LE 1 Flashcards
Manages the work of nonmanagerial employees who typically are involved with producing the organization’s products or servicing the organization’s customers.
First-line/Frontline Managers
Manages the work of first-line managers and can be found between the lowest and top levels of the organization.
Middle Managers
Responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization.
Top Managers
A deliberate arrangement of people to accomplish some specific purpose
Organization
involves coordinating and overseeing the work activities of others so their activities are completed efficiently and effectively.
Management
refers to getting the most output from the least amount of inputs or resources. It’s doing things right.
Efficiency
doing those work activities that will result in achieving goals.
Effectiveness
What are the 4 Management Functions?
Planning, Organizing, Leading, Controlling
Management function that involves setting goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities
Planning
Management function that involves arranging and structuring work to accomplish the organization’s goals
Organizing
Management function that involves working with and through people to accomplish organizational goals
Leading
Management function that involves monitoring, comparing, and correcting work performance
Controlling
specific actions or behaviors expected of and exhibited by a manager.
Managerial Roles
Managerial roles that involve people and other duties that are ceremonial and symbolic in nature. Roles include figurehead, leader, and liaison.
Interpersonal Roles
Managerial roles that involve collecting, receiving, and disseminating information. Roles include monitor, disseminator, and spokesperson.
Informational Roles
Managerial roles that revolve around making choices. Roles include entrepreneur, disturbance handler, resource allocator, and negotiator.
Decisional Roles
ob-specific knowledge and techniques needed to proficiently perform work tasks
Technical Skills
The ability to work well with other people individually and in a group
Interpersonal Skills
The ability to think and to conceptualize about abstract and complex situations
Conceptual Skills
forms of electronic communication through which users create online communities to share ideas, information, personal messages, and other content
Social Media
means exploring new territory, taking risks, and doing things differently.
Innovation
is a company’s ability to achieve its business goals and increase long- term shareholder value by integrating economic, environmental, and social opportunities into its business strategies
Sustainability
The reality that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in organizations no matter where located
Universality of Management
An understanding of management forms the foundation upon which to build your management knowledge and skills.
The Reality of Work
Understanding management concepts and how managers think will help you get better results at work and enhance your career.
Gaining Insights into Life at Work
The dominant view in management theory and society in general is that managers are directly responsible for an organization’s success or failure.
Omnipotent View of Management
Much of an organization’s success or failure is due to external forces outside managers’ control.
Symbolic View of Management
Refers to factors and forces outside the organization that affect its performance.
External Environment
External factor involving interest rates, inflation, changes in disposable income, stock market fluctuations, and business cycle stages.
Economic
External factor involving age, race, gender, education level, geographic location, income, and family composition.
Demographic
External factor involving federal, state, local and global laws, and country’s political conditions and stability.
Political/Legal
External factor involving values, attitudes, trends, traditions, lifestyles, beliefs, tastes, and patterns of behavior.
Sociocultural
External factor involving scientific or industrial innovations
Technological
External factor involving issues on globalization and world economy
Global
decree of change and complexity in an organization’s environment.
Environmental Uncertainty
number of components in an organization’s environment and the extent of the knowledge that the organization has about those components.
Environmental Complexity
any constituencies in the organization’s environment that are affected by an organization’s decision and actions.
Stakeholders
Organizations depend on external groups as sources of ___ and outlets for ____
Inputs, Outputs
the shared values, principles, traditions, and ways of doing things that influence the way organizational members act.
Organizational Culture
Managers that analyze extensively before committing.
Ready-aim-fire Managers
Facet of a supportive corporate culture that emphasizes how involved employees are, how motivated they are, and how committed they are to long-term goals of the organization
Challenge and Involvement
Facet of a supportive corporate culture that emphasizes how employees are supportive and respectful to each other
Trust and openness
Facet of a supportive corporate culture that emphasizes how employees independently define their work
Freedom
Facet of a supportive corporate culture that emphasizes how employees have time to elaborate on new ideas before taking action
Idea Time
Facet of a supportive corporate culture that emphasizes how the workplace is spontaneous and fun
Playfulness/Humor
Facet of a supportive corporate culture that emphasizes how the employees make decisions and resolve issues based on the good of the organization vs personal interest
Conflict Resolution
Facet of a supportive corporate culture that emphasizes how employees are allowed to express their own opinions for consideration
Debates
Facet of a supportive corporate culture that emphasizes how managers tolerate uncertainty and ambiguity
Risk-Taking
a culture in which organizational values promote a sense of purpose through meaningful work taking place in the context of community.
