Organizational Management Exam 2 Flashcards
Memorize key terms for Organizational Management
1
Q
Scientific Management
A
Principles of Scientific Management (1911)
Taylorism
Studied efficiency techniques
2
Q
Job Specialization
A
The process of breaking down work into small, specific tasks so that employees can focus on developing expertise in a limited area.
3
Q
Job Rotation
A
Moving employees from job to job at regular intervals
4
Q
Job Enlargement
A
Expanding the tasks performed by employees to add more variety
5
Q
Job Enrichment
A
Allowing workers more control over how they perform their own tasks
6
Q
Job Crafting
A
Proactive changes employees make in their own job descriptions
7
Q
Job Characteristics Model
A
Core Job Characteristics, Psychological States, Outcomes
8
Q
Core Job Characteristics
A
Skill variety
Task identity
Task significant
Autonomy
Feedback
9
Q
Psychological States
A
Meaningfulness
Responsibility
Knowledge of results
10
Q
Outcomes
A
Motivation
Performance
Satisfaction
Absenteeism
Turnover
11
Q
Task Identity
A
The degree to which a person is in charge of completing an identifiable piece of work from start to finish
12
Q
Task Significance
A
Whether a person’s job substantially affects other people’s work, health, or well-being
13
Q
Autonomy
A
The degree to which people have the freedom to decide how to perform their tasks
14
Q
Feedback
A
The degree to which people learn how effective they are being at work
15
Q
Skill Variety
A
The extent to which the job requires a person to utilize multiple high-level skills
16
Q
Motivation
A
The desire to achieve a goal or a certain perform level, leading to goal-directed behavior
17
Q
Performance
A
Also known as in-role performance, the degree to which an employee successfully fulfills the factors included in the job description
18
Q
Satisfaction
A
The feelings people have towards their jobs
19
Q
Absenteeism
A
Unscheduled absences from work
20
Q
Turnover
A
Employee departure from an organization
21
Q
Motivating Potential Score (“MPS”)
A
[(Skill Variety + Task Identity + Task Significance)] * Autonomy * Feedback
22
Q
Growth Need Strength
A
The degree to which a person has higher-order needs such as self-esteem and self-actualization
23
Q
Structural Empowerment
A
Decision authority
Leadership style
Organizational structure
Access to information
Organizational climate
24
Q
Felt Empowerment
A
The work is meaningful
Feeling confident that one can perform the job
Having discretion and autonomy at work
Ability to influence how the company operates
25
Empowerment
The removal of conditions that make a person powerless
26
Structural Empowerment
The aspect of the work environment that gives employee discretion, autonomy, and ability to do their jobs effectively
27
Goal Difficulty
Work objectives require a great deal of effort to achieve them
28
SMART Goals
Specific, measurable, attainable, realistic, and time bound
Give direction, make you think outside of the box, provide challenge, energize
29
Goal Effectiveness
Goals are most effective when:
There is feedback
There is ability
There is goal commitment
30
Goal Setting Downsides
Goal setting can lead to downsides like:
Learning decreases
Adaptability declines
Single-mindedness develops
Ethical problems increase
31
Management By Objectives
Setting company wide goals derived from corporate strategy
Determining team and department level goals
Collaboratively setting individual level goals that are aligned with corporate strategy
Develop an action plan
Periodically review performance and revise goals
32
Absolute Rankings
Performance evaluated solely on the basis of your own
33
Relative Rankings
Performance evaluated based on a relative ranking to performance of others
34
Performance Review
A process in which performance is measured than communication to an employee
35
Performance Management
The use of methods, policies, and procedures to support and improve employee performance
36
Stretch Goal
An ambitious objective that’s intentionally set above normal standards. Stretch goals are meant to challenge teams and individuals to grow and innovate
37
Ambition
Seems impossible at first
38
Risk taking
Requires more effort and risk than normal goals
39
Innovativeness
Encourages creative and innovative solutions
40
Big Hairy Audacious Goal
Term used to describe a long term, aspirational goal that a company can use to motivate and guide its employees
41
BHAG Dimensions
What can you be best in the world at?
What drives your economic engine?
What are you deeply passionate about?
