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
2
Q
An alternative to job specialization that involves systematically moving employees from one job to another
A
Job rotation
3
Q
An alternative to job specialization that increases the total number of tasks that workers perform
A
Job enlargement
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
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
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
7
Q
The process of grouping jobs according to some logical arrangement
A
Departmentalization
8
Q
Grouping jobs involving the same or similar activities
A
Functional departmentalization
9
Q
Grouping activities around products or product groups
A
Product departmentalization
10
Q
Grouping activities to respond to and interact with specific customers or customer groups
A
Customer departmentalization
11
Q
Grouping jobs on the basis of defines geographic sites or areas
A
Location Departmentalization
12
Q
A clear and distinct line of authority among the positions in an organization
A
Chain of Command
13
Q
The number of people who report to a particular manager
A
Span of management
14
Q
Power that has been legitimized by the organization
A
Authority
15
Q
The process by which a manager assigns a portion of his or her total workload to others
A
Delegation
16
Q
The process of systematically delegating power and authority throughout the organization to middle and lower-level managers
A
Decentralization
17
Q
The process of systematically retaining power and authority in the hands of higher-level managers
A
Centralization
18
Q
The process of linking the activities of the various departments of the organization
A
Coordination
19
Q
When units operate with little interaction; their output is pooled at the organizational level
A
Pooled Independence
20
Q
When the output of one unit becomes the input for another in a sequential fashion
A
Sequential interdependence
21
Q
When activities flow both ways between units
A
Reciprocal interdependence
22
Q
A model of organization design based on a legitimate and formal system of authority
A
Bureaucracy
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
24
Q
Conversion process used to transform inputs into outputs
A
Technology
25
Similar to the bureaucratic model, most frequently found in stable environments
Mechanistic organization
26
Very flexible and informal model of organization design, most often found in unstable and unpredictable environments
Organic Organization
27
Extent to which the organization is broken down into subunits
Differentiation
28
Degree to which the various subunits must work together in a coordinated fashion
Integration
29
Total number of full-time or full-time-equivalent employees
Organizational size
30
Progression through which organization evolve as they grow and mature
Organization life cycle
31
Based on the functional approach to departmentalization
Functional design
32
Used by an organization made up of a set of unrelated businesses
Conglomerate design
33
Based on multiple businesses in related areas operating within a large organizational framework
Divisional Design
34
Based on two overlapping bases of departmentalization
Matrix design
35
An approach to organization design that relies almost exclusively on project-type teams, with little or no underlying hierarchy
Team organization
36
An organization that has little or no formal structure
Virtual organization
37
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
Learning organization
38
Any substantive modification to some part of the organization
Organizational change
39
Change that is designed and implemented in an orderly and timely fashion in anticipation of future events
Planned change
40
A piecemeal response to circumstances as they develop
Reactive Charge
41
A large-scale information system for integrating and synchronizing the many activities in the extended enterprise
Enterprise Resource Planning (ERP)
42
The radical redesign of all aspects of a business to achieve major gains in cost, service, or time
Business Process Change (Reengineering)
43
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
Organizational Development (OD)
44
The managed effort of an organization to develop new products or services or new uses for existing products or services
Innovation
45
A new product, service, or technology that completely replaces an existing one
Radical innovation
46
A new product, service, or technology that modifies an existing one
Incremental innovation
47
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
Technical Innovation
48
A change in the management process in an organization
Managerial innovation
49
A change in the physical characteristics or performance of an existing product or service or the creation of a new one
Product innovation
50
A change in the way a product or service is manufactured, created, or distributed
Process innovation
51
Similar to entrepreneurs except that they develop new businesses in the context of a large organization
Intrapreneurs
52
The set of organizational activities directed at attracting, developing, and maintaining an effective workplace
Human Resource Management (HRM)
53
Reflects the organization's investment in attracting, retaining, and motivating an effective workforce
Human Capital
54
Forbids discrimination on the basis of sex, race, color, religion, or national origin in all areas of the employment relationship
Title VII of the Civil Rights Act of 1964
55
When minority group members meet r pass a selection standard at a rate less than 80% of the pass rate of majority group members
Adverse Impact
56
Charged with enforcing Tile VII of the Civil Rights Act of 1964
Equal Employment Opportunity Commission
57
Outlaws discrimination against people older than forty years; passed in 1967, amended in 1978 and 1986
Age Discrimination in Employment Act
58
Intentionally seeking and hiring qualified or qualifiable employees from racial, sexual, and ethnic groups that are underrepresented in the organization
Affirmation action
59
Forbids discrimination against people with disabilities
Americans with Disabilities Act
60
Amends the original Civil Rights Act, making it easier to bring discrimination lawsuits while also limiting punitive damages
Civil Rights Act of 1991
61
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
Fair Labor Standards Act
62
REquires that men and women be paid the same amount for doing the same job
Equal Pay Act of 1963
63
A law that sets standards for pension plan management and provides federal insurance if pension funds go bankrupt
Employees Retirement Income Security Act of 1974
64
Requires employers to provide up to 12 weeks of unpaid leave for family and medical emergencies
Family and Medical Leave Act of 1993
65
Passed in 1935 to set up procedures for employees to vote on whether to have a union; also known as the Wagner Act
National Labor Relations Act
66
