Organizational Theory & Behavior Exam #3

Front 1

an organizational structure in which the entire organization is made up of work teams

Back 1

team structure

Front 2

an organizational structure that assigns specialists from different functional departments to work on one or more projects

Back 2

matrix structure

Front 3

an organizational structure in which employees continuously work on projects

Back 3

project structure

Front 4

an organization whose design is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure

Back 4

boundaryless organization

Front 5

an organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects

Back 5

virtual organization

Front 6

an organization that uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processes

Back 6

network organization

Front 7

an organization that has developed the capacity to continuously learn, adapt, and change

Back 7

learning organization

Front 8

In order to be successful – organizations need to be _____ in how they get work done.

Back 8

flexible

Front 9

What are the drawbacks of collaborative work?
- Potential _____ conflict, different _____ and _____ goals, logistics of _____

Back 9

interpersonal, views, competing, coordinating

Front 10

a work team composed of individuals from various functional specialties

Back 10

cross-functional teams

Front 11

a temporary committee or team formed to tackle a specific short-term problem affecting several departments

Back 11

task force

Front 12

opening up the search for new ideas beyond the organization’s boundaries and allowing innovations to easily transfer inward and outward

Back 12

open innovation

Front 13

collaborative relationships between two or more organizations in which they combine their resources and capabilities for some business purpose

Back 13

strategic partnerships

Front 14

a work arrangement in which employees work at home and are linked to the workplace by computer

Back 14

telecommuting

Front 15

a scheduling system in which employees are required to work a specific number of hours a week but are free to vary those hours within certain limits

Back 15

flextime

Front 16

the practice of having two or more people split a full-time job

Back 16

job sharing

Front 17

temporary, freelance, or contract workers whose employment is contingent upon demand for their services

Back 17

contingent workers

Front 18

What are the activities in the HRM process?
- Human _______ Planning, _______ (or decruitment), _______ (Identify and select competent employees), _______, _______ (provide employees with up-to-date skills and knowledge), _______ Management, _______ and Benefits, _______ Development (retain competent and high-performing employees)

Back 18

Resource, Recruitment, Selection, Orientation, Training, Performance, Compensation, Career

Front 19

an organization that represents workers and seeks to protect their interests through collective bargaining

Back 19

Labor unions

Front 20

organizational programs that enhance the status of members of protected groups

Back 20

affirmative action

Front 21

ensuring that the organization has the right number and kinds of capable people in the right places and at the right times

Back 21

human resource planning

Front 22

an assessment that defines jobs and the behaviors necessary to perform them

Back 22

job analysis

Front 23

a written statement that describes a job

Back 23

job description

Front 24

a written statement of the minimum qualifications that a person must possess to perform a given job successfully

Back 24

job specification

Front 25

locating, identifying, and attracting capable applicants

Back 25

recruitment

Front 26

reducing an organization’s workforce

Back 26

decruitment

Front 27

What are the advantages and disadvantages of the internet?
- A: reaches ______ numbers of people; can get immediate ______
-D: generates many ______ candidates

Back 27

large, feedback, unqualified

Front 28

What are the advantages and disadvantages of employee referrals?
A: knowledge about the organization provided by current ______, can generate strong candidates because a good referral reflects on the ______
D: may not increase the ______ and mix of employees

Back 28

employee, recommender, diversity

Front 29

What are the advantages and disadvantages of a company website?
A: wide ______; can be ______ to specific groups
D: generates many ______ candidates

Back 29

distribution, targeted, unqualified

Front 30

What are the advantages and disadvantages of college recruiting?
A: Large centralized body of ______
D: Limited to ______ positions

Back 30

candidates, entry-level

Front 31

What are the advantages and disadvantages of professional recruiting organizations?
A: Good knowledge of industry ______ and ______
D: Little ______ to specific organization

Back 31

challenges, requirements, commitment

Front 32

permanent involuntary termination

Back 32

firing

Front 33

temporary involuntary termination; may last only a few days or extend to years

Back 33

layoffs

Front 34

not filling openings created by voluntary resignations or normal retirements

Back 34

attrition

Front 35

moving employees either laterally or downward; usually does not reduce costs but can reduce intraorganizational supply-demand imbalances

Back 35

transfers

Front 36

having employees work fewer hours per week, share jobs, or perform their jobs on a part-time basis

Back 36

reduced workweeks

Front 37

providing incentives to older and more senior employees for retiring before their normal retirement date

Back 37

early retirements

Front 38

having employees share one full-time position

Back 38

job sharing

Front 39

screening job applicants to ensure that the most appropriate candidates are hired

Back 39

selection

Front 40

a preview of a job that provides both positive and negative information about the job and the company

Back 40

realistic job preview

Front 41

introducing a new employee to his or her job and the organization

Back 41

orientation

Front 42

What type of selection tool is almost universally used; most useful for gathering information; can predict job performance but not easy to create one that does?

Back 42

Application forms

Front 43

What type of selection tool must be job related; include intelligence, aptitude, ability, personality, and interest tests; are popular (e.g. personality tests, aptitude tests); really good predictor for supervisory positions?

Back 43

written tests

Front 44

What type of selection tool uses actual job behaviors; work sampling – test applicants on tasks associated with that job, appropriate for routine or standardized work; assessment center – simulate jobs; appropriate for evaluating managerial potential?

Back 44

performance-simulation tests

Front 45

What type of selection tool is almost universally used; must know what can and cannot be asked; can be useful for managerial positions?