42
Helping Grieving Workers
Be Present: Acknowledge the loss without making demands
Be Patient: Most workers resume work after a few days or weeks, but grief remains intense for months
Be Open: “Post Traumatic Growth” describes a newfound appreciation for life
43
Stress
The body’s reaction to a change that requires physical, mental, or emotional adjustments or response
44
Hindrance Stressors
Stress caused by factors that detract us from our goals and prevent personal growth, such as interpersonal conflict
45
Challenge Stressors:
Demands and circumstances that cause stress but also promote individual growth, such as high work pressures
46
General Adaptation Syndrome
47
Alarm Phase of Stress
Outside stressor jolts the individual, insisting that something must be done
48
Resistance Phase
Body begins to release cortisol and draws on reserve of fats and sugars to find a way to adjust to demands
49
Exhaustion Phase
Body has depleted storage of sugars and fats and prolonged cortisol release weakens individual
50
Demand Control Model
Highest levels of stress occurs when job demands are high and job control is low, indicated by feeling of helplessness
51
Job Demands-Resources Model
Stress is caused by the interaction between demands and resources or by the mismatch between the amount and type of resources and demands
52
Predictors of Stress
Role Demands & Overload
Work/Family Conflict
Uncertainty
Anticipatory Stress and Rumination
Financial Stressors, Unemployment, Job Insecurity
53
Outcomes of Stress
Health problems
Depression and anxiety
Burnout
Job attitudes, performance, and turnover
54
Managing Stress
Eat energizing foods
Get enough exercise
Focus on flow
Social support network
Get enough sleep
Focus on workplace recovery
Psychological coping
Time management
55
Organizational Approaches to Managing Stress
Give employees autonomy
Create fair workplaces
Provide social support
Offer flexible schedules
Training
Sabbaticals
Employee assistance programs
56
Type A Personality
Display high levels of speed/impatience, job involvement, and hard driving competitiveness
57
Type B Personality
Calmer by nature, think through situations instead of acting emotionally
Workaholism: Working excessively and compulsively
58
Persona
A professional role that involves acting out feelings that may not be real as part of their job
59
Emotional Labor
Refers to the regulation of feelings and expressions for organizational purposes
60
Surface Acting
Requires an individual to exhibit physical signs, such as smiling, that reflect emotions customers want to experience
61
Deep Acting
Instead of faking an emotion that a customer may want to see, an employee will actively try to experience the emotion they are displaying
62
Genuine Acting
Individuals are asked to display emotions that are aligning with their own
63
Cognitive Dissonance
Term that refers to a mismatch among emotions, attitudes, beliefs, and behavior
64
Emotional Intelligence
Increase your awareness of the gaps between real emotions and emotions that required of your professional persona
65
Self Awareness
Exists when you are able to accurately perceive, evaluate, and display appropriate emotions
66
Self Management
Exists when you are able to direct your emotions in a positive way when needed
67
Social Awareness
Exists when you are able to understand how others feel
68
Relationship Management
Exists when you are able to help others manage their own emotions
69
Communication
Process by which information is exchanged between individuals through a common system of symbols, signs, and behavior
70
Verbal Communication
Takes place over the phone, in person, or via video conferencing
71
Storytelling
A narrative account of an event
72
Crucial Conversations
Stakes are high and options vary and emotions run strong
73
Written Business Communications
Printed messages, including online
74
Non-Verbal Communication
Tone
Body language
Facial expressions
Eye contact
Posture
Touch
75
Effective Feed Forward
Received as a gift with the intent to learn
Given about things we can change
Ask permission if not previously understood to be given
Choose words with care
Speak in a neutral tone of voice
Requires deep self knowledge so that own stuff is not attributed to another
Does not make another wrong
76
Written Communication Tips
Don’t use more words than you need
Picture the receiver in your mind before you begin to write
Choose simple words
Be polite and clear
Make your message brief and direct by trimming redundant words or phrases
Choose strong, active verbs
Use spell check
77
Use Written Communication When...
