Busx100 Test3

Front 1

key elements of an organization

Back 1

PEOPLE who work together who have SPECIFIC ROLES for achieving ORGANIZATIONAL OBJECTIVES

Front 2

people

Back 2

who

Front 3

specific roles

Back 3

what each person does

Front 4

organizational objectives

Back 4

what one needs to get done...assignments, alignment, both team/individual

Front 5

culture

Back 5

unwritten way a company completes the art o business. every organization is unique. what works at one may not work for another

Front 6

the organizing process

Back 6

planning, defining the job, departmentalization, chain of command

Front 7

planning

Back 7

what are they planing to get done- corporate mission and objectives

Front 8

defining the job

Back 8

MBO- determine major functions and related tasks that have to be performed

Front 9

departmentalization

Back 9

group jobs into operational units- grouping of activities into units within the organization
ie marketing, sales

Front 10

chain of command

Back 10

who reports to who (dejure managers)- the flow of authority from top to bottom

Front 11

organizational chart

Back 11

not just a piece of paper showing what title everyone has. it defines accountability and responsibility- often a single page

Front 12

authority

Back 12

the right to perform or command. authority should be commensurate with responsiblity

Front 13

delegation

Back 13

assigning job duties and related authority to subordinates

Front 14

responsibility

Back 14

accountability for activities and results in one's assigned tour of duty

Front 15

forms of departmentalization

Back 15

by functional units, by major customer grouping, by geography, by product line

Front 16

functional units

Back 16

marketing, finance

Front 17

major customer grouping

Back 17

airlines

Front 18

geography

Back 18

assignment of a specific territory to meet number of corporate strategies- location US asian rim

Front 19

product line

Back 19

to maximize speed, service and efficiency in developing, promoting and selling a particular product or product line-buick, pontiac

Front 20

span of control

Back 20

span refers to the number of people reporting to a person

Front 21

centralized organization

Back 21

authority and control- authority at one location

Front 22

decentralized organization

Back 22

wider dispersal of authority. flexible, faster response time, some risk. toyota north america was offices in north america

Front 23

organizational structures

Back 23

line organization, staff organization, matrix management, strategic business unit, customer strategic business unit

Front 24

line organization

Back 24

responsibility for results, eg production

Front 25

staff organization

Back 25

functionally specialized department such as accounting and human resource management whose role is to provide support to the line organizations

Front 26

matrix management

Back 26

assigns employees to both a functional group and a project team, brought together to work on a specific project

Front 27

strategic business unit

Back 27

consists of employees representing all key disciplines, with a focus on the success of each product line within an organization

Front 28

customer strategic business unit

Back 28

combines the best attributes of the sbu and the marketing concept considers customer wants and needs as a major input, as well as supplier input and considerations

Front 29

loyalty

Back 29

average length of time in a job is 3.6 years

Front 30

over last 100 years US has become...

Back 30

economic model of the world

Front 31

engaged work force=

Back 31

high productivity

Front 32

"The Principles of Scientific Management"

Back 32

time and motion studies, determining "one best way" to do a job", wages tied into output

Front 33

Theory X

Back 33

managers believe workers are inherently lazy, will avoid work and seek security above all else- command, control, intimidation management styles

Front 34

Theory Y

Back 34

believe that work is a natural human activity, workers do not like to be tightly supervised, inclined to make work more interesting and challenging

Front 35

Hierarchy of Needs

Back 35

self-actualization needs, esteem needs, social needs, safety needs, physiological needs

Front 36

union focus on

Back 36

safety and physiological needs

Front 37

what motivates employees

Back 37

interesting work, appreciation of work done, feeling of being in the know

Front 38

employee oriented motivational techniques

Back 38

Management by Objectives (MBO)everyone in organization, objectives they must accomplish to make the organization successful,

Front 39

ergonomics

Back 39

designing a work environment around human factors

Front 40

job oriented motivational techniques

Back 40

job enrichment, job enlargement, job rotation, telecommuting, flextime, job sharing

Front 41

job enrichment

Back 41

authority, responsibility, opportunity

Front 42

job enlargement

Back 42

adding more tasks

Front 43

job rotation

Back 43

changing employees jobs to improve understanding

Front 44

flextime

Back 44

variable work time

Front 45

telecommuting

Back 45

working out of the home

Front 46

job sharing

Back 46

two people sharing a single job

Front 47

fringe benefits

Back 47

refers to expenditures by employers for various employee programs in excess of wages and salaries- 42% of total personal costs

