Term
| organizational development |
|
Definition
system wide application and transfer of behavioral science knowledge to the plannend development, improvement and reinforcement of the strategies, structure and processes that lead to organizational effectiveness.
Larger that individual, connects all. |
|
|
Term
|
Definition
Factors outside the organization.
(employment rates, trading agreements, politics) |
|
|
Term
|
Definition
| Factors that are specific for an organization (suppliers, competitors) |
|
|
Term
|
Definition
| The pattern of artefacts, norms, values and basic assumptions that describe how organizations solve problems and teaches newcomers how te behave. |
|
|
Term
|
Definition
Things you can see, hear, smell.
'Everyone is dressed nicely' |
|
|
Term
|
Definition
Unwritten rules of behavior
'No casual clothing' |
|
|
Term
|
Definition
What people think is important.
'Dressing professional is important' |
|
|
Term
|
Definition
How the organization views the world.
'When we are dressed professional, people will see us professional.' |
|
|
Term
|
Definition
...(financial) performance
...employee well-being
...effectiveness
...innovation |
|
|
Term
|
Definition
| The shared belief that one should behave morally sounds. |
|
|
Term
|
Definition
| Not always the same, lying is not ethical but legal. |
|
|
Term
5 types of ethical culture
Instrumental |
|
Definition
| Ethical decisions are based on egoistic concerns |
|
|
Term
5 types of ethical culture
Caring |
|
Definition
| Ethical decisions are based on the concern of well-being of others |
|
|
Term
5 types of ethical culture
Indepence |
|
Definition
| Ethical decisions are based on personal/moral convictions |
|
|
Term
5 types of ethical culture
Law and Code |
|
Definition
| Ethical decisions are based on external codes (law/bible) |
|
|
Term
5 types of ethical culture
Rules |
|
Definition
| Ethical decisions are based on strong, pervasive local rules or standers. |
|
|
Term
| Environmental aspects affect ethical culture |
|
Definition
perceived as competent = attractive
perceived as moral high = more attractive |
|
|
Term
|
Definition
| Shared belief that everyone should be included irrespective of their commonalities or differences |
|
|
Term
| Inclusion compared to exclusion... |
|
Definition
…increases prosocial behaviour
...decrease aggression
…improves self-regulation
…reduces neutral activity associated with pain |
|
|
Term
| At work an inclusive culture improves... |
|
Definition
+mood, +self-esteem, +self-regulation,
+self-verification, +work satisfaction, +learning |
|
|
Term
| Struggle how to create inclusion |
|
Definition
|
|
Term
|
Definition
1. Task oriented
2. interdependant
3. pupose
4. degree of formal structure
5. familiraity among members |
|
|
Term
|
Definition
|
|
Term
|
Definition
Simple structure
Low departmentalization
Low specialization
Short chain of command
Wide span of control
Centralized authority
Low formalization |
|
|
Term
|
Definition
Functional structure
High departmentalization
High specialization
Short chain of command
Wide span of control |
|
|
Term
|
Definition
Divisional structure
High departmentalization
High specialization
Low formalization |
|
|
Term
|
Definition
Matrix structure
Two managers to report to. |
|
|
Term
|
Definition
Team/project structure
Only 1 manager to report to |
|
|
Term
|
Definition
Network structure
These compagnies don't create anything, just provide by hiring others. |
|
|
Term
|
Definition
Simple to complex (number of components)
stable to unstable (likelihood to change) |
|
|
Term
|
Definition
| When people work in different departments, they act as a bridge. |
|
|
Term
Development stages of teams
(Wheelan) |
|
Definition
1. task orientation
2. people/socio-emotional orientation
3. leadership style |
|
|
Term
|
Definition
|
|
Term
|
Definition
| social grouping that reflects the degree of which there are objective or subjective differences within the group. |
|
|
Term
|
Definition
| explains how people work with each other |
|
|
Term
[image]
realtionship oriented |
|
Definition
| explains how people see each other and behave. |
|
|
Term
Bankruptcy of main effect
diversity and team performance |
|
Definition
| Overall, on average, no effect |
|
|
Term
|
Definition
++ when teams elaborate
-- when diversity leads to subgroups |
|
|
Term
Seperation / horizontal
Harrison and Klein, 2007 |
|
Definition
differences between group members in position or opinion
(political beliefs) |
|
|
Term
Varity / category
Harrison and Klein, 2007 |
|
Definition
differences between group members in information
(educational background) |
|
|
Term
Disparity / vertical
Harrison and Klein, 2007 |
|
Definition
differences between group members in possessions or status
(income) |
|
|
Term
| model Harrison and Klein, 2007 |
|
Definition
|
|
Term
| Individuals conform to groups because |
|
Definition
...to reduce uncertainty how te behave.
