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MGT301 > CH 8-11 > Flashcards

CH 8-11 Flashcards

1
Q

Organization is one of the ______ functions.

A

Management

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2
Q

Organization charts describe what?

A

the formal structures of organizations (how an organization should ideally work)

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3
Q

Definition of Organizing

A

arranges people and resources toward a goal

  • Divide up the work
  • Arrange the resources
  • Coordinate activities
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4
Q

Structure

A

system of tasks, reporting relationships, and communication that links people and positions within an organization

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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
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6
Q

Division of Work

A

Positions and titles show work responsibilities

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7
Q

Supervisory Relationships

A

lines between positions show who reports to whom in the chain of command

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8
Q

Span of Control

A

the number of persons reporting to a supervisor

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9
Q

Communication Channels

A

Lines between positions show routes for formal communication flows

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10
Q

Major Subunits

A

which job titles are grouped together in work unites, departments, or divisions.

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11
Q

Staff Positions

A

staff specialist that support other positions and parts of the organization.

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12
Q

Levels of Management

A

the number of management layers from top to bottom

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13
Q

Formal Structure

A

the official structure of the organization

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14
Q

Informal Structure

A

The unofficial relationships that develop among an organizations members.

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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.

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16
Q

Functional Structures

A

group together people using similar skills

**Most used structure

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17
Q

Divisional Structure

A

group together people by products, customers or location

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18
Q

Matrix Structure

A

combine the functional and divisional structures. emphasize project or program teams.

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19
Q

Team Structure

A

use many permanent and temporary teams to improve lateral relations

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20
Q

Network Structure

A

extensively use strategic alliances and outsourcing

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21
Q

Functional Chimneys or Silos Problems

A

Communication and performance decrease across functions

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22
Q

Social Network Analysis

A

Identifies the informal structures and their embedded social relationships that are active in an organization

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23
Q

Departmentalization

A

the process of grouping together people and jobs into their work units.

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24
Q

Potential Advantages of Functional Structures

A
  1. Economies of scale make efficient use of human resources
  2. Functional experts are good at solving technical problems
  3. Training within functions promote skill development
  4. Career paths are available within each function
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25
Q

Potential Advantages of Divisional Structure

A
  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.
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26
Q

Geographical structure

A

brings together people and jobs performed in the same location

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27
Q

Customer Structure

A

groups together people and jobs that serve the same customers or clients

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28
Q

Cross-Functional Team

A

brings together members from different functional departments.

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29
Q

Potential Advantages of Matrix Structures

A
  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.
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30
Q

Potential Advantages of Team Structures

A
  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
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31
Q

Potential Advantages of Network Structures

A
  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.
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32
Q

Virtual organization

A

uses information technologies to operate as a shifting network of alliances.

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33
Q

Organizational Design

A

the process of configuring organizations to meet environmental challenges

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34
Q

Tall Structure

A

More levels; narrower spans of control

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35
Q

Flat Structure

A

fewer levels’ wider spans of control

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36
Q

Span of Control

A

the number of persons directly reporting to a manager

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37
Q

Centralization

A

top management keeps the power to make most of the decisions

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38
Q

Decentralization

A

top management allows lower levels to help make many decisions

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39
Q

Delegation

A

the process of entrusting work to others

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40
Q

Empowerment

A

gives people freedom to do their jobs as they think best

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41
Q

Bureaucracy

A

emphasizes formal authority, rules, order, fairness, and efficiency

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42
Q

Mechanistic Designs

A

are bureaucratic, using a centralized and vertical structure

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43
Q

Organic Designs

A

are adaptive, using decentralized and horizontal structure

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44
Q

Compressed workweek

A

allows a worker to complete a full-time job in less than five days.

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45
Q

Flexible working hours

A

give employees some choice in daily work hours

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46
Q

Telecommuting

A

involves using IT to work at home or outside the office

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47
Q

Job sharing

A

splits one job between two people

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48
Q

The main purpose of organizing as a management function is to_______________?

A

arrange people and resources to accomplish work

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49
Q

An organization chart is most useful for ____________?

A

showing designated supervisory relationship

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50
Q

Rumors and resistance to change are potential disadvantages often associated with ____________?

A

Informal Structures

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51
Q

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.

