HRPA-YR

Development Program
Comprehensive Knowledge Exam
(CKE) Preparation
ORGANIZATIONAL EFFECTIVENESS
 Goals & Objectives

Identify need for change & how to support change

Promote productivity in organizations that value diversity,
trust and respect for contributions
Develop methods & programs to engage employees in
achieving organizational goals
Gather and analyze information on organizational context,
climate and culture to prioritize issues
Provide development information, support activities and
procedures for organizational members to achieve
performance improvement
 ORGANIZATIONAL DEVELOPMENT VS.
ORGANIZATIONAL EFFECTIVENESS

Organizational
Development
Developing and implementing planned,
systematic change in organizations to
improve performance.
Organizational
Effectiveness
Understanding, analyzing and
redesigning to improve performance
(effectiveness and efficiency).

Organizational behaviour
A field of study that seeks to understand, explain, predict and change human
behaviour at individual and group levels within an organizational context:
 JOB ANALYSIS AND
JOB DESIGN
Job Analysis
Methods: Checklists, Position
Analysis Questionnaire, Surveys,
Critical Incidents and Work
Diaries, Observations, Interviews
Definition:
Job Design
Methods: work simplification,
job rotation, job enlargement,
socio-technical approaches
(systems-based), job
enrichment
Definition:
 JOB DESIGN METHODS:
MATCHING EXERCISE
1. Job Enlargement A. a process of transferring workers from one job to
another or from one work unit to another without
disrupting the flow of work.
2. Job Enrichment B. It is concerned with the process of putting specialized
tasks together so that the individual who is assigned with
the task is responsible to perform the whole task.
3. Work Simplification C. It is a process through which the job is broken down
into small work units.

4. Job Rotation D. It refers to a process of expanding the job's duties. It

increases a number of different tasks performed by an
individual in a single job.
 OPENED SYSTEMS FRAMEWORK OF
ORG FUNCTIONING (GHOST MODEL)

INPUTS: Human OUTPUTS:

Human Resources Goals Resources Products
Financial Services
Information Ideas
Technological Org Reputation
Technology
Structure

INTERNAL GHOST ORGANIZATION

FEEDBACK
ORGANIZATIONAL CULTURE
 VALUES

ESPOUSED VALUES ENACTED VALUES

What members of an Values reflected in the way

organization say they value individuals actually behave
SOURCE: McGraw-Hill Companies Incorporated
 ORGANIZATIONAL COMMITMENT:
Identifying with an organization
Organizational The strength of an individuals identification with an
Commitment it organization. Its an emotional response to a positive
comprises: appraisal of the work enviornment

1. Affective
Commitment The type of organizational commitment based on an
individuals desire to remain in an organization

2. Continuance
Commitment The type of organizational commitment thats based on
the fact that the individual cant afford to leave

3. Normative The type of organizaitonal commitment that is based on

Commitment an individuals perceived obligation to remain within an
organization. You stay because you feel you should.
CHANGE MANAGEMENT:
Lewins Change Model

FREEZE:
Motivated to
change

UNFREEZE:
REFREEZE: to
Change what
make the change
needs to be
permanent
changed
 CHANGE AGENT ROLES

1. Change Generators: propose solutions to emerging trends &

change issues. Champions of change.

2. Change Implementers: They move the process along, helping

resisters handle stress by focusing on future benefits.

3. Change Adopters: They accept and use changed processes,

serving as models for others.
KOTTERS 8-STAGE PROCESS FOR
CHANGE

The stages:

Create a sense of urgency when introducing the change effort.

Build a coalition
Create a vision for change and make change a part of the vision
Communicate a plan for change
Eliminate obstacles to change
Create small wins
Build on change
Make change a part of culture
 TRANSFORMATIONAL VS
TRANSACTIONAL LEADERSHIP

TRANSFORMATIONAL TRANSACTIONAL
LEADERSHIP LEADERSHIP
1. Build commitment to Social exchange
vision between followers and
leaders that involves a
2. Develop strategic vision number of rewards-
3. Model the vision based transactions
4. Communicate the vision Keeps line of sight
between goals and
rewards clear.
 EMPLOYEE INVOLVEMENT:
INTERPRESONAL EFFECTIVENESS &
FEEDBACK CHANNELS

