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15 Cards in this Set
- Front
- Back
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HR Theory X/Y distinction
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theory x managers: believe subordinates need to be controlled, use punishment and reward
theory y: believe subordinates are proactive and responsible, more motivated without imposing on them |
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empowerment- levels of employee input
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Following: work closely checked and approved by others
Ownership of own product: employees responsible for quality of work Advisory: employees make recommendations, suggest ideas Shared/Participate: employees have equal votes in making decisions, reach consensus with others Absolute: employee has sole responsibility for making decisions and is responsible for outcomes |
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consequences of empowerment
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personal: increased job satisfaction, decreased stress due to personal control and greater responsibility
financial: bonuses, pay increases career: incr. job security, promotions, incr. marketability, inc change of being terminated |
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organizational design, strategy
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specialization
shape (layers) departmental structure ( product based) |
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team-based organizations (recent innovation)
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teams carry out employee's core work
have responsibility for activities such as planning work, staffing and compensating team members |
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matrix organization
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2 separate structures at same time
-functional departments -projects ad: flexibility, adaptability disad: stressful, conflict b/c functional feel undervalued; work overload |
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virtual organization
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employees in different physical locations
ad: cost reduction, focus on core business disad: risk due to reliance on other organizations, difficult to maintain culture |
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dimensions of organizational culture
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1.concern for customer
2.concern for employee welfare 3.innovation and risk training 4.degree of stability/pace 5.sense of ownership |
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culture as liability
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barrier to change, diversity, acquisition
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Schneiders ASA model
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attraction: applicants perceive would be good fit with organization
selection: organization perceives certain individuals would be good fit with organization attrition: employee leaves if not good person- organization fit |
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socialization
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3 stage process to adapt employees to organization's culture
pre-arrival encounter metamorphosis |
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pre-arrival
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before new employee joins organization
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encounter
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upon entry, sees what organization is really like, confronts possibility expectations and reality not matched
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metamorphosis
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employee changes and adjusts to new job, work group, organization
complete when has internalized norms, understands system, fits in |
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employees learn culture
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stories, rituals, material symbols
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