Established by the Wagner Act to enforce its provisions
National Labor Relations Board
67
Passed in 1947 to limit union power; also known as the Taft-Hartley Act
Labor-Management Relations Act
68
Directly mandates the provision of safe working conditions
Occupational Safety and Health Act of 1970 (OSHA)
69
A systematized procedure for collecting and recording information about jobs within an organization
Job analysis
70
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
Replacement Chart
71
Contains information on each employee's education, skills, experience, and career aspirations; usually computerized
Employee Information System (skills inventory)
72
The process of attracting individuals to apply for jobs that are open
Recruiting
73
Considering current employees as applicants for high-level jobs in the organization
Internal recruiting
74
Getting people form outside the organization to apply for jobs
External Recruiting
75
Provides the applicant with a real picture of what it would be like to perform the job that the organization is trying to fill
Realistic Job Preview (RJP)
76
Determining the extent to which a selection device is really predictive of future job performance
Validation
77
Teaching operational or technical employees how to do the job for which they were hired
Training
78
Teaching managers and professionals the skills needed for both present and future jobs
Development
79
A formal assessment of how well and employee is doing his or her job
Performance appraisal
80
A sophisticated rating method in which supervisors construct a rating scale associated with behavior anchors
Behaviorally Anchored Rating Scale
81
A performance appraisal system in which managers are evaluated by everyone around them - their boss, their peers, and their subordinates
360 Degree feedback
82
The financial remuneration given by the organization to its employees in exchange for their work
Compensation
83
An attempt to assess the worth of each job relative to other jobs
Job evaluation
84
Things of value other than compensation that an organization provides to its workers
Benefits
85
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
Diversity
86
Training that is specially designed to better enable members of an organization to function in a diverse multicultural workforce
Diversity and Multicultural training
87
The process of dealing with employees who are represented by a union
Labor relations
88
The process of agreeing on a satisfactory labor contract between management and a union
Collective bargaining
89
The means by which a labor contract is enforced
Grievance procedure
90
Workers whose contributions to an organization are based on what they know
Knowledge workers
91
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
Psychological Contract
92
What the individual provides to the organization
Contributions
93
What the organization provides to the individual
Inducements
94
The extent to which the contributions made by the individual match the inducements offered by the organization
Person-job fit
95
Personal attributes that vary from one person to another
Individual differences
96
The relatively stable set of psychological and behavior attributes that distinguish one person from anther
Personality
97
A popular personality framework based on five key traits
"Big Five" personality traits
98
A person's ability to get along with others
Agreeableness
99
The number of goals on which a person focuses
Conscientiousness
100
Extent to which a person is poised, calm, resilient, and secure
Negative emotionality
101
A person's comfort level with relationships
Extraversion
102
A person's rigidity of beliefs and range of interests
Openness
103
The degree to which an individual believes that his or her behavior has a direct impact on the consequences of that behavior
Locus of Control
104
An individual's beliefs about his or her capabilities to perform a task
Self-efficacy
105
The extent to which an individual believes that power and status differences are appropriate with hierarchical social systems like organization
Authoritarianism
106
Behavior directed at gaining power and controlling the behavior of others
Machiavellianism
107
The extent to which a person believes that he or she is a worthwhile and deserving individual
Self-esteem
108
The degree to which an individual is willing to take changes and make risky decisions
Risk propensity
109
The extent to which people are self-aware, manage their emotions, motivate themselves, express empathy for others and possess social skills
Emotional intelligence
110
Complexes of beliefs and feelings that people have about specific ideas, situations, or other people
Attitudes
111
Caused when an individual has conflicting attitudes
Cognitive dissonance
112
An attitude that reflects the extent to which an individual is gratified by or fulfilled in his or her work
Job satisfaction or dissatisfaction
113
An attitude that reflects an individual's identification with and attachment to the organization itself
Organizational Commitment
114
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
Positive Affectivity
115
A tendency to be generally downbeat and pessimistic, see things in a negative way, and seem to be in a bad mood
Negative Affectivity
116
The set or processes by which an individual becomes aware of and interprets information about the environment
Perception
117
The process of screen out information that we are uncomfortable with or that contradicts our beliefs
Selective perception
118
The process of categorizing or labeling people on the basis of a single attribute
Stereotyping
119
The process of observing behavior and attributing causes to it
Attribution
120
An individual's response to a strong stimulus, which is called a stressor
Stress
121
General cycle of the stress process
General Adaptation Syndrome (GAS)
122
Individuals who are extremely competitive, are very devoted to work, and have a strong sense of time urgency
Type A
123
Individuals who are less competitive, are less devoted to work, and have a weaker sense of time urgency
Type B
124
A feeling of exhaustion that may develop when someone experiences too much stress for an extended period of time
Burnout
125
The ability of an individual to generate new ideas or to conceive of new perspectives on existing ideas
Creativity
126
A pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness
Workplace behavior
127
The total set of work-related behaviors that the organization expects the individual display
Performance behaviors
128
When an individual does not show up for work
Absenteeism
129
When people quit their jobs
Turnover
130
The behavior of individuals that makes a positive overall contribution to the organization
Organizational citizenship
131
Those that detract from, rather than contribute to, organizational performance
Dysfunctional behaviors
132
Approach to motivation that tries to answer the question "What factors motivate people?"
