
4. transformational leaders in times of changeWhat are the forces for organizational change?1. competition
2. globalization
3. labor market composition/ supply
4. economic changes
5. technology
6. government laws/ regulations
7. crisis/ survival threatened
8. weak organizational culture
9. new leader with new visionWhat are the resistances to change?- personal loss (money, status friends)
- saving face (change means old was wrong)
- fear of the unknown
- breaking routines (old habits die hard)
- incongruent systems (reward systems, career tracks)Draw and discuss the change process.1. request for change
2. impact analysis
3. approve/ deny
4. implement change
5. review/ reportingHow can managers manage resistance to change?1. Do change management right the first time
2. Expect resistance to change
3. Address resistance formally
4.Identify the root causes of resistance
5. Engage the "right" resistance managersConflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party. (ch. 11) T/FTrueOrganizations should eliminate conflicts in order to be more productive. (ch. 11) T/FFalseConstructive conflict tests the logic of arguments and encourages participants to re-examine their basic assumptions. (ch. 11) T/FTrueLeadership is the ability to influence, motivate, and enable others to contribute to organizational effectiveness. (ch. 12) T/FTrueUnlike the traditional view of leadership, shared leadership lacks formal authority. (ch. 12)TrueEffective leaders are good at expressing emotions, as well as regulating emotions in themselves and others. (ch. 12) T/FTrueTask-oriented leaders clarify duties and procedures, ensure that employees follow company rules and push them to reach their performance capacity. (ch. 12) T/FTrueWhich of the following leadership styles in path-goal theory is the same as people-oriented leadership in the behavioral perspective of leadership? (ch. 12)SupportivePath-goal theory argues that: (ch. 12)effective leaders select the most appropriate behavior based on the situation.People with an external locus of control tend to be more satisfied with _____ leadership styles. (ch.12)directive and supportiveThe two fundamental requirements of all organizational structures are divisionalization and decentralization. T/FFalseDivision of labor leads to increased job specialization. T/FTrueInformal communication is a coordination mechanism only in small and a few medium-sized organizations. T/FFalseFormal hierarchy is the least time-consuming coordinating mechanism where employees work in non-routine and ambiguous situations. T/FFalseStandardizing processes is less effective in non-routine and complex work. T/FTrueA narrow span of control exists when a manager has many direct reports. T/FFalseSpan of control is interconnected with organizational size and the number of layers in the hierarchy. T/TrueA mechanistic structure is decentralized, has a wide span of control and little formalization. T/FFalseOrganizations move toward a team-based structure by flattening the hierarchy, reducing formalization, and making extensive use of self-directed work teams. T/FTrueIf a company chooses a low-cost strategy, an organic structure is preferred because it maximizes production and service efficiency. T/FFalseOrganizational culture defines what is important and unimportant in the company and, consequently, directs everyone in the organization toward the "right way" of doing things. T/FTrueValues represent an important invisible part of an organization's culture. T/FTrueEspoused values are usually socially undesirable. T/FFalseOrganizational countercultures further strengthen the organization's dominant culture. T/FFalseIn order to be effective, organizational stories must describe real people and recount true past events. T/FTrueA ritual would include how visitors are greeted as they enter the company's offices. T/FTrueCeremonies are more formal artifacts than rituals. T/FTrueOne problem with a strong corporate culture is that it increases conflict among employees within the company and makes it more difficult for them to understand each other. T/FFalseWhich of the following statements about the strength of organizational culture and organizational performance is true? T/FOrganizations with stronger cultures tend to perform better than those with weak cultures when the culture content fits the external environmentWhich of the following tends to happen when an organization's culture is misaligned with its external environment? T/FThe organization has more difficulty anticipating and responding to stakeholder needsRefreezing involves producing disequilibrium between the current state and the future state. T/FFalseFear of the unknown usually motivates employees to support organizational change. T/FFalseUnfreezing occurs by making the driving forces stronger, weakening the restraining forces, or a combination of both. T/FTrueNegotiation and coercion are necessary for people who will clearly gain something from the change and in cases where the speed of change is critical. T/FFalseCoaching and other forms of learning reduce resistance to change mainly by helping employees break previous routines and adopting new role patterns. T/FTrueOne problem with negotiation is that it tends to produce compliance rather than commitment to the change process. T/FTrueThe highest priority and first strategy required for any organizational change is to:Communicate the need for change and keep employees informed about what they can expect from the change effortWhich of the following change management strategies should be given a priority when employees need to break old routines and adopt new role patterns?LearningEmployee involvement is almost an essential part of the change process unless the:change must occur quickly in the organizationWhich of the following strategies to reduce the restraining forces should be used only if all other strategies fail?Coercion
