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(Whats down acceptable that occur expected) Importance of Socialization workplace become more : new comers are motivated to reduce their uncertiantly so the and understandable predictable Sets the tone of employment relationship Clarifies expectations · Reduces · new for anxiety Effects employees · Orientation moves employees from : Internalization 1 to avoid conformity out of belief : conformity Stages of out of complence to 2 Encounter . 3 Role : preformance) jobs company internatization punishment that those true acceptance who of promote norm values similar to are underlying the you now Socialization : prearival/anticipatory : employees may have . commitment, about the empbyel new , company history) ral ↓ Identification I the (job satisfaction , compliene conformity : behaviors and inform that program leg Socialization employees attilucs : . 3. task perceptions Uncertantly Reduction Theory · , Commitment , ory org the Workplace and Strategic norms , learning shared members in · values socialization out comes : job satisfaction Climate of adaption distal and proximal? noticed : : Startjob Management : , inconsistencies Inconsistencies work certan between out, org . job reality Identification expectations IRIP herel and expectations begin , "insider" areage person-job fit match of employees person-org fit swatch of personal match person-group fit of personal : skills and values : beliefs : Institutional us Institutional formalized : Individual: relative mentoring how how and structured absence Question of . . 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Role employe plays Promotion core culture love models active role in their own socializatio Week Leadership is : 9 the influence that particular acheivment of others mobalizing Transactional Transactional Transformal : . vs others to : arouse , by exchanging individualized - , intellectual contingent on the shared good aspirations , type role inspirational personal , sources Charisma - of trained Consideration 5 structure contingency Housea path goal model Vroom - universal stimulation Initiating - fiedlecs - Manage . behavior innate Leadere Universal struggle for service consideration , Transformational univers al for rewards feelings intense frait situation to want individuals exect Trane formal motivate power Leadership : - Jago's moded leader : leader traits : Delity · leadere · Universal Behavior 1 . are Initialing goal · . 2 extent concern · work Initiation · , individuals regardless of Leaders : certion to destined to be the situation for their (task structure attainment extraversion 3 concenciousness leader) focused scheduling emphasized Consideration which concerned humanistic noticed are leader is about moral approch approchable and , shove personal resolving disagreements Situation Freddy - Contingent fiedled Leadership the model : contingency orientations how on between association effectioness group favorable leadership the simation is is contingent for exerting inquence Io leadership LPC orientation : ↳↳ 2 . Situational favorableness low LPC : 1 2 . 3 . contingency Houses' model . 4 acheivment . oriented : more relationship oriented task structure position pancre dif of leadership types 4 tye of Situation When jobs are are best leadership that d I supportive : Doring jobs , 3 participative : . ! task oriented Leader-member relations . 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Beware of : machiavellianism style Chose : beliefs cynical based defensiveness Wid 1 noter : Spot . steps influences : observe office . 3 become 4 help . 5 De . a trusted source of info othere Causes gamire of unethical behavior 1 : 2 3 4 . 5 . ↳ . Corporate 4 components economic profitable Social gain . preformance pressure . Role conflict . strong org , identification Competition Personality . 7 be relationships be visable 2 . S about org Responsability Culture (CSR) : : -> legal > ethical > philanthropic human nature Week causes of org conflict : 1 . 1 (who Conflict Relationship conflict . 2 Task conflict . I . Process and intergroup Did and culture ambiguity . types of Stret and , 4 3 Conflict Interdependence Differences in power stathe 3 . : group identification . 2 S 7 Scarce , what , resources how (who ? (what?( conflict (how?) Intergroup Conflict there's when occurs 1 : Info . 2 Interaction/communication . 3 conceled . win-loose ideals rather dec. than problem-solving 4 Approches · · to Avoiding competing managing ⑧ · Collaborating Inc colaborating assertive , competing compromise accommodating conflict . compromise Avoiding 0 ↓accommodating Cooperative - hostility toward rival groups The Stress Stressors ↓ Stress : ↓ strain : : Process factors that from experience of outcome demands create on the individual demands perceplich of stress (physical responses) Stressors : work/ non-work streors : time complic conflict Strain Types of 1 Stresse reaction : Psycological Reaction Physiological . 