Workplace Spirituality
5 cultural characterisitics of spiritual organizations
1) Strong Sense of Purpose
2) Focus on Individual Development
3) Trust and Openness
4) Employee Empowerment
5) Toleration of Employee Expression
Building culture around meaning
Strong sense of purpose
Recognize the worth and value of individuals.
Focus on individual development.
Not being afraid to admit mistakes, be upfront, and create mutual trust
Trust and openness
anagers trust employees to make thoughtful and conscientious decisions—sometimes even if it means going against company policies.
Employee Empowerment
allowing people to be themselves—to express their moods and feelings without guilt or fear of reprimand.
Toleration of Employee Expression
Two Main Issues with Spiritual Organizations
1) Legitimacy 2) Economics
What spirituality issue refers to whether organizations have the right to impose spiritual values on employees?
Legitimacy
What spirituality issue refers to whether spirituality and profits are compatible?
Economics
viewing the world solely through one’s own eyes and perspectives
Parochialism
believe that people in foreign countries don’t have the needed skills, expertise, knowledge, or experience to make the best business decisions as people in the home country do.
Ethnocentric
the view that employees in the host country (the foreign country in which the organization is doing business) know the best work approaches and practices for running their business.
Polycentric Attitude
a world-oriented view that focuses on using the best approaches and people from around the globe.
Geocentric Attitude
any type of international company that maintains operations in multiple countries.
Multinational Corporation (MNC)
decentralizes management and other decisions to the local country.
Multidomestic Corporation
centralizes its management and other decisions in the home country.
Global Company
This type of MNC reflects a geocentric attitude. Managers choose this approach to increase efficiency and effectiveness in a competitive global marketplace.
Transnational, borderless, organization
purchasing materials or labor from around the world wherever it is cheapest.
Global Sourcing
acquiring products made abroad and selling them domestically.
Importing
making products domestically and selling them abroad.
Exporting
a partnership between an organization and a foreign company partner or partners in which both share resources and knowledge in developing new products or building production facilities.
Strategic Alliance
A specific type of strategic alliance in which the partners form a separate, independent organization for some business purpose
Joint Venture
Managers must stay informed of the specific laws in countries where they do business.
Political/Legal Environment
A global manager must be aware of economic issues when doing business in other countries.
Economic Environment
the values and attitudes shared by individuals from a specific country that shape their behavior and their beliefs about what is important.
Cultural Environment
one of the most widely referenced approaches to helping managers better understand differences between national cultures.
HOFSTEDE’S FRAMEWORK FOR ASSESSING CULTURES.
nine dimensions on which national cultures differ.
The Globe Framework for Assessing Cultures
Dimension of GLOBE Framework: the degree to which members of a society expect power to be unequally shared.
Power distance
Dimension of GLOBE Framework:a society’s reliance on social norms and procedures to alleviate the unpredictability of future events.
Uncertainty Avoidance
Dimension of GLOBE Framework:the extent to which a society encourages people to be tough, confrontational, assertive, and competitive rather than modest and tender.
Assertiveness
Dimension of GLOBE Framework:the degree to which a society encourages and rewards individuals for being fair, altruistic, generous, caring, and kind to others.
Humane Orientation
Dimension of GLOBE Framework:the extent to which a society encourages and rewards future-oriented behaviors such as planning, investing in the future, and delaying gratification.
Future Orientation
Dimension of GLOBE Framework:the degree to which individuals are encouraged by societal institutions to be integrated into groups within organizations and society.
Institutional Collectivism
Dimension of GLOBE Framework:the extent to which a society maximizes gender role differences as measured by how much status and decision-making responsibilities women have.
