M And P Test 2

Front 1

mechanistic organizations

Back 1

(bureaucratic) characterized by specialized jobs and responsibilities, precisely defined, unchanging roles, and rigid chain of command based on centralized authority and vertical communication--works best in stable, unchanging environments

Front 2

organic organizations

Back 2

characterized by broadly defined jobs and responsibility, loosely defined, frequently changing roles, and decentralized authority and horizontal communication based on task knowledge--works best in dynamic, changing business environments

Front 3

division of labor

Back 3

when the work of the organization is subdivided into smaller tasks to be performed by individuals

Front 4

specialization

Back 4

different people or groups perform specific part of the larger task

Front 5

3 dimensions of designing structure

Back 5

1. horizontal differentiation

2. vertical differentiation

3. integrating mechanisms

Front 6

horizontal differentiation

Back 6

the formal division of the organization into subunits; deals with issues of departmentalization that create functional, divisional, and metrix organizations

Front 7

vertical differentiation

Back 7

the location of decision making responsibilities within a structure including the authority within an organization, the board of directors, the CEO and hierarchical levels

Front 8

integrating mechanisms

Back 8

processes for coordinating subunits

Front 9

advantages of matrix structures

Back 9

-enhances organizational flexibility

-foster high motivation and increased organizational commitment

-provide opportunity for team members to learn new skills

-makes efficient of human resources

-allows team members to serve as bridges to their departments

-is a useful vehicle for decentralization

Front 10

disadvantages of matrix structures

Back 10

-employees are uncertain about reporting relationships

-managers may view design as an anarchy in which they have unlimited freedom

-they dynamics of group behavior may lead to slower decision making, one person domination, compromise decisions, or a loss of focus

-more time may be required for coordinating task-related activities

Front 11

components of vertical differentiation

Back 11

1. authority

2. hierarchy

Front 12

authority

Back 12

the right to give commands, take action, and make decisions to achieve organizational objectives

-formal: based on a formal position; board of directors, CEO

-informal: based on expertise, experience, or personal qualities; scientists, computer savvy people

Front 13

hierarchy

Back 13

-the number of levels in an organization

~top management

~middle management

~operational management

Front 14

4 dimensions of authority

Back 14

1. chain of command

2. line versus staff authority

3. delegation of authority

4. degree of centralization

Front 15

Delegation

Back 15

assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible

Front 16

3 transfers involved with delegation

Back 16

1. manager transfers responsibility for the assignment to the subordinate

2. manager gives the subordinate full authority over budget, resources, and personnel needed to do the job

3. transfer of accountability, must get the job done

Front 17

advantages of centralization

Back 17

-facilitates coordination

-ensures decisions are consistent with organizations objectives

-avoids duplication of activities by different subunits

-by concentrating power and authority in one individual or a management team, centralization can give top level managers the means to bring about needed major organizational changes

-temporary centralization of decision making power is often an important step in organizational change

Front 18

tall hierarchies

Back 18

organizations with many layers of management and narrow spans of control

Front 19

flat hierarchies

Back 19

organizations with few layers of management and wide spans of control

Front 20

span of control

Back 20

-refer of the number of subordinates who report directly to an executive or supervisor

-he number of direct reports a manager can handle depends on the nature of the work being supervised, how visible the performance of subordinate is, and the extent of decentralization within the organization

Front 21

problems with tall hierarchies

Back 21

-there is a tendency for information to get accidentally distorted as it passes through layers in a hierarchy

-problem of deliberate distortion by midlevel managers who are trying to curry favor with their superiors or pursue some agenda of their own (influence costs)

-they are expensive and can cause a competitive disadvantage

-inherent inertia (opposition to change)

Front 22

standardization

Back 22

-establishing common routines and procedures that apply uniformly to everyone

-managers may establish standards for which types of computer equipment that organization will use

Front 23

formalization

Back 23

-the presence of rules and regulations governing how people in the organization interact

-written policies regarding attendance, dress and decorum are examples

Front 24

job rotation

Back 24

periodically moving working from one specialized job to another to give them more variety and the opportunity to use different skills

Front 25

job enlargement

Back 25

increases the number of different tasks that a worker performs within one particular job

