CH 8-11 Flashcards
1
Q
Organization is one of the ______ functions.
A
Management
2
Q
Organization charts describe what?
A
the formal structures of organizations (how an organization should ideally work)
3
Q
Definition of Organizing
A
arranges people and resources toward a goal
- Divide up the work
- Arrange the resources
- Coordinate activities
4
Q
Structure
A
system of tasks, reporting relationships, and communication that links people and positions within an organization
5
Q
What can you learn from an organization chart?
A
Division of Work Supervisory Relationships Span of Control Communication Channels Major Subunits Staff Positions Levels of Management
6
Q
Division of Work
A
Positions and titles show work responsibilities
7
Q
Supervisory Relationships
A
lines between positions show who reports to whom in the chain of command
8
Q
Span of Control
A
the number of persons reporting to a supervisor
9
Q
Communication Channels
A
Lines between positions show routes for formal communication flows
10
Q
Major Subunits
A
which job titles are grouped together in work unites, departments, or divisions.
11
Q
Staff Positions
A
staff specialist that support other positions and parts of the organization.
12
Q
Levels of Management
A
the number of management layers from top to bottom
13
Q
Formal Structure
A
the official structure of the organization
14
Q
Informal Structure
A
The unofficial relationships that develop among an organizations members.
15
Q
Good and Bad of informal structure
A
(social network analysis identifies communication relationships)
Good: Include problem solving support, friendship and fill gaps in formal structure
Bad: rumors, inaccurate information and resistance to change.
16
Q
Functional Structures
A
group together people using similar skills
**Most used structure
17
Q
Divisional Structure
A
group together people by products, customers or location
18
Q
Matrix Structure
A
combine the functional and divisional structures. emphasize project or program teams.
19
Q
Team Structure
A
use many permanent and temporary teams to improve lateral relations
20
Q
Network Structure
A
extensively use strategic alliances and outsourcing
21
Q
Functional Chimneys or Silos Problems
A
Communication and performance decrease across functions
22
Q
Social Network Analysis
A
Identifies the informal structures and their embedded social relationships that are active in an organization
23
Q
Departmentalization
A
the process of grouping together people and jobs into their work units.
24
Q
Potential Advantages of Functional Structures
A
- Economies of scale make efficient use of human resources
- Functional experts are good at solving technical problems
- Training within functions promote skill development
- Career paths are available within each function
25
Potential Advantages of Divisional Structure
1. Expertise is focused on special products, customers, or regions.
2. Better Coordination exists across functions within divisions
3. There is better accountability for product or service delivery
4. It is easier to grow or shrink in size as conditions change.
26
Geographical structure
brings together people and jobs performed in the same location
27
Customer Structure
groups together people and jobs that serve the same customers or clients
28
Cross-Functional Team
brings together members from different functional departments.
29
Potential Advantages of Matrix Structures
1. Performance accountability rests with program, product, or project managers.
2. Better communication exists across functions.
3. Teams solve problems at their levels
4. Top managers spend more time on strategy.
30
Potential Advantages of Team Structures
1. Team assignments improve communication, cooperation, and decision making.
2. Team members get to know each other as persons, not just job titles.
3. Team memberships boost moral and increase enthusiasm and task involvement
31
Potential Advantages of Network Structures
1. Lower costs due to fewer full time employees
2. Better access to expertise through specialized alliance partners and contractors
3. Easy to grow or shrink with market conditions.
32
Virtual organization
uses information technologies to operate as a shifting network of alliances.
33
Organizational Design
the process of configuring organizations to meet environmental challenges
34
Tall Structure
More levels; narrower spans of control
35
Flat Structure
fewer levels' wider spans of control
36
Span of Control
the number of persons directly reporting to a manager
37
Centralization
top management keeps the power to make most of the decisions
38
Decentralization
top management allows lower levels to help make many decisions
39
Delegation
the process of entrusting work to others
40
Empowerment
gives people freedom to do their jobs as they think best
41
Bureaucracy
emphasizes formal authority, rules, order, fairness, and efficiency
42
Mechanistic Designs
are bureaucratic, using a centralized and vertical structure
43
Organic Designs
are adaptive, using decentralized and horizontal structure
44
Compressed workweek
allows a worker to complete a full-time job in less than five days.
