HRM 360

Question 1

Work VS Job

Answer 1

Work is Mental or physical activity that has productive result

Job is set up with specified work & task activities

Question 2

Scientific Management Approach

Answer 2

Emphasized standardizing jobs & explicitly specifying task activities employees will perform; it will reduce the need to think/deliberate about the job

Question 3

Pros & Cons (Benefits &; Limits)

4 Scientific Mgmt

Answer 3

The tasks are easily understood, shared perspective

Limits: boring, not optimal performance, no creativity

Question 4

Job enlargement, rotation, enrichment

Answer 4

Enlargement increased the number of tasks and responsibilities of a given job

Rotation periodically moves workers between specialized tasks; typically used to enhance employee flexibility- may also enhance motivation
both are linked to increased performance quality and leader-member communication

Enrichment involves increasing the number, variety, and challenge of tasks, but also increasing authority and structure tasks; heightening autonomy is usually required to successfully enrich a job.

Question 5

Social information processing model

Answer 5

Our job perceptions are influenced by what other people say about our jobs

Question 6

Recent work in the last 2000s and early 2010s focused more heavily on autonomy and feedback, and also found that they work best when complemented with social support and opportunities to learn and to develop

Answer 6

Recent work

Question 7

Job Characteristics Model

Answer 7

Emphasizes interaction between individual and specific attributes of the job;.

Skill variety, task identity, task significance, autonomy, feedback

Question 8

Organizational structure and design

Answer 8

Organizational structure of the vertical and horizontal configuration of department, authority, and jobs within a company

Organizational design is the process of constructing and adjusting an organization’s structure to achieve its business strategy and goals

Question 9

Differentiation & the three types

Answer 9

Process of breaking down organization goals into tasks

3 types: Horizontal, Vertical, Spatial

Horizontal- between organizational subunit (based on employee knowledge, education, training) TASK BASED

Vertical- between hierachrical/authority levels
(Decrease as span of control increases: # of subordinates a manager supervises) There is more control, high opportunity for promotion AUTHORITY BASED

Spatial- between geographic locations (political & legal issues also play a role in decisions)

Question 10

As differentiation increases, so does complexity

Answer 10

.

Question 11

Integration

Answer 11

Process of linking tasks and roles together to form a structure that supports strategy and goal accomplishment

Vertical coordinates hierachical tasks:
Hierachial referrals(problem solving)
Rules & procedures
Plans and schedules

Horizontal: liason roles & integrators (connects jobs)

Question 12

6 basic dimensions to consider when designing organizational structure

Answer 12

1. Specialization of tasks subdivided into unique jobs
2. Complexity of the amt of differentation
3. Formalization of employee roles
4. Standardization or routine jobs
5. Centralization of authority to higher levels
6. Hierachy of authority via vertical differentiation

Question 13

Five structural configurations (Mintsberg)

Answer 13

Simple, machine bureaucracy, professional bureaucracy, divisional form, adhocracy.

Question 14

Organizational culture

Answer 14

Pattern of basic assumptions that are considered valid; a way to think, perceive, and feel in an organization

Question 15

Artifacts, values, assumptions

Answer 15

Artifact are symbols of culture in the physical and social work environments

Values- Espoused: what members of an org ssy they value
Enacted: reflected in the way individuals actually behave

Assumptions: Deeply held beliefs that guide behavior and tell members of an organization how to perceive and think about things

Question 16

Culture serves four basic functions

Answer 16

1: provides a sense of identity to members and increases their commitment
2: provides a way for employees to interpret the meaning of organizational events
3: reinforces the values of the organization
4: culture serves as a control mechanism for shaping behavior

Question 17

Links between culture and firm performance

Answer 17

Strong culture: As consensus of organizational values and assumptions increases, so does firm performance (high motivation)

Fit: Cultures enhance performance only when they fit the firm’s strategy or industry (culture is influenced by competitors, customers)

Adaptation: adaptive cultures encourage confidence and risk taking among employees, their leaders produce change

Question 18

Leaders play a critical role in shaping culture of an organization

Answer 18

Culture developed by a companys founders can quickly become strongly embedded

Question 19

Changing organizational culture is very difficult because Assumptions are often unconscious, and behavioral norms and rewards are well learned

Answer 19

,,,