Conveying facts
The message needs to become part of a permanent file
There is little time urgency
You do not need immediate feedback
The ideas are complicated
78
Use Verbal Communication When
Conveying emotion and feelings
The message does not need to be permanent
There is time urgency
You need immediate feedback
The ideas are simple or can be made with simple explanations
79
information Richness
Information rich channels convey more nonverbal information
80
5 C’s Of Team Building
Communication
Collaboration
Cooperation
Creativity
Conflict Resolution
81
Collective Efficacy:
Group’s perception of its ability to successfully perform well, high group cohesion and high task commitment
82
Forming
Group comes together for the first time
83
Storming
Members become more authentic and argumentative
84
Norming
Define operating procedures and goals
85
Performing
Work gets done and members are focused on how work gets done
86
Adjourning
Group separates
87
Punctuated Equilibrium
The theory that change within groups occurs in rapid spurts rather than gradually over time
88
Phase 1 Team Design
The team focuses on mutually understanding team purpose, composition of team, it structure, timeline, and resources available
89
Phase 2 Team Launch
The team establishes norms and strives to achieve a shared mindset
90
Phase 3 Team Process Management
The team monitors its processes and dynamics and has plans for interventions
91
Group
Collection of individuals
92
Process Loss
Any aspect of group interaction that inhibits group functioning
93
Team
Cohesive coalition of people working together to achieve mutual goals
94
Task Oriented Roles
Contractor
Creator
Contributor
Completer
Critic
95
Contractor
Organizes and coordinates actions, allocates tasks
96
Creator
Creates new structures or visions for processes
97
Contributor
Provides necessary information or expertise
98
Completer
Completes individual tasks, follows through
99
Critic
Critically evaluates team decisions, questions
100
Social Oriented Roles
Calibrator
Communicator
Cooperator
101
Calibrator
Creates new social norms for team processes
102
Communicator
Creates a supportive social environment
103
Cooperator
Conforms to expectations, supports others decisions
104
Boundary Spanning Roles
Coordinator
Counsel
105
Coordinator
Manages outside interactions, coordinates with outside parties
106
Counsel
Represents the team and its goal favorably to outsiders, acquiesce information and resources for the team
107
Production Tasks
Include actually making something, such as building, product, or marketing plan
108
Idea Generation Tasks
Deal with creative tasks, such as brainstorming a new direction of creating a new process
109
Problem Solving Tasks
Refer to coming up with plans for actions and making decisions
110
Task Force
Asked to address a specific issues or problem until its resolved
111
Product Development Teams
Team in charge of designing a new product
112
Cross Functional Teams
Individuals from different parts of the organization staff the team
113
Virtual Team
Teams in which members are not located in the same physical place
114
Common Problems Faced By Teams
Challenges of knowing where to begin
Dominating team members
Poor performance of some team members
Lack of communication and coordination
Poorly managed team conflict
115
Conflict
A process that involves people disagreeing
116
Conflict and Performance Relationship
If conflict is too low, performance is low
If conflict is too high, performance is low
Conflict needs to be in the middle range for maximum performance
117
Conflict Handling Styles
118
Avoiding
An uncooperative and unassertive conflict handling style. Seek to avoid conflict altogether by denying that it was there
"I try to avoid conflict and negotiation"
119
Accommodating
Cooperative and unassertive. The person gives in to what the other side wants, even if it means giving up one’s goals
"I try to give the other person what they want"
120
Compromising
Middle ground style, in which individuals express their own concerns and get their way but still respect the other person’s goals
"I look to meet the other person halfway"
121
Collaborating
High both on assertiveness and cooperation, both sides argue for their position supporting it with facts and listening attentively from the other side
Achieves the best outcome from conflict
Finds a win-win solution to the problem in which both problems get what they want
"I look for the best outcomes for both"
122
Competing
Highly assertive but not collaborative, want to reach their goal regardless of what others say or how it makes them feel
"I try to win my position"
123
Organizational Structure Conflict
Conflict tends to take different forms, depending on the organizational structure
124
Limited Resources Conflict
Resources such as money, time and equipment are scarce
125
Task Interdependence Conflict
Accomplishment of your goal requires reliance on others to perform their tasks
126
Incompatible Goals
Sometimes conflict arises when two parties think their goals are mutually exclusive
127
Personality Differences
Fundamental difference between the way people think and act
128
Negotiation Investigation
Information gathering stage
129
Negotiation BANTA
Best alternative to a negotiated agreement
130
Negotiation
Presentation
Assemble information in a way that supports your position
131
Negotiation
Bargaining
Each party discuss their goals and seeks to get an agreement
132
Negotiation
Concessions
Things parties give up to receive their goals
133
Negotiation Closure
Either party has come to an agreement or there is none
134
Distributive Negotiation
Negotiation is the traditional fixed pie approach
135
Integrative Negotiation
Both parties look for ways to integrate their goals under a larger umbrella
136
Mediation
Mediators enters the situation with the goal of assisting the parties in reaching an agreement
Mediators can facilitate, suggest, and recommend
137
Arbitration
Companies submit the dispute to a third party arbitrator, and the arbitrator makes the final decision
138
Arbitration with Mediation
Arbitrator places decisions in a sealed envelope. Companies attempt to mediate the issue first, and if it fails than the arbitration decision is released