Gender Differentiation
Dimension of GLOBE Framework:the extent to which members of a society take pride in membership in small groups, such as their family and circle of close friends, and the organizations in which they’re employed.
In-Group Collectivism
Dimension of GLOBE Framework:the degree to which a society encourages and rewards group members for performance improvement and excellence
Performance Orientation
Term used by human resources departments, associated with fair hiring practices, discrimination, and inequality. All the ways in which people differ; Array of physical and cultural differences that constitute the spectrum of human differences
Diversity
Demographic characteristics that we tend to think of when we think of diversity— age, race, gender, ethnicity, etc
Surface level Diversity
Differences in values, personality, and work preferences
Deep level Diversity
3 Reasons why Managing Workforce Diversity is Important
1) People Management 2) Organizational Performance 3) Strategic
Better Use of Employee Talent, Increased quality of team problem-solving efforts, ability to attract and retain employees of diverse background
People Management
Reduced costs associated with high turnover, absenteeism, and lawsuits, Enhanced problem-solving ability, improved system flexibility
Organizational Performance
Increased understanding of the marketplace, which improves ability to better market to diverse consumers, Potential to improve sales growth and increase market shares, Potential source of competitive advantage because of improved innovation efforts, Viewed as moral and ethical; “right thing to do”
Strategic
restricts mandatory retirement at specific ages.
Age Discrimination Act
Issues with Older Workers
Perceptions such as they’re sick more often and they can’t work as hard or as fast as younger employees
Advantages with Older Workers
They bring a number of good qualities to the job including experience, judgment, strong work ethic, commitment to doing quality work.
3 Differences of Men and Women in the Workplace
1) Psychological 2) Preference in Work Schedule 3) Managing Competency
Biological heritage (including physical characteristics such as one’s skin color and associated traits) that people use to identify themselves.
Race
Refers to social traits — such as one’s cultural background or allegiance – that are shared by a human population
Ethnicity
If he or she has any physical or mental impairment that substantially limits one or more major life activities.
Disabled
has been called “the last acceptable bias” because of laws not prohibiting discrimination against employees based on this
Sexual Orientation
Refer to any dissimilarities or differences that might be present in a workplace
Diversity
4 Challenges in Managing Diversity
1) Bias 2) Prejudice 3) Stereotyping 4) Discrimination
Tendency or preference toward a particular perspective or ideology
Bias
Preconceived belief, opinion or judgment toward a person or a group of people
Prejudice
Judging based on perceptions of a group to which or she belongs
Stereotyping
Acts out their prejudicial attitudes toward people who are targets of their prejudice
Discrimination
Refers to the invisible barrier that separate women and minorities from top management positions
Glass Ceiling
Process whereby an experienced organization member provides guidance to a less- experienced member (protege) through career development or social support.
Mentoring
Special training to educate employees about the importance of diversity and teach them skills for working in a diverse workplace
Diversity Skills Training
Also called employee networks or affinity groups. Made up of employees connected by some common dimension of diversity
Employee Resource Groups
When a firm engages in social actions because of its obligation to meet certain economic and legal responsibilities.
Social Obligation
the management’s only social responsibility is to maximize profits.
Classical View of Social Responsibility
The view in which the managers’ social responsibilities go beyond making profits to include protecting and improving society’s welfare.
Socioeconomic View
When a company engages in social actions in response to some popular social need.
Social Responsiveness
A business’ intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society.
Social Responsibility
Another way to view social involvement and economic performance that provide a way for individual investors to support socially repsponsible companies
Socially Responsible Investing (SRI) funds
When managers have begun to consider the impact of their organization on the natural environment.
Green Management
describes the different environmental approaches that organizations may take.
Shades of Green
4 Facets of the Shades of Green Approach
1) Legal 2) Market 3) Stakeholder 4) Activist
Lowest degree of environmental sensitivity. Simply doing what is required legally; social obligation
Legal or Light Green Approach
Responding to environmental preferences of customers; social responsiveness.
Market Approach
An organization works to meet environmental demands of multiple stakeholders (employees, suppliers, or community); social responsiveness.
Stakeholder Approach
Highest degree. The organization looks for ways to protect the earth’s natural resources; social responsibility.
