Ch. 2 Psyc 440 I/o Psyc

Front 1

norms*

Back 1

Shared beliefs, attitudes, standards, and practices exhibited by and/or expected of all members of a group, organization, or other social system.

e.g.: Practice of starting meetings exactly on time, not one second late, at HamiltonStandard (a manufacturer of aerospace components) described by insiders as "Hamilton Standard time."

Front 2

over-determination

Back 2

Redundant, mutually reinforcing mechanisms more than sufficient to assure stability of a social system.

•(Mechanisms include values, norms, roles, motivation via rule enforcement and external rewards, and internalmotivation.)

• e.g.: U.S. Army maintains compliance with norms and role expectations through system rewards (housing,medical care), training, role-based rewards (wages, retirement benefits), rule enforcement, etc.

Front 3

Subsystems (of organization)**

Back 3

Internal, recurring processes (systems) that perform essential functions

e.g.: Walmartsupply-line management subsystem.

Generic subsystems:

1) management (responsible for strategy, structure, planning,direction, coordination, budgeting, development, capacity, security & success)

2) production / technical (converts inputs intooutputs, such as ore to metal)

3) infrastructure (maintains current & future capacity, including human resources, information,facilities, and existing processes)

4) boundary-spanning (manages external interactions – across the boundary: marketing &sales, procurement, purchasing, logistics, supply-line management, shipping, distribution, waste disposal, lobbying)

5)adaptive (monitors the environment, gathers intelligence, identifies needed operational changes, develops new processes &products, as in R&D, product development, industrial espionage).

Front 4

System*

Back 4

Interdependent parts operating as a unitary whole that interacts with its environment in recurring cycles of exchange to obtain needed resources and adapt.

e.g.: Exxon-Mobil Corp., beehive

Front 5

properties**

Back 5

1) inputs (resources forcontinued operation acquired from the larger environment);

2) throughput (processes that convert inputs to outputs)

3)outputs (to the larger environment)

4) homeostasis (dynamic equilibrium or steady state that occurs when inputs sustaincurrent outputs, as when an auto manufacturer sells enough units to generate revenues that pay for continued operation)

5)differentiation (specialized components serving specific functions)

6) integration (means of coordinating specializedcomponents)

7) equi-finality (multiple ways of achieving the same result)

8) exchange cycle (repeatedly sending outputs andreceiving inputs in return)

9) adaptation (changes enabling adjustment to the environment).

Front 6

Values

Back 6

1) Encuring, fundamental priorities or ideals that guide personal choices. e.g.:

a) social responsibility

b) achievement

2) Fundamental priorities and/or ideals shared in common by members of a group, organization, or larger social system

e.g.:

a) Procedural justice

b) Earning

Front 7

centralization*

Back 7

extent to which decisions and policies originate at the top of an organization's hierarchy, and/or communication flows to and from top ranks

e.g.: MacDonald's corporate headquarters specifies uniform procedures formaking French-fries at all restaurants, world-wide.

Front 8

decentralization

Back 8

involves decision-making at lower ranks. Centralization becomes more difficult as span of control increases.

Front 9

Flat vs. tall structure (organization)

Back 9

flat organizations have hierarchies with few levels and wide spans of control;

tall organizations have more levels, smaller spans of control

e.g.: a) Exxon, a "tall" organization, has had over 20 levels and spans ofcontrol around 5, compared with Baxter Health Care, a "flat" organization, which has had 6 levels and spans of control above20.

Front 10

Hierarchy*

Back 10

Organization's chain of command: tiers of authority that define supervisor-subordinate relationships

e.g.: Ranking in an airplane cockpit crew: pilot (highest), co-pilot, and attendants (lowest).

Front 11

Tiers**

Back 11

Typical tiers:

1) chief executive orCEO (highest rank, responsible and accountable for the whole organization)

2) executives (managers who report directly tothe CEO, such as COO or Chief Operating Officer, CFO or Chief Financial Officer, CIO or Chief Information Officer)

3)managers (responsible for supervising lower-ranking managers or supervisors)

4) supervisors (responsible for performance& safety of other employees)

5) front-line employees (no supervisory duties).

Front 12

Organization structure* & types**

Back 12

relatively enduring features that define a hierarchy of authority, work units, subsystems, and individual roles

e.g.: Power plant's departments defined by specialized functions (Administration, Operations,Maintenance, Distribution, Human Resources, and Customer Service) in which workers report to supervisors, who report todepartment managers, who report to the plant manager.

