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Test2 Flashcards

(83 cards)

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1
Q

Building blocks in constructing an organization

A 
Designing jobs
Grouping jobs 
Reporting relationships
Distributing authority 
Coordinating activities 
Different positions
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2
Q

Job design define

A

Determining a person work related responsibilities

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3
Q

What’re the job specialization alternatives?

A 
Job rotation
Job enrichment 
Work teams
Job enlargement 
Job characteristics approach
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4
Q

Job characteristics approach (5 steps)

A 
Skill variety 
Task identity 
Task significance 
Autonomy 
Feedback
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5
Q

Growth need strength define

A

The desire for people to grow develops and expand their capabilities

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6
Q

Functional departmentalization

A

Groups jobs by the same activities

Common in small business

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7
Q

Product departmentalization

A

Groups activities by products

Used by larger businesses

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8
Q

Customer departmentalization

A

Groups activities to respond with specific customers

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9
Q

Location departmentalization

A

Groups jobs based on geography

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10
Q

Chain of command (the two components)

A

Unity of command

Scalar principle

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11
Q

Span of management (interactions)

A

The number of people who report to a particular manager

1. Direct managers 1-1 relationship 
2. Cross subordinates relationships amongst themselves
3. Group relationships between groups of subordinates
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12
Q

Who quantified span of management?

A

A.V. Graicunas

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13
Q

Delegation

A

Process by which managers assign work to the assistants

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14
Q

Delegation process

A

1) manager assigns tasks
2) manager dives authority needed to do the job
3) manager establishes accountability

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15
Q

Decentralization define

A

Systematically delegated power to lower level managers

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16
Q

Centralization define

A

Retains power in higher level managers

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17
Q

Coordination

A

The process of linking the activities of the various departments in the organization

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18
Q

Pooled interdependence

A

Occurs when units operate with little interaction. (Lowest level)
NEVER VERY DEPENDENT

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19
Q

Sequential interdependence

A

When the output of one unit becomes the input for another

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20
Q

Reciprocal interdependence

A

When activities flow both ways between units

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21
Q

Line position

A

In the direct chain of command and in charge of organizational goals. They are formal

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22
Q

Staff position

A

Provides expertise advice and support for line positions (may take many different forms)

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23
Q

Advise authority

A

Manager chooses to seek input or not

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24
Q

Compulsory advice

A

Must consider advice not pay attention to it

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25
Functional authority
Formal and legit authority
26
Bureaucratic model
An organization based on legit system of authority
27
Cognitive dissonance?
When you done one thing but feel another way | Ex: studying for the test
28
Bad stress and good stress are also called
Distress | Eustress
29
What are forces for change?
Internal | External
30
Lewins steps in the change process
Unfreezing Change Refreezing
31
Resistance to change
- uncertainty - threatened self interest - different perceptions - feeling of loss
32
Overcome resistance to change
Participation Education Facilitation Force field analysis
33
Business process change
Changing every aspect of a business to achieve major gains
34
Organizational development (OD)
Planned effort intended to improve health of a company using behavioral science knowledge
35
OD assumptions
Employees want to grow Need acceptance The design will influence behavior
36
Innovation process
``` Development Application Launch Growth Maturity Decline ```
37
Radical VS incremental
Radical: new product that replaces Incremental: new product that modifies
38
Technical vs. managerial
Technical: change in the appearance Managerial: change in management
39
Product vs. process
Product: change in the performance Process: change in how it's made
40
Failure to innovate because...
Lack of resources Don't see opportunities Resist change
41
Intrapreneurs
Develop a new business in a large organization
42
Intrapreneurs need what?
Inventor Champion Sponsor
43
Human resource management
Activities used to maintain an effective work place
44
Vital to HRM (3)
Strategic importance Legal environment Social environment
45
Human capitol
Reflects the organizations investment in attracting a workforce
46
Four categories in the legal environment
Equal opportunity Benefits Labor relations Health and safety
47
Emerging legal issues
Sexual harassment Alcohol dependencies Employee privacy
48
Social change and HRM
Temporary workers | Dual career families
49
Employment at will and just cause
Traditional view that says you can fire workers for whatever reason Court says there has to be a reason
50
Human resource employment involves
Job analysis | Forecasting demand and supply
51
Job analysis
Job description | Job specification
52
Forecasting
Predicting internal and external supply of employees
53
Approaches to validation
Predictive validation | Content validation
54
Predictive validation
Collecting scores scores of employees
55
Content validation
Uses logic and job analysis
56
Selecting employees
``` Application banks Tests Interviews Assessment centers Other techniques ```
57
Development in HRM
Teaching managers the skills needed for present and future jobs
58
Common training methods
Lectures Role play On the job training Web based
59
Common appraisal methods
Objective methods | Judgemental methods
60
Objective measure of performance
Output Opportunity bias Special performance test
61
Judgemental methods
Ranking | Rating
62
Rate errors in performance appraisal
Recency error Error of leniency Halo error
63
Basic forms of compensation
Wages Salary Incentives
64
Systems for individual wage rates
Seniority Initial qualifications Merit
65
Labor relations
Dealing with employees represented by a union
66
Why have union memberships declined?
Increased standards of living Decline of manufacturing Globalization
67
Collective bargaining
Agreeing on a contract between management and the union
68
Grievance procedure
How the contract is enforced
69
Contingent worker
Someone who works part time like a private contractor
70
Scaler principle
Clear, unbroken line of authority from lowest to highest position
71
Unity of command
Each person reports to the | boss
72
Psychological contract?
Expectations held by an individual considering their contributions and what the organization will provide
73
The big five personality traits
``` Agreeableness Conscientiousness Negative emotionally Extraversion Openness ```
74
Myers Briggs framework
Extraversion/ introversion Sensing/intuition Thinking/feeling Judging /perceiving
75
General adaption syndrome (GAS)
Alarm Resistance Exhaustion
76
Causes of work stress
Task demands Physical demands Role demands Interpersonal demands
77
Creative attributes (categories)
Background experiences Personal traits Cognitive abilities
78
Creative process
Prep Incubation Insight Verification
79
Workplace behavior
Action by the members that influence organizational effectiveness
80
Types of workplace behaviors
Performance Withdrawal Dysfunctional Organizational citizenship
81
Emotional intelligence
``` Self awareness Managing emotions Motivating Empathy Social skills ```
82
Attitude components
Affective(emotions) Cognitive (knowledge) Intentional (actions)
83
Framework for attribution
Consensus( how other people behave) Consistency (their usual behavior) Distinctiveness (same person other situations)

Management (4 decks)

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