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MGT 331 > Chapter 10 > Flashcards

Chapter 10 Flashcards

1
Q

Factors affecting organizational structure

A
  1. strategy
  2. technology
  3. human resource
  4. organizational environment
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2
Q

strategy

A

increasing value customers perceive in organizational goods and services, usually succeeds best in a flexible structure with a culture that values innovation

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3
Q

technology

A

more complicated the technology the greater the need for flexible structure and progressive culture to enhance managers ability to respond
task variety - number of new or unexpected problems
task analyzability- degree to which programmed solutions are available to people to solve the problems

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4
Q

human resource

A

decentralized authority and empowered employees are well suited to the needs of highly skilled people

  • group into functions and divisions
  • allocate authority
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5
Q

organizational environment

A

decentralize authority, empower lower-level employees to make important operating decisions and encourage values and norms

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6
Q

enlarge a job

A

increase number of different tasks in a given job and increase the range of number of tasks

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7
Q

enriched job

A

degree of responsibility a worker has over a job

  1. empower workers to experiment to find new or better ways to do jobs
  2. encourage workers to develop new skills
  3. allowing workers to decide how to do the work
  4. measure own performance
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8
Q

5 job characteristics (job characteristics model)

A
  1. skill variety
  2. task identity
  3. task significance
  4. autonomy
  5. feedback
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9
Q

skill variety

A

extent to which job requires wide range of different skills

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10
Q

task identity

A

extent to which job requires worker to perform all the tasks necessary to complete the job from beginning to end

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11
Q

task significance

A

degree to which a worker feels his or her job is meaningfull

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12
Q

autonomy

A

degree to which a job gives an employee the freedom and discretion needed to schedule different tasks and decide how to carry them out

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13
Q

feedback

A

actually doing a job provides a worker with clear and direct info about how well he or she performed

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14
Q

integrating mechanisms and coordiate

A

liaison roles- transmitting info across the organization
task forces - temporary, regular basis or few times meet when task force isn’t needed they go back to other roles
cross-functional teams - recurring problems
integrating roles - increase coordination and integration among functions

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15
Q

4 steps in control process

A

step 1: establish standards of performance/goals
step 2: measure actual performance
step 3: compare performance against chosen standards
step 4: evaluate results

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16
Q

3 types of control

A

output control: financial measures of performance, organizational goals and operating budget
behavior control: direct supervision, management by objectives, rules and standard operating procedure
clan control: values, norms, socialization

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17
Q

financial measures of performance

A
  • profit ratios
  • liquidity ratios
  • leverage ratios
  • activity ratios
18
Q

profit ratio

A

measure how efficiently managers are using the other organizations resources to generate profits

19
Q

liquidity ratios

A

measure how well managers have protected organizational resources to be able to meet short term obligations

20
Q

leverage ratios

A

measure degree to which managers use debt or equity to finance ongoing operations

21
Q

activity ratios

A

show how well managers are creating value from organizational assets

22
Q

external forces for change

A

globalization, changing technology, workforce diversity, ethical behavior

23
Q

internal forces for change

A

declining effectiveness, changing work climate, company crisis, changing employee expectations

24
Q

Lewins force-field theory of chance

A

unfreezing - situation is prepared for change, encouraging individuals to discard old behavior
changing - actions are taken to create change, new attitudes, values and behavior
refreezing - changes are reinforced and stabilized

25
Q

resisting for change

A
  • creatures of habit
  • fear of uncertainty
  • like schedule
  • requires more work to change
  • fear of loss- distribution of interpersonal relationships
26
Q

stakeholders

A
  1. stockholders
  2. managers
  3. customers
  4. community, society, and nation-state
  5. supplier and distribution
  6. employees
27
Q

ethical decision making

A
  1. utilitarian rule
  2. justice rule
  3. practical rule
  4. moral rights rule
28
Q

utilitarian rule

A

ethical decision should produce the greatest good for the greatest amount of people

29
Q

justice rule

A

ethical decision should distribute benefits and harm among people in a fair, equitable, and impartial manner

30
Q

practical rule

A

ethical decision should be one that manager has no hesitation` about communicating to people outside in a society who would think the decision is responsible

31
Q

moral rights rule

A

ethical decision should maintain and protect the fundamental rights and privileges of people

32
Q

4 approaches to social responsibility

A
  • obstructionist approach
  • defensive approach
  • accommodative approach
  • proactive approach
33
Q

task environment

A

customer, suppliers, distributors, competitors

34
Q

general environment

A

technological forces, sociocultural forces, demographic forces, economic forces, political and legal forces

35
Q

Hofstedes 5 dimensions of national culture

A
  • individualism v collectivism
  • power distance
  • achievement v nurturing orientation
  • uncertainty avoidance
  • long-term v short-term orientation
36
Q

individualism v collectivism

A
  • values individual freedom and self expression

- values subordination of the individual to the goals of the group

37
Q

power distance

A

degree to which society accepts the idea that inequalities are due to individual differences

38
Q

achievement v nurturing orientation

A
  • values assertiveness and performance success

- values quality of life

39
Q

uncertainty avoidance

A

societies are willing to tolerate uncertainty and risk

40
Q

long-term v short-term orientation

A
  • values thrift and persistence in achieving goals

- values personal stability or happiness

41
Q

barriers to entry

A

economies of scale

  • cost advantages associated with large operations
  • – government regulation that impede entry
  • – brand loyalty
  • customers preference for the products of organizations currently existing in the task environment
42
Q

global environment

A

set of global forces and conditions that operate beyond an organizations boundaries but affects a managers ability to acquire and utilize resources

MGT 331 (5 decks)

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