John Arvi V.

Armildez AC09301
CHAPTER 9: Communicating in Teams and Organizations LO1. Explain why communication is important in organizations, and discuss four influences on effective communication encoding and decoding. Communication is the process by which information is transmitted and understood between two or more people. Communication supports work coordination, organizational learning, decision making, and employee wellbeing. The communication process involves forming, encoding, and transmitting the intended message to a receiver, who then decodes the message and provides feedback to the sender. Effective communication occurs when the senders thoughts are transmitted to and understood by the intended receiver. Four ways to improve this process is for both sender and receiver to be proficient with the communication channel, have similar codebooks, and have share common mental models of the communication context and for the sender to be experienced at sending that message. LO2. Compare and contrast the advantages and problems with electronic mail, other verbal communication media, and nonverbal communication. The two main types of communication channels are verbal and nonverbal. Various forms of computer-mediated communication are widely used in organizations, with e-mail being the most popular. Although it is efficient and serves as a useful filing cabinet, e-mail is relatively poor at communicating emotions; it tends to reduce politeness and respect; it is an inefficient medium for communicating in ambiguous, complex, and novel situations; and it contributes to information overload. Facebook-like web sites, wikis, virtual reality platforms, and other forms of virtual social networking are also gaining popularity in the workplace. Social media include Internetbased tools (websites, applications, etc.) that allows user to generate and exchange information. They serve several functions, including presenting the individuals identity, enabling conversations, sharing information, sensing the presence of others in the virtual space, maintaining relationships, revealing reputation or status, and supporting communities. Nonverbal communication includes facial gestures, voice intonation, physical distance, and even silence. Unlike verbal communication, nonverbal communication is less rule-bound and is mostly automatic and nonconscious. Some nonverbal communication is automatic, through a process called emotional contagion. LO3. Explain how social acceptance and media richness influence the preferred communication channel. The most appropriate communication medium partly depends on social acceptance and media richness. Social acceptance refers to how well the communication medium is approved and supported by the organization, teams, and individuals. This contingency includes organization and team norms, individual preferences for specific communication channels, and the symbolic meaning of a channel. A communication medium should also be chosen for its data-carrying capacity (media richness). Nonroutine and ambiguous situations require rich media. However, we also need to recognize that lean media allow people to multi communicate, that the capacity of computer-mediated communication is varied due to the proficiency of individual users, and that social distractions can reduce the efficient processing of information in high-mediarichness channels. These contingencies also should be considered when selecting the best channels for persuasion. LO4. Discuss various barriers (noise) to effective communication, including cross-cultural and genderbased differences in communication. Several barriers create noise in the communication process. People misinterpret messages because misaligned codebooks due to different languages, jargon, and use of ambiguous phrases. Filtering messages and information overload are two other communication barriers. These problems are often amplified in cross-cultural settings because of language barriers and differences in meanings of nonverbal cues. There are also some communication differences between men and women, such as the tendency for men to exert status and engage in report talk in conversations whereas women use more rapport talk and are more sensitive than are men to nonverbal cues. LO5. Explain hoe to get messages across more effectively, and summarize the elements of active listening. To get a message across, the sender must learn to empathize with the receiver, repeat the message, choose an appropriate time for the conversation, and be descriptive rather than evaluative. Listening includes sensing, evaluating, and responding. Active listeners support these processes by postponing evaluation, avoiding interruptions, maintaining interest, empathizing, organizing information, showing interest, and clarifying the message. LO6. Summarize effective communication strategies in organizational hierarchies, and review the role and relevance of the organizational grapevine. Some companies try to encourage communication through workspace design, as well as through Webbased sites. Some executives also meet directly with employees, such as through management by walking around (MBWA), to facilitate communication across the organization. In any organization, employees rely on the grapevine, particularly during times of uncertainty. The grapevine is an unstructured and informal net work founded on social relationships rather than or ganizational charts or job descriptions. Although early research identified several unique features of the grapevine, some of these features may be changing as the Internet plays an increasing role in grapevine communication.