Front 13

Authority

Back 13

Legitimate, role-based power to allocate resources, make decisions, and enforce directives within a defined scope of responsibility.

e.g.: A plant manager has authority to make up to $1M in annual, capital expenditures and hire upto 10 new employees per year without prior approval. (Authority brings accountability, and ideally matches responsibility.)

Front 14

Power*

Back 14

capacity to motivate or compel action despite resistance

e.g.: Judge Jones has the power to subpoena a clinicalpsychologist's private notes despite objections.

Front 15

Bases of power**

Back 15

1) rewardpower (capacity to deliver valued outcomes like salary raises and promotions)

2) coercive power (capacity to deliverunwelcome consequences such as punishments or penalties)

3) legitimate power (formal, role-based authority within a definedscope of responsibility, for instance to set budgets and make assignments)

4) expert power (from personal knowledge, skill, orcompetency, as shown, for instance, by the scientist with many publications on global climate change who influenced policymakers)

5) referent power (influence from personal likeability, and tendency of people to identify with and emulate theindividual, as with a popular political leader or celebrity).

Front 16

Hierarchical principle

Back 16

individual power in an organization increases with rank [in its hierarchy]

e.g.:

a) Supervisorat a McDonald's has more power than a front-line worker.

b) At Ford, a Plant Manager has higher rank and more influence thanCoordinators who supervise assembly workers.

Front 17

Position power

Back 17

influence tied to a role in an organization, including legitimate authority to issue directives and control rewards and discipline for subordinates

e.g.: Platoon Sergeant Jones has high position power based on authority to giveorders and to commend, reward, or discipline soldiers in the platoon. (Consists of legitimate, reward, and coercive power fromFrench & Raven's bases of power.)

Front 18

Span of control*

Back 18

number of people who report directly to a supervisor or manager.

e.g.:

a) Supervisor of 6-personcoal mining crew has a span of control of 6

b) CEO who supervises 8 vice presidents & 2 assistants has span of control of 10.

Front 19

Boundary role*

Back 19

Position in an organization that requires interaction with people outside the organization

e.g.:

a) customer service

b) salesperson

Front 20

Extra-role behavior*

Back 20

Individual's actions, beyond job-duties or role-expectations, to benefit his/her organization

e.g.: During a power failure from an ice storm at a chemical plant, a maintenance crew worked through Christmas break to keep thepiping network from freezing and slept in the boiler-room

Front 21

Role theory

Back 21

1) Role behavior involves counterparts in interdependent roles in recurring role episodes, reflecting role expectations held and communicated by role senders (sent role) and received by role holders (received role), which encourage role-holder actions intended to meet expectations (role behavior)

2) Role episodes reflect influences of:

a) individual attributes (like ability or personality)

b) interpersonal factors (like supervisor-supervisee relationships)

c) organizational factors (like scope of authority or role clarity)

research support is extensive and broad

Front 22

Role*

Back 22

1) behaviors expected of an individual with a particular rank and specialty in an organization

•e.g.: A checker atWal-Mart is expected to report on time, greet customers, scan bar-codes on purchases, receive payment, give correct change,place purchases in bags, and call a supervisor if needed.

•(A role can be larger than a job, as a role can include expectationsbeyond job duties.)

2) Specialized function or responsibilities adopted by or assigned to a member of a group

•e.g.: jury foreperson, team captain, club treasurer, or pitcher in a baseball team

Front 23

Role episode* & components**

Back 23

4-step sequence involving role holder and counterpart (role sender):

1) counterpart holds role expectations

2) communicated as sent role, which...

3) arrives as received role, which...

4) guides role behavior

•e.g.: An office supervisor(role sender) meets with an office assistant (role incumbent), who is expected to do accurate keying (role expectation), andsays, "Do a good job keying" (sent role); understood by the assistant as, "I'm to key fast and accurately" (received role); whichguides role behavior (effort to key both fast and accurately).

Front 24

role map

Back 24

For a specific ole in an organization, a graphic depiction of counterpart roles, showing suppliers, customers, team-mates, supervisor, supervisees (if any), and other counterparts

e.g.: Role map for supervisor shows: Manager, peersupervisors (team-mates), supervisees, internal and external suppliers, and customers.