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70 Cards in this Set
- Front
- Back
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job design
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the process by which managers decide how to divide tasks into specific jobs
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job simplification
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the process of reducing the number of tasks that each worker performs
dont take js too far |
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job enlargement
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increasing the number of different tasks in a given job by changing the division of labor
reduces boredom and fatigue (subway) may increase motivation |
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job enrichment
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increasing the degree of responsibility a worker has over his or her job
empowers workers to experiment, develop new skills, respond to unexpected situations, moniter and measure their own performance |
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hackman and oldmans job characteristic model
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explains how managers can make jobs more interesting and motivating
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functional structure
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an organizational structure composed of all the departments that an organization requires to produce its goods or services
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divisional structure
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an organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer
three types: product, market, and geographic |
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product structure
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an organizational structure in which each product line or business is handled by a self-contained division
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geographic structure
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an organizational structure in which each region of a country or area of the world is served by a self-contained division
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market structure
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an organizational structure in which each kind of customer is served by a self-contained division; also called customer structure
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matrix structure
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an organizational structure that simultaneously groups people and resources by function and by product
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product team structure
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-does away with dual reporting relationships and two-boss employees
-functional employees are permanently assigned to a cross-functional team that is empowered to bring a new or redesigned product to market |
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cross-functional team
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groups of managers brought together from different departments to perform organizational tasks
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span of control
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the number of subordinates who report directly to a manager
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line manager
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someone in the direct line or chain of command who has formal authority
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outsource
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to use outside suppliers and manufacturers to produce goods and services
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boundaryless organization
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an organization whose members are linked by computers, faxes, computer-aided design systems, and video teleconferencing and who rarely, if ever, see one another face-to-face
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knowledge management system
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a company-specific virtual information system that allows workers to share their knowledge and expertise and find others to help solve ongoing problems
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business-to-business (b2b) network
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a group of organizations that join together and use IT to link themselves to potential global suppliers to increase efficiency and effectiveness
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servant leader
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a leader who has a strong desire to serve and work for the benefits of others
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legitimate power
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the authority that a manager has by virtue of his or her position in an organizations heirarchy
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reward power
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the ability of a manager to give or withhold tangible and intangible rewards
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coercive power
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the ability of a manager to punish others
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expert power
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power that is based on the special knowledge, skills, and expertise that a leader possesses
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referent power
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power that comes from subordinates and coworkers respect, admiration, and loyalty
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empowerment
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the expansion of employees knowledge, tasks, and decision-making responsibilities
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the trait model
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identifying the personal characteristics that cause effective leadership
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behavioral model
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consideration and initiating structure
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consideration
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behavior indicating that a manager trusts, respects, and cares about subordinates
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initiating structure
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behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective
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path-goal theory
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a contingency model of leadership proposing that leaders can motivate subordinates by identifying their desired outcomes, rewarding them for high performance and the attainment of work goals with these desired outcomes, and clarifying for them paths leading to the attainment of work goals
identifying, rewarding, clarifying |
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leadership substitute
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a characteristic of a subordinate or of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary
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transformational leadership
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leadership that makes subordinates aware of the importance of their jobs and performance to the organization and aware of their own needs for personal growth and that motivates subordinates to work for the good of the organization
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intellectual stimulation
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behavior a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leaders vision
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developmental consideration
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behavior a leader engages in to support and encourage followers and help them develop and grow on the job
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transactional leadership
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leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance
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formal group
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a group that managers establish to achieve organizational goals
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informal group
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a group that managers or nonmanagerial employees form to help achieve their own goals or meet their own needs
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top management team
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a group composed of the CEO, the president, and the heads of the most improtant departments
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research and development team
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a team whose memebers have the expertise and experience needed to develop new products
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command group
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a group composed of subordinates who report to the same supervisor; also called department or unit
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task force
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a committee of managers or nonmanagerial employees from various departments or divisions who meet to solve a specific mutual problem; also called ad hoc committee
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self-managed work team
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a group of employees who supervise their own activities and monitor the quality of the goods and services they provide
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interest group
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an informal group composed of employees seeking to achieve a common goal related to their membership in an organization
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division of labor
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splitting the work to e performed into particular tasks and assigning tasks to individual workers
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virtual team
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a team whose members rarely or never meet face-to-face but, rather, interact by using forms of information technology such as email, computer networks, phone, fax, and videoconferences
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group norms
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shared guidelines or rules for behavior that most group members follow
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social loafing
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the tendency of individuals to put forth less effort when they work in groups than when they work alone
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factors affecting organizational structure
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1. organizational environment
2. technology 3. strategy 4. human resources |
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decentralizing authority
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giving lower level managers and nonmanagerial employees the right to make important decisions about how to use organizational resources
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empowerment increases...
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1. managers ability to get things done
2. workers involvement, motivation, commitment 3. gives managers more time for more pressing concerns |
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consideration is what oriented?
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people
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structure is what oriented?
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production
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contingency models
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whether or not a manager is an effective leader is the result of the interplay between what the manager is like, what he does, and the situation in which leadership takes place
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fiedlers model
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personal characteristics can influence leader effectiveness. leader style is the managers characteristic approach to leadership
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relationship-oriented style
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leaders concerned with developing good relations with their subordinates and to be like by them
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task-oriented style
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leaders whose primary concern is to ensure that subordinates perform at a high level and focus on task accomplishment
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directive behaviors (pathgoal)
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set goals, assign tasks, show how to do things
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supportive behaviors
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look out for workers best interest
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participative behaviors
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give subordinates a say
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achievement-oriented behaviors
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setting very challenging goals, believing in workers abilities
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groupthink
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a mode of thinking that people engage in when they are deeply involved in a cohesive in-group
strive for unanimity rather than different courses of action |
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preventing groupthink
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urge to think individually. bring in outside experts.
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group development
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forming
storming norming performing adjourning |
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forming
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test interpersonal behavs
dependency on power person discover group rules orientation to task |
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storming
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resistance to task demands
interpersonal conflicts exploring areas of disagreement struggle for group leadership |
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norming
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building cohesiveness
develop consensus on norms clarify roles informal leader may emerge |
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performing
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channeling energy to task
roles clear and functional norms support teamwork emerging problem solver |
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adjourning
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goals accomplished
preparing for disengagement some regret at disbanding termination of group |
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cohesiveness
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degree to which members are attached to and motivated to remain a part of the team
benefits: -members more energetic -less likely to be absent -more happy about performance success and sad about failures |