Activist or Dark Green Approach
Organization that develops guidelines for becoming greener
Global Reporting Initiative (GRI).
Non-govermental Organization that develops standards
International Organization for Standardization (ISO)
List of companies that are the most sustainable corporations in the world
Global 100
Three levels of moral develpment
1) preconventional 2) conventional 3) principled
A person’s choice between right or wrong is based on personal consequences from outside sources (ex. physical punishment, reward, exchange of favors).
First Level: Preconventional Level
Ethical decisions rely on maintaining expected standards and living up to the expectations of others.
Second Level: Conventional Level
Moral values are defined apart from the authority of groups or society in general.
Third Level: Principled Level
represent basic convictions about what is right and wrong; develop from a young age based on what we see and hear.
Values
measures the strength of a person’s convictions.
Ego Strength
Locus of Control
the degree to which people believe they control their own fate.
people believe that they control their own destinies.
Internal Locus of Control
people believe that what happens to them is due to luck or chance.
External Locus of Control
Structures that minimize ambiguity and uncertainty with formal rules and regulations, and those that continuously remind employees of what is ethical are more likely to encourage ethical behavior (ex. goals, performance appraisal systems, reward allocation procedures).
Structural Variables
The content and strength of an organization’s culture also influence ethical behavior.
Organization’s Culture
Management style in which the organization’s values guide employees in the way they do their jobs.
Values-Based Management
a document created by the UN outlining principles for doing business globally in the areas of human rights, labor, the environment, and anticorruption. Its goal is to create a more sustainable and inclusive global economy.
Global Compact
opportunity to learn about an individual’s level of moral development, personal values, ego strength, and locus of control.
Employee Selection
a formal statement of an organization’s values and the ethical rules it expects employees to follow; a popular choice for reducing ambiguity.
Code of Ethics
Upholding shared values and setting the cultural tone. Becoming role models in terms of both words and actions
Leadership
a key issue in performance appraisal.
Goal Achievement
setting up seminars, workshops, and similar ethics training programs to encourage ethical behavior.
Ethics Training
Evaluating decisions and management practices in terms of the organization’s code of ethics.
Independent Social Audits
protective mechanisms so they can do what is right without fear of reprimand.
Protective Mechanisms
the world’s largest group of ethics and compliance practitioners.
Ethics and Compliance Officer Association
2 things Managers can do to uphold ethical standards
1) Ethical Leadership 2) Protection of Employees who Raise Ethical Issues
an individual or organization who seeks out opportunities to improve society by using practical, innovative, and sustainable approaches.
Social Entrepreneur
2 ways tro promote positive social change
1) Corporate Philanthropy 2) Emplyoee Volunteering Efforts
alteration of people, structure, or technology in an organization
Organizational change
someone who acts as a catalyst and assumes the responsibility for managing the change process
Change Agent
Unexpected environment (existence of fast-thinking competitors and market demands).
White Water
4 Areas of Change
Strategy, Structure, Technology, People
change in how managers ensure success of the company
Changing strategy
changes in structural variables, such as reporting relationships, coordination mechanisms, employee empowerment, or job design
Changing structure
how work gets done and who does it
Organizational Changes
modifications in the way work is performed or the methods and equipment that are used
Changing technology
changes in attitudes, expectations, perceptions and behavior of individuals or groups
Changing people
replaces certain tasks done by people with tasks done by machines.
Automation
change methods that focus on people and the nature and quality of interpersonal work relationships
Organizational development (OD)
helping employees see the logic of the change effort, assuming the resistance lies in misinformation and poor communication
Education and Communication
bringing those individual directly affected by the proposed change into the decision-making process
Participation
help employee deal with the fear and anxiety associated with the change effort (e.g., employee counseling, therapy, new skills training, short paid LOA)
Facilitation and Support
exchanging something of value for an agreement to lessen the resistance to the change effort
Negotiation
a covert attempt to influence others (distorting the facts to make the change appear more attractive)
Manipulation and cooptation
Use of direct threats or force against the resister
Coercion
Adverse reaction to excessive pressures placed on them from extraordinary demands, constraints, or opportunities.
