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89 Cards in this Set
- Front
- Back
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The purpose of organizational structure? |
Provides the purpose of an organization's structure is to provide both a formal and formal systems of policies and rules with:
Designates: lines of authority and comm rights and duties Determines: the manner and extent to which roles power and responsibilites are delegated, controlled, coordinated How info flows Depends on org obj and the strategy chosen to achieve
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Describe the essential characteristics of the bureaucratic approach to management? |
Top down flow of info and structure Based on military org sys strong hierarchy of authority extensive division of labor rigid procedures and rules effective for routine tasks that change infrequently |
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Discuss the scientific approach to management |
1st attempt to understand and control the management process
Frederick Taylor in The Principles of Scientific Management
Goal to increase worker productivity Strong division between management and workers Management should motivate Created the notion of specialization |
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Hawthorne Studies |
Hawthorne plant of the Western Electrical Compnay in Cicero, IL Done by Harvard business school professor Elton May Moved into the psychological aspects |
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State the major findings of the Hawthorne Studies with respect to their impact on the Human Relations movement |
Regardless of the experimental manipulation employed, the production of the workers seemed to improve
Informal organization affects productivity. The Hawthorne researchers discovered a group life among the workers. The studies also showed that the relations that supervisors develop with workers tend to influence the manner in which the workers carry out directives |
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Define Management |
Management is working with and through people to accomplish a common mission |
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List found conditions which must be present for successful management |
clear mission
effectively designated authority and leadership
adequate human, physical and financial resources
explicitly designated responsibility and accountability for desired outcomes |
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Define "mission" statement |
articulates a company's purpose, attitude and core competencies
provides the overall aim or reason for the company's existence |
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Define "vision" statement |
A concise, inspiring, non-specific statement of what the company hopes to become in the future
includes the company's "values" |
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Four primary functions of management |
planning organizing directing controllling |
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Purpose of the planning function |
to clarify the process of attaining organizational goals make advanced rational decisions about the future anticipate and react positively to changes accomplish goals and objectives in a timely and efficient manner |
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Major components of planning functions |
mission vision objectives goals tactics |
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Describe the purpose and major components of the organizing process |
identifying the steps needed to implement a successful plan: prioritizing coordination communication collaboration team building staffing & directing |
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Describe the purpose an major components of the implementing and controlling processes |
put plans into operation and to measure the progress of the implementation: controlling monitoring outcome evaluation personnel development analyzing feedback and making adjustments |
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Laboratory managers today |
Must be competent in performing all of the management functions Must be good communications Must be able to lead a diverse workforce Must be flexible so that they are able to balance competing and conflicting demands in the effort to reach the lab's mission |
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Discuss how laboratory management has evolved over the past several decades |
lab management has evolved past: org and directing staff to produce quality lab results Currently: management requires an increasing number of diverse functions because laboratories have become more complex and competition has increased Past: management was bureaucratic and authority was based on the position held Currently: focus is on leadership rather than power derived from the position held Currently: leadership is more democratic and participatory |
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Organization are dynamic entities which must adapt over time. Three dimensions of change that managers need to consider in planning for and implementing changes within the organization |
change may be mandatory or voluntary whether the change to be made is simple or complex whether the changes is subtle or clear |
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Two sources of resistant to change |
technical: related to the impact of the change on the job task emotional: related to personal issues of employess |
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Five ways in which managers can facilitate organizational change? |
providing detailed infromation allowing employees to air their concerns involving informal leaders meeting on a one-to-one basis with highly resistant employess allowing time for adjustment |
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The function of human resources management |
personnel needs assessment including job design and analysis, as well as preparing job descriptions development of recruitment, selection and hiring procedures, performance appraisal system employee orientation wage and benefits administration corrective action and employee discipline protocols and procedures separation and termination protocols and procedures |
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Purpose of a job description |
Designates the tasks, duties, and working conditions of a specific job: set boundaries and limitations of responsibility and establishes authority for the worker to perform the job Designates reporting relationships serves as the basis for the performance evaluation process defines future performance goals |
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List the items that should be included in a job description |
Title of the organization Job title Position description/summary Essential duties and functions Authority levle Internal/External relationships Working conditions Qualifications and experience required Cert and or licensure (if applicable) |
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Relate a job description to the advertisement, interview, hiring and evaluation process |
