ationship Management: connect with others

Bases of Social Power: Coercive, Reward, Expert, Referent, Legitimate

Cultural Indicators/ Manifestation Examples:
Symbols: anything visual
 Stories: tales
Heroes: people who model the culture
Slogans
Ceremonies: walmarts opening cheer

Organizational Culture:
The values, assumptions beliefs, and ways of acting typical of an organization

Collaborative Culture at Rocky Flats:
Helped inspire committed employees
Predictable behaviors/performances
Predictable decision-making
Motivated employees

Tasks forces:  government, community, labor unions, Colorado agencies and workforce (not media organizations)

Programmed decisions: used for situations that occur often, decision rules may be developed for these

Non-programmed: used for unique, situational problems that are often poorly defined problems where decision rules may only serve to hinder rather than help decisions making processes.

SWOT: Strengths, Weaknesses, Opportunities, and Threats

Weak organizational culture:
Everyone does their own thing
Little performance predictability
Unpredictable decision-making
Low trust in other employees

Political Decision- Making: uses power and influence and decisions are made clear through debate and consensus.

Reward Power: prepare incentive for someone; reward must be of value to recipient.

Maslow: 5 basic needs:
Physiological
Safety
Love
Self esteem
Self-actualization

Coercive power: ability to influence involving punishment or negative circumstance as a motivator, used as a threat

Enablers of Compete:
Politics
Incentive Management
Rigorous Performance Standards

Expert Power: ability to influence due to previous experience or knowledge





Value of organizational culture:
Control without rules or supervisors
Similar perceptions among people
Shapes behavior
Gain predictable behavior


Cost Leadership: When one company offers the same product at a lower price

Factors that reduce interpersonal effectiveness:
Conflicting objectives, shortage of time, emotional arousal, inadequate listening

Glass Ceiling: invisible barrier that prevents women and minorities from achieving upper level positions

EQ: managing your own emotions and inner potential for positive relationships.

Job interviews are NOT good predictors of job performance.

Compensation = benefit, salary, bonuses, education assistance.

Strategies Rocky Flats management used to reach out to external stakeholders:
Increased dialogue
Information sharing
Transparency

































The political collaborative strategy of Kaiser- Hill included: coalitions and personal relationships

Competing and Collaborating activities are: paradoxical

The old culture at Rocky Flats was marked by being: Insular and Secretive

A strong organizational culture is marked by: High employee performance predictability

Decisions involving power and conflict are known as: Political Decisions

The final need that becomes dominant after the others are satisfied is: self actualization

The potential to get your way is called: Power

What kind of power results from a persons knowledge or skill: Expert Power

Emotional intelligence is important because:  It increases the potential for positive relationship

Boeing and Airbus are competing in the airplane market on the basis of: Differentiation

Kaiser- Hill was competing for:  Congressional funds

Wal-Mart competes on:  Cost Leadership

A Comcast SWOT analysis would include direct TV as a: Threat