Exam 2 Flashcards
Organizing
Process of establishing orderly uses for resources within the management system
Organizing Skill
Creating a network of people throughout the organization who can help solve implementation problems as they occur
Weber’s Bureaucratic Model
Detailed procedures and rules
Clearly outlined organizational hierarchy
Division of Labor
Individuals specialize in doing a part of the task/responsibility vs. the entire task
Specialization
skills in performing the task increase
coordination
Synchronizing tasks , Relationships, communications
Synchronizing tasks
to complete overall task and the organizations objectives
Relationships, communications
fuel effective coordination … remember the team concepts
Horizontal relationships matter vs. vertical
Division of Labor frames the organizational model
Designate activities necessary to reach objective
Responsibilities & expectation of individuals
Job descriptions, performance management
Formal Structures (Mechanistic):
Defined and depicted relationships
Organization charts – typically represents
Informal Structures (Organic):
System or networks of interpersonal relationships that exist within an organizations
More spontaneous … remember Groups & Teams!
Organization Chart
Hierarchical, generally … the ‘skeleton’ of a company
Lines designate formal communication lines
Vertical dimension
top down; ‘chain of command’
Scalar relationship
chain of management from ‘C-suite’ to the lowest identified organizational level.
clear line of site
facilitates communication for any organization to achieve its objectives
Unity of Command
clear reporting relationship
Horizontal dimension
span of control or management
Vertical
‘watch the layers’ … leads to bureaucracy
Horizontal
the proper balance on efficiency vs. effectiveness (too many vs. too few for any given organization or underlying component
Departmentalizing
establishing the relevant departments from plans & objectives
Departments
unique group of resources established by management to perform organizational tasks
Functional Advantages
Power of functional heads promotes consistency (i.e., consistent marketing messages)
Relatively easy to assign blame or credit for the performance of a function (i.e., the performance of the company’s marketing program)
Functional Disadvantages
May prove difficult to coordinate between various functions
Product Advantages
to focus on the products sold by the company
Product disadvantages
to miss differences in customers or geographic regions
Geographic Advantages
focus on the various regions
Geographic Disadvantages
difficult to coordinate between various regions
Customer Advantages
to focus on and cater to the most important customers
Customer Disadvantages
complexities as customers span different products and geographic areas
Matrix Advanatages
pool human resources
Matrix Disadvantages
understand power structure within the firm
Structural Change
growth driven, scale, competition, evolving goals and objectives
Technological Change
e-commerce; EV’s; robotics; R&D efforts; etc. … alignment of human resources …
Cultural Change
acknowledge, though be careful … understand the stakeholder groups.
Organizational Behavior
study of the actions of people at work
Individual Behavior
– attitudes, personalities, learning, motivation
Group Behavior
norms, roles, team building, conflict
Organizational aspects
structure, culture, HR policies and procedures
Explain Org Behavior
why employees engage in certain behaviors
Predict
how employees might respond (anticipate)
Influence
educated, lead/guide in advance of actions & decisions
High Level Goals of Organizational Behavior
Managers are concerned with explaining, predicting, and influencing individual behaviors
Six Important Workplace Behaviors
Employee productivity
Absenteeism
Turnover
Organizational citizenship
Job satisfaction
Workplace misbehavior
Productivity
performance measures of efficiency (time, resource use) and effectiveness (‘getting things done’)
Absenteeism
physically & mentally ‘in the game’; costs organization an average of 35% of payroll
Turnover
can be disruptive, costly (pre-pandemic low, UE rebounding!) – recruiting, selection, training
Organization Citizenship
: teamwork, ‘above & beyond’, avoiding unhealthy conflicts, volunteering
Job Satisfaction
higher levels of performance
Workplace Misbehavior
intentional employee behavior
Three psychological factors
Attitudes & Attribution Theory
Personality
Perception
evaluative statements
reflects how individuals ‘feel’
Cognitive
beliefs, opinions, knowledge, and opinions held by a person
Affective
emotional, feeling of an attitude
Behavorial
intentionally act in a certain way based upon the cognitive and affective components
Job Satisfaction
general attitude towards you wor
Job Involvement
self-worth & contribution
Organizational Commitment
loyalty
Highly engaged
connected to, satisfied with, enthusiastic!
Disengaged
‘check-out/not into it’; no energy or passion … ‘just a paycheck’ … ‘quiet quitting’
‘Cognitive Dissonance’ in Management
alter situations to reduce inconsistencies
Attitudes influence behaviors
which correlate with job satisfaction which leads to productivity, low turnover
evaluative
Challenging and interesting work
allocation
Equitable rewards systems
continuous
Coaching and support
Personality
unique combination of emotional, thoughts, and behavioral patterns that affects how a person reacts to situations and interacts with others
Physiological
stature, health, gender
Cultural
norms and values (achievement orientation, responsibility)
Family & Social Group
the most important, formative years