45
Flexible working hours
give employees some choice in daily work hours
46
Telecommuting
involves using IT to work at home or outside the office
47
Job sharing
splits one job between two people
48
The main purpose of organizing as a management function is to_______________?
arrange people and resources to accomplish work
49
An organization chart is most useful for ____________?
showing designated supervisory relationship
50
Rumors and resistance to change are potential disadvantages often associated with ____________?
Informal Structures
51
When an organization chart shows the vice president of marketing, finance, manufacturing, and purchasing all report to the president, top management is using a ________ structure.
Functional
52
The "two-boss" system of reporting relationships is both a potential source of problems and one of the key aspects of _________ structures.
Matrix
53
A manufacturing business with a functional structure has recently acquired two other businesses with very different product lines. The president of the combined company might consider using a ____________ structure to allow a better focus on the unique needs of each product area.
Divisional
54
An organization using a ____________ structure should expect that more problems will be solved at lower levels and that top managers will have more time free to engage in strategic thinking.
Matrix
55
The functional chimneys problem occurs when people in different functions _____________.
fail to communicate with one another
56
An organization that employs just a few "core" or essential full-time employees and outsources a lot of the remaining work shows signs of using a _________ structure.
Network
57
A "tall" organization will likely have _________ spans of control than a "flat" organization the the same number of members
narrower
58
If a student in one of your course groups volunteers to gather information for a case analysis and the other members tell him to go ahead and choose the information sources he believes are most important, the group is giving this student _________ to fulfill the agreed-upon task.
authority
59
The bureaucratic organization described by Max Weber is similar to the __________ organization described by Burns and Stalker.
mechanistic
60
Which organization would likely be a good fit for a dynamic and changing external environment?
Organic
61
Workers follow a compressed workweek schedule most often work 40 hours in ______ days.
4
62
Which alternative work schedule is identified by working mother magazine as being used by all companies on its list of "100 best employers for working moms?"
Flexible hours
63
Virtual Organization
Network that depends on information technology to link alliances and essential services (all online) ex. Amazon
64
Organizational Design Trends:
```
becoming flatter, with fewer levels of management
increasing decentralization
increasing delegation and empowerment
becoming more horizontal and adaptive
using more alternative work schedules
```
65
Culture is the _________ of the organization
personality
66
Organizational culture ______ behavior and _______performance
shape, influence
67
Observable culture is?
what you see and hear
68
The core culture is found where?
in the underlying values of the organization
69
________ __________ management supports a strong organizational culture
Value-based
70
Organizational Culture
a system of shared beliefs and values guiding behavior
71
Strong cultures
are clear, well defined, and widely shared among members
72
Socialization
the process through which new members learn the culture of an organization
73
Core values
are beliefs and values shared by an organizations members
74
Observable Culture also found in.....
stories, heroes, symbols, rites and rituals
75
Value - Based management
actively develops, communicates and enacts shared values
76
Symbolic Leader
uses language and symbols and actions to establish and maintain a desired organizational culture.
77
Workplace Spirituality
involves practices that create meaning and shared community among the organizational members
78
Innovation
the process of taking a new idea and putting it into practice
79
process innovations
result in better ways of doing things
80
Product Innovations
result in new or improved goods or services
81
Business Model Innovations
result in ways for firms to make money
82
Green Innovation/Sustainable Innovation
reduces the carbon footprint of an organization or its products
83
Social Innovation
is business innovation driven by a social conscience
84
Social Entrepreneurship
pursues innovative ways to solve pressing social problems
85
Commercializing Innovation
the process of turning new ideas into salable products
86
Reverse Innovation
recognizes the potential for valuable innovations to be launched from lower organizational levels and divers locations, including emerging markets
87
Skunkworks
special creative units set free from the normal structure for the purpose of innovation
88
Change leader
tries to change the behavior of another person or social system
89
Transformational Change
results in a major comprehensive redirection of the organization
90
Incremental Change
bends and adjusts existing ways to improve performance
91
Unfreezing
the phase during which a situation is prepared for change
92
Changing
the phase where a planned change actually takes place
93
Refreezing
the phase at which change is stabilized
94
Force-coercion strategy
pursues change through formal authority and or the use of rewards or punishments.