Joint employee-management committees

Employee newsletters
Training & Development programs
Reward & Recognition programs
Employee referral programs
Self-directed work teams
Feedback Mechanisms: Town Hall Meetings,
Focus Groups, Suggestion Programs, Exit
Interviews, Employee Surveys
 INTERNAL & EXTERNAL FACTORS
IMPACTING ORGANIZATIONS

External Factors Internal Factors

Technology Changes/Advances
Labour Market Trends/Forecasts
Economic Outlooks/Forecasts
Education & Training
Social Climate
Population & Demographics
Laws, Government, Politics
Competition
Workforce Technology
Goals
Values
Rewards (and motivation)
Strategy
Culture and structure
Leadership & Team Changes
Product Changes
Internal Process Changes
(communication)
Acquisition/Disposition/Mergers
 CHANGE MANAGEMENT
MATCHING EXERCISE
1. Operational Change A. An entire organizational restart. Totally starting
from scratch. The hardest change
2. Strategic Change B. Lowest level of change involving minor tweaking to
improve performance. You implement what you know
works to make things better.
3. Cultural Change C. The organization is refocusing and repositioning its
business and business strategy. Could be moving from
physical stores to internet.
4. Paradigm Change D. An overhaul of organizational behaviour changes.
Change the way an organization acts and its vision,
mission, values, leadership styles. Often seen during
acquisitions.
 REACTIONS TO CHANGE
AND REASONS FOR
RESISTANCE
Stages of Change

1. Denial
2. Resistance Resistance to Change:
3. Exploration Underestimating work required to make a change
4. Commitment Focusing on training, learning new tools and skills
If change takes too long, it may lose momentum
Low/vague expectations for change
Inadequate leadership whos not walking the talk
Change strategy and overall strategy dont align
 TYPES OF STRESSORS

ENVIRONMENTAL: Economic, political or technological

uncertainty

ORGANIZATIONAL: Task demands, role demands like

interpersonal demands, organizational structure,
organizational leadership, downsizing and delayering

INDIVIDUAL: personal factors like family or financial

problems
 SELYES GENERAL
ADAPTATION SYNDROME

ALARM

RESISTANCE

EXHAUSTION
 BEFORE, DURING AND AFTER:
Intended, emergent and realized strategies

Carpenter, M., Bauer, T., & Erdogan, B.

2011. Principles of Management.
Irvington, NY: Flat World Knowledge
 COMMUNICATION
PROCESS MODEL

FORM ENCODE Transmit RECEIVE DECODE

MESSAGE MESSAGE ENCODED MESSAGE
MESSAGE

Past Experiences Values

Attitudes NOISE Knowledge
Cultures Feelings

DECODE RECEIVE ENCODE FORM

FEEDBACK FEEDBACK FEEDBACK FEEDBACK
Transmit
 JOB DESIGN VS.
ORGANIZATIONAL DESIGN

JOB DESIGN ORGANIZATIONAL DESIGN

Process of assigning The process of
tasks to a job, including establishing and arranging
the interdependency of the elements of the
those tasks with other organizational structure.
jobs.
 ORGANIZATIONAL DESIGN
MODELS & THEORIES

Social
Contingency Structural Strategic
Technical
Theory Functionalism Choice
Systems
Link tasks, strategies, designs, technologies, environment, structure
 ORGANIZATIONAL
STRUCTURE ELEMENTS

Departmentalization Span of Control

Org Structure

Formalization Centralization
TEAMS
 WHAT IS A TEAM?

