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32 Cards in this Set
- Front
- Back
Organizational Culture and what does it ensure that organizational members do?
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A firm's shared values, beliefs, traditions, philosophies, rules and role models for behavior (aka corporate culture)
Ensures that: -that they share values - observe common rules - share problem solving approaches |
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What does formal expression entail? (6)
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Mission statement, code of ethics, manuals, ceremonies, memoranda, stories (sometimes becomes mythical)
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What is informal expression? (3)
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dress code (or lack of one), work habits, and extracurricular activities
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Organizational Structure
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Is the arrangement or relationship of positions within an organization
Structure develops as: -managers assign work tasks to individuals and groups -coordination of diverse activities to attain objectives |
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Organizational Charts
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visual displays of the organizational structure, lines of authority, staff relationships, permanent committee arrangements and lines of communication
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Specialization and why do you specialization?
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managers divide the labor into small, specific tasks and assign employees individual tasks to accomplish
Why specialize? -efficiency - ease of training -activities too numerous for one person |
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Departmentalization and what are the 4 different departmentalizations?
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Group of jobs into working units (departments, units, groups, divisions)
4 types: functional product geographical customer |
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Delegation of authority
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Giving employees tasks and empowering them to make commitments, use resources and take action to carry out tasks
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Responsibility
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Obligation placed on employees to perform assigned tasks and be held accountable for proper execution
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Accountability
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employees who accept an assignment and the responsibility to complete it are answerable to a superior for work outcomes
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Centralized organizations
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authority is concentrated at the top level
very little delegation to lower levels |
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Decentralized organizations
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decision making authority is delegated as far down the chain of command as possible
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Span of management
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the # of subordinates who report to a particular manager
wide span & narrow span |
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Wide Span of Management
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exists when a manager directly supervises a very large # of employees
(flat organization) decentralized |
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Narrow Span of Management
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exists when a manager directly supervises only a few subordinates
centralized |
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Line and Staff Structure
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can provide info to other departments
report up |
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Multidivisional Structure
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organizes departments into larger groups called divisions
occurs as organizations grow larger and more diversified Divisions can be formed on the same bases as departments: customer, product, and geography Delegation of authority and divisionalized work |
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Matrix Structure
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most complex form
multiple bosses + expectations chaotic for employee |
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Group
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two or more individuals who communicate with one another, share a common identity and have a common goal
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Team
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a small group whose members have complementary skills; have a common purpose, goals, and approach; hold themselves mutually accountable
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Groups vs. Teams
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?
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Committee
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a permanent, formal group performing a specific task
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Task force
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a temporary group responsible for a particular change activity
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Project teams
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similar to task forces in that they have total control of a specific project
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Product Development Teams
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formed to devise, design and implement a new product
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Quality Assurance Teams (Quality Circles)
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brought together from throughout the organization to solve specific problems
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Self-directed Work Teams
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responsible for an entire work process that delivers a product to a customer
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Organizational Communications
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?
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Technology and Communication
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Technology has generated many alternatives to face-to-face communication
ex. voice mail, email, online newsletters, videoconferencing, online meeting services |
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Formal Communication
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Flow of communication within the formal organizational structure as depicted on organizational charts
upward, downward, horizontal, and diagonal communication |
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Informal Communication
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separate from management's formal, official communication channels
"grapevine" managers can utilize informal communications as a sounding device |
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Monitoring Communications + how must managers monitor communications?
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technological advances and electronic communication have made monitoring communications at work necessary
Managers must monitor communications: -without invading employee privacy - while generating respect and mindfulness amongst employees |