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26 Cards in this Set

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  • Back
Three Main Categories of Employee Participation
* Committeess, Circles, Councils, or Task Forces for Improving Conditions (additions to actual work)

* Team based restructuring of work processes (Involves fundamental reorganization of work)

* Employee Ownership (Entails some form of mutual investment and dividend)
Larson and LaFasto's Types of Effective Teams
1) Problem Solving Team
2) Creative team
3) Tactical team
Problem Solving Team
Emphasizes Trust and focuses on pressing issues
Creative Tesm
Needs autonomy and explores possibilities/alternatives
Tactical team
Needs clarity and is highly focused/directed
Challenges of Alternative Organizations (Micro)
* Time
* Emotion
* Inequality
Challenges of Alternative Organizations (Macro)
* Self-maintenance
* Autonomy
* Goal persistence
Paradoxes of Worker Participation/Workplace Democracy
* Structure
* Agency
* Identity
* Power
Workplace Democracy
Refers to principles and practices designed to engage and represent as many relevant individuals and groups as possible in the formulation, execution, and modification of work-related activities
Employee Participation
Organizational structures and processes designed to empower and enable employees to identify with organizational goals and to collaborate as control agents in activities that exceed minimum coordination efforts normally expected at work
Unitary Model of Democracy
Assumes that consensus is possible, even involving two or more differing groups
Adversarial Model of Democracy
Assumes that the best democratic results can only come with active opposition, open debate, and a clash of interests
Job Enrichment
Typically, a "top-down" process involving the analysis and reconfiguring of employees' jobs, intended to allow greater participation by employees in the work process to enhance internal motivation and job satisfaction
Quality Circles
Usually comprised of 10-12 members from the same or closely interrelated work areas, who meet voluntarily and on a regular basis to deal with problems of quality and productivity
Quality of Work Life (QWL) Programs
Designed to improve relations between managers and workers by increasing the involvement of workers in various aspects of organizastional life
Self-directed Work Teams (SDWTs)
The basic building block of many presumably "post-bureaucratic" organizations; usually comprised of 5-15 members responsible for performing all required functions to complete the task, including the responsibilities typically performed by supervisors
Socio-technical systems
Originally used to describe a network of semi-autonomous participatory work groups, the term now designates a general concern with the interrelations of the technical and social-psychological organization of industrial productions systems
Gainsharing Plans
Formal, supplemental compensation programs focusing on rewarding workers for improvements in labor productivity and cost reduction; Scanlon plans are the most common type of gainsharing program
Employee Stock Ownership Programs (ESOPs)
A common form of employee ownership program in which the company contributes stock to employees along with, in some cases, ownership privileges
A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and strategy, for which they hold themselves accountable
Process Consultation
An approach to team (organizational) development in which someone (or everyone) observes the team process, shares their observations with the team, and lets the team discuss and agree on ways to address the observations
Results-driven Structure
The organization, or structure, of the team is aligned with its purpose and the nature of its task
Alternative Organizations
Refers to groups, communities, and institutions outside the mainstream - emphasizing opposition to, or divergene from, traditional structures of hierarchy and centralization with "flatter", more democratic, more egalitarian ways of organizing work
Feminist Organizing
A philosophy and method of organizing that seeks to empower members through organizational systems premised on equality and participation, usually subscribing to a symmetrical version of power relations
Larson & Lafasto
3 top dimensions for team effectiveness
- Goal
- Competent team members
- Standards of excellence
Improving team effectiveness requires...
(a) developing members’ interpersonal/group communication competencies
(b) facilitating constructive confrontation and consensus building among team members
(c) encouraging the group to think of its team building as a long term process