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MGT 301 > Exam 2 (Chapters 6-10) > Flashcards

Exam 2 (Chapters 6-10) Flashcards

1
Q

The degree to which the overall task of the organization is broken down and divided into smaller component parts

A

Job Specialization

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2
Q

An alternative to job specialization that involves systematically moving employees from one job to another

A

Job rotation

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3
Q

An alternative to job specialization that increases the total number of tasks that workers perform

A

Job enlargement

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4
Q

An alternative to job specialization that attempts to increase both the number of tasks a worker does and the control the worker has over the job

A

Job enrichment

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5
Q

An alternative to job specialization that suggests that jobs should be diagnosed and improved along five core dimensions, taking into account both the work system and employee preferences

A

Job characteristics approach

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6
Q

An alternative to job specialization that allows an entire group to design the work system it will use to perform an interrelated set of tasks

A

Work team

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7
Q

The process of grouping jobs according to some logical arrangement

A

Departmentalization

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8
Q

Grouping jobs involving the same or similar activities

A

Functional departmentalization

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9
Q

Grouping activities around products or product groups

A

Product departmentalization

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10
Q

Grouping activities to respond to and interact with specific customers or customer groups

A

Customer departmentalization

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11
Q

Grouping jobs on the basis of defines geographic sites or areas

A

Location Departmentalization

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12
Q

A clear and distinct line of authority among the positions in an organization

A

Chain of Command

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13
Q

The number of people who report to a particular manager

A

Span of management

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14
Q

Power that has been legitimized by the organization

A

Authority

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15
Q

The process by which a manager assigns a portion of his or her total workload to others

A

Delegation

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16
Q

The process of systematically delegating power and authority throughout the organization to middle and lower-level managers

A

Decentralization

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17
Q

The process of systematically retaining power and authority in the hands of higher-level managers

A

Centralization

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18
Q

The process of linking the activities of the various departments of the organization

A

Coordination

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19
Q

When units operate with little interaction; their output is pooled at the organizational level

A

Pooled Independence

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20
Q

When the output of one unit becomes the input for another in a sequential fashion

A

Sequential interdependence

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21
Q

When activities flow both ways between units

A

Reciprocal interdependence

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22
Q

A model of organization design based on a legitimate and formal system of authority

A

Bureaucracy

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23
Q

Based on the assumption that the optimal design for any given organization depends on a set of relevant situational facts

A

Situational view of organization design

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24
Q

Conversion process used to transform inputs into outputs

A

Technology

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25
Q

Similar to the bureaucratic model, most frequently found in stable environments

A

Mechanistic organization

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26
Q

Very flexible and informal model of organization design, most often found in unstable and unpredictable environments

A

Organic Organization

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27
Q

Extent to which the organization is broken down into subunits

A

Differentiation

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28
Q

Degree to which the various subunits must work together in a coordinated fashion

A

Integration

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29
Q

Total number of full-time or full-time-equivalent employees

A

Organizational size

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30
Q

Progression through which organization evolve as they grow and mature

A

Organization life cycle

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31
Q

Based on the functional approach to departmentalization

A

Functional design

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32
Q

Used by an organization made up of a set of unrelated businesses

A

Conglomerate design

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33
Q

Based on multiple businesses in related areas operating within a large organizational framework

A

Divisional Design

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34
Q

Based on two overlapping bases of departmentalization

A

Matrix design

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35
Q

An approach to organization design that relies almost exclusively on project-type teams, with little or no underlying hierarchy

A

Team organization

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36
Q

An organization that has little or no formal structure

A

Virtual organization

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37
Q

Organization that works to facilitate the lifelong learning and personal development of all its employees while continually transforming itself to respond to changing demands and needs

A

Learning organization

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38
Q

Any substantive modification to some part of the organization

A

Organizational change

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39
Q

Change that is designed and implemented in an orderly and timely fashion in anticipation of future events

A

Planned change

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40
Q

A piecemeal response to circumstances as they develop

A

Reactive Charge

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41
Q

A large-scale information system for integrating and synchronizing the many activities in the extended enterprise

A

Enterprise Resource Planning (ERP)

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42
Q

The radical redesign of all aspects of a business to achieve major gains in cost, service, or time

A

Business Process Change (Reengineering)

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43
Q

A planned effort that is organization-wide, and managed from the top, intended to increase organizational effectiveness and health through planned interventions in the organization’s process, using behavior science knowledge

A

Organizational Development (OD)

