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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
Q

organic organizations

A

characterized by broadly defined jobs and responsibilities
utilizes decentralized authority and horizontal communication
(processes)

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26
Q

reengineering

A

rethinking the fundamentals and redesigning the business processes so that there could be dramatic improvements

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27
Q

empowerment

A

passing the decision-making authority/responsibility from managers to workers

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28
Q

inter-organizational processes

A

either modular or virtual

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29
Q

modular orgs

A

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

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30
Q

virtual orgs

A

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

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31
Q

work teams

A

small number of people with complementary skills who are mutually accountable

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32
Q

advantages of teams

A

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

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33
Q

disadvantages of teams

A

initial high turnover
social loafing
groupthink
member domination

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34
Q

social loafing

A

slacking, essentially team members withhold their efforts to perform their of the work

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35
Q

groupthink

A

members feel the pressure not to disagree with each other

36
Q

member of domination

A

one or two people dominate team discussions

37
Q

autonomy

A

how much discretion, freedom, and independence workers are given to workers to decide how and when to accomplish their jobs

38
Q

traditional work groups

A

2+ people who work together to achieve a shared goal

39
Q

employee involvement groups

A

provide adivce to management about specific issues

40
Q

semi-autonomous work groups

A

have the authority to make decisions and solve problems related to major tasks or producing a product

41
Q

self-managing teams

A

manage and control crucial tasks of producing a product or service

42
Q

self-designing teams

A

control team design, work tasks, and team membership

43
Q

cross-functional teams

A

made up of employees from different functional areas of the org

44
Q

virtual teams

A

made up of people who are geographically or organizationally dispersed who use telecommunication and IT to accomplish an organizational task

45
Q

project teams

A

created to complete a one-time project within a limited time

46
Q

team norms

A

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
Q

team cohesiveness

A

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
Q

types of conflict

A

cognitive and affective

49
Q

cognitive (c-type)

A

focuses on problem-related differences of opinion ( functional/contructive)

50
Q

affective (a-type)

A

emotional reactions that occur due to personal disagreements ( Dysfunctional/Destructive)

51
Q

Ways to work team effectiveness

A

setting team goals and priorities
selecting people for teamwork
team training
recognition and compensation

52
Q

stretch goals

A

extremely ambitious goals that employees don’t know how to reach

53
Q

stretch goals can be effective if

A

there is a high degree of autonomy
employees are empowered with control of resources
there is structural accommodation and bureaucratic immunity

54
Q

factors to consider during selection

A

individualism-collectivism
team level
team diversity

55
Q

individualism-collectivism

A

degree to which a person believes that people need to be self-sufficient and loyal to themselves before being loyal to the company

56
Q

team-level

A

average level of ability. experience, personality or other factors on a team

57
Q

team diversity

A

variance in ability experience, personality, or other factors on a team

58
Q

areas of team training

A

interpersonal skills
decision-making and problem-solving skills
conflict resolution skills
technical training

59
Q

types of employee compensation

A

skill-based pay
gainsharing
nonfinancial reward

60
Q

interpersonal skills

A

enable people to have effective working relationships with others

61
Q

skill-based pay

A

employees are paid for learning additional skills or knowledge

62
Q

gainsharing

A

companies share the financial value of performance gains with their workers

63
Q

nonfinancial reward

A

most effective when teams or team-based interventions are introduced ( basically bribe)

64
Q

human resource management

A

process of finding, developing, and keeping the right people to form a qualified workforce

65
Q

employment legislation

A

fair labor standards act
equal pay act
Americans with Disabilities act
Family and Medical Leave Act

66
Q

Fair Labor Standards Act

A

establishes the federal minimum wage and rules related to overtime pay (eligibility and rates) record keeping, and child labor

67
Q

equal pay act

A

prohibits unequal pay for males and females doing basically the same work

68
Q

Americans with disability act

A

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
Q

adverse impact (of HRM)

A

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
Q

disparate treatment

A

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
Q

types of sexual harassment

A

quid pro quo

72
Q

quid pro quo

A

hiring, promotion, or keeping one’s job depends on whether an individual submits to sexual harassment

73
Q

hostile work environment

A

unwelcome and demeaning sexually related behavior creates an intimidation and offensive work environment

74
Q

recruiting

A

process of developing a pool of qualified job applicants ( foundation for all critical HR activities)

75
Q

job analysis

A

purposeful, systematic process for collecting information on the important work-related aspects of a job

76
Q

job description

A

written description of the basic tasks, duties, ad responsibilities requires of an employee

77
Q

job specification

A

written summary of the qualification needed to successfully perform a particular job

78
Q

internal recruiting

A

developing a pool of qualified applicants within the company

79
Q

job posting

A

advertsing job openings to existing employees, word of mouth, direct approach

80
Q

external recruiting

A

developing a pool of qualified applicants from OUTSIDE the company

81
Q

selection

A

gathering info about job applicants to determine who should be offered a job

82
Q

validation

A

process of determining how well a selection of test or procedure predicts future job performance

83
Q

pay-level

A

whether to pay workers at a level that is below, above, or at the current market wage

84
Q

pay-variability

A

concerns the extent to which employees’ pay varies with individual/organizational performance

85
Q

pay-structure

A

concerns the extent to which people int he company receive very different levels of pay

Management (6 decks)

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