Exam2 Flashcards
(112 cards)
1
Q
What is the following describing?:
o Identifying the tasks the organization has to complete to complete its mission
and achieve its goals
o Taking these tasks and then grouping them into productive and meaningful jobs
o Making organizational structure to then organize and incorporate workflows and
delegate authority and accountability
o Constructing the organization’s culture to support the organization’s core values,
goals, and strategies
A
Organizational design
2
Q
the idea of making jobs in an organization which can be effectively and
efficiently done while then giving work that is of value to the employee
A
Job design
3
Q
Who performed studies on factors that can affect workers and so they
created the Job Characteristics Model
A
Hackman and Oldham
4
Q
a job that requires some worker to use a wide range of skills
to a certain extent
A
skill variety
5
Q
a job that requires some worker to perform all the tasks necessary to fully complete the task
A
task identity
6
Q
a job effects the lives of other people to the extent
A
job significance
7
Q
how employees receive information on how well they are performing
A
feedback
8
Q
what is necessary prior for this model above to
be predictive
A
contingency factors
9
Q
the grouping together of jobs into work groups, the
delegation of authority and responsibility within an organization, and the formal reporting relationships of employees to supervisors
A
organizational structure
10
Q
groups jobs that require similar skills and experience together into
a single work group reporting to the leader of the organization
A
Functional structure
11
Q
groups jobs together with people of diverse skills and experience
who collectively focus on either providing specific products, or serving specific groups of
customers, or serving specific geographical areas
A
divisional structure
12
Q
groups jobs together simultaneously by function and by division
A
matrix structure
13
Q
in incorporated businesses means, ultimate authority for
decisions rests with the shareholders of the business (the individuals or organizations
that own the company’s stock).
A
delegation of authority
14
Q
most decisions are made, or at least
must be approved, by the senior executives at the top of the organization
A
centralized organizational structure
15
Q
many decisions are delegated to lower levels
of management with those managers accountable for the consequences of their
decisions
A
decentralized organizational structure
16
Q
the idea of the number of reports that are assigned directly to a
manager. The more of these reports the more broad the __________ will be and vice versa
A
span of control
17
Q
refers to the number of managerial levels between the
top and the bottom of an organization. The fewer hierarchical levels, the flatter the
organization. The more hierarchical levels, the taller the organization
A
levels of hierarchy
18
Q
What can help with coordination and integration by selecting a
structure that will group the jobs together of those employees who need to routinely
work together in order to accomplish their tasks
A
organizational structure
19
Q
people that are appointed with the responsibility to manage the activities of
their group with the activities of one or more other groups
A
liasons
20
Q
are made up of members of multiple groups who are assembled to
address a specific need for coordination
A
task forces
21
Q
are made up of members of multiple groups who are assembled with ongoing responsibility for managing a key activity of the organization.
These teams could be product teams, or customer teams, or employee welfare teams,
etc.
A
cross functional teams
22
Q
are individuals that in addition to their other responsibilities are
charged with being a coordinator of activities with other groups.
A
integrating roles
23
Q
are the norms, beliefs, attitudes, and values that are shared by
individuals in an organization
A
organizational culture
24
Q
a leading scholar in the area of Organization Culture, suggests the
following framework for understanding an organization’s culture.
The dimensions of culture are content, consensus, intensity of feelings
A
Edgar Schein
25
what is deemed important including things like teamwork,
accountability, and innovation
content
26
how widely norms are shared across people in the organization.
consensus
27
how people feel about the importance of the norm. To what extent will people be recognized/sanctioned for supporting/violating the norm.
intensity of feelings
28
What do the levels of organization include?
