Organisation Flashcards
Morgan’s eight organisational metaphors
Machines, organisms, brains, culture, politics, psychic prisons, flux and transformation and instruments of domination.
The five key tasks of a manager according to Fayol
Planning, organising, commanding, co-ordinating and controlling.
Taylors’s principles
All tasks should be standardised, controlled and routinised.
Self-esteem and how it can be improved
Being supportive and showing concern. Offering varying, autonomous and challenging work, related to one’s abilities, values and skills. Striving for supervisor-employee cohesiveness and trust. Having faith in one’s self-management ability and rewarding successes.
Four souces of self-efficacy beliefs
Prior experience, behaviour models, persuasion from others and assessment of one’s physical and emotional states.
Big Five personality dimensions
Extroversion, agreeableness, conscientiousness, emotional stability and openness to experience.
The seven most frequently cited mental abilities
Verbal comprehension, word fluency, numerical reasoning, spatial ability, memory, perceptual speed and inductive reasoning.
Schwartz’s work values
Intrinsic, extrinsic, social and prestige.
Work-related attitudes
Organisational commitment, job involvement and job satisfaction.
Emotional intelligence four key components
Self-awareness, self-management, social awareness and relationship management.
The three factors in Correspondent inference theory
Non-common effects, social desirability of effects and degree of choice.
Asymmetric information
Adverse selection and moral hazard.
The four stages in Information processing
Selective attention/comprehension, encoding and simplification, storage and retention, and retrieval and response.
The eight Barriers to effective communication
The ability to communicate effectively, the way people process and interpret information, the level of interpersonal trust between people, the existence of stereotypes and prejudice, the egos of the people communicating, the inability to listen, the natural tendency to evaluate or judge a sender’s message, and the inability to listen with understanding.
Supervisors five types of downward communication
Job instructions, job rationale, organisational procedures and practices, feedback about performance, and indoctrination of goals.
Information richness four factors according to media selection
Speed of feedback, characteristics of the channel, type of communication, and language source.
The five sources of job satisfaction
Fulfilment, discrepancy, value attainment, equity, and trait/genetic components.
The five ways of explaining behaviour
Needs, reinforcement, cognition, job characteristics, and feelings/emotions.
Alderfer’s three dimensions needs
The existence needs, the relatedness needs, and the growth-related needs.
Goal setting’s four motivational mechanisms
It directs one’s attention, regulates effort, increases persistence, and encourages development of goal attainment strategies and action plans.
The four criteria of a group
Two or more, freely interacting individuals, share collective norms and goals, and have a common identity.
The five stages in Tuckman’s theory
Forming, storming, norming, performing, and adjourning.
Roles in teams
Social, boundary spanning, and task oriented.
The six ways organisations can build trust
Communication, support, respect, fairness, predictability, and competence.
The Carnegie model suggests that decision-making is characterised by
Limited information processing, the use of judgemental heuristics, and satisficing.
The four styles of decision-making
Directive, analytical, conceptual, and behavioural.
The employees three basic needs that Participative management fulfil
Autonomy, meaningful work, and interpersonal contact.
The five stages of the creative process
Preparation, concentration, incubation, illumination, and verification.
The four functions of organisational culture
Organisational identity, collective commitment, social system stability, and sensemaking devices.
The eight basic responses for handling diversity issues
Include/exclude, deny, assimilate, suppress, isolate, tolerate, build relationships, and foster mutual adaptation.
The occupational stress model’s four sets of stressors
Individual level, group level, organisational level, and extra-organisational.
Burnout’s three key phases
Emotional exhaustion, depersonalisation, and feeling a lack of personal accomplishment.
The five soft influence tactics
Rational persuasion, inspirational appeals, consultation, ingratiation, and personal appeals.
The four hard influence tactics
Exchange, coalition tactics, pressure, and legitimating tactics.
French and Raven’s five bases of power
Reward power, coercive power, legitimate power, expert power, and referent power.
The five conflict-handling styles
Integrating, obliging, dominating, avoiding, and compromising.
The five steps in added value negotiation
Clarify interests, identify options, design alternative deal packages, select a deal, and perfect the deal.
The four characteristics common to all organisations
Co-ordination of effort, a common goal, division of labour, and a hierarchy of authority.
Mintzberg’s seven organisation types
Entrepreneurial, machine, diversified, professional, innovative, missionary, and political.
The contingency factors
Environment, technology, structure, strategy, and size.
The typical effectiveness criteria
Goal accomplishment, resource acquisition, internal processes, and strategic constituencies satisfaction.
The four key external forces for change
Demographic characteristics, technological advancements, market changes, and social and political pressures.
