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21 Cards in this Set
- Front
- Back
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Conflict
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Theory X vs. Y; continuum; avoiding, accommodating, forcing, compromising, collaboration; intrinsic part of the team development process (forming, storming, norming, performing); team leader as role model and coach
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Entre-/Intrapreneurship
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Differ from bureaucrats and administrators; strategy, opportunity exploitation, problem-solving, decision-making, resource-allocation, reward practices; can be learned; ideas champions, sponsors, godfathers; greenhouses; standard method of decision-making, separating generation of ideas from evaluation
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Job Design (JD)
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Improve employee motivation; anti-monotony theme; horizontal job loading or job range: job enlargement, job rotation, cross training; vertical job loading or job depth: job enrichment; job content factors: skills variety, task identity, task significance, autonomy, feedback, social opportunities; critical psychological states: experienced meaningfulness of the work, experienced responsibility for work outcomes, knowledge of results from work activities; vertical job loading more sustained than horizontal (Maslow's higher-order growth needs vs. lower-order growth needs)
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Job Involvement (JI)
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1) Identify with job, 2) participate actively in it and 3) consider it to be a key determinant of self-worth; one out of three core elements supporting the psychological contract between employer and employee
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Job Satisfaction (JS)
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1) Satisfaction with the work itself, 2) satisfaction with pay, 3) satisfaction with fellow workers, 4) satisfaction with supervision and 5) satisfaction with promotions; individual differences (personality traits) vs. organisational determinants, i.e. supervision, job clarity, job challenge, incentives (extrinsic vs. intrinsic); measurement methods are indirect; Job Descriptive Index (JDI) measuring the above 5 facets
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Leadership
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Trait vs. behavioural approach vs. situational; initiating structure and consideration; Fiedler's Contingency Theory (situational); Path-Goal Theory (situational/transactional); BMod (behavioural)
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MbO
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Cascaded set of goals; top down; clear line of sight between jobs and organisational objectives; SMART; involve people in setting the goals; periodic formal and informal review sessions to monitor progress and put corrective action in place; clear link to incentives
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Motivation
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A content theory of motivation specifies those human needs which activate behaviours aimed at need reduction; a process theory of motivation explains how behaviour is stimulated, directed, sustained, or stopped; Maslow’s hierarchy of needs consists of two general levels: physiological needs (physiological, safety) and psychological needs (belongingness, self-esteem, self-actualisation); these levels are also referred to as lower and higher-order needs; Herzberg’s two-factor theory is an organizational application of Maslow’s hierarchy of needs; it states that one set of factors cause motivation and satisfaction (content factors) and another set are responsible for dissatisfaction and low motivation (hygiene factors); expectancy theory; BMod; cognitive theories of motivation: Maslow’s hierarchy of needs, Herzberg’s two-factor theory, expectancy theory; behavioural theories of motivation: BMod
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Organisational Behaviour (OB)
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Organisational behaviour is an applied discipline which attempts to explain behaviour in organisations in terms of valid theories. Many of these theories address problems which managers face on a regular basis, for example motivation of subordinates.
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Organisational Change (OC)
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Organisations learn to manage planned change because they face risky external complexity and change as driving forces; when firms detect external risk they typically alter goals and strategies, technology or structure; if firms detect internal risk, they may alter job design, select different people, adopt new training methods or rearrange PA and reward systems; building on Lewin’s Unfreeze, Change and Refreeze model, Dailey suggests an 8-step model: 1. Recognising the need for change, 2. Diagnosis, 3. Dealing with resistance to change, 4. Selection of change methods, 5. Carry-over, 6. Evaluation of results, 7. Institutionalising the change, 8. Diffusing the change throughout the organisation
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Organisational Commitment (OCo)
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1) belief in and acceptance of the organisation goals and values, 2) willingness to exert considerable effort on behalf of the organisation and 3) desire to maintain membership in the organisation; one out of three core elements supporting the psychological contract between employer and employee
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Organisational Culture (OCu)
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Organisational culture is the shared beliefs and values which produce stable norms for employee behaviour. H: History - making the organisation’s history relevant to today’s business activities, O: Oneness - creating shared expectations around the organisation’s core values, M: Membership - raising the level of information exchange, swapping ideas amongst staff, E: Exchange - co-ordinating between staff, customers and vendors
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Organisational Design (OD)