John Arvi V. Armildez AC09301

CHAPTER 10: Power and Influences in the Workplace LO1. Describe the dependence model of power as well as the five sources of power in organizations. Power is the capacity to influence others. It exists when one party perceives that he or she is dependent on the other for something of value. However, the dependent person must also have countervailing powersome power over the dominant partyto maintain the relationship and the parties must have a level of trust. There are five sources of power. Legitimate power is an agreement among organizational members that people in certain roles can request certain behaviors of others. This power has restrictions represented by the target persons zone of indifference. It also includes the norm of reciprocity (a feeling of obligation to help someone who has helped you). Reward power is derived from the ability to control the allocation of rewards valued by others and to remove negative sanctions. Coercive power is the ability to apply punishment. Expert power is the capacity to influence others by possessing knowledge or skills that they value. An important form of expert power is the (perceived) ability to manage uncertainty in the business environment. People have referent power when others identify with them, like them, or otherwise respect them. LO2. Discuss the four contingencies of power. Four contingencies determine whether these sources of power translate into real power. Individuals and work units are more powerful when they are nonsubstitutable, that is, when there is a lack of alternatives. Employees, work units, and organizations reduce substitutability by controlling tasks, knowledge, and labor and by differentiating themselves from competitors. A second contingency is centrality. People have more power when they have high centrality, that is, when the number of people affected is large and people are quickly affected by their actions. The third contingency, visibility, is the idea that power increases to the extent that a persons or work units competencies are known to others. Discretion, the fourth contingency of power, is the freedom to exercise judgment. Power increases when people have freedom to use their power. LO3. Explain how people and work units gain power through social network. Social network are social structures of individuals or social units (e.g., departments, organizations) that are connected to one another through one or more forms interdependence. People receive in social network through social capital, which is goodwill and resulting resources shared among members in social network. Three main resources from social networks are information, visibility, and referent power Employees gain social capital through their relationship in the social network. social capital tends to increase with the number of network ties. strong ties (close-knit relationships) can also increase social capital because these connections offer more resources and offer them more quickly. However, having weak ties with people from diverse networks can be more valuable than having strong ties with the people in similar networks. Weak ties provide more resources that we do not already possess. Another influence on social capital is the persons centrality in the network. Network centrality is determined in several ways, including the extend to which you are located between others in the network (betweenness), how many direct ties you have (degree), and the closeness of these ties. People also gain power by bridging structural holes linking two or more clusters of people in a network. LO4. Describe eight types of influence tactics, three consequences of influencing others, and three contingencies to consider when choosing an influence tactics. Influence refers to any behavior that attempts to alter someones attitudes or behavior. The most widely studied influence tactics are silent authority, assertiveness, information control, coalition formation, upward appeal, persuasion, ingratiation and impression management, and exchange. Soft influence tactics such as friendly persuasion and subtle ingratiation are more acceptable than hard tactics such as upward appeal and assertiveness. However, the most appropriate influence tactic also depends on the influencers power base; on whether the person being influenced, compared with the influencer, is higher, lower, or at the same level in the organization; and on personal, organizational, and cultural values regarding influence behavior. LO5. Identify the organizational conditions and personal characteristic that support organizational politics, as well as ways to minimize organizational politics. Organizational politics refers to influence tactics that others perceive to be self-serving behaviors at the expense of others and sometimes contrary to the interests of the entire organization. It is more common when scarce resources are allocated using complex and ambiguous decisions and when the organization tolerates or rewards political behavior. Individuals with a high need for personal power and strong Machiavellian values have a higher propensity to use political tactics. Organizational politics can be minimized by providing clear rules for resource allocation, establishing a free flow of information, using education and involvement during organizational change, supporting team norms and a corporate culture that discourage dysfunctional politics, and having leaders who role-model organizational citizenship rather than political savvy.

John Arvi V. Armildez AC09301

Chapter 14: Organizational Culture LO1. Describe the elements of organizational culture and discuss the importance of organizational subcultures. Organizational culture consists of the values and assumptions shared within an organizational. Shared assumptions are nonconscious, taken-for-granted perceptions or beliefs that have worked so well in the past that they are considered the correct way to think and act toward problems and opportunities. Values are stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations. Organizations differ in their cultural content, that is, the relative ordering of values. There are several classifications of organizational culture, but they tend to oversimplify the wide variety of cultures and completely ignore the underlying assumptions of culture. Organizations have subcultures as well as a dominant culture. Subcultures maintain the organizations standards of performance and ethical behavior. They are also source of emerging values that replace aging core values. LO2. List four categories of artifacts through which corporate culture is deciphered. Artifacts are the observable symbols and signs of an organizations culture. Four broad categories of artifacts include organizational stories and legends, rituals and ceremonies, language, and physical structures and symbols. Understanding an organizations culture requires assessment of many artifacts because they are subtle and often ambiguous. LO3. Discuss the importance of organizational culture and the conditions in which organizational culture strength improves organizational performance. Organizational culture three main functions: a form of social control, the social glue that bonds people together, and a way to help employees make sense of the workplace. Companies with strong cultures generally perform better than those with weak cultures, but only when the cultural content is appropriate for the organizations environment. Also, the culture should not be so strong that it drives out dissenting values, which may form emerging values for the future. Organizations should have adaptive cultures so that employees support ongoing change in the organization and their own roles. LO4. Compare and contrast four strategies for merging organizational cultures. Organizational culture clashes are common in mergers and acquisitions. This problem can be minimized by performing a bicultural audit to diagnose the compatibility of the organizational cultures. The four main strategies for merging different corporate cultures are integration, deculturation, assimilation, and separation. LO5. Identify four strategies for changing or strengthening an organizations culture, including the application of attraction-selection-attrition theory. Organizational culture is very difficult to change, but culture change is possible and sometimes necessary for a companys continued survival. Four strategies for changing and strengthening an organizations culture are the actions of founders and leaders, aligning artifacts with the desired culture, introducing culturally consistent rewards, and attracting, selecting, and socializing employees. Attraction-selection-attrition (ASA) theory states organizations have a natural tendency to attract, select, retain people with values and personality characteristics are consistent with the organizations character, resulting more homogeneous organization and a stronger culture. that and that in a

