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Management > Exam 3 > Flashcards

Exam 3 Flashcards

1
Q

Organizational structure

A

vertical and horizontal configuration of departments, authority, and jobs within a company

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2
Q

organizational process

A

collection of activities that transforms inputs into outputs valued by customers

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3
Q

departmentalization

A

method of subsidizing work and workers into separate organizational units that take responsibility for completing particular tasks

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4
Q

methods of departmentalization

A

functional, product, customer, geographic, matrix

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5
Q

functional

A

typically young or small orgs –> units are responsible for particular business functions

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6
Q

product

A

units are responsible for producing particular products or services –> this can lead to the duplication

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7
Q

customer

A

units are responsible for particular categories of customers

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8
Q

geographic

A

units are responsible for doing business in particular geographic areas

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9
Q

geographic (expense)

A

more might be incurred to that you can better meet the needs of your customers and to cut down on the limitations that distances bring to communications

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10
Q

matrix

A

hybrid organizational structure

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11
Q

centralization

A

most of the authoriyt is located at the upper levels of the organization

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12
Q

Goals of Departmentalization

A
  1. Efficiency/ Avoiding Duplication
  2. Challenge of coordinating across product departments
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13
Q

standardization

A

solving problems by consistently applying the same rules, processes,

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14
Q

if standardization is important…

A

organizations may want to stay centralized

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15
Q

if standardization is NOT important

A

orgs may want to consider decentralization

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16
Q

standardization starts with

A

who gets hired and how they are trained ( so that they can be trusted in decision making)

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17
Q

organizational authority

A

the right to give commands, take action, and make decisions to achieve organizational objectives

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18
Q

chain of command

A

a vertical line of authority that clarifies reporting structure

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19
Q

line authority

A

right to command immediate subordinates in the chain of command

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20
Q

staff authority

A

right to advise others who are not subordinates in the chain of command

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21
Q

line function

A

contributes directly to creating or selling the company’s products

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22
Q

staff function

A

supports line activities, but does not contribute directly to creating or selling products

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23
Q

delegation of authority

A

assignment of authority and responsibility to a subordinate

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24
Q

mechanistic organizations

A

characterized by specific jobs and responsibilities
utilizes centralized authority and vertical communication
(structure)