Back 45

interviews

Front 46

What type of selection tool is used for verifying application data – valuable source of information; Used for verifying reference checks – not a valuable source of information?

Back 46

background investigations

Front 47

What type of selection tool is for jobs that have certain physical requirements; mostly used for insurance purposes?

Back 47

physical examinations

Front 48

the first stage of group development in which people join the group and then define the group’s purpose, structure, and leadership

Back 48

forming stage

Front 49

the second stage of group development, characterized by intragroup conflict

Back 49

storming stage

Front 50

the third stage of group development, characterized by close relationships and cohesiveness

Back 50

norming stage

Front 51

the fourth stage of group development when the group is fully functional and works on group task

Back 51

performing stage

Front 52

the final stage of group development for temporary groups during which group members are concerned with wrapping up activities rather than task performance

Back 52

adjourning

Front 53

behavior patterns expected of someone occupying a given position in a social unit

Back 53

role

Front 54

a prestige grading position, or rank within a group

Back 54

status

Front 55

the tendency for individuals to expend less effort when working collectively than when working individually

Back 55

social loafing

Front 56

the degree to which group members are attracted to one another and share the group’s goals

Back 56

group cohesiveness

Front 57

the view that all conflict is bad and must be avoided

Back 57

traditional view of conflict

Front 58

the view that conflict is natural and inevitable outcome in any group

Back 58

human relations view of conflict

Front 59

the view that some conflict is necessary for a group to perform effectively

Back 59

interactionist view of conflict

Front 60

conflicts that support a group’s goals and improve its performance

Back 60

functional conflicts

Front 61

conflicts that prevent a group from achieving its goals

Back 61

dysfunctional conflicts

Front 62

conflicts over content and goals of the work

Back 62

task conflict

Front 63

conflict based on interpersonal relationships

Back 63

relationship conflict

Front 64

conflict over how work gets done

Back 64

process conflict

Front 65

What are the advantages of using teams?
Teams outperform ______; Teams provide a way to better use employee ______; Teams are more ______ and ______; Teams can be quickly ______, deployed, refocused, and disbanded

Back 65

individuals, talents, flexible, responsive, assembled

Front 66

a team from the same department or functional area that’s involved in efforts to improve work activities or to solve specific problems

Back 66

problem-solving team

Front 67

a type of work team that operates without a manager and is responsible for a complete work process or segment

Back 67

self-managed work team

Front 68

a work team composed of individuals from various functional specialties

Back 68

cross-functional team

Front 69

a type of work team that uses technology to link physically dispersed members in order to achieve a common goal

Back 69

virtual team

Front 70

the patterns of informal connections among individuals within groups

Back 70

social network

Front 71

Discretionary behavior that is not part of an employee’s formal job requirements, but which promotes the effective functioning of the organization

Back 71

Organizational Citizenship Behavior

Front 72

a performance measure of both efficiency and effect

Back 72

employee productivity

Front 73

the failure to show up for work

Back 73

absenteeism

Front 74

the voluntary and involuntary permanent withdrawal from an organization

Back 74

turnover

Front 75

any incompatibility or inconsistency between attitudes or between behavior and attitudes

Back 75

cognitive dissonance

Front 76

personality trait model that includes extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience

Back 76

Big Five Model

Front 77

a measure of the degree to which people are pragmatic, maintain emotional distance, and believe that ends justify means

Back 77

machiavellianism

Front 78

a personality trait that measures the ability to adjust behavior to external situational factors

Back 78

self-monitoring

Front 79

a general impression of an individual based on a single characteristic

Back 79

halo effect

Front 80

the tendency to underestimate the influence o external factors and to overestimate the influence of internal or personal factors

Back 80

fundamental attribution error

Front 81

the transfer and understanding of meaning

Back 81

communication

Front 82

communication between two or more people

Back 82

interpersonal communication

Front 83

any disturbances that interfere with the transmission, receipt, or feedback of a message

Back 83

noise

Front 84

all the patterns, networks, and systems of communications within an organization

Back 84

organizational communication

Front 85

formal and informal communications act to control individuals’ behaviors in organizations

Back 85

control

Front 86

communications clarify for employees what is to be done, how well they have done it, and what can be done to improve performance

Back 86

motivation

Front 87

social interaction in the form of work group communications provides a way for employees to express themselves

Back 87

emotional expression

Front 88

individuals and work groups need information to make decisions or to do their work

Back 88

information

Front 89

the deliberate manipulation of information to make it appear more favorable to the receiver

Back 89

filtering

Front 90

listening for full meaning without making premature judgments or interpretations

Back 90

active listening

Front 91

the informal organizational communication network

Back 91

grapevine

Front 92

communication that flows downward from a manager to employees

Back 92

downward communication

Front 93

communication that flows upward from employees to managers

Back 93

upward communication

Front 94

communication that takes place among any employees on the same organizational level

Back 94

lateral communication

Front 95

communication that cuts across work areas and organizational levels

Back 95

diagonal communication

Front 96

7 steps in the communication process:
1.
2.
3.
4.
5.
6.
7.

Then there is _______ and the entire process is susceptible to _______.

Back 96

Sender, encoding, message, medium, receiver, decoding, message, feedback, noise

Front 97

the degree to which carrying out work activities required by a job results in the individual's obtaining direct and clear information about his or her performance effectiveness

Back 97

feedback