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hrm > Exam 4 > Flashcards

Exam 4 Flashcards

1
Q

Chain of Command

A

Unbroken line of authority that links all persons in an organization and shows who reports to whom.

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2
Q

Organization

A

a group of people assembled to perform activities that will allow the entity to accomplish a set of strategic and tactical goals and to realize its mission.

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3
Q

Organizational structure

A

the way in which the division of labor, communication, and the movement of resources among parts of the organization are coordinated to accomplish tasks and goals.

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4
Q

Organization design

A

the process of creating an organizational structure.

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5
Q

Span of control

A

the number of jobs that report to a manager on the next-level up in a hierarchy

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6
Q

Span of leadership

A

the number of jobs reporting to a person in a leadership position - who is responsible for influencing, inspiring and developing others

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7
Q

hierarchy

A

the way in which people and groups are organized according to formal authority.

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8
Q

Tall organization

A

have many layers of management

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9
Q

Flat organization

A

have few layers of management

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10
Q

reporting relationships

A

who reports to whom

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11
Q

Authority

A

the legitimate right of a person in a particular job to make certain decisions, allocate resources, and direct certain other people’s activities.

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12
Q

Responsibility

A

the obligation to satisfactorily accomplish tasks associated with a job.

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13
Q

Accountability

A

an individuals willingness to report job success or failures regarding expected outcomes to his or her manager or other superiors in the chain of command.

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14
Q

Centralized decision making

A

(decision-making is concentrated at the top)

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15
Q

Decentralized decision making

A

(decision-making is pushed down into the organization)

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16
Q

Matrix Structure

A

Attempts to maximize the positive attributes of vertical structures while also supporting effective coordination, communication and agility horizontally across the organization.

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17
Q

Organizational chart

A

a visual representation of how roles, jobs, authority, and responsibility are distributed within an organization

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18
Q

Open systems theory

A

a human system such as an organization is constantly influenced by and is influencing its environment.

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19
Q

Mechanistic Organizations

A

manufacturing plant

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20
Q

Organic Organization

A

a high-technology company

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21
Q

Morgan’s metaphors for organizations

A

machine, organism (spiders and starfish), brain, culture, instrument of power and domination

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22
Q

For-Profit Organization

A

Any business whose mission includes making profit for owners.

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23
Q

Not-for-Profit Organization

A

An organization that provides goods or services and that invests profits in pursuit of organizational goals as opposed to sharing profit among owners.

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24
Q

Governmental Organizations

A

Organizations that lead, manage and control nations, states, provinces, towns, etc.

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25
Q

Non-Governmental Organization (NGO)

A

An organization that is not directly or solely linked to one or more governments; seeks to support human or social issues. NGOs are usually not-for-profit and often voluntary.

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26
Q

Small Business

A

Any organization that is organized for profit, is independently owned, and is not dominant in its market

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27
Q

Local organization

A

Any organization that operates in only in a defined geographic area.

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28
Q

International Organization

A

An organization that has substantial operations in multiple countries.

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29
Q

Multinational Corporation

A

Any for-profit business that has formalized operations in many countries.

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30
Q

Importer

A

Any organization that specializes in importing goods or services from another country or countries.

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31
Q

Exporter

A

Any organization that specializes in exporting goods or services from another country or countries

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32
Q

Public Charities

A

A type of not-for-profit organization that is organized for purposes beneficial to the public.

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33
Q

Private Foundations

A

A type of organization set up by an individual, family, or group of individuals for a philanthropic purpose. Private foundations and their resources are managed by directors or trustees. Although not public charities, they are an important source of income to charities through grants.

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34
Q

Virtual Organization

A

Any organization that provides some or all of its products or services via information and telecommunications technologies, particularly the internet.

35
Q

Sole Proprietorship

A

A business that is owned by an individual and has not been registered as a corporation or partnership sole proprietorship can be a limited liability company if the owner elects not to treat it as a legal corporation or partnership.

36
Q

Partnership

A

A legal structure for businesses with two or more people is called a general partnership when qualifiers such as “limited” or “limited liability” are not used. Partners are each personally liable for all business debts, and each partner also claims a portion of the business income (or losses) on individual tax returns. Joint ventures are types of partnerships in which the activity lasts for a limited period of time or for a specific project.

37
Q

Corporation

A

A corporation is a legal entity and is treated as such by government. As such, the corporation owns the business, while individuals, called shareholders, own a percentage of the corporation. Publicly owned corporations have ownership shares traded on a stock exchange.

38
Q

Limited Liability Company (in some countries, this is referred to as a PLC, or “public” limited corporation)

A

A relatively new (in the US), hybrid form of ownership that combines elements of a partnership and a corporation. As a partnership, the liability of owners is “limited,” while partners also enjoy taking ownership of corporate losses to offset taxes. Member owners can be people, corporations, other LLC’s and foreign entities.

39
Q

Job analysis

A

the systematic process of gathering and analyzing information about jobs and the knowledge, skills and competencies needed to perform these jobs.

