Sociology Of Orgs And Work #3

Front 1

• Status Set:

Back 1

all the statuses one holds at a given time; some statuses are dominant and others are latent

Front 2

Role Partner:

Back 2

others persons who pay reciprocal roles

Front 3

Role Expectation:

Back 3

norms for how a role is supposed to be played out

Front 4

• Role:
•

Back 4

behavior expected of someone who holds a particular status

Front 5

Role Conflict:

Back 5

situation when a person plays two or more roles that are difficult to reconcile

Front 6

Latent Identity:

Back 6

statuses held by a person that are not relevant to job performance (women-make coffee)

Front 7

Master Status-

Back 7

Determining Trait: sometimes a latent id is so important o the unofficial requirements tack on the formal ones that they become the main hiring criteria

Front 8

What role does latent identity groups play in the informal (not formalized/written) division of labor?
•

Back 8

Latent id groups may form when the org faces environmental change
• Org may not operate or respond effectively or efficiently
• PEER PRESURE becomes a pervasive system
• Functions
o To add or eliminate obligations attached to position (coalitions/unions)
o Offer mutual aid: helping out (help each other to finish)
o To cast off of dirty work
o To engage in voluntary action in emergency situations (help outside workplace)

Front 9

• Power:

Back 9

the capability of an individual or group to overcome resistance in achieving a desired result; the ability to bring about compliance (determine situation’s outcome)

Front 10

• Authority:

Back 10

(elicit compliance) legitimacy of the power holder to exercise power

Front 11

• System of Authority:

Back 11

a hierarchy of power and its legitimating

Front 12

• Organizational Power:

Back 12

function of the org structure

Front 13

Describe three types of authority.
•TC R

Back 13

Traditional: position is inherited; sacred right; decisions based on own personal preferences; direct bloodline/descendent
• Charismatic: based on leaders personal characteristics; no traditional or legal claim to power
• Rational-legal: position based on formal system/rules/law; authority in position/office not person; bureaucracy

Front 14

What is a “power map?”
•

Back 14

Visually displays:
o Power centers: the locus of power
o Power points: other important decision makers or influencers
o Power trackers: where Power Points derive their power

Front 15

List and define five sources of power; what are the consequences off each of the sources
• ERRCL

Back 15

Expert: form of referent power resulting from recognized expertise
• Referent: function of the respect and esteem to an individual by virtue of one’s personal attributes with which other id (Connectional power: old boys network)
• Legitimate: based in authority accorded to a position in an org structure (informational power)
• Reward: ability to provide positive reinforcement for desired behavior
• Coercive: the potential to inflict punishment

Front 16

Four contingencies of power
•SC VD

Back 16

Substitutability: irreplaceable; no one else can perform the task (greater substitutability=lower power)
• Centrality: degree and nature of interdependence between the power holder and others (increase with number of people affected by actions; speed in which other people are affected by actions)
• Discretion: the freedom to exercise judgment, to make decisions without referring to a specific rule or receiving permission from someone else
• Visibility: someone with valuable knowledge will yield power only when others are aware of it (increase with hierarchy interaction, important tasks; subtle cues of power source; mentoring)

Front 17

What are the dynamics of sexual harassment?
•

Back 17

Harasser stereotypes the victim as subservient and powerless
• Harasser threatens job security or safety through coercive or legitimate power
• Hostile work environment harassment continues when the victim lack power to stop the behavior

Front 18

Of office romances
•

Back 18

Co-worker believe that employees in relationships abuse their power to favor each other
• Higher risk of sexual harassment when relationship breaks off

Front 19

Fourteen strategies to gain organizational power were described. List and give examples of three of them.
•

Back 19

Be irreplaceable
• Generate resources
• Build alliances

Front 20

Describe the responsibilities of Top Management,
•

Back 20

Establish policies
• Determine the orgs strategies to interact with the changing environment
• Negotiate with gov’t and other businesses
• Serve as spokesperson to represent the org
• Inspire commitment and efficient service from workers
• Create a corporate culture

Front 21

Middle Management, and
•

Back 21

Coordinate
• Transmit policy directives from top
• Serve as a buffer between top management and first line supervisors

Front 22

First-Line Supervisors

Back 22

• In charge of those who actually do the work
• Spend time with the workers

Front 23

List and describe the Seven Roles of Organizational Managers.

MR CLEGR

Back 23

• Create a corporate culture
• Make decisions for the org
• Lead the organization
• Resolve org conflict
• Give directions to members of the org
• Evaluate the performance of member of the org
• Represent the org to the public

Front 24

List and describe the four Decision-Making Roles.

RED N

Back 24

• Entrepreneur: choose new products; decided on plans of action that change org (Merger)
• Disturbance Handler: deal with non-routine occurrences
• Resource Allocator: choose workers for particular assignments; distribute funds;/resources
• Negotiator: bargain with workers, suppliers, disruptors, advertisers, customers, clients; give time off in exchange for overtime during crisis situation

Front 25

What did Feldman and March conclude about the use of information in decision-making?

Back 25

• Gathering information is a ritualistic part of corporate culture

Front 26

What are the decision-making issues for managers in Business Enterprises? IBM

Back 26

• What will increase profit
• What will maintain the org’s financial health
• What will bring about effectiveness, efficiency, quality, and excellence

Front 27

Government Bureaucracies?

Voluntary Organizations?

