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Principles of Management > Chapter 3: Organizing > Flashcards

Chapter 3: Organizing Flashcards

1
Q

organizational structure

A

arrangement of people and tasks to accomplish organizational goals

formal or informal structure

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2
Q

principles of a bureaucratic organization (6)

A

hierarchy/chain of command
unity of command
span of control
task specialization (separate divisions or departments)
responsibilities + job description
line and staff functions (line deals with primary output & staff assists line functions)

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3
Q

bureaucracy advantages and disadvantages

A

+ allows for high level of accomplishment
+ workers know who is responsible for what and whether they have authority to make a given decision
+ facilities vertical integration
+ prevents workers from losing direction

  • can be too rigid
  • rules + regulations can lead to inefficiency
  • frustration caused by red tape
  • slower decision making (layers of approvals)
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4
Q

delegation

A

assigning formal authority and responsibility for accomplishing a specific task to another person

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5
Q

in order to delegate effectively, a manager should… (5)

A

assign duties to the right people (capable, motivated, responsible…)

delegate the whole task and step back (complete responsibility -> motivated)

give as much instructions as needed (coaching)

retain some important tasks (sensitive tasks)

obtain feedback on delegated task

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6
Q

difference between centralization and decentralization

A

centralization: extent to which authority is retained at the top of the organization

decentralization: extent to which authority is passed down to lower levels in an organization
- when decisions must be made at lower organizational levels (to be more attentive to market needs)

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7
Q

departmentalization

A

process of subdividing work into departments

functional
greographic
product/service

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8
Q

functional departmentalization

A

departments defined by function (eg. accounting)

+ well suited large batches of work + specialization

  • people within unit may not communicate with other units
  • can have problems due do size + complexity
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9
Q

geographic departmentalization

A

departments arranged according to geographical area

+ allows for decision making at local level (more attentive to market needs)

  • can lead to high costs (duplication of efforts)
  • management may experience difficulty in controlling local units
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10
Q

product/service departmentalization

A

departments arranged according to product/service

+ focus on a product/service, allows each department the maximum opportunity to grow
+ makes sense when product/service has unique demands
- in well run firms, unit cooperate in mutual benefit
- can lead to high costs (duplication of efforts)
- management may experience difficulty in controlling units

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11
Q

alternatives to departmentalization (hierarchy)

A 
project structure
matrix organization
horizontal structure
flat structure
informal structure 
hybrid structure
conglomerate
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12
Q

project structure

A

temporary group of specialists working under one manager to accomplish a fixed objective
- construction, military…

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13
Q

matrix structure

A

project structure over a functional structure
- capitalises on advantages of both + minimizing disadvantages

  • big projects function as mini companies
  • may make workers feel confused regarding chain of command
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14
Q

flat structures

A

organization with relatively few layers of management, making it less bureaucratic

  • wider span of control
  • shorter chain of command
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15
Q

downsizing

A

way of simplifying an organization
- make it less bureaucratic

+ reduce costs and increase profits
- can be expensive

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16
Q

for downsizing to help company in the long run (6)

A
  • should be part of business strategy
  • eliminate low value activities
  • keep future work requirements in hand
  • sensible criteria regarding laying off workers
  • help laid off workers (assistance + reorientation)
  • involve employees in resizing decisions
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17
Q

home shoring

A

moving customer service into workers’ homes as a form of telecommuting

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18
Q

horizontal structure

A

arrangement of work by multidisciplinary teams that are responsible for accomplishing a process

  • can be considered a team structure
  • instead of task focused, workers focus on purpose
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19
Q

reengineering

A

radical redesign of work to achieve substantial improvements in performance
- searches for the most efficient way to perform a large task

  • switching from a vertical (task) emphasis to a horizontal (process) emphasis
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20
Q

informal structures

A

set of unofficial relationships that emerge to take care of events and transactions not covered by the formal structure

  • adds flexibility + speed
  • attempt to avoid bureaucracy
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21
Q

social network analysis (informal structures)

A

mapping and measuring of relationships and links between and among people, groups, and organizations

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22
Q

hybrid structure

A

combines characteristics from two or more structure types

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23
Q

conglomerate

A

large company that is really a collection of loosely related independent companies, which is controlled from a headquarters

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24
Q

factors affecting organizational structure

A

strategy + goals

technology

size of company

financial condition

environmental stability of firm

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25
Q

job design

A

process of laying out job responsibilities and duties and describing how they are to be performed

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26
Q

four major dimensions of job design

A

task characteristics
knowledge characteristics
social characteristics
contextual characteristics

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27
Q

task characteristics (job design)

A

how the work itself is accomplished

sub-dimensions:

  • autonomy
  • task variety
  • task significance (impact on others)
  • task identity
  • feedback from job
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28
Q

knowledge characteristics (job design)

A

demand for knowledge

sub-dimensions:

  • job complexity
  • information processing
  • problem solving
  • skill variety
  • specialization
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29
Q

social characteristics (job design)

A

interpersonal aspects of a job

sub-dimensions:

  • interdependence
  • interaction outside organization
  • feedback from others
30
Q

contextual characteristics (job design)

A

setting or environment of the job

sub-dimensions:

  • ergonomics (if job allows correct posture or movement)
  • physical demands
  • work conditions
  • equipment
31
Q

professional vs non professional job differences

A

professional: requires more complexity + problem solving + skill variety

non professional: more physical demands

32
Q

job specialization

A

degree to which a job holder performs only a limited number of tasks

\+ allows for development of expertise 
\+ requires less training
- can lead to monotony 
- less flexibility
- slow response
33
Q

job description

A

written statement of the key features of a job along with the activities required to perform it effectively

34
Q

job enrichment

A

include more challenge and responsibility in jobs to make them more appealing to employees