Front 26

enrichment

Back 26

attempts to overcome the deficiencies in specialized work by increasing the number of tasks an by giving workers the authority and control to make meaningful decisions about their work

Front 27

reengineering

Back 27

fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service, and speed

Front 28

3 types one interdependence

Back 28

1. pooled interdependence

2. sequential interdependence

3. reciprocal interdependence

Front 29

poole interdependence

Back 29

each job or department independently contributes to the whole

Front 30

sequential interdependence

Back 30

work must be performed in succession, as on groups or jobs outputs become the inputs for the next

Front 31

reciprocal interdependence

Back 31

different jobs or groups work together in a back-and-forth manner to complete the process

Front 32

modular organizations

Back 32

outsource all remaining business activities to outside companies, suppliers, specialists, or consultants except for the core business activities they can perform better, faster, and cheaper than others

Front 33

virtual organization

Back 33

part of a network in which many companies share skills, costs, capabilities, markets, and customers with each other

Front 34

teams

Back 34

groups of people who interact and influence each other, are mutually accountable for achieving common goals associated with organizational objective, and perceive themselves as a social entity within an organization

Front 35

social loafing

Back 35

-occurs when people exert less effort than when working in groups than when working alone

likely to occur when:

-large groups where individual output is hard to identify

-people believe their contributions are not important

-believe others will do the work for them

-lack of effort will go undetected

-will be the lone sucker if they work hard by others don't

Front 36

use teams when...

Back 36

-there is a clear, engaging reason or purpose

-the job can't be done unless people work together

-rewards can be provided for teamwork and team performance

-ample resources are available

Front 37

don't use teams when...

Back 37

-there isn't a clear, engaging reason or purpose

-the job can be done by people working independently

-rewards are provided for individual effort and performance

-the necessary resources are not available

Front 38

team effectiveness

Back 38

the productive output of the team meets or exceeds the standards or quantity and quality that an individual could produce

Front 39

5 ways to improve team effectiveness

Back 39

-customer satisfaction

-product and service quality

-product development speed and efficiency

-employee job satisfaction

-decision making

Front 40

job analysis

Back 40

systematic analysis of jobs within an organization

Front 41

job description

Back 41

a listing of the jobs duties; its working conditions; and the tools, materials, and equipment use to perform the job

Front 42

job specification

Back 42

a listing of the knowledge, skills, abilities, and other credentials the incumbent jobholder will need to do a job

Front 43

selection

Back 43

-the process of gathering information about job applicants to decide who should be offered a job

-it is a set of methods used to make decisions about whom to hire

Front 44

types of selection tests

Back 44

-ability, skill, aptitude or knowledge test are usually the best predictors of job success, but cognitive ability is the best

-personality tests, work sample tests and others are also used

-must be validated, administered, and scored consistently

-the testing process must be the same for all candidates

Front 45

Structured Interviews

Back 45

selection technique that involved asking all applicants the same questions and comparing their responses to a standardized set of answers

Front 46

unstructured interviews

Back 46

non directive selection technique where the interview ask different interviewees different quesitons

Front 47

semi-structured interviews

Back 47

hybrid of the first two

Front 48

reliability

Back 48

consistency of test scores over item and across alternative measurements

Front 49

validity

Back 49

asses the accuracy of the selection test

Front 50

4 phases of a training program

Back 50

1. needs assessment--the process of identifying and prioritizing the learning needs employees (ie. jobs, people and departments)

2. training program design--training objectives and content are established from the needs assessment

3. decisions about training methods and location-can be on of off site

4. evaluate the training program's effectiveness surveys, tests, improved behavior etc.