Employee Stress
5 categories of organizational stressors
1) Task Demand 2) Role Demand 3) Interpersonal Demand 4) Organizational Structure 5) Organizational Leadership
ability to combine ideas in a unique way or to make unusual associations between ideas
Creativity
taking creative ideas and turning them into useful products of work methods.
Innovation
8 STEPS IN THE DECISION-MAKING PROCESS
1) Identifying a Problem
2) Identifying Decision Criteria
3) Allocating Weights to the Criteria
4) Developing Alternatives
5) Analyzing Alternatives
6) Selecting an Alternative
7) Implementing the Alternative
8) Evaluating Decision Effectiveness
4 Managerial Functions
1) Planning
2) Organizing
3) Leading
4) Controlling
4 Perspectives on how Managers make decisions
1) Rationality
2) Bounded Rationality
3)The Role of Intuition
4)The Role of Evidence-Based Management
a decision maker who is fully objective and logical.
rational decision maker
Managers make decisions rationally, but are limited (bounded) by their ability to process information.
bounded rationality
making decisions on the basis of experience, feelings, and accumulated judgment.
intuitive decision making
5 aspects of intuition
1) experience-based 2) affect-initiated 3) cognitive-based 4) values or ethics-based 5) subconscious mental processing
the systematic use of the best available evidence to improve management practice.
evidence-based management
series of sequential steps a manager uses to respond to a structured problem.
procedure
an explicit statement that tells a manager what can or cannot be done.
rule
a guideline for making a decision
policy
straightforward problem– goal is clear, problem is familiar, information is easily defined and complete
structured problems
repetitive decision that can be handled by a routine approach.
programmed decision
new or unusual problems and for which information is ambiguous/incomplete; managers will rely on nonprogrammed decisions
unstructured problems
decisions that are unique, nonrecurring, and involve custom-made solutions.
nonprogrammed decisions
A manager can make accurate decisions because the outcome of every alternative is known.
Certainty
Conditions in which the decision maker is able to estimate the likelihood of certain outcomes.
Risk-Taking
Not certain about the outcomes and unable to make reasonable probability estimates
Uncertainty
“maximizing the maximum possible payoff”
Maximax Choice
“maximizing the minimum possible payoff”
Maximin Choice
minimize his maximum “regret”
Minimax Choice
Thinking style in which a person’s preference for external data/facts and processing them via logical thinking.
Lineart Thinking Style
Thinking style in which a person’s preference for internal sources (feelings/intuition) and processing them via internal insights, feelings, and hunches to guide decisions and actions.
Nonlinear Thinking Style
Tendency to think they know more than they do or hold unrealistically positive views of themselves and their performance
Overconfidence Bias
Tendency to want immediate rewards and to avoid immediate costs – quick payoffs are more appealing than those with payoffs in the future
Immediate Gratification Bias
Fixation on initial information as a starting point, but failing to adequately adjust for subsequent information – emphasis on first impressions/ideas/prices/estimates
Anchoring Effect
Selective organization and interpretation of events based on biased perceptions
Selective Perception Bias
Seeking out information that reaffirms past choices and discount information that contradicts past judgments
Confirmation Bias
Selecting and highlighting certain aspects of a situation while excluding or downplaying others – creation of incorrect reference points
Framing Bias
Tendency to remember events that are most recent and vivid in memory – results in distorted judgments and probability estimates
Availability Bias
Assessing the likelihood of an event based on how closely it resembles other events or sets of events
Representation Bias
Trying to create meaning out of random events – trouble dealing with chance
Randomness Bias
Fixation on past expenditures in assessing choices rather than on future consequences – forgetting that current choices can’t correct the past
Sunk Costs Error
Quickly taking credit for own successes and blaming failure on outside factors
Self-Serving Bias
Tendency to falsely believe that they would have accurately predicted the outcome of an event once that outcome is actually known
Hindsight Bias
2 Types of Goals
1) Stated Goals 2) Real Goals
Official statements of what an organization says . What it wants its stakeholders to believe its goals are
Stated Goals
Goals that an organization actually pursues, as defined by the actions of its members
Real Goals
Plans that are Usually long-term, directional, and single-use
Strategic Plans
Plans that are Usually short-term, specific, and standing
Operational Plans
Plans with a time frame beyond three years
Long-term Plans
Plans covering one year or less
Short-term Plans
Any time period in between
Intermediate Plans
Plans that are clearly defined and leave no room for interpretation
Specific Plans
Plans that are flexible and set out general guidelines
Directional Plans
One-time plan
Single-Use Plan
Ongoing plans
Standing Plans
Goals set by top managers flow down through the organization
Traditional Goal-Setting
The accomplishment of goals at one level serves as the means for achieving the goals, or ends, at the next level
Means-ends Chain
A process of setting mutually agreed- upon goals and using those goals to evaluate employee performance
Management by Objectives
When uncertainty is high, plans should be specific, but flexible
Environmental Uncertainty
When Plans should extend far enough to meet those commitments made when the plans were developed.