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25
organic organizations
characterized by broadly defined jobs and responsibilities utilizes decentralized authority and horizontal communication (processes)
26
reengineering
rethinking the fundamentals and redesigning the business processes so that there could be dramatic improvements
27
empowerment
passing the decision-making authority/responsibility from managers to workers
28
inter-organizational processes
either modular or virtual
29
modular orgs
outsource non core business activities to outside companies, suppliers, specialists, or consultants. It's cost effective but does lead to a loss of control and possibly less of a competitive advantage
30
virtual orgs
part of a network or several companies/ individuals working together to solve customer problems or provide specific products. It allows for cost sharing but there is difficultly in controlling the quality of work
31
work teams
small number of people with complementary skills who are mutually accountable
32
advantages of teams
increase customer satisfaction improve product and service quality increase speed and efficiency in product development increase job satisfaction share the benefits of group decision making
33
disadvantages of teams
initial high turnover social loafing groupthink member domination
34
social loafing
slacking, essentially team members withhold their efforts to perform their of the work
35
groupthink
members feel the pressure not to disagree with each other
36
member of domination
one or two people dominate team discussions
37
autonomy
how much discretion, freedom, and independence workers are given to workers to decide how and when to accomplish their jobs
38
traditional work groups
2+ people who work together to achieve a shared goal
39
employee involvement groups
provide adivce to management about specific issues
40
semi-autonomous work groups
have the authority to make decisions and solve problems related to major tasks or producing a product
41
self-managing teams
manage and control crucial tasks of producing a product or service
42
self-designing teams
control team design, work tasks, and team membership
43
cross-functional teams
made up of employees from different functional areas of the org
44
virtual teams
made up of people who are geographically or organizationally dispersed who use telecommunication and IT to accomplish an organizational task
45
project teams
created to complete a one-time project within a limited time
46
team norms
informal standard for how things are done in order to function effectively. They are formed around quality and timeliness of job performance, absenteeism, safety, and honest expression of ideas and opinions
47
team cohesiveness
the extent to which members are attracted to a team and motivated to remain in it. Can grow through non-work activities and by team members' being present at team activities and meetings
48
types of conflict
cognitive and affective
49
cognitive (c-type)
focuses on problem-related differences of opinion ( functional/contructive)
50
affective (a-type)
emotional reactions that occur due to personal disagreements ( Dysfunctional/Destructive)
51
Ways to work team effectiveness
setting team goals and priorities selecting people for teamwork team training recognition and compensation
52
stretch goals
extremely ambitious goals that employees don't know how to reach
53
stretch goals can be effective if
there is a high degree of autonomy employees are empowered with control of resources there is structural accommodation and bureaucratic immunity
54
factors to consider during selection
individualism-collectivism team level team diversity
55
individualism-collectivism
degree to which a person believes that people need to be self-sufficient and loyal to themselves before being loyal to the company
56
team-level
average level of ability. experience, personality or other factors on a team
57
team diversity
variance in ability experience, personality, or other factors on a team
58
areas of team training
interpersonal skills decision-making and problem-solving skills conflict resolution skills technical training
59
types of employee compensation
skill-based pay gainsharing nonfinancial reward
60
interpersonal skills
enable people to have effective working relationships with others
61
skill-based pay
employees are paid for learning additional skills or knowledge
62
gainsharing
companies share the financial value of performance gains with their workers
63
nonfinancial reward
most effective when teams or team-based interventions are introduced ( basically bribe)
64
human resource management
process of finding, developing, and keeping the right people to form a qualified workforce
65
employment legislation
fair labor standards act equal pay act Americans with Disabilities act Family and Medical Leave Act
66
Fair Labor Standards Act
establishes the federal minimum wage and rules related to overtime pay (eligibility and rates) record keeping, and child labor
67
equal pay act
prohibits unequal pay for males and females doing basically the same work
68
Americans with disability act
permits workers to take up to 12 weeks of unpaid leave for pregnancy/ birth of a new child, illness of an immediate family member, or personal medical leave
69
adverse impact (of HRM)
occurs when memebrs of particular race, sex, or ethnic group and unintentionally harmed or disadvantages because they are hired, promoted, or trained at substanitally lower rates than tohers
70
disparate treatment
people are intentionally not given the same hiring, promotion, or membership opportunities because of their race, color, sex, age, ethnic group, national origin, or religious beliefs
71
types of sexual harassment
quid pro quo
72
quid pro quo
hiring, promotion, or keeping one's job depends on whether an individual submits to sexual harassment
73
hostile work environment
unwelcome and demeaning sexually related behavior creates an intimidation and offensive work environment
74
recruiting
process of developing a pool of qualified job applicants ( foundation for all critical HR activities)
75
job analysis
purposeful, systematic process for collecting information on the important work-related aspects of a job
76
job description
written description of the basic tasks, duties, ad responsibilities requires of an employee
77
job specification
written summary of the qualification needed to successfully perform a particular job
78
internal recruiting
developing a pool of qualified applicants within the company
79
job posting
advertsing job openings to existing employees, word of mouth, direct approach
80
external recruiting
developing a pool of qualified applicants from OUTSIDE the company
81
selection
gathering info about job applicants to determine who should be offered a job
82
validation
process of determining how well a selection of test or procedure predicts future job performance
83
pay-level
whether to pay workers at a level that is below, above, or at the current market wage
84
pay-variability
concerns the extent to which employees' pay varies with individual/organizational performance
85
pay-structure
concerns the extent to which people int he company receive very different levels of pay

Management (6 decks)

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