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BUS230 - Test #2 Study Flashcards

1
Q

the vertical and horizontal configuration of departments, authority, and jobs within a company
Who reports to whom? Who does what? Where is the work done?

A

Organizational structure

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2
Q

the collection of activities that transforms inputs into outputs that customers value
How do things get done?

A

Organizational function

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3
Q

subdividing work and workers into separate organizational units responsible for completing particular tasks

A

Departmentalization

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4
Q

organizing work and workers into separate units responsible for particular business functions or areas of expertise
Pros: allows to be done by highly qualified professionals, lowers cost by reducing duplication, and easier communication
Cons: cross-department coordination can be difficult, decisions across the company may be made slower as growth continues

A

Functional departmentalization

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4
Q

organizing work and workers into separate units responsible for producing particular products or services
Pros: allows managers and workers to specialize in one area of expertise, easier for managers to assess performance, faster decision making
Cons: Duplication, which can lead to higher costs

A

Product departmentalization

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5
Q

organizing work and workers into separate units responsible for particular kinds of customers
Pros: Focuses on customer needs
Cons: Duplication

A

Customer departmentalization

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6
Q

organizing work and workers into separate units responsible for doing business in particular geographic areas
Pros: companies able to respond to the demands of different markets, costs are lowered because they can use unique organizational resources that are closer to the customers
Cons: Duplication of resources, coordination and communication can be difficult

A

Geographic departmentalization

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7
Q

a hybrid organizational structure in which two or more forms of departmentalization, most often product and functional, are used together
Pros: companies can efficiently manage large, complex tasks,
Cons: Employees report to 2 bosses (one from each core part of the matrix), significant coordination between departments is needed

A

Matrix departmentalization

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8
Q

the right to give commands, take action, and make decisions to achieve organizational objectives

A

Authority

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9
Q

the vertical line of authority that clarifies who reports to whom throughout the organization

A

chain of command

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10
Q

a management principle that workers should report to just one boss

A

unity of command

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11
Q

the right to command immediate subordinates in the chain of command

A

Line authority

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12
Q

the right to advise, but not command, others who are not subordinates in the chain of command

A

Staff authority

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13
Q

an activity that contributes directly to creating or selling the company’s products

A

line function

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14
Q

an activity that does not contribute directly to creating or selling the company’s products but instead supports line activities

A

staff function

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15
Q

the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible

A

delegation of authority

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16
Q

the location of most authority at the upper levels of the organization

A

Centralization of authority

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17
Q

the location of a significant amount of authority in the lower levels of the organization

A

Decentralization

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18
Q

the number, kind, and variety of tasks that individual workers perform in doing their jobs

A

job design

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19
Q

job composed of a small part of a larger task or process

A

Job specialization

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20
Q

periodically moving workers from one specialized job to another to give them more variety and the opportunity to use different skills

A

Job rotation

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21
Q

increasing the number of different tasks that a worker performs within one particular job

A

Job enlargement

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22
Q

increasing the number of tasks in a particular job and giving workers the authority and control to make meaningful decisions about their work

A

Job enrichment

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23
Q

an approach to job redesign that seeks to formulate jobs in ways that motivate workers and lead to positive work outcomes

A

Job characteristics model (JCM)

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24
Q

motivation that comes from the job itself rather than from outside rewards

A

Internal motivation

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25
Q

the number of different activities performed in a job

A

Skill Variety

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26
Q

the degree to which a job, from beginning to end, requires the completion of a whole and identifiable piece of work

A

Task identity

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27
Q

the degree to which a job is perceived to have a substantial impact on others inside or outside the organization

A

Task significance

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28
Q

the degree to which a job gives workers the discretion, freedom, and independence to decide how and when to accomplish the job

A

Autonomy

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29
Q

the amount of information the job provides to workers about their work performance

A

Feedback

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30
Q

the process of finding, developing, and keeping the right people to form a qualified workforce

A

Human Resource Management (HRM)

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31
Q

an exception in employment law that permits sex, age, religion, and the like to be used when making employment decisions, but only if they are “reasonably necessary to the normal operation of that particular business.” BFOQs are strictly monitored by the Equal Employment Opportunity Commission
ex: Church, construction

A

Bona Fide Occupational Qualification (BFOQ)

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32
Q

intentional discrimination that occurs when people are purposely not given the same hiring, promotion, or membership opportunities because of their race, color, sex, sexual orientation, gender identity, age, ethnic group, national origin, or religious beliefs