Artifacts, values, and assumptions
29
this includes things that can be observed in the organization like the
dress code, physical layout, manner in which people address each other, the smell and feel of the place, the level of emotional intensity along with ‘archival’
manifestations like products, statements of philosophy or values, and annual reports.
artifacts
30
this includes the espoused and documented norms, ideologies,
charters, philosophies, etc. that comprise the apparent ________ of the organization
values
31
this includes the underlying, taken-for-granted, and usually
unconscious thoughts of members of the organization that determine
perceptions, thought processes, feelings, and behavior
assumptions
32
occurs in an organization when “here is not always a single culture that
exists within an organization.
weak culture
33
How specifically are processes and acceptable behaviors defined? How closely are they followed in practice
Structured vs. flexible
34
To what extent is power and decision making
concentrated at the top or diffused throughout the organization
controlling vs. delegating
35
How much does the organization support risk
taking
cautious vs. risk permitting
36
To what degree do people spend time developing ideas versus executing them
thinking vs. doing
37
How transparent are interactions and communications
between workers and managers
diplomatic vs. direct
38
To what extent are employees concerned with their own individual performance versus shared goals
Individualistic vs Collaborative
39
To what extent are processes and behaviors oriented
toward the outside world versus the internal environment
external vs. internal
40
within a people-centered culture that features
rapid learning and fast decision cycles enabled by technology and guided by a powerful
common purpose to cocreate value for all stakeholders
agile organization
41
is the identification of current and future talent requirements necessary to support the goals and strategy of the organization as well as the development and
implementation of the plans and programs to assure the organization recruits, trains,
develops, supports, and retains that talent.
Strategic Human Resources Management
42
is the process of identifying candidates for openings in the future in
key positions in the organization and also evaluating each employee’s potential to take on more responsibility
succession planning
43
is a process for identifying, pursuing, and hiring qualified candidates to fill current and future available positions within an organization
recruitment and selection
44
occur when a company during the hiring process
already have preferred candidates
reality checks
45
is teaching employees the skills necessary to perform effectively in
their current job.
training
46
is preparing employees to take on additional
responsibilities for future roles or expanded responsibilities in their current role.
development
47
is a process of employee evaluation and
communication with the goal of providing timely and beneficial information to the
employee, and to the organization, on the value of the contributions of the
employee to the organization as well as identifying opportunities for improving
employee performance
performance appraisal and feedback
48
a program and process for providing competitive pay and other incentives to employees in support of the organization’s goals, strategy,
and values
compensation and benefits
49
the services, activities, programs and communications
enacted by the organization to help create a positive relationship between the
organization and its employees
employee relations
50
essentially the laws covering this area are designed
to deter employers from discriminating against protected classes of workers in their
hiring and treatment of these employees
Equal employment opportunity
51
these laws addressed two key areas. The first was the requirement that men and women be paid the same for equal work (Equal Pay Act of
1963). The second was the require-ment that employers with over 49 workers provide
up to 12 weeks unpaid leave for family (childbirth, adoption) or medical reasons (Family
and Medical Leave Act of 1993)
compensation and benefits
52
These laws establish mandatory safety and health standards in
organizations which are administered by an organization of the federal government –
the Occupational Safety and Health Administration or OSHA (Occupational Safety and
Health Act of 1970)
Health and safety
53
the state of mind the employee has towards their job and their
employer, combined with the level of positive and productive behavior exhibited by the
employee on behalf of their employer
employee engagement
54
What do the following describe?:
o state of mind or outlook employees have toward their organizations
and their jobs
o extent to which the employee takes positive and productive
actions to support their organization.
two aspects of employee engagement
55
going above and beyond the expectations and
requirements of a job
discretionary effort
56
What does the following describe?:
o “Less absenteeism” (pg. 151)
o ”Lower turnover” (pg. 151)
o “More willingness to offer constructive suggestions” (pg. 151)
o “More likelihood of sharing favorable commentary about the company with coworkers
and others” (pg. 151)
o “More willingness to engage in training and self-development activities” (pg. 151)
o “More of a desire to contribute discretionary effort in support of the organization” (pg.
151)
employee commitment
57
the first is to identify and understand the key drivers of Employee Engagement. the
second is for the organization to take a proven approach for enhancing the levels of
employee engagement
two things that organizations can do to improve employee engagement
58
What isthe following describing?:
- Leaders who are committed to making the organization better
- Managers who engender good relationships with their subordinates
- Culture in the organization is cultivated to create a positive environment
- Human Resource Practices that ensure fair performance review processes
key drivers to employee engagement
59
Who identifies three observable employee behaviors?