Job description serves as the foundation for the position advertisement Position advertisement est the required qualification, duties, and manner to apply Based upon the job advert and job descrip HR will screen ppl for interviews The job description is how they will hire a new employee Job description est the performance appraisal system |
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Items in a job description |
Title, location, job duties, individual to report to, description of the organization, minimum requirements for education, exp, training, and licensure and/or cert if applicable, Additional info relating to travel and scheduling requirements, advancement opportunities, how and where to apply, deadlines for application, eeo statement |
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State employer's and the candidate's purposes regarding the job interview |
The purpose of the interview process is to permit both the employer and the applicant to review and expand upon the information provided by the employer in the position
Allow both parties an opportunity to explore mutual needs and goals |
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Illegal interview questions |
race, ethnic origin national original/birthplace or citizenship status disability gender issues age religion union membership arrest records, financial status, legal off-duty, EEO |
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Title VII of the Civil rights act of 1964 |
prohibits discrimination in the terms of employment based on race, color, religion, gender, national origin, age, disability, or pregnancy |
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Function of the EEO commission |
EEPO Commission established in 1965, is the agency that enforces the laws forbidding employment discrimination |
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Equal pay act |
prohibits discrimination based on gender in the payment of wages or benefits if the work performed is of comparable effort, skill and responsibility for the job performed |
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Glass ceiling commission and define "glass ceiling" |
a 21- member board chaired by the secretary of labor to id glass barriers that prevent women and minorities from advancement into positions of responsibility and authority |
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Employee evaluation |
performance appraisal/evaluation is a periodic formal communications system used by an org to assess and provide feedback to employees about job performance and performance expectations |
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Four areas to address by the performance evaluation instrument |
requirements for the position as set forth in the job description
performance standards
affective behaviors that will be assessed
reward system |
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Four stages of job performance growth |
Telling stage selling stage participating delegating |
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List four qualities of a good performance evaluator |
knowledgeable about the job being reviewed Capable of performing a realistic evaluation of the employee's work Knowledgeable about performing evaluations Possesses sufficient time to undertake a valid evaluation |
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ID the goals of corrective disciplinary action |
the goal of corrective disciplinary action is to assist a poorly performing employee in meeting performance requirement and expectations |
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Discuss the steps of a good correction plan |
1. correction phase- employee is formed, given an opportunity to explain and discuss the causes and solution An action plan maybe developed Probationary period 2, Stage 2: follows the protocols for progresive disciplinary action |
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Discuss the steps of progressive disciplinary action? |
Phase two of the employee correction involves progressive disciplinary action. Employee receives a verbal and written warning to id the problem and offers assistance.
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Define workplace diversity and list workplace diversity issues |
workplace diversity is the variation of social and cultural identities among people existing together in a defined employment setting. Workplace diversity issues include age, gender, culture, and socio-economic background, ethnicity/nationality, religion disabilities, and sexual orientation |
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Advantages of a diverse workforce |
increase in ideas and approaches to problem-solving endeavors which will increase the number of innovative and successful solutions and lead to greater organization overall |
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Leadership |
using management skills, people skills, and vision, to accomplish the work of the organization |
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Four factors that influence leadership sucess |
corporate culture leadership style leadership situation structure and function of the workplace |
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Corporate culture |
organization and norms and values, basic beliefs and assumptions held by the employees and attitudes and practices that both positively and negatively influence economic performance
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Trait approach to leadership styles |
predominant theory between 1900 and 1950. Lists of personal characteristics that were believed to guarantee successful leadership
"born" leader |
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Behavioral approach |
leaders were "born" leadership skills can be learned through education and training along with work and life experience |
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Situational contingency |
Stresses the context in which specific leadership styles would be effective |
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Autocratic management |
attempts to control tasks and people to maximum extent possible
use carrots and sticks |
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Democratic management style |
style is more participatory in nature leader engages workers and communicates the purpose and direction of the organization |
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Six leadership styles |
Authoritative/Autocratic Participatory Delegatory Coercive and Authoritative Affiliative and Democratic Pacesetting and Coaching |
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Coercive leadership style |
Do what I tell you |
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Authoritative leadership |
Come with me follow me to the goal |
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Affiliative leadership |
People come first |
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Democratic leadership style |
"buy-in" |
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Pace-setting leadership style |
"follow my example, now" |
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Coaching style leadership |
"try this" |