40
Q

A job description

A

a written document that includes major tasks and responsibilities of a particular job.

41
Q

job specification

A

a document that lists all the necessary knowledge, skills, and abilities that a person must possess in order to perform the job.

42
Q

formal organization

A

all departments, jobs, reporting relationships, rules, policies, and procedures are standardized

43
Q

informal organization

A

includes the organization’s social structure, social networks and culture. – need emotional intelligence to manage well

44
Q

Managing “Up”

A

Effectively negotiating relationship with those who are in leadership positions over others

45
Q

Team

A

unit of two or more people who interact and coordinate their work to accomplish a specific goal.

46
Q

Task specialist role

A

spend time and energy helping the team reach its goal

47
Q

Socio-emotional role

A

support team members’ emotional needs

48
Q

Five Stages of Team Development

A

FSNPA

Forming, Storming, Norming, Performing, Adjourning

49
Q

Determinants of Team Cohesiveness

A

Team interaction, shared goals, personal attraction to the team

50
Q

Costs of Teams

A

Power Realignment, Free Riding, Coordination Cost, Revising Systems

51
Q

Benefits of Teams

A

Satisfaction of Members, Expanded Job Knowledge and Skills, Great Results!

52
Q

Organizational Control

A

Establishing standards, measurements, and metrics to monitor and control the organization, including the systems necessary to collect that information.

53
Q

Types of Organizational Controls

A

Feedback Systems, Productivity Metrics, Total Quality Management, Budgets, Audit Systems, Balanced Scorecards

54
Q

Feedforward Control

A

Anticipates Problems

55
Q

Concurrent Control

A

Solves Problems as They Happen

56
Q

Feedback Control

A

Solves Problems After They Occur

57
Q

Budgetary Control

A

The process of setting targets for an organization’s expenditures, monitoring results and comparing them to the budget, and making changes as needed.

58
Q

Open-Book Management

A

Sharing of financial information with employees

59
Q

The Balanced Scorecard

A

Balances traditional financial measures with measures of customer service, internal business processes and capacity for learning and growth

60
Q

Balanced Scorecard

A

Financial –> Internal Business Processes –> Learning and Growth –> Customers –>

61
Q

Human Resource (HR) Planning

A

The process by which managers ensure that they have the right number and kinds of people in the right places, and at the right times, who are capable of effectively and efficiently performing their tasks.

62
Q

Human Resource Inventory

A

A review of the current make-up of the organization’s current resource status.

63
Q

Job Analysis

A

An assessment that defines a job and the behaviors necessary to perform the job.

64
Q

Sources of Potential Job Candidates

A

The Internet, Employee referrals, Company Web site, College recruiting, professional recruiting organizations

65
Q

Firing

A

Permanent involuntary termination

66
Q

Layoffs

A

Temporary involuntary termination; may last only a few days or extend to years

67
Q

Attrition

A

not filling openings created by voluntary resignations or normal retirements

68
Q

Transfers

A

moving employees either laterally or downward

69
Q

Reduced workweeks

A

having employees work fewer hours per week, share jobs, or perform their jobs on a part-time basis

70
Q

early retirements

A

providing incentives to older and more senior employees for retiring before their normal retirement date

71
Q

job sharing

A

having employees share one full-time position

72
Q

Selection Process

A

The process of screening job applicants to ensure that the most appropriate candidates are hired.

73
Q

Realistic Job Preview (RJP)

A

The process of relating to an applicant both the positive and the negative aspects of the job.

74
Q

Orientation

A

Education that introduces a new employee to his or her job and the organization.

75
Q

Fired for Cause

A

Employee has done something that merits instant firing – stealing, cheating on expense report, violence in workplace, sexual harassment, other type of harassment, etc.

76
Q

Fired for Performance

A

Employee is not performing up to the standards established for the position

77
Q

Layoffs - Managing Downsizing

A

The planned elimination of jobs in an organization

78
Q

Work-Life Balance

A

Employees have personal lives that they don’t leave behind when they come to work.
family friendly benefits used

79
Q

Emotional Intimacy

A

Gallup and other research studies indicate that friendships in the workplace are important to employee satisfaction and engagement

80
Q

Sexual Harassment

A

Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature

81
Q

Equal Opportunity/Discrimination Laws

A
  1. Civil Rights Act, Title VII 1964
  2. Age Discrimination in Employment (ADEA) 1967
  3. Vocational Rehabilitation Act 1973
  4. Americans with Disabilities Act (ADA) 1990
  5. Civil Rights Act 1991
82
Q

Compensation/Benefits Laws

A
  1. Equal Pay Act 1963
  2. Family & Medical Leave Act (FLSA) 1993
  3. Health Insurance Portability and Accountability Act (HIPPA) 1996
83
Q

Health & Safety Laws

A
  1. Occupational Safety & Health Act (OSHA) 1970

2. Consolidated Omnibus Budget Reconciliation Act (COBRA) 1970

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