Management Test 2

Front 1

a diagram that illustrates the reporting line between units and people within the organization

Back 1

organizational chart

Front 2

means that the organization is composed of units that work on specialized tasks using different work methods and requiring employees with unique competencies.

Back 2

Differentiation

Front 3

means that the various units must be put back together so that work is coordinated.

Back 3

Integration

Front 4

5 Aspects of Vertical Design

Back 4

1. Hierarchy
2. Span of Control
3. Authority
4. Delegation
5. Centralization/Decentralization

Front 5

refers to the number of employees directly reporting to a person

Back 5

span of control

Front 6

the concentrating of authority at the top of an organization or department.

Back 6

centralization

Front 7

means grouping managers and employees according to their areas of expertise and the resources they use to perform their jobs.

Back 7

functional structure

Front 8

Divided by tasks
Best for small organizations and organizations that are not widely diversified
Best for organizations that are not spread out geographically

Back 8

functional structure

Front 9

= means that all functions that contribute to a product are organized under one manager

Back 9

product design

Front 10

Divide it 3 different ways (geography, by customer, by product)

Back 10

departmentalize

Front 11

organizes activities around location. Allows organizations to develop competitive advantage in a particular region according to that area’s customers, competitors, and other factors

Back 11

geographical design

Front 12

Divide it up by customer

Back 12

customer design

Front 13

Starts with your functional Structure then you overlay on top of that teams, usually used in an organization that does a lot of projects with a lot of teams
Organizations that have a lot of projects (We use this at the University)

Back 13

matrix structure

Front 14

Did a study with Sears (a tall organization that wanted to move to the flat organization)
He found that the people in a flatter organization had a sense of accomplishment and higher moral. (span of control = number of immediate subordinates that report to one manager)

Back 14

James C. Worthy

Front 15

Says that usually for every 3 to 4 employees we need a supervisor but it depends on what level you are in, in the organization
At the lower level you can have a broader span of control

Back 15

Fayol

Front 16

Looked at it in terms of relationships (roommates). The more subordinates we have the more…
Have 5 no more than 6 subordinates

Back 16

Graicunas

Front 17

are those that contribute directly to the accomplishment of the organization’s primary objective

Back 17

line activities

Front 18

are the supporting functions

Back 18

staff functions

Front 19

the primary responsibilities (authority) should be with the line

Back 19

the traditional view

Front 20

where the line managers must at least talk to the staff personal

Back 20

compulsory advice

Front 21

a decision can’t be made until the line and staff both agree

Back 21

concurring authority

Front 22

Staff is given specified authority over the line

Back 22

command authority

Front 23

Differences in Line and Staff:

Back 23

1. In general Staff people tend to be better educated than line (accounting, hr, legal, quality control)
2. The Line tends to be more loyal to the organization. (staff people tend to follow opportunities)

Front 24

2 Basic Views of Formal Authority

Back 24

classical view
acceptance view

Front 25

the authority originates at some high level of society and then is passed down

Back 25

classical view

Front 26

the authority is based with the employee and not the supervisor and that the employee decides whether or not they will accept the authority and if they choose not to they essentially negate that authority

Back 26

acceptance view

Front 27

the acceptance view is based on this zone of indifference

Back 27

chester barnard

Front 28

taking a big job and breaking it down into smaller pieces

Back 28

division of labor

Front 29

move through various jobs ---helps with boredom, helps with the employees attitudes

Back 29

job rotation

Front 30

where you get a wider variety of similar tasks

Back 30

job enlargement

Front 31

where you increase not only the job mix but more responsibility and more decision

Back 31

job enrichment

Front 32

believe people only work because its something they have to do to survive. They don’t enjoy their work. And assumes they are going to avoid work whenever possible

Back 32

theory X Manager

Front 33

Believes that people don’t dislike work but find it as a source of satisfaction. Believes that if an employee is not motivated than it is the managers fault for not providing the right environment. Believes it is the job as manager to help the employees achieve their full potential.

Back 33

theory Y Manager

Front 34

believes that there are 5 levels of needs that people go through- and that you satisfy them in order

Back 34

Maslow’s Need Hierarchy

Front 35

needs are those for food, clothing, and shelter, which people try to satisfy before all others

Back 35

Physiological needs

Front 36

a strong feeling of deficiency in some aspect of a person’s life that creates an uncomfortable tension

Back 36

need

Front 37

Developed by Douglas McGregor

Back 37

theory x manager and theory y manager

Front 38

include the desire for safety and stability, and the absence of pain, threat, and illness.