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Two aspects of the work a leader must analyze |
the task relationships behaviors needed to influence workers to be productive |
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When would a leader use "telling" |
providing instruction to employees good for new employees or longer-term unwilliing or insecure employees |
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Selling |
provide information and instructions as well as verification
good for employees who have mastered some tasks who still need supervision and instructions |
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Participating |
provides verification of good performance
employees feedback regarding the quantity and quality of their work |
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delegating |
employees have mastered the job tasks and who are confident and competent |
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Hertzberg's Two-Factor Theory of Motivation |
Hygiene factor- work setting Motivators- circumstances the employee find rewarding |
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Cite three examples of Hertzberg's Hygiene Factors |
organizational policies and administration competency of supervision relationship with supervisors, subordinates and peers |
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Hertzberg's Motivatior Factors |
opportunities for achievement, advancement recognition |
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Two types of "pay" the employee's receive |
material pay psychic pay |
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Delegating becomes dumping when |
when tasks the manager wishes to avoid or that are low-skill level in nature |
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Accepting responsibility as a leader |
elicits trust and respect from subordinates and foster a climate in which subordinates are more l likely to seek to improve the quantity and/or quality of their output |
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Which leaderships style is the most effective |
there is no "best" leadership style |
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5 purposes of communicating |
sharing information, feelings, artistic expression, exert influence, meeting social norms |
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3 primary routes through which communication occurs |
listening speaking reading and writing |
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5 types of communication flow |
formal, informal, downward, upward, horizontal communication pathways |
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formal communication |
move along regulated pathways content concerns the work and other related activities of the organization takes the from of letters, memoranda, e-mails messages, telephone calls, meetings all are recorded and filed and become part of the organization's records |
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2 purposes or objectives of formal communication processes |
defines orderly communication routes, members of the organization who are authorized to act or who must be kept informed defines the type of information that must be shared provides a designated storage system |
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Define informal communication |
formal communication fall short of meeting all of the needs of oranizational communications concerns the flow of information outside of an organization's formal, authorized pathways informal "rumor mill" |
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2 purposes or objectives of informal communication processes |
increases the perception that individuals belong to the group
allows people to "let off steam" by enabling people to share emotions
expedites work flow by saving time |
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downward communication |
flow from the people at the top of the organizational, hierarchical chart to those on the lower levels |
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upward communication |
from the bottom to the top |
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horizontal communication |
messages on the same level |
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non-verbal and paraverbal communication |
body language and tone of voice |
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Three barriers to communications |
over/undercommunicating, inappropriate times, nonverbal barriers, using jargons, paraverbal barriers |
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Define intrapersonal and interpersonal communication |
intrapersonal with oneself interpersonal with other people |
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Four sources of organizational conflict |
scheduling, staffing problems or solutions, cost, timeline pressure, personality differences, inadequate personal skills, inadequate organization/leadership, expectations of others, inadequate or ineffective communicaiton |
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Five outcomes of conflict resolution |
competition (win/lose) accommodation (choose to lose) avoidance (lose/lose) compromise (Tie) collaboration (win/win) |
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Identify the four stages of work team development |
forming storming norming performing |
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define the forming stage of team development |
first stage of team development involves bringing the member of a work team toghether rules and goals for the team are established |
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Define the storming stage of team development |
second stage of team development involves the members determining their roles within the group rules and goals for conflict within the team |
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performing stage of team development |
3rd stage of team development involves determining standards of behavior for the group team members learn to focus on the goals rather than their differences of opinions and viewpoints |
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benefits of work teams |
individuals are empowered shared responsibilities develop a sense of ownership reduction in communication barriers increase staff retention, productivity, satisfaction |
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5 characteristics of an effective work team |
leader has good interpersonal skill members develop a mutual trust each member will contribute roles are well defined clear on goals and objectives avoid personal attacks ea member develops new ideas and no mem attempts to dominate or monopolize the team |
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two ways to facilitate team builiding |
engage teams in development exercises have work teams being with short-term problems or challenges determine explicit performance expectations praise team member |
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Define quality circle |
comprised completely of employees and no management personnel are included on the work team
quality circles are formed to solve work issues |