Front 48

corporate culture

Back 48

a set of values and beliefs that guide organizational behavior

Front 49

insights to corporate culture

Back 49

physical setting, authority, attitudes, dress codes, interaction, fun

Front 50

the informal organization

Back 50

grapevine, mentor, politics, networking

Front 51

grapevine

Back 51

informal communications- rumors

Front 52

mentor

Back 52

experienced employee who guides new hire

Front 53

politics

Back 53

unofficial rules of the game

Front 54

networking

Back 54

establishing contacts who can help you

Front 55

______ of your organization is more important source of sustained success than ______

Back 55

size, industry, markets serviced, strategy

Front 56

______ of organization is critical to success of organization

Back 56

collective mindset

Front 57

collective mindset

Back 57

powerful force that grips an organization and has a major impact on its performance

Front 58

labor relations

Back 58

relationship between company and employees who are doing physical labor

Front 59

labor union

Back 59

an association of employees formed to represent employees formed to represent employees on issues regarding terms and conditions of employment

Front 60

major concerns of organized labor

Back 60

wages/hours, benefits, working conditions, job security, recognition, grievance procedures

Front 61

National Labor Relations Board

Back 61

government that oversees interaction between union and management to make sure labor laws are upheld

Front 62

union membership

Back 62

steady decline since 1945 (36%in 1945 to 12.5% in 2005)- higher in north, lower in south- peaked in 1945

Front 63

labor laws in US

Back 63

legalized rights to form unions, right of unions to strike, establish NLRB to supervise union elections, set minimum wage, outlawed the use of child labor, outlawed "featherbedding", outlawed "closed shop", allowed states to enact right to work laws, allows president to obtain 80 day injunction if a strike threatens to imperil national safety and health, union required to make financial decisions, employers with 100+ full time employees must give affected workers 60 days written notice of plant closing or other mass layoff

Front 64

union hierarchy

Back 64

local unions, national unions, labor federations

Front 65

local unions

Back 65

numbers- usually composed of workers in a single location or geographic area who have a strong common interest.

Front 66

national unions

Back 66

steelworkers, teamsters, united auto workers, several local unions

Front 67

labor federations

Back 67

promote overall political objectives of the labor movement and provide general assistance to member unions- until recently AFL-CIO was more dominant- 61 national unions

Front 68

closed shop

Back 68

company can only hire people who are members of the union

Front 69

union shop

Back 69

workers hired into the company must join the union

Front 70

agency shop

Back 70

workers do not have to be members but they must pay dues

Front 71

union organizing process

Back 71

preliminary, organizing drive, certification

Front 72

preliminary

Back 72

group of workers express discontent with some aspect of working conditions

Front 73

organizing drive

Back 73

authorization cards are distributed door to door, at least 30% of cards are signed, union can petition NLRB to conduct a certification election, organizes usually do not act with less than 50% of cards signed because have to wait a year to try again if they lose)

Front 74

steps in collective bargaining process

Back 74

preparation, determine teams, meeting place and time and rules of conduct, list of desired contract changes, NEXT STPES DEPEND ON HOW IT GOES UP TO THIS POINT, tentative agreement, bargaining committee recommendation, ratify or reject

Front 75

union

Back 75

slowdown, walkout, picketing, boycott, media/public relations, strike

Front 76

slowdown

Back 76

deliberate failure to meet production expectancies

Front 77

walkout

Back 77

leaving the premises for a relatively short period of time without authorization

Front 78

picketing

Back 78

union members marching in front of company carrying signs with pro-union messages

Front 79

boycott

Back 79

refusal to buy a specific company's products

Front 80

strike

Back 80

a complete work stoppage

Front 81

management

Back 81

lockout, injunction, strike breakers, more manufacturing

Front 82

lockout

Back 82

refusal by management to allow union members to enter the premises

Front 83

injunction

Back 83

court order to stop a legally questionable activity

Front 84

strike breakers

Back 84

permanent replacements- people who work during a strike

Front 85

move manufacturing

Back 85

transferring operations to outside the country

Front 86

mediation

Back 86

suggestions- contract impasse-during bargaining-federal mediator-suggestions-not binding- federal mediation and conciliation service

Front 87

arbitration

Back 87

contract violations- follows grievance process impasse-binding on both parties- office of arbitration services

Front 88

grievance

Back 88

complaint registered by an employee with an accusation of unfair treatment by management- in writing with section and paragraph that has been violated- majority of grievances settled on first level

Front 89

traditional management

Back 89

command, control, operate from head

Front 90

comman

Back 90

tell

Front 91

control

Back 91

what allowed and what not allowed- you can and cant

Front 92

operate from head

Back 92

manipulate, maneuver, muscle

Front 93

leadership

Back 93

engaging everyone, knowledge of organization, listening for ideas, empowering the make decisions, understands the power imbedded in an organization by the corporate culture

Front 94

not important/urgent

Back 94

50% of time spent, reactive issues, management

Front 95

important/not urgent

Back 95

leadership, proactive