Commitment Concept
When Planning is done entirely by top-level managers
Traditional Approach
Plans aren’t handed down from one level to the next, but instead are developed by organizational members at the various levels and in the various work units to meet their specific needs.
Another Approach
Involves screening information to detect emerging trends
Environmental Scanning
One of the fastest-growing forms of environmental scanning
Competitor Intelligence
Refers to a variety of data that managers can use to make more effective strategic decisions.
Business Intelligence
Refer to technology, systems, or software that allow the user to collect, visualize, understand, or analyze data.
Digital Tools
Methods to organize and summarize data for visual display
Data Visualization Tools
Refers to storing and accessing data on the Internet rather than on a computer’s hard drive or a company’s network
Cloud Computing
Allows everyday “things” to generate and store data about their own performance and share that information across the Internet.
Internet of Things
What managers do to develop the organization’s strategies
Strategic Management
Plans for how the org will do whatever it takes to thrive in business, compete, how it will attract and satisfy its customers to achieve its goals
Organization’s Strategies
A term often used in strategic management, it is a vital framework about how a company is going to make money
Business Model
A six step process that involves strategy planning, implementation, and evaluation.
Strategic Management Process
skills and abilities in doing the work activities needed in its business
Capabilities
major value-creating capabilities of an organization
Core Competencies
activities the organization does well or any unique resources
Strengths
activities the organization doesn’t do well or resources it needs but doesn’t possess
Weaknesses
Combined external and internal analyses
SWOT analysis
One that determines what business a company is in or wants to be in, and what it wants to do with those businesses
Corporate Strategy
What Are the Types of Corporate Strategy
1) Growth Strategy 2) Stability Strategy 3) Renewal Strategy
when an organization expands the number of markets served or products offered, either through its current businesses or through new businesses
Growth Strategy
is a corporate strategy in which an organization continues to do what it is currently doing
Stability Strategy
addresses declining performance
Renewal Strategy
This matrix provides a framework for understanding diverse businesses and helps managers establish priorities for allocating resources
corporate portfolio matrix
developed by the Boston Consulting Group, introduced the idea that an org’s various businesses could be evaluated and plotted using a 2x2 matrix to identify which ones offered high potential and which were a drain on org resources.
BCG Matrix
A strategy for how an organization will compete in its businesses
Competitive Strategy
Model with Five competitive forces that dictate the rules of competition
Five Forces Model
when an organization competes on the basis of having the lowest costs
Cost leadership strategy
company that competes by offering unique products that are widely valued by customers is following this
Differentiation strategy
involves a cost advantage or a differentiation advantage in a narrow segment or niche
Focus strategy
The ability to anticipate, envision, maintain flexibility, think strategically, and work with others in the organization to initiate changes that will create a viable and valuable future for the organization
strategic leadership
used by an organization’s various functional departments to support the competitive strategy
Functional strategies
managers use this type of strategy to develop a sustainable competitive advantage
e-Business Strategies
Managers should know what is going on with customers, what they liked and didn’t like about their purchase encounter
Customer Service Strategies
Not focused on just radical, breakthrough products but, they can include applying existing technology to new uses
Innovation Strategies
first to bring a product innovation to the market or new process
First Mover
arranging and structuring work to accomplish organizational goals
Organizing
formal arrangement of jobs within an organization
Organizational Structure
the visual representation of an organization’s structure
Organizational Structure
a process that involves decisions about six key elements
Organizational Structure
Dividing work activities into separate job task wherein individual employees “specialize” in doing part of the activity rather than the entire activity in order to increase work input, efficiency, and work output
Work Specialization or Division of Labor
Jobs are grouped together based on common work activities to ensure tasks are completed in a coordinated and integrated manner.