A

Disparate treatment

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33
Q

unintentional discrimination that occurs when members of a particular race, sex, sexual orientation, gender identity, or ethnic group are unintentionally harmed or disadvantaged because they are hired, promoted, or trained (or any other employment decision) at substantially lower rates than others

A

Adverse Impact

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34
Q

a rule of thumb used by the courts and the EEOC to determine whether there is evidence of adverse impact; a violation of this rule occurs when the impact ratio (calculated by dividing the decision ratio for a protected group by the decision ratio for a nonprotected group) is less than 80 percent, or four-fifths

A

four-fifths (or 80%) rule

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35
Q

a form of sexual harassment in which employment outcomes, such as hiring, promotion, or simply keeping one’s job, depend on whether an individual submits to sexual harassment

A

Quid pro quo sexual harassment

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35
Q

a form of discrimination in which unwelcome sexual advances, requests for sexual favors, or other verbal or physical conduct of a sexual nature occurs while performing one’s job

A

sexual harrassment

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36
Q

a form of sexual harassment in which unwelcome and demeaning sexually related behavior creates an intimidating and offensive work environment

A

hostile work environment

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37
Q

the process of developing a pool of qualified job applicants

A

Recruiting

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38
Q

a purposeful, systematic process for collecting information on the important work-related aspects of a job

A

Job analysis

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39
Q

a written description of the basic tasks, duties, and responsibilities required of an employee holding a particular job

A

Job description

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40
Q

a written summary of the qualifications needed to successfully perform a particular job

A

Job specification

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41
Q

the process of developing a pool of qualified job applicants from people who already work in the company

A

Internal recruiting

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42
Q

the process of developing a pool of qualified job applicants from outside the company

A

External recruiting

43
Q

the process of gathering information about job applicants to decide who should be offered a job

A

selection

44
Q

the process of determining how well a selection test or procedure predicts future job performance; the better or more accurate the prediction of future job performance, the more valid a test is said to be

A

validation

45
Q

a computerized system for gathering, analyzing, storing, and disseminating information related to the HRM process

A

human resource information system (HRIS)

46
Q

sources such as previous employers or coworkers who can provide job-related information about job candidates

A

employment references

47
Q

procedures used to verify the truthfulness and accuracy of information that applicants provide about themselves and to uncover negative, job-related background information not provided by applicants

A

background checks

48
Q

tests that measure the extent to which an applicant possesses the particular kind of ability needed to do a job well

A

specific ability tests (aptitude tests)

49
Q

ests that measure the extent to which applicants have abilities in perceptual speed, verbal comprehension, numerical aptitude, general reasoning, and spatial aptitude

A

cognitive ability tests

50
Q

extensive surveys that ask applicants questions about their personal backgrounds and life experiences

A

biographical data (biodata)

51
Q

an assessment that measures the extent to which an applicant possesses different kinds of job-related personality dimensions

A

personality test

52
Q

tests that require applicants to perform tasks that are actually done on the job

A

work sample tests

53
Q

a series of managerial simulations, graded by trained observers, that are used to determine applicants’ capability for managerial work

A

assessment centers

54
Q

a selection tool in which company representatives ask job applicants job-related questions to determine whether they are qualified for the job

A

interviews

55
Q

interviews in which interviewers are free to ask the applicants anything they want

A

unstructured interviews

56
Q

interviews in which all applicants are asked the same set of standardized questions, usually including situational, behavioral, background, and job-knowledge questions

A

structured interviews

57
Q

developing the skills, experience, and knowledge employees need to perform their jobs or improve their performance

A

training

58
Q

the process of identifying and prioritizing the learning needs of employees

A

needs assessment

59
Q

the process of assessing how well employees are doing their jobs

A

performance appraisal

60
Q

measures of job performance that are easily and directly counted or quantified

A

objective performance measures

61
Q

measures of job performance that require someone to judge or assess a worker’s performance

A

subjective performance measures

62
Q

rating scales that indicate the frequency with which workers perform specific behaviors that are representative of the job dimensions critical to successful job performance

A

behavior observation scale (BOS)

63
Q

training performance appraisal raters in how to avoid rating errors and increase rating accuracy

A

rater training

64
Q

a performance appraisal process in which feedback is obtained from the boss, subordinates, peers, and coworkers, and the employees themselves

A

360-degree feedback

65
Q

the financial and nonfinancial rewards that organizations give employees in exchange for their work

A

compensation

66
Q

the voluntary or involuntary loss of an employee

A

employee separation

67
Q

a process that determines the worth of each job in a company by evaluating the market value of the KSAs needed to perform it

A

job evaluation

68
Q

a compensation system in which employees are paid a set rate for each item they produce