Two or more people with a common objective who

are interdependent on each other to achieve a
particular task or goal and who hold themselves
accountable to each other.
 LEVELS OF TASK
INTERDEPENDENCE IN TEAMS
 5-STAGE MODEL OF TEAM
DEVELOPMENT

FORMING STORMING NORMING PERFORMING ADJOURNING

Polite, Conflict, Cohesion, Synergy Wrapping up

superficial confusion trust established and
May still not Power Clarification Reach teams disbanding
be clear on struggles of group full potential the team
goals Cliques may norms and High
develop roles performance
May disagree Consensus on
on goals or team
procedures objectives
Individuality
vs.
conformity
FACTORS REDUCING TEAM
EFFECTIVENESS

SOCIAL LOAFING

LOSS OF INDIVIDUALITY

CO-DEPENDENCY

CULTURAL DIVERSITY WITHOUT

UNDERSTANDING
 CONFLICT MANAGEMENT
STYLES:

____________ theres a deliberate decision to take no action on

a conflict or to stay out of a conflict situation
____________ involves giving into someone elses wishes
without attending to ones own.
____________ an individual pursues their own wishes at
someone elses expense (aka dominating or forcing)
____________ attempt is made to fully satisfy wishes of both
parties (aka integrating or problem solving)
____________ seek an outcome midway between preferred
outcome of both parties
 PRACTICE QUESTION:

Rebecca has been working as a Widget Quality Control Analyst

with XYZ Incorporated for 10 years. She was recently
approached by ABC Incorporated, a major competitor to take on
a slightly different role. Rebecca is interested, but is concerned
that her benefits wont be as lucrative, and that she will have to
make new friends. Rebecca is experiencing:

A.Organizational Commitment
B.Normative Commitment
C.Affective Commitment
D.Continuance Commitment
 PRACTICE QUESTION:

Organizational events are usually studied from which of these

three common levels of analysis?

A. Team, global, and organizational

B. Contingency, universal, and systematic
C. Team, individual, and organizational
D. Virtual, real, and hypothetical
 PRACTICE QUESTION:

When comparing XYZ Incorporated to ABC Incorporated,

Rebecca looks at the overall industry best practices, looking at
dimensions such as Quality, Time, and Cost. What is the
process called?

A. Benchmarking
B. Management By Objectives
C. Norming
D. Total Quality Management
 PRACTICE QUESTION:

Cross functional teams that operate across space, time, and

organizational boundaries with members who communicate mainly
through electronic technologies are referred to as:

A. Virtual Teams
B. Network Organization Teams
C. Independent teams
D. Open Systems
 PRACTICE QUESTION:

When using the nominal group technique for decision making,

which of the following is untrue?

A. A panel of experts respond to the circulated questionnaire

B. Ideas are all written down and grouped when possible into a
collective list
C. Individuals in the group list their ideas independently
D. Discussions clarify ideas, but avoid critiquing any points on
the collective list
 PRACTICE QUESTION:

All of the following are advantages to group decision making

except:

A.Groups can pool resources, thus have more knowledge and

information than individuals.
B.A high need for affiliation is satisfied when groups continue to
sustain strong signs of groupthink.
C.Groups achieve synergy, a positive force when members of a
group come up with better solutions through mutual influence
and encouragement.
D.Group members are more likely to commit to a decision
because theyve voiced their opinions.
 PRACTICE QUESTION:

Legitimate power is defined as:

A.Ability of a party to change or control behaviour, attitudes,

opinions, objectives, needs or values of another party
B.Power based on a persons ability to punishment. Others fear
the punishment or a negative consequence.
C.Power based on access to rewards. Others comply because
they want the rewards that are being offered
D.Power based on person holding a formal position. Others
comply because they accept the validity of the position of the
power holder.
MODELS AND THEORIES
 EMPLOYEE INVOLVEMENT & ENGAGEMENT:
Hackman & Oldhams Job Characteristics Model

Critical Psychological Core Job

States (contributes to Characteristics (Job Results
job enrichment) Content Factors)
Meaningfulness of Skill Variety, Task Work motivation
work Identity, Task General Job
Significance Satisfaction
Responsibility for Reduced
Work Autonomy absenteeism and
turnover
Knowledge of Job feedback Work Quality &
results Effectiveness
Increased org
commitment.