Aon Hewitt
60
What do the following describe?:
o “Say: Employees speak positively about the organization to coworkers, potential
employees, and customers” (pg. 154)
o “Stay: Employees have an intense sense of belonging and desire to be part of the
organization” (pg. 154)
o “Strive: Employees are motivated and exert effort toward success in their job and for
the company” (pg. 154)
three observable employee behaviors
61
What step is the following when it comes to employee engagement?:
Define and communicate what Employee Engagement means for the organization and why it is important to increase the levels of engagement (identify the benefits employees and the organization can expect from this initiative)
Step 1
62
What step is the following when it comes to employee engagement?:
Measure the current level of Employee Engagement. Based on measurement
results and an understanding of the key drivers of Employee Engagement, identify and
prioritize the initiatives that are most likely to improve employee engagement levels.
Set improvement goals for each initiative and for overall Employee Engagement levels
Step 2
63
What step is the following when it comes to employee engagement?:
Develop the action plan for improving each identified priority based on proven
approaches for effecting the known key drivers of Employee Engagement. Routinely
monitor progress and make any necessary corrections. Confirm that the improvements
implemented are resulting in achieving the target improvement goals established in
Step 2. Confirm the organization is realizing the expected benefits of an increased level
of Employee Engagement overall as a result of the collective improvement efforts
Step 3
64
What step is the following when it comes to employee engagement?:
Reward and recognize those involved in the improvement initiatives and communicate to the organization the progress that was made to improve Employee Engagement levels
Step 4
65
What is the difference between employee engagement vs. employee loyalty, employee motivation, employee satisfaction?
Employee Engagement goes beyond efforts to
achieve high levels of employee loyalty, motivation, or satisfaction.”
66
is the delivery of superior results through ongoing measurement,
assessment, evaluation, and improvement of the organization
performance management
67
What is Managers use Business Processes to help them
better understand and manage the activities in their organizations?
business Process Management (BPM)?
68
What does the following describe?:
o Role of Leadership
o Use of experts and training
o Use of proven Methodologies & Tools
performance management principles
69
What is managers use Measurements
and Assessments to help them Evaluate the performance of their organizations?
Business Measurement, Assessment, and Evaluation
70
What is managers use proven ___________ in order to improve the performance of their
organizations?
Business Improvement Methods & Tools
71
What is a series of steps or actions taken to convert a set of inputs into a set of outputs?
a process
72
Thus, an _________________ is one that delivers outputs that results in obtaining the desired
behaviors from the intended users (customers) of the outputs of that process
Effective Process
73
are visual depictions of the multiple steps involved in the conversion of inputs into outputs
process maps
74
What is SIPOC?
Supplier, Inputs, Process, Outputs, and Customers and this is a simple depiction of process
75
depicts the process for preparing and distributing payroll to
employees
Swimlane Process Maps
76
above note the identification of time required to complete each process step and the time lapse between steps (shown within the red circles). This latter
indicator helps to identify areas of “waste” in the process.
Lean map
77
evaluate whether customer requirements are being met
Measure of effectiveness
78
evaluate whether the value of outputs relative to the cost of inputs is
creating value for the organization.
Measure of efficiency
79
provide data on the organization’s performance after the processes are
completed
lagging measures
80
evaluate the process while in progress or even
better, before the start of the process and can be predictive of likely results
leading measures
81
the concept of having measurement charts that have all the information that is needed to allow for complete, rapid, and accurate interpretation of whatever date is presented
"Well Dressed" measure
82
What are the two ways an organization can evaluate its performance?