A

piecework

69
Q

a compensation system in which employees earn a percentage of each sale they make

A

commission

70
Q

a compensation system in which a company pays a percentage of its profits to employees in addition to their regular compensation

A

profit sharing

71
Q

a compensation system that awards employees shares of company stock in addition to their regular compensation

A

employee stock ownership plans (ESOPs)

72
Q

a compensation system that gives employees the right to purchase shares of stock at a set price, even if the value of the stock increases above that price

A

stock options

73
Q

a legal doctrine that requires employers to have a job-related reason to terminate employees

A

wrongful discharge

74
Q

the planned elimination of jobs in a company

A

downsizing

75
Q

employment-counseling services offered to employees who are losing their jobs because of downsizing

A

outplacement services

76
Q

programs that offer financial benefits to employees to encourage them to retire early

A

early retirement incentive programs (ERIPs)

77
Q

employees transition to retirement by working reduced hours over a period of time before completely retiring

A

phased retirement

78
Q

loss of employees who voluntarily choose to leave the company

A

employee turnover

79
Q

loss of poor-performing employees who voluntarily choose to leave a company

A

functional turnover

80
Q

loss of high-performing employees who voluntarily choose to leave a company

A

dysfunctional turnover

81
Q

a variety of demographic, cultural, and personal differences among an organization’s employees and customers

A

diversity

82
Q

purposeful steps taken by an organization to create employment opportunities for minorities and women

A

affirmative action

83
Q

differences such as age, sex, race/ethnicity, and physical disabilities that are observable, typically unchangeable, and easy to measure

A

surface-level diversity

84
Q

differences such as personality and attitudes that are communicated through verbal and nonverbal behaviors and are learned only through extended interaction with others

A

deep-level diversity

85
Q

the degree to which group members are psychologically attracted to working with each other to accomplish a common objective

A

social intregration

86
Q

treating people differently (for example in hiring and firing, promotion, and compensation decisions) because of their age

A

age discrimination

87
Q

treating people differently because of their sex

A

sex discrimination

88
Q

the invisible barrier that prevents women and minorities from advancing to the top jobs in organizations

A

glass ceiling

89
Q

an individual’s attraction to people of the same and/or different sex

A

sexual orientation

90
Q

treated people differently because of their sexual orientation

A

sexual orientation discrimination

91
Q

someone whose personal and gender identity differ from the person’s birth sex—for example, someone born female who identifies as male

A

transgender person

92
Q

treating people differently because of their gender identity

A

gender identity discrimination

93
Q

treating people differently because of their race or ethnicity

A

racial and ethnic discrimination

94
Q

a mental or physical impairment that substantially limits one or more major life activities

A

disability

95
Q

treating people differently because of their disabilities

A

disability discrimination

96
Q

the tendency to respond to situations and events in a predetermined manner

A

disposition

97
Q

the relatively stable set of behaviors, attitudes, and emotions displayed over time that makes people different from each other

A

personality

98
Q

the degree to which someone is active, assertive, gregarious, sociable, talkative, and energized by others

A

extraversion

99
Q

the degree to which someone is not angry, depressed, anxious, emotional, insecure, and excitable

A

emotional stability

100
Q

the degree to which someone is cooperative, polite, flexible, forgiving, good-natured, tolerant, and trusting

A

agreeableness

101
Q

the degree to which someone is organized, hardworking, responsible, persevering, thorough, and achievement oriented

A

conscientiousness

102
Q

the degree to which someone is curious, broad-minded, and open to new ideas, things, and experiences; is spontaneous; and has a high tolerance for ambiguity

A

openness to experience

103
Q

a work environment where (1) all members are empowered to contribute in a way that maximizes the benefits to the organization, customers, and themselves, and (2) the individuality of each member is respected by not segmenting or polarizing people on the basis of their membership in a particular group

A

organizational plurality

104
Q

training that teaches employees the practical skills they need for managing a diverse workforce, such as flexibility and adaptability, negotiation, problem solving, and conflict resolution

A

skills-based diversity training

105
Q

training that is designed to raise employees’ awareness of diversity issues and to challenge the underlying assumptions or stereotypes they may have about others

A

awareness training

106
Q

formal assessments that measure employee and management attitudes, investigate the extent to which people are advantaged or disadvantaged with respect to hiring and promotions, and review companies’ diversity-related policies and procedure

A

diversity audits

107
Q

a mentoring program in which people of different ages, cultural backgrounds, sexes, or races/ethnicities are paired together to get to know each other and change stereotypical beliefs and attitudes

A

diversity pairing

. (13 decks)

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