Chapter 8

SWOT Analysis
 Strengths
 Weaknesses
 Opportunities
 Threats

Organizing
 Grouping tasks into jobs
 Grouping jobs into departments
 Determining authority and communication-

Organizing Life Cycle

1. Birth- it is just the beginning, an organization does not yet have a formal structure, and
the informal structure is characterized by high degree of centralization but low degree of
formalization and complexity.
2. Growth - The organization is trying to grow, in terms of both products offered and
revenue.
3. Maturity- it tend to become less innovative, less interested in expanding, and more
interested in maintaining itself in a secure environment.
4. Revival - firms recognize that they are stagnating, usually when profit levels begin to
decline, and they embark on revival.
5. Decline -  organization in decline are slowly dying.

Chapter 9

Types of Benefits
1. Mandatory Programs - Social Security, Workers comp., Unemployment + Comp
2. Paid time off - vacation
3. Optional programs - health insurance
4. Private Retirement Plans

Diversity Benefits
1. Insights
2. Increasingly diverse customer base
3. Greater tolerance

Chapter 10

Types of Organizational Changes

 Strategy
 Structure and Design Change
 Technology
 Culture
Sources of Resistance to change
1. Uncertainty and Insecurity reaction against the way change is presented.
2. Reaction to presentation - employees may worry about their ability to meet new job
demands or even fear losing their jobs.
3. Threats to  Vested interest - Workers may resist restructuring attempts and continue to
conduct business as they did before if the fabric of their social relationship is threatened.
4. Cynicism and lack of trust - Employees who have been treated unkindly or at best
indifferent by management over the year are likely to face any change with skepticism.
5. Perceptual Differences/ lack of understanding -  when they change process is not clearly
presented, people tend to fill in the information gaps with rumors and speculation,often
assuming the worst in terms of personal impact.

Supportive behavior (y-axis)

Direct behavior (x-axis)

SITUATIONAL LEADERSHIP MODEL

Supporting          | Coaching

                          |
-----------------------|--------------------------------
Delegating           | Directing
                           |
                          
Kanzer and Posner leadership model
1. Challenge the Process
2. Inspire a shared vision
3. Enabling other to act
4. Modeling the way
5. Encouraging the heart

Chapter 12

4 types of reinforcement:
1. Positive - rewards for + outcomes
2. Avoidance - avoid - outcomes
3. Punishment - Punishment - outcomes
4. Extinction - Not+providing + outcomes

4 stages of group development:

1. Forming - group members for the first time, become acquainted, and become familiar
with the group’s tasks
2. Storming - conflict occurs as team members assert their roles, and make known their
feelings and thoughts about the tasks
3. Norming - conflicts are largely resolved and harmony ensues
 4. Performing - members have reached a level of maturity that facilitates total task
development
5. Adjourning - the tasks are completed and the team disbands

Common Problems in Groups/Teams

1. Personality clashes
2. Conflict over Jurisdiction
3. Resources Scarcity
4. Power/Status Differences

Chapter 14

Effective Feedback
1. Description not judgement
2. Behavior not personality
3. Receiver’s Needs
4. Addresses fixable behavior
5. Time and place
6. Don’t overload information
7. What happened not why

Barries
1. Individual charts
2. Semantics
3. Channel selection
4. Consistently
5. Credibility
6. Incrimination
7. Power and status
8. Goal/priority  difference
9. Organizing structures

Dealing with Conflict

 Competing- high assertion / low cooperation
 Avoiding task - low assertion / low cooperation
 Accommodation - low assertion / high cooperation
 Compromising -
 Collaborating -  high assert. / high cooperation
 Adjourning -