Front 51

4 ways to evaluate a training program

Back 51

-Reactions--how satisfied trainees were with the program

-Learning--how much employees improved their knowledge or skills

-Behavior--how much employees actually changed their on-the-job behavior because of training

-Results--how much training improved job performance, such as increased sales or quality, or decreased cost

Front 52

purposes of performance appraisal

Back 52

-appraisal validates the selection process and the effect of training

-can serve 2 main purposes:

1. administrative appraisals aid in making decisions about pay raises, promotions, and training, and terminations; helps employees understand and accept decisions

2. developmental appraisal provides feedback to employees to improve their performance, identify needed training and plan future careers

Front 53

360-degree feedback

Back 53

feedback comes from four sources: the boss, subordinates, peers and coworkers, and the employees themselves

Front 54

compensation

Back 54

the financial and non-financial rewards that organizations give employees in exchange for their work

Front 55

employment separation

Back 55

a broad term covering the loss of an employee for any reason

Front 56

involuntary separation

Back 56

occurs when employers decide to terminate or lay off employees

Front 57

voluntary separation

Back 57

occurs when employees decide to quite or retire

Front 58

functional turnover

Front 59

dysfunctional turnover

Front 60

organizational diversity

Back 60

a variety of demographic, cultural, and personal difference among the people who work there and the customers who do business there

Front 61

glass ceiling

Back 61

invisible barrier that makes it difficult for women and minorities to rise above a certain level in the organization

Front 62

sexual harassment

Back 62

form of discrimination in which unwelcome sexual advances, request for sexual favors, or other verbal or physical conducts of a sexual nature occurs.

Front 63

2 types of sexual harassment

Back 63

-quid pro quo when employment outcomes, such as hiring, promotion, or simply keeping ones job, depend on whether an individual submits to being sexually harassed-hostile work environment occurs when unwelcome and demeaning sexually related behavior creates an intimidating, hostile, and offensive work environment

Front 64

disparate treatment

Back 64

intentional discrimination, occurs when people, despite being qualified, are intentionally not given the same hiring, promotion, or membership opportunities as other employees because of their race, color, age, sex, ethnic group, national origin, or religious beliefs

Front 65

adverse impact

Back 65

unintentional discrimination, occurs when members of a particular race, sex, or ethnic group are unintentionally harmed or disadvantaged because they are hired, promoted, or trained (or any other employment decision) at substantially lower rates than others

Front 66

arrogative action

Back 66

different concept, refers to purposeful steps taken by an organization to create employment opportunities for minorities and women

Front 67

ways diversity can leave to a competitive advantage

Back 67

-decreases dysfunctional turnover

-decreases absenteeism

-helps companies avoid expensive lawsuits

-drives business growth

-

Front 68

types of diversity training

Back 68

-awareness training

-skill-based diversity training

-diversity audits and pairing

Front 69

surface level diversity

Back 69

consists of differences that are immediately observable, typically unchangeable and easy to measure

Front 70

deep level diversity

Back 70

consist of differences that are communicated through verbal and nonverbal behaviors and are recognized only through extended interaction

Front 71

personality

Back 71

the relatively stable set of behaviors attitudes, and emotions displayed over time that make people different from each other

Front 72

Big 5 personality traits

Back 72

-openness to experience

-conscientiousness

-extraversion

-agreeableness

-neuroticism

Front 73

openness to experience

Back 73

the degree to which someone is curious, broad-minded, and open to new ideas, things, and experiences; is spontaneous; has a high tolerance for ambiguity

Front 74

conscientiousness

Back 74

the degree to which someone isorganized, hardworking, responsible, persevering, thorough, and achievement oriented. KEY to performance!

Front 75

Extraversion

Back 75

the degree to which someone is angry,depressed, anxious, emotional,insecure, or excitable. he degree to which someone is active, assertive, gregarious, sociable, talkative, and energized by others. In contrastto extraverts, introverts are less active, prefer to be alone, and are shy,quiet, and reserved.

Front 76

Agreeableness

Back 76

is the degree to which someone is cooperative, polite, flexible, forgiving,good-natured, tolerant, and trusting.

Front 77

Neuroticism

Back 77

the degree to which someone is angry,depressed, anxious, emotional,insecure, or excitable.

Front 78

content perspectives motivation

Back 78

-focus on needs and deficiencies of individuals

-try to answer the question, "what factors in the workplace motivate people?"

