Exam Prep Flashcards
EXPLAIN THE THREE MAIN CHARACTERISTICS OF AN ORGANIZATION.
- Goal Oriented: common task as a result of a common goal, not heterogenous individual but homogenious organization (Content,formal, social, eco goals)
- Formally structured: Division of labour, coordination of activities towards the goal, Controlling behaviour and measuring perfomance
- Open Social System: People are open to interact with the system/environment
DESCRIBE THE CORPORATE LIFE CYCLE. WHY DO SO MANY COMPANIES FAIL?
Lifecycle: Launch + Growth (Startup phase), Shake out (cash,profit and sales at high point -> cash cow apple example), maturity, decline.
Company Fail:
General reason -> competition, competence, capital
Schumpeter: Creative Destruction -> demand and new markets revolutionize the economy from within over and over. Destroying the old, creating the new.
NAME THE TWO CENTRAL PATTERNS OF DIGITIZATION?
Demonetization: reduce value of market segment
Long diestance calls -> Zoom
Record Distribution -> itunes,spotify
Hotel chains -> airbnb
Dematerialization: physical becomes digital (camera -> phone), do not own a car -> use uber
DISTINGUISH ORGANISATIONAL BEHAVIOR AND ORGANISATIONAL STRUCTURE/DESIGN.
Organisational Behaviours: Area dedicated to understanding, explaining and improving the attitudes and behaviors of individuals and groups in organizations
-> job performance / job commitment
Organisational structure/design: area that includes the creation and change of structures and processes to ensure that the organizations’ goals are efficiently achieved: How are tasked split for example -> KPIs
-> survival / productivity / profitmaximization
NAME THE THREE FORMS OF JOB PERFORMANCE.
TASK PERFORMANCE: ROUTINE & ADAPTIVE TASK PERFORMANCE, time spent on the task etc. (measure by evaluation interview etc) -> Employee behaviors that are directly involved in transformation of resources into goods and services
CITIZENSHIP BEHAVIOUR: Support, Fairness, Sportsmanship -> Voluntary employee behaviors that may or may not be rewarded but that contribute to the organization (baking a cake for everyones birthday, playing tennis in your freetime with client)
COUNTERPRODUCTIVITY: Productive misbehaviour, political misconduct, personal aggression -> Employee behaviors that intentionally hinder organizational goal accomplishment.
NAME THE THREE FORMS OF ORGANIZATIONAL COMMITMENT.
AFFECTIVE COMMITMENT: when you feel a strong emotional attachment to your organization, and to the work that you do
CONTINUANCE COMMITMENT: when you weigh up the pros and cons of leaving your organization. You may feel that you need to stay at your company, because the loss you’d experience by leaving it is greater than the benefit you think you might gain in a new role.
NORMATIVE COMMITMENT: when you feel a sense of obligation to your organization, even if you’re unhappy in your role, (military)
WHAT DOES THE RIGOUR–RELEVANCE GAP REFER TO?
Gap between scientific rigor and practical relevance:
Management research does not meet the expectations of managers for results that can be used directly in practice to a sufficient extent, and instead concentrates on theoretical discourse in the scientific community.
There are scientists how say that this problem isn’t bridgeable, I believe it is just communication problem
Example: Business Students
Example: Ottobock
NAME THE FIVE DIEMSIONSOF AN ORGANIZATION
SPECIALIZATION: Division of labor= the degree to which organizational tasks are divided into separate jobs, horizontal (flat structure) vs vertical specialization (top down management)
CONFIGURATION: Department formation = one or more execution positions under one executive position -> organigram; What is ideal span of control
COORDINATION: Chain of command -> Hierarchy of a company
DELEGATION: Transfer of authority from a manager to a subordinate, Give task to individual or team?
FORMALIZATION: Use of written rules in form of
organizational charts,
organization manuals/guidelines,
job descriptions etc.
HOW CAN YOU SOLVE THE PROBLEM OF SPECIALIZATION?
Specialization = Division of labour
Job rotation: Orienting new employees Training employee Enhancing career development Preventing job boredom or burnout
Job enlargement:
Increasing work flexibility
No/little training required
Job enrichment:
Increasing work flexibility
Additional training required
EXPLAIN THE SPAN OF CONTROLAND ITS INFLUENCING FACTORS.
Span of control (chain of management) = number of execution positions under one executive position
Depth of control =number of hierarchical levels below the top management
Control intensity =relation between executive and execution positions
Driving factors: Task complexity Leadership style Degree of delegation Geographical distance Forms of communication
NAME THE THREE BASIC FORMSOF ORGANIZATIONAL CHARTS.
- Functional Structure: Under this structure, employees are grouped into the same departments based on similarity in their skill sets, tasks, and accountabilities
- Divisional Structure: This structure organizes business activities into specific market, product, service, or customer groups (e.g. Aldi -> Milk products and meat products)
- Matrix Structure: Matrix Structure is a combination of functional and divisional structures. This structure allows decentralized decision making, greater autonomy, more inter-departmental interactions,
may be more fruitful and cooperative can also create confusing loyalties or conflicts of interest.
EXPLAIN THE FOUR DIMENSIONS OF THE MYERS-BRIGGS TYPE INDICATOR
(i) extraversion–introversion: describes how a person gets energized
(ii) sensing–intuiting: describes how a person takes in information
(iii) thinking–feeling: describes the means a person uses to make decisions
(iv) judging–perceiving: describes the speed with which a person makes decisions
EXPLAIN THE FIVE DIMENSIONS OF THE BIG FIVE PERSONALITY TRAITS
OPENNESS (inventive/curious vs. consistent/cautious) -> practical vs theoretical
CONSCIENTIOUSNESS (planned living vs. extravagant/spontaneous)
EXTRAVERSION (outgoing/energetic vs. solitary/reserved) -> intro vs extro
AGREEABLENESS (friendly/compassionate vs. critical/rational) -> cooperative vs non cooperative
NEUROTICISM (sensitive/nervous vs. resilient/confident)
BRIEFLY EXPLAIN THE VALUE-PERCEPT THEORY
Correlation with overall job satisfaction:
pay (moderate correlation)
promotion (moderate correlation)
supervision (strong correlation)
coworker (strong correlation)
work (strong correlation)
(VWANT -VHAVE) x (VIMPORTANCE)
EXPLAIN THE FOUR TYPES OF WITHDRAWL BEHAVIOR
EXIT: leaving the organization, transferring to another work unit, or at least trying to get away from the unsatisfactory situation.
VOICE: any attempt to change, rather than escape from, the dissatisfying situation
LOYALITY: passively waiting for conditions to improve
NEGLECT: reducing work efforts, paying less attention to quality, and increasing absenteeism and lateness
