Compensation Chapter 2 Definitions

Front 1

Organizations

Back 1

Systems that apply procedures to a set of resources to transform inputs into valued outputs

Front 2

Technology

Back 2

Procedures and resources used by an organization to transform inputs into outputs

Front 3

Corporate Strategy

Back 3

Organization's plan for how it will achieve goals

Front 4

Organization Structure

Back 4

Means through which an organization generates behaviors necessary to execute its corporate strategy

Front 5

Contingency Approach to Organization Design

Back 5

Approach to organizational design based on premise that the best type of structure for an organization depends on the key contingencies associated with that organization

Front 6

Job Design

Back 6

A dimension of organization structure that describes the manner in which total tasks of an organization is divided into separate jobs

Front 7

Coordination & Departmentation

Back 7

A dimension of organization structure that describes the methods used to coordinate the work of individual employees and subunit in an organization

Front 8

Decision making & Leadership Structure

Back 8

A dimension of organization structure that describes the nature of the decision making and leadership processes used in an organization

Front 9

Communications & Information Structure

Back 9

A dimension of organizational structure that describes the nature of and methods for communicating in an organization

Front 10

Control Structure

Back 10

A dimension of organizational structure that describes the nature of the processes used to control employee behavior in an organization

Front 11

Managerial Strategy

Back 11

One of the 3 main patterns of combos of structural variables that can be adopted by an organization, namely classical, Human relations or high involvement

Front 12

Contextual Variables

Back 12

Factors in he firm's context that indicate the most appropriate managerial strategy and organizational structure

Front 13

Domain

Back 13

describes specific products or services offered by a given organization

Front 14

Task Environment

Back 14

The portion of the general environment that has direct relevance to a given organization

Front 15

Classical Managerial Strategy

Back 15

An approach to management that assumes most workers inherently dislike work but can be induced to work in order to satisfy essential needs

Front 16

Human Relations Strategy

Back 16

Assumes most employees inherently dislike work but can be induced to work in order to satisfy social needs

Front 17

High-Involvement Managerial Strategy

Back 17

Assumes work can be intrinsicaly motivating if org is structured properly

Front 18

Organizational Culture

Back 18

A set of core values and understandings shared by members of an organization