Individual Differences
 MOTIVATIONAL THEORIES: Herzbergs
Motivator-Hygiene (or 2-Factor) Theory

HYGIENE FACTORS REDUCE MOTIVATOR FACTORS

or could lead to INCREASE to lead to
Job Dissatisfaction Job Satisfaction

Poor Pay
Low or Limited Job Security
Unsafe Working Conditions
Excessive Policy
Encumbering Administrative
Practices
Meaningful Work
Challenging Work
Recognition
Opportunities for Growth
 MOTIVATIONAL THEORIES:
Maslows Hierarchy of Needs & ERG
ERG MASLOW

SELF-ACTUALIZATION
GROWTH ESTEEM (GROWTH = INTRINSIC)

SOCIAL NEEDS (BELONGINGNESS,

RELATEDNESS RELATEDNESS = EXTRINSIC)

SAFETY NEEDS
EXISTENCE PHYSICOLOGICAL NEEDS
 MOTIVATIONAL THEORIES:
McClellands Learned Needs Theory

Need for:
Achievement

Affiliation

Power
Photo source: http://mbaisherebyravali.blogspot.com/2010/05/mcclellands-achievement-
motivation.html
MOTIVATIONAL THEORIES: Operant
Conditioning
MOTIVATIONAL THEORIES:
Expectancy Theory

Effort > Performance > Outcome

E to P: expectancy : effort to 1st lvl outcome

P to O: instrumentality : 1st to 2nd lvl outcome

Outcomes: valence (can be +/-ve)

 MOTIVATIONAL THEORIES: Equity
Theory and Organizational Justice

Employee Rewards / Employee Input (efforts)

_______________________

Similar Co-workers Rewards / Similar Co-workers Input (efforts)

Distributive Justice Procedural Justice

MANAGEMENT STYLES AND
APPRAISALS
 VARIOUS MANAGEMENT
STYLES

Management by Exception (MBE):

Management by Objectives (MBO):

Management by Walking Around (MBWA):

SOURCES OF APPRAISALS
Managers
Self-appraisals
Electronic performance
monitoring (service per hour,
web/phone logs or tapes,
production records,
attendance)
Subordinate/reverse
appraisals
Peer appraisals
Team appraisals
Customer appraisals
Committee Appraisals
360 degree feedback
Activity: Identify - Break in groups of 2 to four to identify
various challenges that could undermine
Challenges with performance appraisal systems and make
them fail.
Performance
Appraisal Systems
 FEEDBACK SYSTEMS

Feedback can be positive and negative

Can use narrative scales, numeriscales and
descriptive scales
Can be used to:
Determine issues and increase employee involvement
Motivate employees & guide them through change
Inform and encourage development and knowledge of
goals
Create a baseline to measure improvements
Identify training and development needs
 PERFORMANCE RATING
ERRORS
__________________: consistently inflated appraisals

__________________: consistently low appraisals

__________________: recent behaviour influences appraiser

__________________: comparison errors by comparing to someone else that

was evaluated
__________________: let one aspect of performance influence others

__________________: rate everything as average

__________________: base ratings on what appraiser sees like themselves

__________________: individual demographic differences

 PROS AND CONS OF DIFFERENT
REWARDS SYSTEMS:
Membership & Seniority Based Rewards

Examples: Fixed Wages, Seniority Increases

PROS: CONS:
Guaranteed, so may attract Doesnt motivate performance
applicants Discourages poor performers
Reduces turnover from leaving
May act as golden handcuffs
 PROS AND CONS OF DIFFERENT
REWARDS SYSTEMS:
Job Status-Based Rewards

Examples: Job evaluation, Status perks

PROS: CONS:
Attempt at remaining fair and Employees may exaggerate
equitable Resource hoarding
Motivates competition for Reinforces status
promotion Encourages hierarchy which
can lead to cost-inefficiencies
 PROS AND CONS OF DIFFERENT
REWARDS SYSTEMS:
Organizational Rewards

Examples: Organizational Bonuses, Employee Share

Ownership Plans, Share options, Profit-Sharing Plans
PROS: CONS:
Creates ownership culture Weak links between
and strives for teamwork individual efforts and rewards
Adjusts reward pay with Rewards can be impacted by
organizational prosperity and external forces
success
 PROS AND CONS OF DIFFERENT
REWARDS SYSTEMS:
Competency-Based Rewards

Examples: Pay increases with competency development/

demonstration, Skill-Based pay (with modules learned)
PROS: CONS:
Flexible with work force Might be somewhat
Increases quality subjective
performance Involves high training costs
Consistent with employability May train without linking
content to work performance
 PRACTICE QUESTION:

Skill variety, task identity, and task significance:

A. Are the main outcomes of job enlargement.

B. Represent the first three steps in self-leadership.
C. Mainly affect the experienced meaningfulness of work.
D. Are the main outcomes of scientific management.
 PRACTICE QUESTION:

What kind of reward is consistent with the viewpoint that people

are hired into organizations, not specific jobs?

