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Organizational Behavior---Comm 292 (Leadership (Responsible Leadership…
Organizational Behavior---Comm 292
Organizational Change
Approaches to Managing Change
Lewin’s Three-Step Model
First step: Unfreezing
Third step: Refreezing
Second step: Moving
Kotter’s Eight-Step Plan for Implementing Change
the result of equilibrium between
Driving forces: tend to initiate change
Restraining forces: forces acting to restrain
Appreciative Inquiry
Dreaming
Design
Desitny
Discovery
Resistance to Change
Individual Resistance
:check: Structural intertia
:check: Limited focus of change
:check: Group interia
:check: Threat to expertise
:check: Threat to established power relationships
:check: Threat to established resources allocations
Organizational Resistance
:check: Self-interest
:check: Misunderstanding and lack of trust
:check: Different assessments
:check: Low tolerance for change
Forces for Change
Opportunities for Change
:check: Purpose
:check: Technology
:check: Structure
:check: Tasks
:check: People
:check: Cultutre
:check: Strategy
:check: Objectives
Internal Force
Increased size
Performance gap
Employee needs
Change in top management
External Force
Technological changes
Changing marketing conditions
Social changes
Political & legal changes
Organizational Structure
Organizational Structure :question:
Departmentalization
Chain of Command
Work Specialization
Span of Control
Centralization and Decentralization
Formalization
Boundary Spanning
Why Do Structures Differ :question:
Organizational Size
Organizational Strategies
Environment
Technology
Institutions
Leadership
Inspirational Leadership
Transactional and Transformational Leadership
Charismatic Leadership
Responsible Leadership
Ethical Leadership
Servant Leadership
Mentoring
Authentic Leadership
Leadership as Supervision
Behavioural Theories
Contingency Theories
Trait Theories
Challenges to Our Understanding of Leadership
Online Leadership
Substitutes for and Neutralizers of Leadership
Leadership as an Attribution
Organizational Culture
Employees Learn Culture
:check:Stories
:check:Rituals
:check:Material Symbols
:check:Language
Changing Organizational Culture
Creating a Positive Organizational Culture
Creating an Ethical Organizational Culture
What :question:
Do Organizations Have Uniform Cultures?
Strong vs. Weak Cultures
Culture Is a Descriptive Term
Culture vs. Formalization
Groups and Team work
Stages of Group and Team Development
The Five-Stage Model
The Punctuated-Equilibrium Model
Creating Effective Teams
Composition
Team Processes
Context
Difference: Teams vs. Groups
Why Have Teams Become So Popular?
Types of Teams
Organizational Behaviour :!!:
Disciplines That Contribute to the OB Field
The Building Blocks of OB
The Rigour of OB
Importance of Interpersonal Skills
Theories of Motivation
Responses to the Reward System
Equity Theory
compare the ratio of contributions and benefits for each person.
The distribution of resources is fair to both relational partners
Self-Determination Theory
Autonomy
Competence
have a affectionate relationships with others
Relatedeness
effective in dealing with enviorment
Needs Theories of Motivation
Two-Factor Theory
McClelland’s Theory of Needs
Achievement
Power
Affiliation
Motivation in Action
Motivating by Job Redesign
Job Enrichment
Job Enlargement
Job Rotation
Creating Effective Reward Systems
Flexible Benefits
Establishing a Pay Structure
Intrinsic Rewards
Power and Politics
Dependence: The Key to Power
The General Dependence Postulate
Possessionl of scarce organizational resources
The greater B’s dependency on A, the greater the power A has over B
Optional resources reduces the resource holder’s power
Increase when resources are
Scarce
Important
Nonsubstitutable
Politics
Influencing Factors
Individual
Organisational
Ethics
Key Element
Political Behaviors
Encompassing
Job Requirements
Process
What Is Leadership :question:
Motivation