Departmentalization
Groups Jobs According to Function
Functional Departmentalization
Groups Jobs According to Geographic Region
Geographical Departmentalization
Groups Jobs by Product Line
Product Departmentalization
Groups Jobs in the Basis of Product or Customer Flow
Process Departmentalization
Groups Jobs on the Basis of Specific and Unique Customers Who Have Common Needs
Customer Departmentalization
A work team composed of individuals from various functional specialties.
Cross-Functional Team
Line of authority extending from upper organizational levels to lower levels, which clarifies who reports to whom.
Chain of Command
Rights inherent in a managerial position to tell people what to do and to expect them to do it
Authority
When managers assign work, employees have an obligation to perform their duties
Responsibility
This principle, one of Fayol’s 14 management principles, states that employees should report to only one manager to avoid conflicting demands.
Unity of Command
The number of employees a manager can efficiently and effectively handle.
Span of Control
the degree to which decision making takes place at upper levels of the organization.
Centralization
when more lower-level employees provide input or actually make decisions to reach the optimum and efficient use of employees.
Decentralization
How standardized an organization’s jobs are and the extent to which employee behavior is guided by rules and procedures.
Formalization
organization that follows a rigid structure with clear hierarchies where each employee reports to one supervisor.
Mechanistic Organization (or bureaucracy)
Organization that is Flexible and adaptive, unlike the rigid mechanistic structure.
Organic Organization
Organizational structure that is made up of separate business units or divisions.
Divisional Structure
An organizational design that groups similar or related occupational specialties together.
Functional Structure
Entrepreneurial ventures start with a simple structure—low departmentalization, wide control spans, centralized authority, and minimal formalization.
Simple Structure
Teams are composed of individuals from various functional specialties to solve mutual problems.
Cross-functional teams
Temporary teams were formed to tackle specific short-term problems affecting several departments.
Task Forces (or Ad Hoc Committees)
Groups share a concern, problem, or passion about a topic, deepening their knowledge through ongoing interaction.
Communities of Practice
Opening up the search for new ideas beyond organizational boundaries, allowing easy inward and outward transfer of innovations.
Open Innovation
Collaborative relationships between two or more organizations combine resources and capabilities for a business purpose.
Strategic Partnerships
Employees work at home and are linked to the workplace by computer.
Telecommuting
Employees work a specific number of hours per week but can vary those hours within certain limits, often with core hours.
Flextime (or Flexible Work Hours)
Two or more people split a full-time job.
Job Sharing
Determining who qualifies as an independent contractor is crucial due to legal and tax implications. Control over the workers’ tasks and methods is a key factor.
Classification of Workers
Establishing effective processes to ensure the right contingent workers are in the right places.
Recruiting, Screening, and Placing
Setting goals, schedules, and deadlines and monitoring work performance, especially for off-site contingent workers.
Performance Management
Process by which managers ensure that they have the right number and kinds of capable people in the right places and at the right times
HR Planning
Locating, identifying and attracting capable applicants
Recruitment
reducing the organization’s workforce.
Decruitment
screening job applicants to determine who is best qualified for the job; predicting which applicant will be successful if hired
Selection
proved relations between the selection devise and some relevant criteria
Valid selection device
measures the same thing consistently; score should remain fairly consistent over time, assuming that the characteristic being measured are also table
Reliable selection device
preview of the job that provides both positive and negative information about the job and the company. If this is not done
Realistic job preview
Results in the outside-insider transition that makes the new employee feel comfortable and fairly well adjusts, lower the likelihood of poor work performance and reduce probability of an early surprise resignation
Orientation
Establishment of performance standards used to evaluate employee performance
Performance Management