A. Seniority-based
B. Competency-based
C. Membership-based
D. Performance-based
As a manager of a large firm, Matthew has had some major production
issues to tackle this year. His Director reminds him that annual
employee performance appraisals are due in a month. Matthew hasnt
taken many notes on his employees, but wants to provide some
meaningful feedback, so he starts taking notes immediately. What
rating error is he most likely introducing by doing this?

A.A. Contrast Error

B.B. Leniency Error
C.C. Central Tendency Error
D.D. Recency Error
 PRACTICE QUESTION:

Work groups that complete an entire piece of work requiring several

interdependent tasks and have substantial autonomy over the execution of
these tasks are called:

A. Quality circles.
B. Self-directed work teams.
C. Coalitions.
D. Low involvement teams.
 PRACTICE QUESTION

All of these are part of the "Big Five" personality dimensions except:

A. Locus of control.
B. Agreeableness.
C. Openness to experience.
D. Neuroticism.
E. Extroversion.
 Terms for Knowledge
Reinforcement
Appreciative Inquiry
Attribution process
Balanced Scorecard
Business (Continuity)
Plan/Model
Classical Managerial Strategy
Cognitive Dissonance
Communication
Compensable Factors
Competitive Advantage
Content Theories of
Motivation
Contingency planning
Core work activities
Corporate culture, image,
mission, strategies, values
Costing
Counterproductive
Behaviours
Crisis Management Plan
De-Layering
Delegation
Differentiation
Divestiture
Emotional Dissonance
Divisional Structure
Emotional Intelligence (EI)
Downsizing
Empathy
Effectiveness
Employee Involvement
Efficiency
Environmental Constraint
Eighty-Percent Rule (4/5ths
rule) Environmental Scanning
Emergent, intended and Essential functions
realized strategies Evaluation Apprehension
Fat/rich organization
Flat (horizontal) organization Goal congruence
Focused Differentiator Grapevine
Corporate Strategy Hay system
Focused low-cost corporate Hofstedes cultural dimension
strategy theory
Force Field Analysis Homogeneous teams
Forecasting Horizontal
Formalization integration/mergers
Functional Structure Hybrid organization
Global strategy Impact Analysis
Ingratiation
Inplacement
Interpersonal communications
Intrinsic Motivation
Intrinsic rewards
Introversion
Job rotations
Knowledge assets, integration
and management
Leadership (development,
substitutes)
LIFO (last in first out)
Line of progression
Locus of control
Low-cost corporate strategy
Manufacturing cycle efficiency
Manufacturing resource planning
Matrix organization
Mechanistic structure
Operant conditioning (including
punishments, rewards, extinction)
Organizational structure, strategy,
survey
Participative Management
Content vs. Process theories
of motivation
Quality management
Transaction, Event and
Referent power
Process-based forecasting
Replacement vs succession
Product cost vs. margin
Planning
Product variety
Request for proposal
Production cost
Restructuring
Productivity
Rituals
Projection bias
Role ambiguity
Prospect theory
Role conflict
Psychological contract
Satisficing
Quality Assurance
Scenario Planning
Scientific management Social loafing
Selective Attention Socio-emotional conflict
Self-directed work teams Span of control
Self-efficacy Structural Capital
Self-fulfilling prophecy Survivor
Self-monitoring SWOT analysis
Self-serving bias Systematic Inquiry
Servant leadership Takeover
Social identity theory Task interdependence
Social learning theory & Task significance
vicarious learning Total-quality management
(TQM)
Turnaround Strategy Vertical (dis)integration
Utilitarianism Vertical management
Vacancy, renewal or Virtual corporations & teams
sequencing model Waste
Valence Workforce reduction
Value creation chain Win-lose orientation vs. Win-
Values congruence win orientation
Work motivation
Work redesign