Term
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Definition
| “H.L. Mencken was wrong. … Large groups of people are smarter than an elite few, no matter how brilliant—better at solving problems, fostering innovation, coming to wise decisions, even predicting the future” (J. Surowiecki) |
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Term
| Conditions for collective intelligence |
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Definition
1. Diversity of opinion - Brings Different Info
2. Member Independence- So People won't be swayed
3. Decentralization - so errors balance out
4. Methods for aggregating opinions - so all opinions are included |
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Term
| Hill's framework for analyzing work groups |
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Definition
1. Context
2. Design Factors: Group Composition, Task Design, Formal Organization
3. Group Culture
4. Outcomes |
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Term
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Definition
Instinctive
- Rooted in instinct
- Outside awareness
- Organic unity
Example: Humankind |
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Definition
Cultural
- Rooted in culture
- Life principle and mind principle
- Evolutionary advance
Example: Americans |
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Definition
Nominal
- Rooted in mind
- Divorced from biology
- Mechanical sum
Example: Redheads
Least vitality |
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Term
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Definition
-Richer diversity of ideas and knowledge
-Structure for aggregating expertise
-Stimulation of creativity
-Opportunities to avoid hierarchical or linear thinking |
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Term
| Potential for Synergy if: |
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Definition
-Diversity of opinions and expertise
-Independence of members
-Decentralization
-Method or process of aggregation |
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Term
| Design Factors- Group Composition |
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Definition
-Demographics
-Personality
-Competences
-Interests
-Working Styles
-Values |
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Term
| Design Factors: Task Design |
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Definition
-Required Activities
-Required Interactions
-Inter dependencies
-Variety and scope
-Significance
-Autonomy |
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Term
| Design Factors: Formal Organization |
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Definition
-Structure
-Systems
-Staffing |
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Term
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Definition
-Emergent Activities
-Emergent Interactions
-Shared Values
-Norms
-Roles and Status
-Subgroups
-Rituals, Myths, and Shared Language
-Shared Conventions |
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Term
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Definition
The degree to which a work group or organizations is heterogeneous with respect to personal and functional attributes
or
The presences of differences among members of a social unit |
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Term
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Definition
-Generally immutable
-Almost immediately observable
-Measured in simple and valid ways
-Examples: race/ethnicity, sex, age |
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Term
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Definition
-Subject to more construal
-More mutable
-Examples: attitudes, knowledge, values, skills |
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Term
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Definition
| because of a focus on interpersonal issues, largely detracts from group performance because of misspent time and effort |
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Term
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Definition
| benefit performances through improved considerations for different alternatives and group problem solving |
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Term
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Definition
-Likely to be persuaded by those similar to us
-Confirmation bias
-Homophily
-Stereotypes |
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Term
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Definition
Subgroups or coalitions that emerge naturally within teams and rarely collaborate with each other
i. Failure of collaboration caused by lack of trust and goodwill
ii. Failure of knowledge sharing |
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Term
| Self-Limiting Behavior occurs when- |
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Definition
-Presence of someone with expertise
-Presentation of compelling argument
-Lacking confidence in one's ability to contribute
-An unimportant or meaningless decision
-Pressure from others to confirm to teams decision
-Dysfunctional decision making climate |
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Term
| How to guard against self-limiting behavior |
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Definition
-Pay attention to group composition and size
-Reduce power and status difference
-Frame the decision task appropriately
-Set clear, consistent, challenging, and specific goals
-Set group process norms (e.g. during meetings)
-Monitor decision process
-Provide honest feedback |
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Term
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Definition
| Norm for consensus overrides realistic appraisal of alternative course of action |
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Term
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Definition
-Interpersonal Pressure
-Self-censorship
-Apparent unanimity
-Illusion of invulnerability
-Biased perception of outgroup
-Defective decision making strategies |
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Term
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Definition
-Cohesiveness
-Isolation
-Leadership
-Decisional stress |
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Term
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Definition
| -When nearly all group members have private concerns about a situation/decision but each believe that the others do not share their views |
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Term
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Definition
-Members have fixed positions that they rarely leave
-Members play on a team but not necessarily as a team |
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Term
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Definition
| Members have fixed positions and play as a team |
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Term
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Definition
-Members have a primary role, rather than a fixed position
-"Only the team performs, while the members contribute" |
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Term
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Definition
-Embrace individuals differences and collective identity and goal
-Foster support and confrontation among team members
-Focus on performance and learning/development
-Balance managerial authority and team member discretion authority, autonomy
-Attend to triangle of relationships (manager, individual, team) |
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Term
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Definition
-Visible production of the group (environment, language, creations, etc.)
