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68 Cards in this Set
- Front
- Back
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the similarities and differences in such characteristics as age, gender, ethnic heritage, physical abilities and disabilities, race, and sexual orientation among the employees of organizations
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workforce diversity
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tend to become rigid judgments about others that ignore the specific person and the current situation. Acceptance of stereotypes can lead to the dangerous process of prejudice toward others
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stereotypes
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judgments about others tat reinforce beliefs about superiority and inferiority
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prejudices
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putting an end to the assumption that everyone who is not a member of the dominant group must assimilate
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valuing diversity
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the process through which members of a minority group are forced to learn the ways of the dominant group
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assimilation
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the extent to which people place primary value on themselves
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individualims
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the extent to which people emphasize the good of the group or society
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collectivism
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the extent to which less powerful individuals accept the unequal distribution of power
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power distance (orientation authority)
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the extent to which people prefer to be in unambiguous situations
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uncertainty avoidance (preference for stability)
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the extent to which the dominant values in a society emphasize aggressiveness and the acquisition of money and material goods over concern for people, relationships among people and the overall quality of life
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masculinity (assertiveness or materialism)
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people who focus on the future
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long-term orientation
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people who focus on the past or present
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short-term orientation
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factors that are either inborn or exert extraordinary influence on early socialization: age, race and ethnicity, gender, physical and mental abilities and sexual orientation
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primary dimensions of diversity
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factors that are important to us as individuals and that to some extent define us to others but are less permanent and can be adapted or changed; educational background, geographical location, income, marital status, military experience, parental status, religious beliefs, and work experience
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secondary dimensions of diversity
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has six characteristics: pluralism, full structural integration, full integration of informal networks, an absence of prejudice and discrimination, equal identification among employees with organizational goals for majority and minority groups, and low levels of intergroup conflict
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multicultural organization
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diverse membership and takes steps to fully involve all people who differ from the dominant group
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pluralistic organization
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a group of people working together to attain common goals
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organization
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objectives that management seeks to achieve in pursuing the firm's purpose
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organizational goals
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the system of task, reporting, and authority relationships within which the organization does its work
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organization structure
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a diagram showing all people, positions, reporting relationships and lines of formal communication in the organization
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organization chart
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reflects the division of labor and the means of coordinating the divided tasks
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organization configuration, shape
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the way the organization's work is divided into different jobs to be done by different people
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division of labor
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the manner in which divided tasks are combined and allocated to work groups
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departmentalization
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the number of people who report to a manager
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span of control
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the system of reporting relationships n the organization, from the lowest to the highest managerial levles
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administrative hierarchy
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power that has been legitimized within a particular social context
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authority
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an obligation to do something with the expectation some act or output will result
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responsibility
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the transfer to others of authority to make decisions and use organizational resources
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delegation
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says that the authority of a manager depends on the subordinate's acceptance of the manager's right to give directives and expect compliance with them
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acceptance theory of authority
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decision-making authority is concentrated at the top of the organizational hierarchy
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centralization
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the degree to which rules and procedures shape the jobs and activities of employees
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formalization
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an approach to organization design where prescriptions or propositions are designed to work in any circumstances
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universal approach
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characterized by a hierarchy of authority and a system of rules and procedures designed to create an optimally effective system for large organizations
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ideal bureaucracy
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set forth by Henri Fayol include planning, organizing, command, coordination, and control
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management functions
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Rensis Likert's approach based on supportive relationships, participation, and overlapping work groups
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human organization
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the desired outcomes for the organization can be achieved in several ways
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contingency approach
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the plans and actions necessary to achieve organizational goals
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strategy
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size, technology, and environment are three primary determinants of organization sructure
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structural imperatives
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aims to reduce the size of corporate staff and middle management to reduce costs
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organizational downsizing
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refers to the mechanical and intellectual processes that transform inputs into outputs
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organizational technology
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has little specialization or formalization; power and decision making are concentrated in the chief executive
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simple structure
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work is highly specialized and formalized, and decision making is usually concentrated at the top
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machine bureaucracy
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characterized by horizontal specialization by professional areas of expertise, little formalization, and decentralized decision making
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professional bureaucracy
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divided according to the different markets served; horizontal and vertical specialization exists between divisions and headquarters, decision making is divided between headquarters and divisions, and outputs are standardized
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divisionalized form
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decision making is spread throughout the organization, power resides with the experts, horizontal and vertical specialization exists, and there is little formalization
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adhocracy
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combines two different designs to gain the benefits of each; typically combined are a product or project departmentalization scheme and a functional structure
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matrix design
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the set of values, often taken for granted and communicated through stories and other symbolic means, that helps the organization's employees understand which actions are considered acceptable and which unacceptable
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organization culture
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usually refers to current situations in the organization and the linkages among work groups, employees, and work performance
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organization climate
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the basic beliefs about an organization's environment that shape its strategy
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strategic values
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the values that employees need to have and act on for the organization to implement as strategic values
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cultural values
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committed to retaining employees; evaluates workers' performance based on both qualitative and quantitative information; emphasizes broad career paths; exercises control through informal, implicit mechanisms; requires that decision making occur in groups and be based on full information sharing and consensus; expects individuals to take responsibility for decisions; and emphasizes concern for people
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type z firm
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the process of creating and doing new things that are introduced into the marketplace as products, processes, or services
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innovation
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a major breakthrough that changes or creates whole industries
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radical innovation
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creates a new functionality by assembling parts in new ways
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systems innovation
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continues the technical improvements and extends the applications of radical and systems innovations
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incremental innovation
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entrepreneurial activity that takes place within the context of a large corporation
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intrapreneurship
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the extent to which the dynamics of an organization's decision-making processes are judged to be fair by those most affected by them
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procedural justice
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the process through which individuals become social beings
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socialization
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the process through which employees learn about the firm's culture and pass their knowledge and understanding on to others
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organizational socialization
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the process of becoming aware of the need for change
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unfreezing
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the movement from an old way of doing things to a new way. this may be the adoption of any new idea, process, or procedure that requires organizational participants to alter how they do their jobs
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change
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the process of making new behaviors relatively permanent and resistant to further change
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refreezing
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a person responsible for managing a change effort
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change agent
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the process of systematically planning, organizing, and implementing change
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transition management
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the process of planned change and improvement of the organization through application of knowledge of the behavioral sciences
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organization development
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a systemwide organization development involving a major restructuring of the organization or instituting programs such as quality of worklife
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structural change
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the extent to which workers can satisfy important personal needs through their experiences in the organization
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quality of work life
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occurs because several organizational systems and processes exist to make sure that workers do a specific job in a certain way. In order to change the way an employee does her or his job, we must change all of those systems or processes that determine how an employee does the job
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overdetermination, structural inertia
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