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IntroManagment > Exam2 > Flashcards

Exam2 Flashcards

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

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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

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3
Q

Who performed studies on factors that can affect workers and so they
created the Job Characteristics Model

A

Hackman and Oldham

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4
Q

a job that requires some worker to use a wide range of skills
to a certain extent

A

skill variety

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5
Q

a job that requires some worker to perform all the tasks necessary to fully complete the task

A

task identity

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6
Q

a job effects the lives of other people to the extent

A

job significance

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7
Q

how employees receive information on how well they are performing

A

feedback

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8
Q

what is necessary prior for this model above to
be predictive

A

contingency factors

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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

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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

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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

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12
Q

groups jobs together simultaneously by function and by division

A

matrix structure

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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

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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

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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

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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

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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

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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

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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

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20
Q

are made up of members of multiple groups who are assembled to
address a specific need for coordination

A

task forces

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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

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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

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23
Q

are the norms, beliefs, attitudes, and values that are shared by
individuals in an organization

A

organizational culture

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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

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25
Q

what is deemed important including things like teamwork,
accountability, and innovation

A

content

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26
Q

how widely norms are shared across people in the organization.

A

consensus

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27
Q

how people feel about the importance of the norm. To what extent will people be recognized/sanctioned for supporting/violating the norm.

A

intensity of feelings

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28
Q

What do the levels of organization include?

A

Artifacts, values, and assumptions

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29
Q

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.

A

artifacts

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30
Q

this includes the espoused and documented norms, ideologies,
charters, philosophies, etc. that comprise the apparent ________ of the organization

A

values

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31
Q

this includes the underlying, taken-for-granted, and usually
unconscious thoughts of members of the organization that determine
perceptions, thought processes, feelings, and behavior

A

assumptions

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32
Q

occurs in an organization when “here is not always a single culture that
exists within an organization.

A

weak culture

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33
Q

How specifically are processes and acceptable behaviors defined? How closely are they followed in practice

A

Structured vs. flexible

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34
Q

To what extent is power and decision making
concentrated at the top or diffused throughout the organization

A

controlling vs. delegating

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35
Q

How much does the organization support risk
taking

A

cautious vs. risk permitting

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36
Q

To what degree do people spend time developing ideas versus executing them

A

thinking vs. doing

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37
Q

How transparent are interactions and communications
between workers and managers

A

diplomatic vs. direct

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38
Q

To what extent are employees concerned with their own individual performance versus shared goals

A

Individualistic vs Collaborative

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39
Q

To what extent are processes and behaviors oriented
toward the outside world versus the internal environment

A

external vs. internal

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40
Q

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

A

agile organization

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41
Q

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.

A

Strategic Human Resources Management

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42
Q

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

A

succession planning

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43
Q

is a process for identifying, pursuing, and hiring qualified candidates to fill current and future available positions within an organization

A

recruitment and selection

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44
Q

occur when a company during the hiring process
already have preferred candidates

A

reality checks

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45
Q

is teaching employees the skills necessary to perform effectively in
their current job.

A

training

46
Q

is preparing employees to take on additional
responsibilities for future roles or expanded responsibilities in their current role.

A

development

47
Q

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

A

performance appraisal and feedback

48
Q

a program and process for providing competitive pay and other incentives to employees in support of the organization’s goals, strategy,
and values

A

compensation and benefits

49
Q

the services, activities, programs and communications
enacted by the organization to help create a positive relationship between the
organization and its employees

A

employee relations

50
Q

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

A

Equal employment opportunity

51
Q

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)

A

compensation and benefits

52
Q

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)

A

Health and safety

53
Q

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

A

employee engagement

54
Q

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.

A

two aspects of employee engagement

55
Q

going above and beyond the expectations and
requirements of a job

A

discretionary effort

56
Q

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)

A

employee commitment

57
Q

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

A

two things that organizations can do to improve employee engagement

58
Q

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

A

key drivers to employee engagement

59
Q

Who identifies three observable employee behaviors?

A

Aon Hewitt

60
Q

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)

A

three observable employee behaviors

61
Q

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)

A

Step 1

62
Q

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

A

Step 2

63
Q

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

A

Step 3

64
Q

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

A

Step 4

65
Q

What is the difference between employee engagement vs. employee loyalty, employee motivation, employee satisfaction?

A

Employee Engagement goes beyond efforts to
achieve high levels of employee loyalty, motivation, or satisfaction.”

66
Q

is the delivery of superior results through ongoing measurement,
assessment, evaluation, and improvement of the organization

A

performance management

67
Q

What is Managers use Business Processes to help them
better understand and manage the activities in their organizations?