A

Functional

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52
Q

The “two-boss” system of reporting relationships is both a potential source of problems and one of the key aspects of _________ structures.

A

Matrix

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53
Q

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.

A

Divisional

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54
Q

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.

A

Matrix

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55
Q

The functional chimneys problem occurs when people in different functions _____________.

A

fail to communicate with one another

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56
Q

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.

A

Network

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57
Q

A “tall” organization will likely have _________ spans of control than a “flat” organization the the same number of members

A

narrower

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58
Q

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.

A

authority

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59
Q

The bureaucratic organization described by Max Weber is similar to the __________ organization described by Burns and Stalker.

A

mechanistic

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60
Q

Which organization would likely be a good fit for a dynamic and changing external environment?

A

Organic

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61
Q

Workers follow a compressed workweek schedule most often work 40 hours in ______ days.

A

4

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62
Q

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?”

A

Flexible hours

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63
Q

Virtual Organization

A

Network that depends on information technology to link alliances and essential services (all online) ex. Amazon

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64
Q

Organizational Design Trends:

A 
becoming flatter, with fewer levels of management
increasing decentralization
increasing delegation and empowerment
becoming more horizontal and adaptive
using more alternative work schedules
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65
Q

Culture is the _________ of the organization

A

personality

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66
Q

Organizational culture ______ behavior and _______performance

A

shape, influence

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67
Q

Observable culture is?

A

what you see and hear

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68
Q

The core culture is found where?

A

in the underlying values of the organization

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69
Q

________ __________ management supports a strong organizational culture

A

Value-based

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70
Q

Organizational Culture

A

a system of shared beliefs and values guiding behavior

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71
Q

Strong cultures

A

are clear, well defined, and widely shared among members

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72
Q

Socialization

A

the process through which new members learn the culture of an organization

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73
Q

Core values

A

are beliefs and values shared by an organizations members

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74
Q

Observable Culture also found in…..

A

stories, heroes, symbols, rites and rituals

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75
Q

Value - Based management

A

actively develops, communicates and enacts shared values

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76
Q

Symbolic Leader

A

uses language and symbols and actions to establish and maintain a desired organizational culture.

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77
Q

Workplace Spirituality

A

involves practices that create meaning and shared community among the organizational members

78
Q

Innovation

A

the process of taking a new idea and putting it into practice

79
Q

process innovations

A

result in better ways of doing things

80
Q

Product Innovations

A

result in new or improved goods or services

81
Q

Business Model Innovations

A

result in ways for firms to make money

82
Q

Green Innovation/Sustainable Innovation

A

reduces the carbon footprint of an organization or its products

83
Q

Social Innovation

A

is business innovation driven by a social conscience

84
Q

Social Entrepreneurship

A

pursues innovative ways to solve pressing social problems

85
Q

Commercializing Innovation

A

the process of turning new ideas into salable products

86
Q

Reverse Innovation

A

recognizes the potential for valuable innovations to be launched from lower organizational levels and divers locations, including emerging markets

87
Q

Skunkworks

A

special creative units set free from the normal structure for the purpose of innovation

88
Q

Change leader

A

tries to change the behavior of another person or social system

89
Q

Transformational Change

A

results in a major comprehensive redirection of the organization

90
Q

Incremental Change

A

bends and adjusts existing ways to improve performance

91
Q

Unfreezing

A

the phase during which a situation is prepared for change

92
Q

Changing

A

the phase where a planned change actually takes place

93
Q

Refreezing

A

the phase at which change is stabilized

94
Q

Force-coercion strategy

A

pursues change through formal authority and or the use of rewards or punishments.

95
Q

Rational persuasion strategy

A

purses change through empirical data and rational argument

96
Q

Shared power stratagy

A

pursues change by participation in assessing change needs, values and goals.

97
Q

7 ways people may resist change:

A
  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
Q

Stories told about an organizations past accomplishments and heros such as a company founders are all part of what is called the _______ culture.

A

Observable

99
Q

Planned and spontaneous ceremonies and celebrations of work achievements illustrate how the use of _______ helps build strong corporate cultures.

A

Rites and rituals

100
Q

An organization with a strong culture is most likely to have ___________.

A

Clearly communicated mission

101
Q

Honesty, social responsibility, and customer services are examples of __________ that can become foundations for an organizations core culture.

