People

higher costs

discourages employee autonomy Tasks

Fundamental Attribution Error
Narrow Nature of Workforce
Tight supervision Structure
Consistency
Fewer levels of management (lower overhead costs) Terminology Attribution Theory
Wide Span of Control Perceptual Errors Distinctiveness
faster decision making process Social Trends
Forces for Change Consensus
effective communication
Change in Action World Politics Perceptions, Values, Diversity Stereotyping
Centralization/ Decentralization

Unfreeze > Moving > Refreezing Selective Perception

The common good
Individualized Consideration Work Specialization Lewin's Model
Contrast Effects
Loyalty
Intellectual Stimulation Departmentalization Group/ Organizational Halo Effect
Resistance
Transformational Inertia Fairness
Formalization
Idealized Influence Projection
Chain of Command Limited Focus
Autonomy
Inspirational Motivation Hodgson's Framework
Threat to Power Relations Dignity of Human Life
Organizational Structure Organizational Change
Low Tolerance
Individual Honesty
Contingent Reward Self Interest Values
Humaneness
How reorganize the workplace and create
Transactional Instrumental
Leadership Styles opportunities for positive change?
Management by Exception (Active/ Passive) What constitutes a workplace? Rokeach Value Survey
Terminal
Environment
Laissez Fair Leader (abdicates responsibilities) Theories Personality Determinants
Contingency Theory My Top Ten Takeaways from COMM329 Hereditary

Extroversion Personality Situational

Leadership Traits MBTI
Conscientiousness Leadership Personality Traits
Big Five Model
Openness How do we share organizational
vision? The Dark Triad
Emotional Intelligence
Organizational Culture
Problem solving
What motivates people to strive for excellence?
Pre arrival
expectations and set of attitudes & values
How do people work together effectively? Expert Power Conformity Development
Gatekeeping Five Stage Model
Build and Maintaining Teams (ways to resolve conflict) Legitimate Power (position)
expectations differ from reality Socialization Model Teamwork
Harmonizing Bases of Power
Encounter Reward Power Punctuated Equilibrium Model
process of change Compromising Communication & Conflict Power
Coercive Power (fear)
Metamorphosis Context Composition Process
Information Power Creating Effective Teams
Encouraging
Balance
Herzberg
Referent Power
Build on employee strengths Yielding Needs Theory
Creating Positive Organizational Culture Intrinsic Maslow
Response to power
Motivation (intensity, direction, persistence)
Rewards rather than punishment Choosing the right channel of communication McClellan
Communication Process SMART Goal
Continuum (Resistance>Compliance>Commitment)
Emphasize vitality and growth Selective Perception (perceptual errors) Expectancy Theory
Extrinsic
Filtering
Identifying the barriers of communication Reinforcement Theory
Information Overload
Empowerment
Emotions
Clear vision & mission
Language
Silence help employees acquire skills

Non-verbal communication employees are supported in their decision making

Lying
employees are recognized for their efforts