95
Rational persuasion strategy
purses change through empirical data and rational argument
96
Shared power stratagy
pursues change by participation in assessing change needs, values and goals.
97
7 ways people may resist change:
1. Fear of unknown
2. Disrupted Habits
3. Loss of Confidence
4. Loss of Control
5. Poor Timing
6. Work overload
7. Loss of Face
8. Lack of Purpose
98
Stories told about an organizations past accomplishments and heros such as a company founders are all part of what is called the _______ culture.
Observable
99
Planned and spontaneous ceremonies and celebrations of work achievements illustrate how the use of _______ helps build strong corporate cultures.
Rites and rituals
100
An organization with a strong culture is most likely to have ___________.
Clearly communicated mission
101
Honesty, social responsibility, and customer services are examples of __________ that can become foundations for an organizations core culture.
Values
102
Product innovations create new goods or services for customers, while _________ innovations create new ways of doing things in the organization.
Process
103
The Kindle e-reader by Amazon and the iPad by Apple are examples of _________ innovations.
Product
104
Movie downloads by subscription (Netflix) and advertising revenues from Internet searches (Google) are examples of _________ innovations.
business model
105
Green Innovation is most associated with the concept of _________.
Sustainability
106
The innovation process isn't really successful in an organization until a new idea is __________.
put into practice
107
The basic role of a skunkworks is to ____________.
Provide special free space in which people work together to achieve innovation.
108
____________ change results in a major change of direction for an organization, while __________ makes small adjustments to current ways for doing things.
Transformational; incremental
109
A manager using a force-coercion strategy is most likely relying on the power of ________ to bring about planned changed.
legitimacy
110
The most participative of the planned change strategies is _________.
shared power
111
When a change leader tries to deal with resistance by trying to covertly influence others, offering only selective information and or structuring events in favor of the desired change, this is an example of ___________.
manipulation and cooptation
112
The response most likely to be associated with use of a force coercion change strategy are best described as ___________/
temporary compliance.
113
Human Resource Management
the process of attracting, developing, and maintaining a high quality workforce
114
Human capitol
the economic value of people with job-relevant abilities, knowledge, ideas, energies and commitments
115
Strategic human resource management
mobilizes human capital to implement organizational strategies.
116
Job discrimination
occurs when someone is denied a job or job assignment for non job relevant reasons
117
Equal Employment Opportunity
the right to employment and advancement without regard to race, sex, religion, color or national origin.
118
Affirmative Action
an effort to give preference in employment to women and minority group members.
119
Bona Fide occupational qualifications
are employment criteria justified by capacity to perform a job
120
Employee Privacy
the right to privacy on and off the job
121
Pay discrimination
occurs when men and women are paid differently for doing equal work
122
Pregnancy discrimination
penalizes a women in a job or as a job applicant for being pregnant
123
Age Discrimination
penalizes an employee in a job or as a job applicant for being over the age of 40
124
Person job fit
the match of individual skills, interests, and personal characteristics with the job
125
Person organization fit
is the match of individual values, interests, and behavior with the organizational culture.
126
Recruitment
a set of activities designed to attract a qualified pool of job applicants
127
Realistic job previews
provide job candidates with all pertinent information about a job and organization
128
Selection
choosing whom to hire from a pool of qualified job applicants
129
Reliability
means that a selection device gives consistent results over repeated measures.