A

Values

102
Q

Product innovations create new goods or services for customers, while _________ innovations create new ways of doing things in the organization.

A

Process

103
Q

The Kindle e-reader by Amazon and the iPad by Apple are examples of _________ innovations.

A

Product

104
Q

Movie downloads by subscription (Netflix) and advertising revenues from Internet searches (Google) are examples of _________ innovations.

A

business model

105
Q

Green Innovation is most associated with the concept of _________.

A

Sustainability

106
Q

The innovation process isn’t really successful in an organization until a new idea is __________.

A

put into practice

107
Q

The basic role of a skunkworks is to ____________.

A

Provide special free space in which people work together to achieve innovation.

108
Q

____________ change results in a major change of direction for an organization, while __________ makes small adjustments to current ways for doing things.

A

Transformational; incremental

109
Q

A manager using a force-coercion strategy is most likely relying on the power of ________ to bring about planned changed.

A

legitimacy

110
Q

The most participative of the planned change strategies is _________.

A

shared power

111
Q

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 ___________.

A

manipulation and cooptation

112
Q

The response most likely to be associated with use of a force coercion change strategy are best described as ___________/

A

temporary compliance.

113
Q

Human Resource Management

A

the process of attracting, developing, and maintaining a high quality workforce

114
Q

Human capitol

A

the economic value of people with job-relevant abilities, knowledge, ideas, energies and commitments

115
Q

Strategic human resource management

A

mobilizes human capital to implement organizational strategies.

116
Q

Job discrimination

A

occurs when someone is denied a job or job assignment for non job relevant reasons

117
Q

Equal Employment Opportunity

A

the right to employment and advancement without regard to race, sex, religion, color or national origin.

118
Q

Affirmative Action

A

an effort to give preference in employment to women and minority group members.

119
Q

Bona Fide occupational qualifications

A

are employment criteria justified by capacity to perform a job

120
Q

Employee Privacy

A

the right to privacy on and off the job

121
Q

Pay discrimination

A

occurs when men and women are paid differently for doing equal work

122
Q

Pregnancy discrimination

A

penalizes a women in a job or as a job applicant for being pregnant

123
Q

Age Discrimination

A

penalizes an employee in a job or as a job applicant for being over the age of 40

124
Q

Person job fit

A

the match of individual skills, interests, and personal characteristics with the job

125
Q

Person organization fit

A

is the match of individual values, interests, and behavior with the organizational culture.

126
Q

Recruitment

A

a set of activities designed to attract a qualified pool of job applicants

127
Q

Realistic job previews

A

provide job candidates with all pertinent information about a job and organization

128
Q

Selection

A

choosing whom to hire from a pool of qualified job applicants

129
Q

Reliability

A

means that a selection device gives consistent results over repeated measures.

130
Q

Validity

A

means that scores on a selection device have demonstrated link ins with future job performance

131
Q

Assessment center

A

examines how hob candidates handle simulated work situations

132
Q

Work sampling

A

evaluates applicants as they perform actual work task

133
Q

Socialization

A

systematically influences the expectations, behavior, and attitudes of new employees

134
Q

Orientation

A

familiarizes new employees with jobs, co-workers, and organizational policies and services

135
Q

Coaching

A

occurs as an experienced person offers performance advice to a less experienced person

136
Q

Mentoring

A

assigns early-career employees as progoes to more senior ones

137
Q

Reverse mentoring

A

younger and newly hired employees mentore senior executives, often on latest developments with digital technologies

138
Q

Performance Appraisal

A

the process of formally evaluating performance and providing feedback to a job holder

139
Q

Leadership

A

the process of inspiring other to work hard to accomplish important tasks

140
Q

Power

A

the ability to get someone else to do something you want done

141
Q

Reward Power

A

achieves influence by offering something fo value

142
Q

Coercive power

A

achieves influence by punishment

143
Q

legitimate power

A

achieves influence by formal authority

144
Q

Expert Power

A

achieves influence by special knowledge

145
Q

Referent Power

A

achieves influence by personal identification

146
Q

Vision

A

a clear sense of the future

147
Q

Visionary Leadership

A

brings to the situation a clear sense of the future and an understanding of how to get there