Content Perspectives
133
Suggests that people's satisfaction and dissatisfaction are influenced by two independent sets of facts - motivation factors and hygiene factors
Two-factor theory of motivation
134
The desire to accomplish a goal or task more effectively than in the past
Need for achievement
135
The desire to be influential in a group and to control one's environment
Need for power
136
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
Process perspectives
137
Suggests that motivation depends on two things - how much we want something and how likely we think we are to get it
Expectancy theory
138
The individual's perception that performance will lead to a specific outcome
Performance-to-outcome expectancy
139
Contends that people are motivated to seek social equity in the rewards they receive for performance
Equity theory
140
The set of forces that cause people to behave in certain ways
Motivation
141
Suggests that people must satisfy five groups of needs in order - physiological, security, belongingness, esteem, and self-actualization
Maslow's hierarchy of needs
142
The desire for human companionship and acceptance
Needs for affiliation
143
The individual's perception of the probability that effort will lead to high performance
Effort-to-performance expectancy
144
Consequences of behaviors in an organizational setting, usually rewards
Outcomes
145
An index of how much an individual values a particular outcome; the attractiveness of the outcome to the individual
Valence
146
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
Reinforcement theory
147
A method of strengthening behavior with rewards or positive outcomes after a desired behavior is performed
Positive reinforcement
148
Used to strengthen behavior by avoiding unpleasant consequences that would result if the behavior were not performed
Avoidance
149
Used to weaken undesired behaviors by using negative outcomes or unpleasant consequences when the behavior is performed
Punishment
150
Used to weaken undesired behaviors by simply ignoring or not reinforcing the
Extinction
151
Provides reinforcement at fixed intervals of time, such as regular weekly paychecks
Fixed-interval schedule
152
Provides reinforcement at varying intervals of time, such as occasional visits by the supervisor
Variable-interval schedule
153
Provides reinforcement after a fixed number of behaviors regardless of the time interval involved, such as a bonus for every fifth scale
Fixed-ratio scale
154
Provides reinforcement after varying numbers of behaviors are performed, such as the use of complements by a supervisor on an irregular basis
Variable-ratio schedule
155
Method for applying the basic elements of reinforcement theory in an organizational setting
Organizational behavior modification (OB Mod)
156
The process of enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority
Empowerment
157
The process of giving employees a voice in making decisions about their own work
Participation
158
Working a full 40-hour week in fewer than the traditional five days
Compressed Work Schedule
159
Work schedules that allow employees to select within broad parameters, the hours they work
Flexible-work schedule
160
When two part-time employees share one full-time job
Job sharing
161
Allowing employees to spend part of their time working offsite, usually at home
Telecommuting
162
The formal and informal mechanisms by which employee performance is defined, evaluated, and rewarded
Reward system
163
Pay awarded to employees on the basis of the relative value of their contributions to the organization
Merit pay
164
Compensation plan that formally bases at least some meaningful portion of compensation on merit
Merit Pay plan
165
Reward system wherein the organization pays an employee a certain amount of money for every unit he or she produces
Piece-rate incentive
166
Designed to share the cost savings from productivity improvements with employees
Gainsharing programs
167
Similar to gainsharing, but the distribution of gains is tilted much more heavily toward employees
Scanlon plan
168
Established to give senior managers the option to buy company stock in the future at a predetermined fixed price
Stock Option Plan