Balanced scorecard and business assessment
83
provides a focus on both financial and non-financial
objectives described as Perspectives. The four Perspectives are: financial, customer,
Internal Processes and Organizational capacity.
balanced scorecard
84
“This framework includes a set of comprehensive criteria for
conducting assessments of organizations across multiple business sectors
business assessment
85
What is the following describing?:
leadership, strategy, customers,
(Measurement, analysis, and knowledge management), workforce, operations,
results
7 parts of the Baldrige Framework
86
the process of collecting and analyzing external and internal business
data, assessing overall business performance, and identifying and prioritizing opportunities for improvement.
business evaluation
87
Three major things successful organizations do
role of leadership, role of
business improvement experts, and use of proven improvement methods and tools
88
the upper and lower limits that are set for measuring outputs of a process are
determined by defining the range of output quality (effectiveness) that fully meets
customer requirements
DMAIC(Define,Measure, Analyze, Improve, Control)/Six Sigma
89
an improvement tool with a primary focus on eliminating waste in
processes. Waste is defined as any activity that is not creating value for the customer or
the converter in a process
Lean methodology
90
What is the following describing?:
overproduction, correction, inventory, motion, conveyance,
overprocessing, waiting,
7 factors of waste
91
defined as the influence of a person over others (followers) as evidenced by the
followers’ motivation, loyalty, and high performance in support of the leader’s vision, goals,
and/or direction.
leadership
92
What is the following measuring?:
1. The overall performance of the
organization for which the leader is responsible
2. The satisfaction of primarily the subordinates
who report to the leader
leadership effectiveness
93
What is the following describing?:
- Physical Energy,
- Intelligence greater than the average of followers led
- Prosocial Influence
three traits seem to differentiate people in leadership roles from others
94
Leaders who primarily focus on the tasks to be done
task-oriented leadership
95
Leaders who primarily focus on building relationships with others in the organization including subordinates
person-oriented leadership
96
Who identified three contexts that are important for the evaluation of the effectiveness of
leaders?
Fiedler
97
What are the three contexts that are important for the evaluation of the effectiveness of
leaders?
1. Leader-Member Relations
2. Task structure
3. Position power
98
What is the extent to which followers like,
trust, and are loyal to their leader?
leader-member relations
99
What is the extent to which the work performed is clear such that subordinates know what needs to be accomplished and how to accomplish it?
task structure
100
What is the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization?
position power
101
Whose work over the last 25 years has brought to light, in both
academic and professional circles, the importance of interpersonal skills in leadership success?
Daniel Goleman
102
is about making a choice from a set of alternative options
decision-making
103
what level in the organization should decision-making
responsibility be delegated?
depends on several factors including the
knowledge and capability of workers at various levels, the type of decisions, the magnitude
of those decisions and their impact on the organization, and the management philosophy of the owners of the business
104
the sharing of information between two or more people
communication
105
What does the following describe?
communicating verbally
or in writing, it is helpful to start by identifying the goals and intent of the communication
(what you would like the receiver to do and/ or how you would like them to react and/or respond to the messages
How Managers can improve their skills as effective communicators
106
What does the following describe?:
* Networking and Relationship Building
* Unwavering
Commitment to a Moral Compass and the Vision/Mission of the Organization
* Demonstrating
Emotional Intelligence
* Enabling Others to Succeed
How you engage a broad group of people to support your efforts to fulfill your purpose as a leader and manager
107
is a common challenge faced by managers. Understanding the reasons for
conflict and how to resolve conflict is an important skill for managers to develop”
conflict resolution
108
What is the following describing?:
when conflict arises over business related issues, as a manager, seek to listen to the arguments put forth by all sides before offering comment. Show impartiality and objectivity and
acknowledge the legitimacy of the various viewpoints as a positive contribution towards seeking the best solution.
What a manager should do when conflict arises
109
What does the following help with?:
1. The importance of
preparation
2. Understanding the source of power in negotiations
3. The distinction between
positions and interests
4. The tension between creating value and claiming value”
Improving the negotiation skills of a manager
110
Who are two renowned researchers in negotiation?
Fisher and Ury
111
The source of power in a negotiation often
derives from understanding
BATNA or Best Alternative to a Negotiated Agreement.
112
Assessing whether the conflict requires
immediate action or not.
If it is required, find a neutral place to diffuse the conflict
Ways to diffuse a conflict