A

business Process Management (BPM)?

68
Q

What does the following describe?:
o Role of Leadership
o Use of experts and training
o Use of proven Methodologies & Tools

A

performance management principles

69
Q

What is managers use Measurements
and Assessments to help them Evaluate the performance of their organizations?

A

Business Measurement, Assessment, and Evaluation

70
Q

What is managers use proven ___________ in order to improve the performance of their
organizations?

A

Business Improvement Methods & Tools

71
Q

What is a series of steps or actions taken to convert a set of inputs into a set of outputs?

A

a process

72
Q

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

A

Effective Process

73
Q

are visual depictions of the multiple steps involved in the conversion of inputs into outputs

A

process maps

74
Q

What is SIPOC?

A

Supplier, Inputs, Process, Outputs, and Customers and this is a simple depiction of process

75
Q

depicts the process for preparing and distributing payroll to
employees

A

Swimlane Process Maps

76
Q

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.

A

Lean map

77
Q

evaluate whether customer requirements are being met

A

Measure of effectiveness

78
Q

evaluate whether the value of outputs relative to the cost of inputs is
creating value for the organization.

A

Measure of efficiency

79
Q

provide data on the organization’s performance after the processes are
completed

A

lagging measures

80
Q

evaluate the process while in progress or even
better, before the start of the process and can be predictive of likely results

A

leading measures

81
Q

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

A

“Well Dressed” measure

82
Q

What are the two ways an organization can evaluate its performance?

A

Balanced scorecard and business assessment

83
Q

provides a focus on both financial and non-financial
objectives described as Perspectives. The four Perspectives are: financial, customer,
Internal Processes and Organizational capacity.

A

balanced scorecard

84
Q

“This framework includes a set of comprehensive criteria for
conducting assessments of organizations across multiple business sectors

A

business assessment

85
Q

What is the following describing?:
leadership, strategy, customers,
(Measurement, analysis, and knowledge management), workforce, operations,
results

A

7 parts of the Baldrige Framework

86
Q

the process of collecting and analyzing external and internal business
data, assessing overall business performance, and identifying and prioritizing opportunities for improvement.

A

business evaluation

87
Q

Three major things successful organizations do

A

role of leadership, role of
business improvement experts, and use of proven improvement methods and tools

88
Q

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

A

DMAIC(Define,Measure, Analyze, Improve, Control)/Six Sigma

89
Q

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

A

Lean methodology

90
Q

What is the following describing?:
overproduction, correction, inventory, motion, conveyance,
overprocessing, waiting,

A

7 factors of waste

91
Q

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.

A

leadership

92
Q

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

A

leadership effectiveness

93
Q

What is the following describing?:
- Physical Energy,
- Intelligence greater than the average of followers led
- Prosocial Influence

A

three traits seem to differentiate people in leadership roles from others

94
Q

Leaders who primarily focus on the tasks to be done

A

task-oriented leadership

95
Q

Leaders who primarily focus on building relationships with others in the organization including subordinates

A

person-oriented leadership

96
Q

Who identified three contexts that are important for the evaluation of the effectiveness of
leaders?

A

Fiedler

97
Q

What are the three contexts that are important for the evaluation of the effectiveness of
leaders?

A
  1. Leader-Member Relations
  2. Task structure
  3. Position power
98
Q

What is the extent to which followers like,
trust, and are loyal to their leader?

A

leader-member relations

99
Q

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?

A

task structure

100
Q

What is the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization?

A

position power

101
Q

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?

A

Daniel Goleman

102
Q

is about making a choice from a set of alternative options

A

decision-making

103
Q

what level in the organization should decision-making
responsibility be delegated?

A

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
Q

the sharing of information between two or more people

A

communication

105
Q

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

A

How Managers can improve their skills as effective communicators

106
Q

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

A

How you engage a broad group of people to support your efforts to fulfill your purpose as a leader and manager

107
Q

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”

A

conflict resolution

108
Q

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.

A

What a manager should do when conflict arises

109
Q

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”

A

Improving the negotiation skills of a manager

110
Q

Who are two renowned researchers in negotiation?

A

Fisher and Ury

111
Q

The source of power in a negotiation often
derives from understanding

A

BATNA or Best Alternative to a Negotiated Agreement.

112
Q

Assessing whether the conflict requires
immediate action or not.
If it is required, find a neutral place to diffuse the conflict

A

Ways to diffuse a conflict

IntroManagment (2 decks)

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