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Mechanistic (X) vs. organic (Y) designs; division of labour, allocation of authority, departmentalisation, and span of control; 1) functional, 2) territorial, 3) product, and 4) matrix; vertical coordination by using groups, a collateral organisation, direct supervision, standardised work processes, standardisation of outputs, use of performance appraisal, and management information systems; horizontal coordination by using direct manager contact, liaison roles, horizontal task forces, and permanent teams to manage recurring workflow problems; methods like team building, survey feedback and pre-packaged programmes like Grid OD; also note downsizing, delayering
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Performance
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Affected by motivation (Maslow; Herzberg) and job satisfaction (see job satisfaction); can also be affected by many other factors besides the motivation level. Such factors include: 1) ability, 2) need for achievement or Type A personality, 3) the difficulty of the task, 4) the extent of job resources available, 5) the working conditions and 6) the organisational commitment and job involvement; equity theory as bond between performance and rewards; equity comparisons are made for all facets of job satisfactions for both types of rewards; expectancy theory specifies the relationship between effort - performance (expectancy) and performance - rewards (instrumentality); performance appraisal (PA) systems monitor progress towards meeting organisational goals, communicate performance expectations to employees, and create informed data for making human resource decisions; validity = correspondence of actual and measured performance; threats to PA system reliability include personal bias, halo effect, recency error, similar-to-me error, forcing the rating, central tendency, leniency error and strictness; 1) Absolute standards, 2) Graphic Scales Rating, 3) Behaviour Anchored Rating Scales (BARS)
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Personality
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Personality is defined as a relatively permanent set of psychological characteristics that create, guide and monitor human behaviour; locus of control (internalisers vs. externalisers); extroversion vs. Introversion; Machiavellism; socially acquired needs of achievement, affiliation and power (personalised vs. socialised)
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Power
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Socially acquired needs of achievement, affiliation and power (personalised vs. socialised); the socialised need for power is the most important of the three socially acquired need for predicting managerial success; power; authority; influence; five individual sources of power; three are associated with your position in the organisation: Reward, Coercive, and Legitimate; two are associated with you as an individual: Referent and Expert
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Rewards
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Equity theory; expectancy theory; extrinsic rewards: direct, indirect and non-financial; intrinsic rewards; pay systems should be built on the basis of a job analysis which ranks jobs based on the extent of their value adding factors; the accepted correlates are: 1) performance, 2) effort 3) seniority 4) equality and 5) power and influence; examples of standard compensatable used to determine starting salaries, pay grades and the levels in given pay grades are: 1) physical requirements, 2) mental requirements, 3) skills and knowledge, 4) responsibility and 5) working conditions; new pay practices include cafeteria-style fringe benefits, lump-sum pay, skill-based compensation, accumulating time off, the all-salaried team and open salary information; new guidelines for altering pay systems stress 1) matching the pay system to the organisation’s strategic goals so that competitive advantage is created or extended; 2) adjusting the pay plan to reflect the extent of diversity in the workforce and 3) ensuring that the pay system fits with other firm characteristics that are strongly related to the company’s sources of competitive advantage
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Reward System, Team-Based
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Extrinsic team-based reward systems, usually implemented in addition to individual based reward systems; come in the forms of profit-sharing and gain-sharing; Scanlon; Rucker; also intrinsic; 360 degree system better fit for measurement of group performance than classic systems
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Self-Directed Teams
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Self-directed teams are formal work groups made up of members who are jointly responsible for team leadership and goal accomplishment; the ‘best practices’ in firms that use SDTs achieve the following outcomes 1) high performance norms, 2) channelling group conflict to useful ends, 3) satisfying interpersonal relations and 4) integration of technical work and the team’s social structure; these outcomes are attainable if management adheres to these principles: 1) relatively small teams, 2) training confined to work skill areas or cross training, 3) two-tiered pay (reward) system, 4) role of supervisor changes, 5) the team plans, organises and controls a discrete unit of work and is responsible for both the quality and quantity of its performance
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Values
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At a deeper psychological level than work attitudes such as job satisfaction, job involvement and organisational commitment; enduring beliefs; instrumental vs. terminal; relate to ethical concepts of right and wrong; mission statements build on values
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Work Group Structure and Dynamics
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Managers can influence cohesiveness by controlling the group’s composition, size, and goal clarity; in addition, managers can create a disturbance or common enemy to influence the cohesiveness in their groups; work group development proceeds through 1) forming, 2) storming, 3) norming and 4) performing and sometimes 5) adjourning; work group creativity can be low if the manager does not know how to separate idea generation from idea evaluation in group decision-making by using methods such as brainstorming, Nominal Group Technique and the Delphi Technique; process losses can be minimised by 1) careful definition of the group’s task, 2) separation of idea generation from idea evaluation, 3) avoidance of groupthink, 4) making group rewards contingent on group performance and 5) making group rewards contingent on group contributions to work unit successes; maintenance vs. task activities
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