2 reactions . 3 Behavioral "Burnout" reactions outcomes -> : -> -> Questions for 1 How . often I how severe 3 . how long when cynicism Reduced someone does this is emotional depersonalization accompli is stressed inbalence the imbalance ? does exhaustion it last ? occur ? disstress bad Stree : stress : normal good, motivating Estress How Personality Loo of Type A Control A or : Can't B: B : Peoples Coping the about factors that control their : relax , , or Deliefs personally Easy-going Pos stress effects constantly busy patient 1 : job . . . , world in a redesign I Social 3 impatient Support HR policit 2) Stres managment programs 5 . "Workaholism" relaxed , neg abjectivity' Viewing w/ Stress , Work-life balance programs pos or may light behaving Week P : 12 : Enviorment ; . Structure people E ienviornment (macro oB( : technologyImaaroo org structure : mannes dimentions : divides org its labor specific into lasks and acheives these tasks among horizontal vertical ↳ is macro which in coordination 2 Strategy heirarchy management Silo vertical ! more horizontal 6 groups horizontal the division structural elements that increases : departmentation diff eventiation Inter gration/coordination . . 3 4 . . 5 flat us . tall formalization 6 Centralization . ory , , So preforms , Coordination that basic tasks so who assigne from communication = departments job specialization . 2 levels : into as who Separates can must be acheive its does is tasks harden to preformed goals diff eventration acheive into jobs 9 then Departmentation employees w/ : advantages efficiency : , : · related slin training communication , enhanced disadvantages high degree of · closely differentiation between to the same assigned are department opportunities departments , Poor coordination , conflict product departmentation matrix ~geographic hybrid departmentation departmentation Coordinating 1 direct Divided 2 Standardization of work processes . . labor supervision . 3 departmentation departmentation custome · functional departmentation: Standardization 4 Standardization of . S mutual ddy . of outputs skills . traditional structure characteristics · : of Span flat 0 control us Fall . formalization I · Centralization power · Organic mechanistic : us fall . , Mechanistic specialized organic opposite (better , complexity localized extent to : to which in a which decision centralized uncertan , formal (better enviornments , innovation for is more stable impot making particular part can cry divides structure : in is extent : enviornment ( of an org labor . Contemporary 1 network org . 2 virtual org I . . . - 3 modularory 4 structure · preforms Holacracy flat self : 5 . few Ambidextrons , org .: specific functions managing simultaneously and the rest) outsources teams competencies exploit current and emerging opertunities External enviornment closed open us closed systems . external do environment systems approch open components · : · · · · Loose coupling Weak : economy suppliers Competitors Tech Intrest groups connection of an Moder mechanistic I I I E un certion I I U org , on its enviornmental interdependent parts Enviornmenta Uncertanly I enviornment customers Dependency : dependency of certion the external Social/Political figures · Duncans from not · Resource take inputs systems : 'organic inputs Strategies for managing 1 ⑧ e . anticipation : Scanning Love casting 2 . negotiation : d · . Control : 3 Lobbying PR agencies Strategic alliences · Acquisitions W enviornmental · joint venture Dependencies Week 13: Organizations change due The pey What to and external sources internal Strategic storm"s" : change change can goals : job design structure · · · · of change : · ~ O Sense Lack of strategies tec · · Consequences response Structural change response · organizations organizational Change Process Culture People Loss of Claring preservation Self Personal (most .. · You Lewins preformance model > I Refreze Change unfreeze implimentatil recognition of Change · proplen in impl forced of Process new jobs changes new beco houd panic t next sleps issues 1st : Ind 3rd : : Change in process : diagnosis (before unfreezel resistence (after unfreeze before changes evaluation Change (of the refuecel agent : someone for causes who is hind resistence string · : to to foster emotions personal w the change tolerance for chary strong culture Lack of bust > ~ · I · olitics/self-interest Strong org Identificatio assesments of the di OD organizational : -> -> . simation development building team Survey feedback Quality Managment (Tami Total Reengineering - Innovation : process · of ideas developing and implementing allocation of regires creativity communication proper new , : - what due to : rewards of talk over to action , org . resources , Knowing Doing Cap Manages having on an resource and knowlage , but not knowing do whit improper competion , lack of underlying philosophy 9 2) . 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