-Visible behavior, processes of group
-Easy to observe; difficult to decipher |
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Term
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Definition
-Sense to what ought to be, rather than what is
-To be cultural, group perspective matters
-Strategies, goals, philosophies |
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Term
| Basic underlying assumptions |
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Definition
-Unconscious, taken for granted beliefs, perceptions, thoughts and feelings
-Little variations observed in group
-Actually guides behavior
-Very difficult to change |
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Term
| Formal Organizational Design |
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Definition
Division of labor: how tasks are defined
Coordination: how tasks are integrated
Decisions Rights: who makes decisions
Boundaries: what we "make" vs. what we "buy" |
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Term
| Informal Organizational Design |
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Definition
Informal structure: influences information flow
Political structure and power: coalitions, agendas |
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Term
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Definition
-Efficient use of resources
-Economies of scale
-In-depth skill development
-Career progress based on functional expertise
-Central decision and directions
-Excellent coordination within functions |
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Term
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Definition
-Poor coordination across functions
-Difficult to respond to environmental changes
-Decisions pile on top
-Slow response, little innovation
-Responsibility for performance difficult to pinpoint |
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Term
| When to Use Functional Structure |
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Definition
-Stable, Certain Environment
-Small to medium
-Routine technology, interdependence with functions
-Goal of efficiency, technical quality |
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Term
| Advantages of Divisional Structure |
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Definition
-Fast change in unstable environment
-Product/customer focus
-High coordination between functions
-Develops general managers |
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Term
| Disadvantages of Divisional Structure |
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Definition
-Duplication of Resources
-Less technical specialization and expertise
-Poor coordination across product lines
-Less top management control |
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Term
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Definition
-Unstable, uncertain environment
-Large size organization
-Technological interdependencies between functions
-Goals of product specialization, innovation |
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Term
| Hybrid Structure Advantages |
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Definition
-Provides coordination within and between product divisions
-Helps organization attain adaptability in some departments and efficiency in others |
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Term
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Definition
-Conflict between corporation and divisions
-Administrative overhead |
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Term
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Definition
-Unstable environment
-Large Size
-Technological inter dependencies with both functions and product lines
-Goals of product specialization and adaptation, plus efficiency in some functions |
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Term
| Matrix Structure Advantages |
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Definition
-Can manage dual demands from environment
-Flexible, efficient use of scarce resources
-Adaptation and innovation
-Development of functional and general management skills |
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Term
| Matrix Structure Disadvantages |
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Definition
-Dual authority causes frustration and confusion
-High conflict
-Time consuming
-Special training required
-Difficult to maintain power balance |
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Term
| When to use Matrix Structure |
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Definition
-Very uncertain, shifting environment
-Medium to large size
-Non-routine technology, high interdependence
-Dual goals of product and functional specialization |
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Term
| Network Structure Advantages |
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Definition
-Highly flexible
-Customer focus
-Decisions taken at operating level
-Less formal hierarchy
-Fast response to change |
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Term
| Network structure disadvantages |
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Definition
-Can be difficult to share knowledge across teams
-Eliminate formal expertise
-Lack of control from center
-Duplicated resources
-Diffused accountability |
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Term
| When to use Network Structure |
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Definition
-Highly unstable environment
-Flexibility is key
-Highly individualized service/product
-Professional service organizations |
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Term
| Interpersonal Roles of a leader |
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Definition
| Figurehead, leader, liason |
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Term
| Informational Roles of Leader |
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Definition
| Monitor, Disseminator, Spokesperson |
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Term
| Decisional Roles of Leader |
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Definition
| Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator |
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Term
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Definition
| “The most powerfully transformative executives possess a paradoxical mixture of personal humility and professional will. They are timid and ferocious. Shy and fearless. They are rare and unstoppable.” -Collins |
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Term
| Reasons for Resistance to change |
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Definition
Inertia: The desire and tendency to maintain the status quo
Individual-
-Parochial self-interest
-Misunderstanding & lack of trust
-Different Assessment
-Low tolerance for change |
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Term
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Definition
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Term
| Education and Communication |
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Definition
-Ideal when resistance is due to inadequate information
-Requires good relationship between initiators/resistors, or resistors may doubt validity of information
-Requires time and effort investment |
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Term
| Participation and Involvement |
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Definition
-Ideal when change initiators need the wholehearted commitment of others, not merely compliance
-Can be overly time consuming |
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Term
| Negotiation and Agreement |
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Definition
-Ideal when it’s clear someone will “lose out” as a result of the change, yet his or her power to resist is significant
-Can be expensive
-Can create culture of bribery/blackmail |
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Term
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Definition
-Can be “a relatively inexpensive and easy way to gain an individual’s or a group’s support” (cheaper than negotiation)
-If people feel they are being tricked, backlash is likely to ensue (e.g., major resistance, anger toward manager, etc.) |
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Term
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Definition
-May be the “only option” if speed is essential and changes may not be popular
-Risky choice, since people tend to strongly resist forced change |
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Term
| Assumptions when making change |
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Definition
Change is planned, structured, and implemented from the top down
Speed and cooperation are mutually exclusive |
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Term
| Corporate Global Citizenship Pros |
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Definition
Impact on employees: “By personally engaging in citizenship activities…employees acquire the ability to work more effectively in diverse organizations, classes, and cultures.”
Impact on organizations: An organization’s “image to governments, stockholders, and consumers is likely to be greatly enhanced.”
Impact on markets/customers: CGC helps preserve markets/customer bases that are threatened by disease and poverty. |
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Term
| Corporate Global Citizenship Cons |
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Definition
Responsibility to employees and shareholders: Executives are responsible to the employees and shareholders, and for fulfilling the goal of the organization (profit or service).
Potential conflict of interest: Conflict may arise between “social responsibilities” and responsibility to employees/shareholders.
Questionable “Democratic-ness:” Social responsibility (on the part of organizations) is undemocratic. |
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Term
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Definition
| Unlike a real person, a corporation has neither a body nor a soul to experience the pain of punishment. And therefore, as merely a "fictional person," corporation was by its very nature an unsuitable subject for punishment or excommunication |
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Term
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Definition
-Corporation was a "natural" or "real" entity
-For legal purposes, the corporation had been declared a citizen (contrary to Justice Marshall's earlier insistence that this was not the case |
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Term
| Institutional View of the corporation |
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Definition
-Moved into the mainstream and became the dominant framework for legal thinking
-Corporation had responsibilities not just to stockholders but to other parties as well- a position that would seem to imply a moral personality for the corporation |
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