130
Validity
means that scores on a selection device have demonstrated link ins with future job performance
131
Assessment center
examines how hob candidates handle simulated work situations
132
Work sampling
evaluates applicants as they perform actual work task
133
Socialization
systematically influences the expectations, behavior, and attitudes of new employees
134
Orientation
familiarizes new employees with jobs, co-workers, and organizational policies and services
135
Coaching
occurs as an experienced person offers performance advice to a less experienced person
136
Mentoring
assigns early-career employees as progoes to more senior ones
137
Reverse mentoring
younger and newly hired employees mentore senior executives, often on latest developments with digital technologies
138
Performance Appraisal
the process of formally evaluating performance and providing feedback to a job holder
139
Leadership
the process of inspiring other to work hard to accomplish important tasks
140
Power
the ability to get someone else to do something you want done
141
Reward Power
achieves influence by offering something fo value
142
Coercive power
achieves influence by punishment
143
legitimate power
achieves influence by formal authority
144
Expert Power
achieves influence by special knowledge
145
Referent Power
achieves influence by personal identification
146
Vision
a clear sense of the future
147
Visionary Leadership
brings to the situation a clear sense of the future and an understanding of how to get there
148
Leadership Style
the recurring pattern of behaviors exhibited by a leader
149
Autocratic Leader
Focuses on efficiency of tasks and operations
150
Laissez-Fair Leader
focuses on minimum effort to get work done
151
Democratic Leader
Focuses on building participation and support for a shared purpose
152
Human Relations Leader
Focuses on people's needs, building relationships
153
Traits of Effective Leaders
```
Drive
Self Confidence
Creativity
Cognitive Ability
Business Knowledge
Motivation
Flexibility
Honest
Integrity
```
154
Cognitive Leadership Perspective
suggests that what is successful as a leadership style varies according to the situation and the people involved
155
Substitute for leadership
factors in the work setting that direct work efforts without the involvement of a leader
156
Authority Decision
made by the leader and then communicated to the group
157
Consultative Decision
made by a leader after recieving information, advice, or opinions from group members
158
Group Decision
made by the group members themselves
159
Rules for making a choice:
1. Decision Quality -who has the information
2. Decision Acceptance- follower acceptance
3. Decision Time-time to make and implement decisions
160
Charismatic Leader
develops special leader-follower relationships and inspires followers in extraordinary ways
161
Transactional Leader
directs the efforts of others through tasks, rewards, and structures
162
Transformational Leader
is inspirational and arouses extrordinary effort and performance
163
Emotional Intelligence
the ability to manage our emotions in leadership and social relationships
164
Gender Similarities Hypothesis
hols that males and females have similar psychological makeups
165
Interactive Leadership
stong on communication, participation, and dealing with problems by teamwork
166
Moral Leadership
has integrity and appears to others as good or right by ethical standards
167
Integrity
honesty, credibility, and consistency in putting values into action
168
Servant Leadership
serving others and helping them use their talents to help organizations best serve society
169
Empowerment
gives people job freedom and power to influence affairs in the organization
170
Graphic Rating Scale
uses a checklist of traits or characteristics to evaluate performance
171
Behaviorally anchored rating scale (Bars)
uses specific descriptions of actual behaviors to rate various levels of performance
172
Critical Incident technique
keeps a log of someones effective and ineffective job behaviors
173
360 degree feedback
uncludes superiors, sbordinates, peers, and even customers in the appraisal process
174
Multiperson comparison
compares ones persons performance with that of others
175
Career Development
the process of managing how a person grows and progresses in a career
176
Career Planning
the process of matching career goals and individual capabilities with opportunities for their fullfillment
177
Work Life Balance
involves balancing career demands with personal and family needs
178
Independent Contractors
are hired on temporary contracts and are not part of the organizations permanent workforce
179
Contingency Workers
work as needed and part-time often on a long term basis
180
Merit Pay
awards pay increases in proportion to performance contributions
181
Bonus Pay
provide one time payments based on performance accomplishments
182
Profit Sharing
distributes to employees a proportion of net profits earned by the organization
183
Gain Sharing
allows employees to share in cost saving or productivity gains realized by their efforts
184
Stock Options
give the right to purchase shares at a fixed price in the future
185
Fringe Benefits
nonmonetary forms of compensation such as health insurance and retirement plans
186
family friendly benefits
help employees achieve better work-life balance
187
Flexible benefits
programs allow choice to personalize benefits within a set dollar allowance
188
Employee assistance programs
help employees cop with personal stresses and problems
189
Labor Union
an organization that deals with employers on the workers collective behalf
190
Labor Contract
formal agreement between union and employer about the terms of work for union memebers
191
Collective Bargaining
the process of negotiating, administrating, and interpreting a labor contract
192
Two-Tier wage systems
pay new hires less than workers alreading doing the same jobs with more seniority