...to fit in, obtain approval, avoid punishment |
|
|
Term
| Groups make indivuadals fit in because... |
|
Definition
1.Group positivity
2.Group cohesion
3.Group distinctiveness
4.Group locomotion
5.Self-image of other group members |
|
|
Term
|
Definition
The violation of group norms.
Can be in positive and negative ways |
|
|
Term
|
Definition
| The expression of disagreement with group norms, group action or a group decision. |
|
|
Term
| Motivations for deviance and dissent |
|
Definition
1.disengagement, disloyalty, disrespect.
2.loyality and concern
3.moral rebellion
4.desire to express uniqueness
5.tangible rewards |
|
|
Term
|
Definition
| The promotion (internally and externally) of a clear, distinctive and attractive image of the organization. |
|
|
Term
|
Definition
Integration (become more likable)
Promotion
Exemplification (explain)
Supplication (asking) |
|
|
Term
|
Definition
Disclaimers
Apologies
Prosocial behavior |
|
|
Term
| Affirmative Action Policies (AAP) |
|
Definition
| Efforts by the organization aimed at ensuring that individuals from traditionally excluded groups are proportionally represented in the workforce and managerial positions. |
|
|
Term
AAP
1 Opportunity enhancement |
|
Definition
Promotes classes of activities that enhance number of eventual choices.
Look for the group needed, targeted adds. |
|
|
Term
|
Definition
| No negative weight to minority status. Same oppertunitites to get the job. |
|
|
Term
|
Definition
| Constrains the decision somewhat, small positive weight for minorities. |
|
|
Term
AAP
4 Strong Preferential treatment |
|
Definition
| Constrains decisions largely. Substantial positive weight for minority status. |
|
|
Term
| When AAP's are more concrete --> |
|
Definition
|
|
Term
|
Definition
Test questions about people in general:
Do you believe that there is dishonesty in everyone? |
|
|
Term
| Integrity test (personality based) |
|
Definition
Test questions about yourself:
I am dishonest. |
|
|
Term
|
Definition
Stable, reliable and valid.
But, never use in isolation. |
|
|
Term
|
Definition
raises awareness and teaches skills, attitudes.
+collabaorating
+passive&active instruction
+human instructor
+min 4 hours
+multiple sessions |
|
|
Term
|
Definition
Unequal outcomes, variable pay incentives and bonus.
Competition between co-workers. |
|
|
Term
|
Definition
| Creating rules to manage organizations |
|
|
Term
|
Definition
Monitoring and enforcing rules.
One should follow the rules correctly and uniformly, adequately manage their risks by adhering to standerds. |
|
|
Term
| Good supervision relies on... |
|
Definition
Impartiality
Independence
Transparency |
|
|
Term
| Failing supervision causes |
|
Definition
Internal culture (integrity, objectivity)
Insufficient expertise (capacity)
Bias in decision making(tunnelvision) |
|
|
Term
|
Definition
| Provides knowledge, tools and a framework to enable organisations to understand the type of errors that are occurring and be able to manage the risk accordingly. |
|
|
Term
| Measures that can be taken when rules are not being followed. |
|
Definition
Revoke license
Impose penalty
Give warning
Collaborate to influence prevailing norms
Convince, instruct or advice |
|
|