Front 79

content perspectives of motivation

Back 79

-Maslow's hierarchy of needs

-Herzberg's two-factor theory

-McClelland's achievement, power, and affiliation needs

Front 80

motivation (DIP)

Back 80

-motivation represents the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior

-Direction refers to the path along which people engage their effort

-intensity is the amount of effort allocated to the goal

-persistence is the continuing effort for a certain amount of time

Front 81

ABC's of behavior

Back 81

antecedents

behavior

consequences

Front 82

ability

Back 82

the degree to which workers possess the knowledge, skills, and talent needed to do a job well

Front 83

role perceptions

Back 83

how well someone performs the requirements of the job

Front 84

situational factors

Back 84

factors beyond the control of individual employees, such as tools, policies, and resources that have an effect on job performance

Front 85

motivation as it relates to MARS model and job performance

Back 85

effort, the degree to which someone works hard to do the job well

Front 86

needs

Back 86

physical or psychological requirements that must be met to ensure survival and well-being; they are mostly conscious deficiencies that energize or trigger behavior to satisfy those needs

Front 87

Maslow's hierarchy of needs

Back 87

-physiology: attending to the basic survival and biological functions

-security: seeking a safe physical and emotional environment

-belongingness: experiencing love and affection

-esteem: having a positive self-image/self-respect and recognition and respect from others

-selfs-actualization: realizing one's potential for personal growth and development

Front 88

extrinsic rewards

Back 88

tangible and visible to others and are given to employees contingent on the performance of specific tasks or behaviors

Front 89

intrinsic rewards

Back 89

the natural rewards associated with performing a task or activity for its own sake

Front 90

equity theory

Back 90

-theory stating that people asses who fairly they have been treated accordion to two key factors: inputs and outcomes

-people will be motivate at work when they perceive that they are being treated fairly

-regardless of the actual level of rewards people receive, they must also perceive that, relative others, they are being treated fairly

Front 91

5 methods to restore equity

Back 91

-changing inputs by trying harder or slacking off

-changing outcomes by demanding a raise

-distorting ratios by altering perceptions of self or of others

-leaving situation by quitting the job

-choosing another person to compare yourself with

Front 92

expectancy theory

Back 92

motivation depends on how much we want something and how likely we are to get it

Front 93

components to the expectancy theory

Front 94

reinforcement theory

Back 94

-focuses on the role of consequences as they cause behavior to change or remain the same over time

-assumes: behavior that is rewarded is likely to be repeated; behavior that is punished is less likely to be repeated

-process of changing behavior by changing the consequences that follow behavior

Front 95

4 processes of reinforcement

Back 95

-positive reinforcement

-negative reinforcement

-punishment

-extinction

Front 96

positive reinforcement

Back 96

strengthens behavior with rewards or positive outcomes after a desired behavior is performed

Front 97

negative reinforcement

Back 97

strengths behavior by removing or withholding a negative consuquences

Front 98

punishment

Back 98

weakens undesired behavior by using negative outcomes or unpleasant consequences when the behavior is performed

Front 99

extinction

Back 99

weakest undesired behavior by simply ignoring or not reinforcing that behavior

Front 100

goal setting theory

Back 100

-proposes that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end

-well crafted goals are motivating

Front 101

5 core job characteristics of jobs that can be redesigned

Back 101

-skill variety

-task identity

-task significance

-autonomy

-feedback

Front 102

skill variety

Back 102

the number of different activities performed in a job

Front 103

task identity

Back 103

the degree to which a job, from beginning to end, requires completion of a whole and identifiable piece of work

Front 104

task significance

Back 104

the degree to which a job is perceived to have substantial impact on others inside or outside the organization

Front 105

autonomy

Back 105

the degree to which a job gives workers the discretion, freedom, and independence to decide how and when to accomplish the work

Front 106

feedback

Back 106

the amount of information the job provides to workers about their work performance

Front 107

3 internally motivating states in the JCM

Back 107

-motivation increase when employees have the required skills and knowledge to master there more challenging work

-give employees more autonomy over their work is a form of job enrichment

-empowerment is the process of sharing power with employees, thereby enhancing their confidence and ability to perform their jobs and their belief

Front 108

empowerment

Back 108

-enabling workers to set own work goals, make decisions, and solve problems within their sphere of influence

-permanently passing decision-making authority and responsibility from managers to workers

Front 109

participation

Back 109

-giving employees a voice in making decisions about work

Front 110

leadership

Back 110

-people who can influence the behaviors of others without having to rely on force