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44
Q

The managed effort of an organization to develop new products or services or new uses for existing products or services

A

Innovation

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45
Q

A new product, service, or technology that completely replaces an existing one

A

Radical innovation

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46
Q

A new product, service, or technology that modifies an existing one

A

Incremental innovation

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47
Q

A change in the appearance or performance of a product or service or of the physical processes through which a product or service is manufactured

A

Technical Innovation

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48
Q

A change in the management process in an organization

A

Managerial innovation

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49
Q

A change in the physical characteristics or performance of an existing product or service or the creation of a new one

A

Product innovation

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50
Q

A change in the way a product or service is manufactured, created, or distributed

A

Process innovation

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51
Q

Similar to entrepreneurs except that they develop new businesses in the context of a large organization

A

Intrapreneurs

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52
Q

The set of organizational activities directed at attracting, developing, and maintaining an effective workplace

A

Human Resource Management (HRM)

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53
Q

Reflects the organization’s investment in attracting, retaining, and motivating an effective workforce

A

Human Capital

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54
Q

Forbids discrimination on the basis of sex, race, color, religion, or national origin in all areas of the employment relationship

A

Title VII of the Civil Rights Act of 1964

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55
Q

When minority group members meet r pass a selection standard at a rate less than 80% of the pass rate of majority group members

A

Adverse Impact

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56
Q

Charged with enforcing Tile VII of the Civil Rights Act of 1964

A

Equal Employment Opportunity Commission

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57
Q

Outlaws discrimination against people older than forty years; passed in 1967, amended in 1978 and 1986

A

Age Discrimination in Employment Act

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58
Q

Intentionally seeking and hiring qualified or qualifiable employees from racial, sexual, and ethnic groups that are underrepresented in the organization

A

Affirmation action

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59
Q

Forbids discrimination against people with disabilities

A

Americans with Disabilities Act

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60
Q

Amends the original Civil Rights Act, making it easier to bring discrimination lawsuits while also limiting punitive damages

A

Civil Rights Act of 1991

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61
Q

Sets a minimum wage and requires overtime pay for work in excess of 40 hours per week; passed in 1938 and amended frequently since then

A

Fair Labor Standards Act

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62
Q

REquires that men and women be paid the same amount for doing the same job

A

Equal Pay Act of 1963

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63
Q

A law that sets standards for pension plan management and provides federal insurance if pension funds go bankrupt

A

Employees Retirement Income Security Act of 1974

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64
Q

Requires employers to provide up to 12 weeks of unpaid leave for family and medical emergencies

A

Family and Medical Leave Act of 1993

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65
Q

Passed in 1935 to set up procedures for employees to vote on whether to have a union; also known as the Wagner Act

A

National Labor Relations Act

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66
Q

Established by the Wagner Act to enforce its provisions

A

National Labor Relations Board

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67
Q

Passed in 1947 to limit union power; also known as the Taft-Hartley Act

A

Labor-Management Relations Act

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68
Q

Directly mandates the provision of safe working conditions

A

Occupational Safety and Health Act of 1970 (OSHA)

69
Q

A systematized procedure for collecting and recording information about jobs within an organization

A

Job analysis

70
Q

Lists each important managerial position in the organization, who occupies it, how long he or she will probably remain in the position, and who is or will be qualified replacement

A

Replacement Chart

71
Q

Contains information on each employee’s education, skills, experience, and career aspirations; usually computerized

A

Employee Information System (skills inventory)

72
Q

The process of attracting individuals to apply for jobs that are open

A

Recruiting

73
Q

Considering current employees as applicants for high-level jobs in the organization

A

Internal recruiting

74
Q

Getting people form outside the organization to apply for jobs

A

External Recruiting

75
Q

Provides the applicant with a real picture of what it would be like to perform the job that the organization is trying to fill

A

Realistic Job Preview (RJP)

76
Q

Determining the extent to which a selection device is really predictive of future job performance

A

Validation

77
Q

Teaching operational or technical employees how to do the job for which they were hired

A

Training

78
Q

Teaching managers and professionals the skills needed for both present and future jobs

A

Development

79
Q

A formal assessment of how well and employee is doing his or her job

A

Performance appraisal

80
Q

A sophisticated rating method in which supervisors construct a rating scale associated with behavior anchors

A

Behaviorally Anchored Rating Scale

81
Q

A performance appraisal system in which managers are evaluated by everyone around them - their boss, their peers, and their subordinates