148
Q

Leadership Style

A

the recurring pattern of behaviors exhibited by a leader

149
Q

Autocratic Leader

A

Focuses on efficiency of tasks and operations

150
Q

Laissez-Fair Leader

A

focuses on minimum effort to get work done

151
Q

Democratic Leader

A

Focuses on building participation and support for a shared purpose

152
Q

Human Relations Leader

A

Focuses on people’s needs, building relationships

153
Q

Traits of Effective Leaders

A 
Drive
Self Confidence
Creativity
Cognitive Ability
Business Knowledge
Motivation
Flexibility
Honest
Integrity
154
Q

Cognitive Leadership Perspective

A

suggests that what is successful as a leadership style varies according to the situation and the people involved

155
Q

Substitute for leadership

A

factors in the work setting that direct work efforts without the involvement of a leader

156
Q

Authority Decision

A

made by the leader and then communicated to the group

157
Q

Consultative Decision

A

made by a leader after recieving information, advice, or opinions from group members

158
Q

Group Decision

A

made by the group members themselves

159
Q

Rules for making a choice:

A
  1. Decision Quality -who has the information
  2. Decision Acceptance- follower acceptance
  3. Decision Time-time to make and implement decisions
160
Q

Charismatic Leader

A

develops special leader-follower relationships and inspires followers in extraordinary ways

161
Q

Transactional Leader

A

directs the efforts of others through tasks, rewards, and structures

162
Q

Transformational Leader

A

is inspirational and arouses extrordinary effort and performance

163
Q

Emotional Intelligence

A

the ability to manage our emotions in leadership and social relationships

164
Q

Gender Similarities Hypothesis

A

hols that males and females have similar psychological makeups

165
Q

Interactive Leadership

A

stong on communication, participation, and dealing with problems by teamwork

166
Q

Moral Leadership

A

has integrity and appears to others as good or right by ethical standards

167
Q

Integrity

A

honesty, credibility, and consistency in putting values into action

168
Q

Servant Leadership

A

serving others and helping them use their talents to help organizations best serve society

169
Q

Empowerment

A

gives people job freedom and power to influence affairs in the organization

170
Q

Graphic Rating Scale

A

uses a checklist of traits or characteristics to evaluate performance

171
Q

Behaviorally anchored rating scale (Bars)

A

uses specific descriptions of actual behaviors to rate various levels of performance

172
Q

Critical Incident technique

A

keeps a log of someones effective and ineffective job behaviors

173
Q

360 degree feedback

A

uncludes superiors, sbordinates, peers, and even customers in the appraisal process

174
Q

Multiperson comparison

A

compares ones persons performance with that of others

175
Q

Career Development

A

the process of managing how a person grows and progresses in a career

176
Q

Career Planning

A

the process of matching career goals and individual capabilities with opportunities for their fullfillment

177
Q

Work Life Balance

A

involves balancing career demands with personal and family needs

178
Q

Independent Contractors

A

are hired on temporary contracts and are not part of the organizations permanent workforce

179
Q

Contingency Workers

A

work as needed and part-time often on a long term basis

180
Q

Merit Pay

A

awards pay increases in proportion to performance contributions

181
Q

Bonus Pay

A

provide one time payments based on performance accomplishments

182
Q

Profit Sharing

A

distributes to employees a proportion of net profits earned by the organization

183
Q

Gain Sharing

A

allows employees to share in cost saving or productivity gains realized by their efforts

184
Q

Stock Options

A

give the right to purchase shares at a fixed price in the future

185
Q

Fringe Benefits

A

nonmonetary forms of compensation such as health insurance and retirement plans

186
Q

family friendly benefits

A

help employees achieve better work-life balance

187
Q

Flexible benefits

A

programs allow choice to personalize benefits within a set dollar allowance

188
Q

Employee assistance programs

A

help employees cop with personal stresses and problems

189
Q

Labor Union

A

an organization that deals with employers on the workers collective behalf

190
Q

Labor Contract

A

formal agreement between union and employer about the terms of work for union memebers

191
Q

Collective Bargaining

A

the process of negotiating, administrating, and interpreting a labor contract

192
Q

Two-Tier wage systems

A

pay new hires less than workers alreading doing the same jobs with more seniority

MGT301 (5 decks)

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