-people who are accepted as leaders by others

Front 111

importance of vision for good leadership

Back 111

-necessary for effective leadership

-can be developed for any job, work unit or organization

-managers who do no develop into strong leaders fail to develop a clear vision in many cases

Front 112

Management vs. Leadership

Back 112

-major differences between the leader and the manager relates to their source of power and level of compliance

Front 113

management power

Back 113

-come from organization structure

-promotes stability, order, and problem solving within the structure

Front 114

leadership power

Back 114

-comes from personal sources, such as personal interest, goals, and values

-promotes vision, creativity and change

Front 115

5 sources of power for leadership

Back 115

-legitimate power

-reward power

-coercive power

-referent power

-expert power

Front 116

legitimate power

Back 116

power granted through the organizational hierarchy

Front 117

reward power

Back 117

the power to give or withhold rewards

Front 118

coercive power

Back 118

the capability to force compliance by means of psychological, emotional, or physical threat

Front 119

referent power

Back 119

the personal power that accuses to someone based on identification, imitation, loyalty, or charisma

Front 120

expert power

Back 120

power derived from the possession of information or expertise

Front 121

3 consequences of power

Back 121

-commitment

-compliance

-resistance

Front 122

5 general perspectives of leadership

Back 122

-power-influence

-leadership-traits approach

-leadership behaviors approach

-situational approach

-visionary leadership approach

Front 123

power-influence approach

Back 123

attempts to explain leadership effectiveness in terms of the amount of power possessed by a leader

Front 124

leadership trait approach

Back 124

assumed that a basic set of personal traits that differentiated leaders from nonleaders could be used to identify and predict who would become leaders

Front 125

leadership behaviors approach

Back 125

assume that effective leaders somehow behaved differently from ineffective leaders

Front 126

situational approach

Back 126

argues that the appropriate behaviors for a leader to adopt depend on context, and what will work in some situations will not work in others

Front 127

visionary leadership approach

Back 127

suggests that effective leaders "transform" organizations through their vision

Front 128

components of power-influence perspective

Back 128

-effective leader rely on the amount of power the possess

-the power comes from any of the sources previously discussed

~personal power that flows from expertise

~a network of allies

~individual attributes

~skille organizational politicians

Front 129

issues of trait perspective

Back 129

-there is little agreement among researches about the which of these traits are important or necessary to have effective leadership

-not all traits are equally important; may be context dependent and not all great leaders demonstrate all traits

Front 130

OSU Studies basic leadership styles

Back 130

-initiating-structure behavior

-consideration behavior

Front 131

initiating-structure behavior

Back 131

-the leader defines leader-subordinate role expectations formalizes communications, and sets working agenda

-a leaders ability to initiate structure primarily affects subordinates job performance

Front 132

consideration behavior

Back 132

-the leader shows concern for subordinate and attempts to establish a friendly and supportive climate

-consideration primarily affects subordinates' job satisfaction

Front 133

least preferred coworker (LPC)

Back 133

-style of leadership varies with situational favorableness

-leader style = the way that leaders generally behave, underlying needs and personalities

-effectiveness depends on leader style and the contingency

-leaders to be incapable of changing their leader styles

Front 134

LPC Measure

Back 134

~asks leaders to describe the person with whom they are least able to work well

-Peoplewho describe their LPC in a positiveway(scoring 64 and above) have relationship-oriented leadershipstyles.

-Peoplewho describe their LPC in a negativeway(scoring57 or below) have task-oriented leadershipstyles

Front 135

LPC situational variables

Back 135

-leader-member relations

-task structure

-position power

Front 136

leader-member relations

Back 136

the nature ofthe relationship between theleaderand the work group(how much do they respect, like, trust etc.).

Front 137

task structure

Back 137

thedegree to which the group’s task is defined.

Front 138

position power

Back 138

Thepower vested in the leader’s position(arethey able to hire, fire, reward, punish etc.).