35
Q

characteristics of an enriched job

A 
personal accountability
control over method  
direct feedback 
control over resources
unique experience
direct communication authority 
new learning ...
36
Q

job characteristics model of job enrichment

A

method of job enrichment that focuses on the task and interpersonal dimensions of a job

characteristics: skill variety + task identity + task significance + autonomy + feedback

37
Q

job involvement

A

degree to which individuals identify psychologically with their work

38
Q

job enlargement

A

increasing the number and variety of tasks within a job

39
Q

job rotation

A

temporary switching of job assignments

40
Q

job crafting

A

physical and mental changes individuals make in the task or relationship aspects of their job

types of changes:

  • number and types of job tasks
  • interactions with others on the job
  • one’s view of the job
41
Q

job embeddedness

A

array of forces attaching people to their jobs

theory of turnover suggesting that a combination of many factors influences whether employees stay with a firm

  • links or connections to people + community
  • sacrifices that would be made if job were left behind
  • fit + compatibility with organizational environment (internal + external)
42
Q

ergonomics

A

practice of matching machines to worker requirements

- workers should adopt safe + comfortable postures

43
Q

alternative work schedules

A

flexible working hours
compressed work sheet (40 hours in less than 5 days)
telecommuting (work at home, productivity increases 25%)
job sharing (two part time workers share job)
part-time + temporary work
shift work (non-standard hour shifts)

44
Q

high-performance work system

A

a way of organizing work so that frontline workers participate in decisions that have an impact on their jobs and the wider organization

45
Q

difference between worker retention and worker turnover

A

retention: workers remain within organization, same staff
turnover: worker substitution, staff is changing

  • ## retention is a major strategy in talent management
46
Q

talent management

A

approach to attract, develop, and retain people with the aptitude and abilities to meet current and future organizational needs

47
Q

strategic HR planning involves planning for:

A

future needs
future turnover
recruitment + layoffs
training + development

48
Q

HR model

A 
strategic planning of staff
recruiting 
selection
orientation + training
performance evaluation
compensation
49
Q

recruitment

A

process of attracting the right candidate with set of right skills + characteristics to fulfil job

50
Q

job description vs job specification

A

job description states the activities required in job whereas job specification states the characteristics required to perform the job

51
Q

sources for recruitment

A

internal sources (referrals, present employees..)
visit to universities
media adverts
flyers
references
internet (online recruiting + social media)

52
Q

global recruitment

A

recruiters must meet job specifications calling for multiculturalism in addition to more traditional skills

for managers, can be difficult because candidates must blend the work practices of two cultures

53
Q

decruitment

A

process of reducing workforce

- not just layoffs, can be transfers, retirement…

54
Q

selection process involves… (6)

A
  1. screening interview
  2. psychological tests (situational, aptitude + personality + honesty and integrity tests)
  3. job interview (when applicant has been successful in previous steps)
  4. reference + background check
  5. physical examination + drug testing
  6. cross-cultural selection
55
Q

employee orientation

A

activity designed to acquaint new employees with the organization

explains corporate culture
portrays nature of job + performance expectations
buddy/mentor aids in orientation
informal socialisation to introduce employees

56
Q

common forms of training

A 
personal skills
interpersonal
technical training
mandatory (by law) training
task performance training
decision making training
problem solving training
57
Q

performance evaluation (appraisal)

A

formal system for measuring, evaluating, and reviewing performance

key factors to evaluate:

  • task performance
  • citizenship (within environment)
  • counterproductive behaviour
58
Q

forced rankings

A

employees are measured against each other

“top 20%, vital 70% and bottom 10%”

59
Q

360 evaluation

A

performance appraisal in which a person is evaluated by a sampling of all the people with whom he or she interacts

60
Q

purposes of performance evaluation

A

salary administration
documenting poor performance
increasing productivity
help employees grow + develop

61
Q

major 3 forms of compensation

A

fixed remuneration (fixed wage, salary..)

variable remuneration (dependent on performance)

job benefits (insurance, healthcare, car…)

62
Q

labour unions

A

seeks fair treatment of workers –> influences almost all human resource programs and practices

has a larger role in countries with economic coordination (w/ state)

63
Q

organizational culture

A

system of shared values and beliefs that actively influence the behavior of organization members

64
Q

6 dimensions of organizational culture

A 
values + beliefs
relative diversity
resource allocation + rewards (investment of resources)
degree of change 
sense of ownership 
strength of culture (extent of impact)
65
Q

how to managers manage + sustain culture

A 
be a role model for change
use rewards to reinforce the culture 
select candidates that match the culture
sponsor new training programs to support the culture
spread the type of change required
66
Q

consequences of organizational culture (6)

A

increase in productivity, quality + moral
competitive advantage
innovation
predictor of success in merging firms is compatibility of their respective cultures
finding a good person organization fit (easier to identify)
direction of leadership activity

67
Q

conditions for change

A

non satisfaction with current state of affairs

existence of possible alternative to current state

existence of benefits from changing the current state

perception that group is capable of implementing the change

68
Q

unfreezing

A

reducing or eliminating resistance to change

if employees oppose a change, it will not be implemented effectively

69
Q

reasons for resistance to change (6)

A

fear of unfavourable outcome
not wanting to break old habits
concern about upsetting balance of an activity
desire to cling to the old
awareness of the weakness of proposed change
resistance can be feedback from worried workers

70
Q

gaining support for change (8)

A 
allow for discussion + negotiation
allow for participation
point out compelling reasons for change
establish sense of urgency
use a visual people can relate to
avoid change overload
get best workers behind program 
allow for first hand observation of change
71
Q

six sigma

A

philosophy of driving out waste and improving quality, and the cost and time performance of a company

Principles of Management (6 decks)

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