A

360 Degree feedback

82
Q

The financial remuneration given by the organization to its employees in exchange for their work

A

Compensation

83
Q

An attempt to assess the worth of each job relative to other jobs

A

Job evaluation

84
Q

Things of value other than compensation that an organization provides to its workers

A

Benefits

85
Q

A characteristic of a group or organization whose members differ from one another alone one or more important dimensions, such as age, gender, or ethnicity

A

Diversity

86
Q

Training that is specially designed to better enable members of an organization to function in a diverse multicultural workforce

A

Diversity and Multicultural training

87
Q

The process of dealing with employees who are represented by a union

A

Labor relations

88
Q

The process of agreeing on a satisfactory labor contract between management and a union

A

Collective bargaining

89
Q

The means by which a labor contract is enforced

A

Grievance procedure

90
Q

Workers whose contributions to an organization are based on what they know

A

Knowledge workers

91
Q

The overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return

A

Psychological Contract

92
Q

What the individual provides to the organization

A

Contributions

93
Q

What the organization provides to the individual

A

Inducements

94
Q

The extent to which the contributions made by the individual match the inducements offered by the organization

A

Person-job fit

95
Q

Personal attributes that vary from one person to another

A

Individual differences

96
Q

The relatively stable set of psychological and behavior attributes that distinguish one person from anther

A

Personality

97
Q

A popular personality framework based on five key traits

A

“Big Five” personality traits

98
Q

A person’s ability to get along with others

A

Agreeableness

99
Q

The number of goals on which a person focuses

A

Conscientiousness

100
Q

Extent to which a person is poised, calm, resilient, and secure

A

Negative emotionality

101
Q

A person’s comfort level with relationships

A

Extraversion

102
Q

A person’s rigidity of beliefs and range of interests

A

Openness

103
Q

The degree to which an individual believes that his or her behavior has a direct impact on the consequences of that behavior

A

Locus of Control

104
Q

An individual’s beliefs about his or her capabilities to perform a task

A

Self-efficacy

105
Q

The extent to which an individual believes that power and status differences are appropriate with hierarchical social systems like organization

A

Authoritarianism

106
Q

Behavior directed at gaining power and controlling the behavior of others

A

Machiavellianism

107
Q

The extent to which a person believes that he or she is a worthwhile and deserving individual

A

Self-esteem

108
Q

The degree to which an individual is willing to take changes and make risky decisions

A

Risk propensity

109
Q

The extent to which people are self-aware, manage their emotions, motivate themselves, express empathy for others and possess social skills

A

Emotional intelligence

110
Q

Complexes of beliefs and feelings that people have about specific ideas, situations, or other people

A

Attitudes

111
Q

Caused when an individual has conflicting attitudes

A

Cognitive dissonance

112
Q

An attitude that reflects the extent to which an individual is gratified by or fulfilled in his or her work

A

Job satisfaction or dissatisfaction

113
Q

An attitude that reflects an individual’s identification with and attachment to the organization itself

A

Organizational Commitment

114
Q

A tendency to be relatively upbeat and optimistic, have an overall sense of well-being, see things in a positive light, and seem to be in a good mood

A

Positive Affectivity

115
Q

A tendency to be generally downbeat and pessimistic, see things in a negative way, and seem to be in a bad mood

A

Negative Affectivity

116
Q

The set or processes by which an individual becomes aware of and interprets information about the environment

A

Perception

117
Q

The process of screen out information that we are uncomfortable with or that contradicts our beliefs

A

Selective perception

118
Q

The process of categorizing or labeling people on the basis of a single attribute

A

Stereotyping

119
Q

The process of observing behavior and attributing causes to it

A

Attribution

120
Q

An individual’s response to a strong stimulus, which is called a stressor

A

Stress

121
Q

General cycle of the stress process

A

General Adaptation Syndrome (GAS)

122
Q

Individuals who are extremely competitive, are very devoted to work, and have a strong sense of time urgency

A

Type A

123
Q

Individuals who are less competitive, are less devoted to work, and have a weaker sense of time urgency

A

Type B

124
Q

A feeling of exhaustion that may develop when someone experiences too much stress for an extended period of time

A

Burnout

125
Q

The ability of an individual to generate new ideas or to conceive of new perspectives on existing ideas

A

Creativity

126
Q

A pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness

A

Workplace behavior

127
Q

The total set of work-related behaviors that the organization expects the individual display

A

Performance behaviors

128
Q

When an individual does not show up for work

A

Absenteeism

129
Q

When people quit their jobs

A

Turnover

130
Q

The behavior of individuals that makes a positive overall contribution to the organization

A

Organizational citizenship

131
Q

Those that detract from, rather than contribute to, organizational performance

A

Dysfunctional behaviors

132
Q

Approach to motivation that tries to answer the question “What factors motivate people?”