LO6.Describe the organizational socialization process and identify strategies to improve that process. Organizational socialization is the process by which individuals learn the values, expected behaviors, and social knowledge necessary to assume their roles in the organization. It is a process of both learning about the work context and adjusting to new work roles, team norms, and behaviors. Employees typically pass through three socialization stages: preemployment, encounter, and role management. To manage the socialization process, organizations should introduce realistic job previews (RJPs) and recognize the value of socialization agents in the process. RJPs give job applicants a realistic balance of positive and negative information about the job and work context. Socialization agents provide information and social support during the socialization process.

John Arvi V. Armildez AC09301

Chapter 15 Organizational Change LO1. Describe the elements of the Lewins force field analysis model. Lewins force field analysis model states that all systems have driving and restraining forces. Change occurs through the process of unfreezing, changing, and refreezing. Unfreezing produces disequilibrium between the driving and restraining forces. Refreezing realigns the organizations systems and structures with the desired behaviors. LO2. Discuss the reason people resist organizational change and how change agents should view this resistance. Restraining forces are manifested as employee resistance to change. Resistance to change should be viewed as a resource, not an inherent obstacle to change. The main reasons why people resist change are direct costs, saving face, fear of the unknown, breaking routines, incongruent team dynamics, and incongruent organizational systems. Resistance to change should be viewed as a resource, not an inherent obstacle to change. Employee resistance is a resource in three ways: (1) it is a signal that the conditions for effective change are not yet in place; (2) it is a form of constructive conflict; and (3) it is a form f voice, so it may omprove procedural justice. LO3. Outline six strategies for minimizing resistance to change, and debate ways to effectively create an urgency for change. Organizational change requires employees to have urgency for change. This typically occurs by informing them about driving forces in the external environment. Urgency to change also develops by putting employees in direct contact with customers. Leaders often need to create an urgency to change before the external pressures are felt, and this can occur through a vision of a more appealing future. Resistance to change may be minimized by keeping employees informed about what to expect from the change effort (communicating); teaching employees valuable skills for the desired future (learning); involving them in the change process; helping employees cope with the stress of change; negotiating trade-offs with those who will clearly lose from the change efforts; and using coercion (sparingly and as a last resort). LO4. Discuss how leadership, coalitions, social networks and pilot projects influence organizational change. Every successful change also requires change transformational leaders with a clear, well-articulated vision of the desired future state. They also need the assistance of several people (a guiding coalition) who are located throughout the organization. Change also occurs more informally through social networks. Viral change operates through social networks using influencers. Many organizational change initiatives begin with a pilot project. The success of the pilot project is then diffused to other parts of the organization. This occurs by applying the MARS model, including motivating employees to adopt the pilot projects methods, training people to know how to adopt these practices, helping clarify how the pilot can be applied to different areas, and providing time and resources to support this diffusion. LO5. Describe and compare action research, appreciative inquiry, large group interventions, and parallel learning structures as formal approaches to organizational change. Action research is a highly participative, open-systems approach to change management that combines an action orientation (changing attitudes and behavior) with research orientation (testing theory). It is a data-based, problem oriented process that diagnoses the need for change, introduces the intervention, and then evaluates and stabilizes the desired changes. Appreciative inquiry embraces the positive organizational behavior philosophy by focusing participants on the positive and possible. It tries to break out of the problem solving mentality that dominates organizational change through the action research model. The four stages of appreciative inquiry include discovery, dreaming, designing, and delivering. Large-group interventions, such as future-search conferences, are highly participative events that typically try to get the entire system into the room. A fourth organizational change approach, called parallel learning structures, relies on social structures developed alongside the formal hierarchy with the purpose of increasing the organizations learning. They are highly participative arrangements, composed of people from most levels of the organization who follow the action research model to produce meaningful organizational change. LO6. Discuss two cross-cultural and three ethical issues in organizational change. One significant concern is that organizational change theories developed with a Western cultural orientation potentially conflict with cultural values in some other countries. Also, organizational change practices can raise one or more ethical concerns, including increasing managements power over employees, threatening individual privacy rights, undermining individual self-esteem, and making clients dependent on the change consultant.