Back 27

•How can we carry out polliticans’ policies
• Lower pay that industry; less mobility (mediocrity)


• Less concerned with good leadership than with manager’s traits (often represent the rank and file)
• Charismatic leadership

Front 28

How does Weber’s rational system model of organizational conflict

compare with Scott’s natural system model?

Back 28

• Org is like a machine each part dutifully carries out its specific purpose
• There should be no conflict


• The org is like an organism its history and experiences shape its current behavior
• Conflict is to be expected since the org isn’t perfect design but accommodates to environmental demand over time

Front 29

Describe the history TQM:

Back 29

• W. Edward Deming
• Invented in Japan
• Moved to US business

Front 30

five key points of Total Quality Management (TQM), and

Back 30

• Customer Focus
• Systematic improvement of operations
• Develop human resources
• Long-term thinking
• Commitment to quality(never ending improvement of process; an action): design, output, process

Front 31

methods of TQM.

Back 31

• Measure what the customer wants and how satisfied they are with the product your deliver to them
• Remember what the customer wants is constantly changing so we must be constantly measuring
• Statistics: statistical process control

Front 32

What is Six Sigma?

Back 32

• Structure application of the tools and techniques of TQM on a project basis to achieve strategic business results

Front 33

Describe the DMAIC steps used in Six Sigma.

Back 33

• Define: scope, expectations, resources, timelines, parts
• Measure: benchmark process
• Analyze: statistics, understand process, compare options
• Innovate and Improve: put ideas and solutions to work, build in checks for results
• Control: incremental improvements

Front 34

Trait Approach,:

Back 34

the trait theory compares the physical and psychological characteristics of leader with non-leader (weight, height, looks, self-confident

Front 35

Behavioral Approach:

Back 35

a leader is a person who acts like a leader (someone with followers); Leader-like behavior: initiator, membership, representation, integration, organization, domination, communication, recognition, production

Front 36

Multivariate Approach:

Back 36

Structure-group standards, roles, social control, conformity, deviance
Interaction- within the group, between groups
Contingency factors-residence, status, sex, age, motives, norms, personality Environmental Factors: social and physical.
Process- conflict and change
Group Products- cohesion, effectiveness, productivity, output, morale

Front 37

Situational (Contingency) Approach:

Back 37

different people emerge as leaders under different conditions or situations (leader AND context)

Front 38

What is McGregor’s Theory X and

Theory Y?

Back 38

• Workers are indifferent to org objectives
• Avoid work, prefer directions
• Dislike work, avoid it
• Increase wages will increase work
• Workers need closed control


• Works will work will org goal
• Accept responsibility and self-directive
• Work is natural as play
• Workers respond to needs
• Workers need recognition and to be challenged

Front 39

What is task-structure leadership:

Back 39

how well tasks, goals, and procedures are clear and structured

Front 40

relationship-oriented leadership:

Back 40

how well leader is accepted by the group

Front 41

Describe Hersey and Blanchard’s connection between style of leadership and maturity or developmental level of followers.

Back 41

• Leadership style should be matched to the maturity of the subordinates
• S1: Telling (directive)
• S2: Selling (coaching)
• S3: Participating
• S4: Delegating
• Maturity of followers M1-M4

Front 42

What is “servant leadership?”

Back 42

• An approach to leadership where one puts serving others-employees, customers, students, the community, rather than one’s self-as the first propriety
• A long-term, transformational approach to both life and work

Front 43

How many of the 11 traits or characteristics of a servant leader can you list? HELP FAGS CCC

Back 43

H ealing
E mpathy
L istening
P ersuasion

F oresight
A wareness
G rowth
S tewardship

C alling
C onceptualization
C ommunity Building

Front 44

• Transnational Corporation (TNC):


• Multinational Corporation (MNC):

Back 44

MNC that operates internationally without having an identified national home base; it’s broadness



a corporation that manages production or delivers services in more than one foreign county

Front 45

2. List some of the world’s largest corporations. What is THE world’s LARGEST corporation?

Back 45

• United States (1)
• Japan (2)
• Wal-Mart (28)
• Greece (29)
• Exxon Mobil (30)

Front 46

• Wave 1:

Back 46

Early 1890’s
o Formation of monopolies; growth of product line
o Chemicals, electrical machinery
o Westinghouse, International Harvester

Front 47

• Wave 2:

Back 47

1987-1905
o Expansion within product line creating monopolies in tobacco and food processing
o Large scale production , marketing, and transportation systems
o American Can, American Tobacco, United States Steel

Front 48

• Wave 3:

Back 48

1920s
o Vertically integrated companies
o Mine and steel companies, ore, transportations networks, finishing mills, and metal fabrication plants
o Bethlehem Steel, Republic Steel

Front 49

• Wave 4:

Back 49

Early 1950s
o Diversification across lines of technologically with similar production or production practices
o DuPont

Front 50

• Wave 5:

Back 50

Late 1960s-early 1970s
o Industrial conglomerates were formed in completely distinct production lines
o Hostile takeovers
o Mobil bought then sold Montgomery Ward, GE purchased them dismantled Ward

Front 51

• Wave 6:

Back 51

Early 1980s
o Mega-mergers between some of the largest corporations

Front 52

• Wave 7:

Back 52

Late 1990s-present
o Continuation of mega-mergers, just getting bigger and bigger and bigger

Front 53

4. What are they dynamics of a hostile corporate takeover?

Back 53

• The setting
• Firm with assets
• Take-over bid
• Shareholders sell stock
• “White Knight” sought