Back 38

safety and security

Front 39

the need to be liked and feel like you are accepted

Back 39

belongingness

Front 40

Are the desire for self-respect, a sense of personal achievement, and recognition from others.

Back 40

esteem/ego

Front 41

are the desire for personal growth, self-fulfillment, and the realization of the individual’s full potential

Back 41

self-actualization

Front 42

states that a need is a motivator until it becomes satisfied.

Back 42

satisfaction-progression hypothesis

Front 43

holds that, when an individual is frustrated in meeting higher level needs, the next lower level needs reemerge and again direct behavior

Back 43

Frustration-regression hypothesis

Front 44

has done research on Maslow’s work and has found that there were 3 levels
o Existence
o Relatedness
o Growth

Back 44

Aldefer

Front 45

states that two separate and distinct aspects of the work context are responsible for motivating and satisfying employees

Back 45

2 Factor Theory = Developed by Herzberg

Front 46

all about looking at the employee and trying to figure out how to motivate the employee!

Back 46

expectancy theory

Front 47

the employee’s perception that if they put in the effort they will be able to perform at the level necessary to get the reward

Back 47

expectancy

Front 48

the employee’s perception that if they perform they will indeed get the reward.

Back 48

instrumentality

Front 49

the value of that reward to the employee (how important it is to the employee)

Back 49

valence

Front 50

employees judge whether they’ve been treated fairly by comparing the ratio of their outcomes and inputs to the ratios of others doing similar work.

Back 50

equity theory

Front 51

Comes with having a certain level of expertise

Back 51

expert power

Front 52

Has a lot to do with respect

Back 52

referent power

Front 53

Comes with the position

Back 53

legitimate power

Front 54

a position where you can punish people (dock their pay, remove them from their position)—can have long term negative effects

Back 54

Coercive Power

Front 55

the ability to reward people (with bonuses, time off)

Back 55

reward power

Front 56

you have to be charismatic but you also have to be visionary (ex. I know what we can be, but we have to do this together--???) some sort of transformation or change—a vision of what we can be

Back 56

transformatoinal leader

Front 57

leader has to be sincere, personable, animated—it is part of their personality

Back 57

Charismatic Leader

Front 58

- It is all about transactions. You get what you pay for. I will give to you but I expect something in return. (equity is more about fairness—this one mainly focuses on exchange)

Back 58

transactional theory

Front 59

states that managers can direct the performance of their employees by assigning specific, difficult goals that employees accept and are willing to commit to.

Back 59

goal-setting theory

Front 60

turn over responsibility for decisions and implementation
- Hersey Blanchard

Back 60

delegating

Front 61

share ideas and facilitate in decision making

Back 61

participating

Front 62

the first stages of involving them with decisions (explain decisions and provide opportunity for clarification

Back 62

selling

Front 63

if you give someone a job and they do it and do it well – are they mature enough

Back 63

emotional maturity

Front 64

Says that we move through this cycle of styles (4 styles) – move through those cells based upon the employees maturity

Back 64

C. Situational Leadership Theory

Front 65

people who crave feedback, they like challenges, they need goals, they are self-starters, they are usually very capable, they don’t like working in teams very much

Back 65

need for achievement

Front 66

someone who is power hungry, they want to leave a thumbprint, they want to make decision that will be lasting

Back 66

need for power

Front 67

the need to be liked and accepted

Back 67

need for affiliation

Front 68

The leadership Styles

Back 68

directive = giving them direction and making sure they are following through
- Supportive = the high need for affiliation—people who are really into relationships
- Participative = when we allow people to be involved—people who want their opinion expressed
- Achievement oriented = people who have high need for achievement

Front 69

House says that when we are working as leaders with our subordinates we need to—identify the goal, identify the path and clear any obstacles

Back 69

B. Path Goal Leadership Theory (house)

Front 70

We have to match the employees style of leadership to the situation

Back 70

The Friedler Contingency Theory

Front 71

millennials

Back 71

the more the merrier, rules are made to be broken, here today gone tomorrow

Front 72

generation x

Back 72

like instant gratification, work to live, identify with the lone ranger, have friends in high places

Front 73

baby boomers

Back 73

live to work, respect authority, lives large, in charge, tough to teach new tricks