A

Content Perspectives

133
Q

Suggests that people’s satisfaction and dissatisfaction are influenced by two independent sets of facts - motivation factors and hygiene factors

A

Two-factor theory of motivation

134
Q

The desire to accomplish a goal or task more effectively than in the past

A

Need for achievement

135
Q

The desire to be influential in a group and to control one’s environment

A

Need for power

136
Q

Approaches to motivation that focus on why people choose certain behavioral options to satisfy their needs and how they evaluate their satisfaction after they have attained those goals

A

Process perspectives

137
Q

Suggests that motivation depends on two things - how much we want something and how likely we think we are to get it

A

Expectancy theory

138
Q

The individual’s perception that performance will lead to a specific outcome

A

Performance-to-outcome expectancy

139
Q

Contends that people are motivated to seek social equity in the rewards they receive for performance

A

Equity theory

140
Q

The set of forces that cause people to behave in certain ways

A

Motivation

141
Q

Suggests that people must satisfy five groups of needs in order - physiological, security, belongingness, esteem, and self-actualization

A

Maslow’s hierarchy of needs

142
Q

The desire for human companionship and acceptance

A

Needs for affiliation

143
Q

The individual’s perception of the probability that effort will lead to high performance

A

Effort-to-performance expectancy

144
Q

Consequences of behaviors in an organizational setting, usually rewards

A

Outcomes

145
Q

An index of how much an individual values a particular outcome; the attractiveness of the outcome to the individual

A

Valence

146
Q

Approach to motivation that argues that behavior that results in rewarding consequences is likely to be repeated, whereas behavior that results in punishing consequences is less likely to be repeated

A

Reinforcement theory

147
Q

A method of strengthening behavior with rewards or positive outcomes after a desired behavior is performed

A

Positive reinforcement

148
Q

Used to strengthen behavior by avoiding unpleasant consequences that would result if the behavior were not performed

A

Avoidance

149
Q

Used to weaken undesired behaviors by using negative outcomes or unpleasant consequences when the behavior is performed

A

Punishment

150
Q

Used to weaken undesired behaviors by simply ignoring or not reinforcing the

A

Extinction

151
Q

Provides reinforcement at fixed intervals of time, such as regular weekly paychecks

A

Fixed-interval schedule

152
Q

Provides reinforcement at varying intervals of time, such as occasional visits by the supervisor

A

Variable-interval schedule

153
Q

Provides reinforcement after a fixed number of behaviors regardless of the time interval involved, such as a bonus for every fifth scale

A

Fixed-ratio scale

154
Q

Provides reinforcement after varying numbers of behaviors are performed, such as the use of complements by a supervisor on an irregular basis

A

Variable-ratio schedule

155
Q

Method for applying the basic elements of reinforcement theory in an organizational setting

A

Organizational behavior modification (OB Mod)

156
Q

The process of enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority

A

Empowerment

157
Q

The process of giving employees a voice in making decisions about their own work

A

Participation

158
Q

Working a full 40-hour week in fewer than the traditional five days

A

Compressed Work Schedule

159
Q

Work schedules that allow employees to select within broad parameters, the hours they work

A

Flexible-work schedule

160
Q

When two part-time employees share one full-time job

A

Job sharing

161
Q

Allowing employees to spend part of their time working offsite, usually at home

A

Telecommuting

162
Q

The formal and informal mechanisms by which employee performance is defined, evaluated, and rewarded

A

Reward system

163
Q

Pay awarded to employees on the basis of the relative value of their contributions to the organization

A

Merit pay

164
Q

Compensation plan that formally bases at least some meaningful portion of compensation on merit

A

Merit Pay plan

165
Q

Reward system wherein the organization pays an employee a certain amount of money for every unit he or she produces

A

Piece-rate incentive

166
Q

Designed to share the cost savings from productivity improvements with employees

A

Gainsharing programs

167
Q

Similar to gainsharing, but the distribution of gains is tilted much more heavily toward employees

A

Scanlon plan

168
Q

Established to give senior managers the option to buy company stock in the future at a predetermined fixed price

A

Stock Option Plan

MGT 301 (2 decks)

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