Front 139

Path goal Theory

Back 139

-to make valued or desired rewards available in the workplace

-to clarify for the subordinate the kinds of behavior that will lead to goal accomplishment or rewards

-to clear the path so that followers can achieve their goals

Front 140

path goal theory behaviors

Back 140

-directive

-supportive

-participative

-achievement-oreiented

Front 141

directive

Back 141

letting subordinates know what is expected of them giving guidance and direction and scheduling work

Front 142

supportive

Back 142

being friendly and approachable, having concern for subordinate welfare, and treating subordinates as equals

Front 143

participative

Back 143

consulting with subordinates, soliciting suggestion, and allowing participation in decision making

Front 144

achievement-oriented

Back 144

setting challenging goals, expecting subordinates to perform at high levels encouraging and showing confidence in subordinates

Front 145

3 functions of a leader according to path goal theory

Back 145

1. clarify the path

2. clear the path

3. offer rewards

Front 146

leader-member exchange approach

Back 146

Stresses the importance of variable relationships between supervisors and each oftheir subordinates.

Front 147

vertical dyads

Back 147

Leadersform uniqueindependentrelationships with each subordinate (dyads) in which the subordinate becomes amember of the leader’s out-group or in-group

Front 148

leadership substitutes

Back 148

a concept that identifies situations inwhich leader behavior is neutralized or replaced by characteristics ofsubordinates, the task, and the organization.

Front 149

categories of substitutes

Back 149

subordinate

task

organization

Front 150

charismatic leadership

Back 150

-interpersonal attraction that inspires support and acceptance,

-can command the loyalty of followers; however it can work against effective leadership if usedimproperly

–Aremore successful than non-charismatic persons.

–Areself-confident leaders

–Havea firm conviction in their beliefs and ideals–Possessa strong need to influence people.

–Createexceptionally strong relationships with followers

–Possess“magnetic personalities” that are larger than life and attractivetoothers

Front 151

ethical charismatics style of leadership

Back 151

-use power to serve others

-allow followers to help develop the vision

-engage in two-way communication, seek out viewpoints on critical issues

-want followers to think and question status quo

-focus on developing people

-follow self-guided principles that may go against popular opinion

Front 152

unethical charismatic styles of leadership

Back 152

-use power to dominate or manipulate others for personal gain

-sole source of vision, which they use to serve their personal agendas

-engage in one-way communication and are not open to suggestion

-have inflated egos, thrive on attention and admiration of sycophants, avoid feedback

-dont want followers to think but want uncritical acceptance of leaders ideas

-are insensitive and unresponsive to followers' needs and aspirations

-follow standards only if they satisfy immediate self-interests, manipulate impressions so other think they are doing the right thing

Front 153

transformational leadership

Back 153

leaders can be transformational or transactional in their dealings with followers

Front 154

transformational leadership characteristics

Back 154

–Generatingawarenessandacceptance of a group’s purpose and mission and helping employeesto see beyond their own needs and self-interests forthe good of the group.

–Beingagents ofstrategic & organizational change

–Reenergizingtroubledorganizations, pushing them in new strategic directions; e.g.,changingoperations, organizational architecture & culture.

Front 155

transactional leadership

Back 155

-Based on an exchange process in which followers are rewarded for good performance andpunished for poor performance.

-helps organizations achieve its current objectives and tries to keep it running efficiently while not makingchanges; i.e. they maintain the status quo.

Front 156

4 I's of transformational leadership

Back 156

-idealized influence

-inspirational motivation

-intellectual stimulation

-individual consideration

Front 157

idealized influence

Back 157

theyput others’ needs ahead of their own, share risks, are admired, respected &emulated; they are ethical&maintain high ethical standards.

Front 158

inspirational motivation

Back 158

theymotivate and inspire followers by providing meaningandchallenge to their work; clearly communicating expectations and demonstratingcommitment to goals; help followers envision the future, leading to greaterenthusiasm and optimism about the future.

Front 159

intellectual stimulation

Back 159

encouragefollowers to be creative and innovative,toquestion assumptions, and to look at problems and situations in new way

Front 160

individualized consideration

Back 160

pay special attention to followers’ individual needsbycreating learning opportunities, accepting and tolerating individualdifferences etc.

Front 161

importance of courage

Back 161

–Seeingthings as they are & facing them head-on, making no excusesandharboring no wishful illusions –Sayingwhat needs to be said to those who need to hearit(in a constructive rather than destructive manner!) –persistingdespiteresistance criticism, abuse & setbacks.