The Human Side Of Organizations

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A committee established to handle a specific situation and that dissolves after the task is accomplished.

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Ad Hoc Committee

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Key to increased competitive advantage and increased productivity. Greater creativity and more numerous alternatives for problem solving.

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Advantages of Teamwork

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Leadership whereby others are simply told what to do

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Autocratic Leadership

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Bureaucratic style
A management style characterized by the manager’s reliance on rules, regulations, policies, and procedures to direct subordinates.

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Bureaucratic style

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Generating ideas without concern for their feasibility. Each person on a team is asked to think creatively and write down as many ideas as possible. After the writing session the ideas are discussed by the team.

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Brainstorming

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One who acts as an agent for another in return for a fee or a commission.

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Brokering

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The process of negotiating a union agreement that covers wages, hours, and working conditions.

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Collective Bargaining

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A philosophy and attitude for analyzing capabilities and processes and improving them repeatedly to achieve the objective of customer satisfaction

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Continuous Quality Improvement

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The co-existence of two or more cultural groups within an organization. The vast array of differences created by cultural phenomena such as history, economic conditions, personality characteristics, language, norms, and mores.

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Cultural Diversity

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It’s the way a society solves its problems. Different cultures have developed their own unique ways of solving problems – whether it is a technical problem or a ‘people’ problem. A key value or belief that the culture in question holds dear.

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Cultural Norms

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A management or leadership style characterized by a sharing of decision-making authority with subordinates by the leader.

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Democratic leadership style

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Some individuals are better and/or faster, process losses from team development time, many companies don’t support the best team environment, social loafing.

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Disadvantages of Teamwork

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Committing to establish an environment where the full potential of all employees can be tapped by paying attention to, and taking into account their differences in work background, experience, age, gender, race, ethnic origin, physical abilities, religious beliefs, sexual orientation, or other perceived differences.

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Diversity

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Economic term – usually refers to the responsiveness in the quantity demanded of a commodity to changes in environment. For example, if a company raises their price, will consumers keep buying a product or will the company price themselves out of the market.

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Elasticity

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A field of philosophy dealing with rightful and wrongful nature of human conduct in society.

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Ethics

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The ability to influence related to some expertise, special skill, or knowledge. Expert power is a function of the judgment by the less-powerful person that the other person has knowledge that exceeds his own.

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Expert Power

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Rewards external to the job such as pay, promotion or fringe benefits

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Extrinsic rewards

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A total quality technique that places the problem statement on a horizontal line, with key words on lines drawn at a 45 degree angle to the right, above and below it (so it resembles the backbone and ribs of a fish.)

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Fishboning

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Followers must 1) know what to do, 2) know how to do it, 3) understand why they are doing it, 4) want to do it, 5) have the right resources, and 6) believe they have the proper leadership.

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Follower Support

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The right that a manager of a staff department has to make decisions and to give orders that affect the way things are done in another department

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Functional authority

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Controlling access to another person or the flow of information.

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Gate keeping

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Companies have discovered that there is no single standard of ethical behavior applying to all business decisions in the international arena. Practices that are illegal in one country may be perfectly acceptable, even expected, in another.

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Globalization – ethical dilemmas

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The process of developing, negotiating, and formalizing the targets or objectives that an
Employee or group is responsible for accomplishing.

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Goal setting

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Standards shared by the members of a group.

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Group norms

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The deterioration of the mental efficiency, reality testing, and moral
Judgment of the individual members of the group in the interest of group solidarity

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Groupthink

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Can be a negative for group or individual decision making. Groups that always
Make decisions in the same way without considering new options may no longer be innovative.

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Habit

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The various levels of managerial positions and the people chosen to staff an organization’s
Positions of formal authority

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Hierarchy

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A program developed to introduce a new employee to his or her job, working environment,
Supervisor or peers. Also sometimes called orientation.

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Induction

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Rewards that are part of the job itself. The responsibility, challenge, and feedback
characteristics of the job are intrinsic rewards.

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Intrinsic rewards

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Increasing the number of tasks or the quantity of output required for a job.

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Job enlargement

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Providing variety, deeper personal interest and involvement, greater autonomy and
challenge, or increased responsibility.

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Job enrichment

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The ability to get work done with and through others while winning their respect,
confidence, loyalty, and willing cooperation.

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Leadership

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A manager’s right to give direct orders to subordinates and appraise, reward, and
discipline those who receive those orders.

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Line authority

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An organization skilled at creating, acquiring, and transferring knowledge, and
at modifying its behavior to reflect new knowledge and insights. It may also be an organization hat works to facilitate the lifelong learning and personal development of all of its employees while continually transforming itself to respond to changing demands and needs.

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Learning organization

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The process of planning, organizing, directing, and controlling human, material, and
information resources for the purpose of setting and achieving stated goals; also, a team of people making up an organization’s hierarchy.

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Management

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According to Herzberg, a factor that has the potential to stimulate internal motivation to
provide a better-than-average performance and commitment.

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Motivation factor

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Exchanging information for mutual benefit. Using one’s friends, family and work-related contacts to help find employment or to advance one’s career

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Networking

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Technique in which group members follow a generate-discussion-vote cycle until they reach an appropriate decision.

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Nominal Group Technique

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When a manager is willing to share decision-making and problem-solving activities with associates. It also occurs in teams when individual members of a group take part in the decision-making process.

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Participative Leadership

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This principle deals with matching your organization’s size with its business goals. Large corporations used to use this term instead of downsizing. They would say that the organization had gotten too big and they were right sizing.

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Principle of Right Sizing

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Putting activities in order of importance to you, the group, or the
business.

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Priority Setting

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Contemplating and considering the significance of the work performed; evaluating the value and meaning of the specific service as it relates to a larger context. Reflection can take place on an individual or group basis and connect service to one's community, one's values and the impact it has on both the individual performing the work, as well as the larger society.

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Reflecting

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Knowing what results are important and focusing resources to achieve them.

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Results orientation

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A satisfying return or result for performance of a required behavior

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Rewards

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The dislike of risk. The unwillingness to try new things.

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Risk Aversion

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A decision maker who has a low aversion to risk will establish different objectives, evaluate alternatives differently, and select different alternatives than a decision maker in the same situation who has a high aversion to risk. Many people are bolder and more innovative and advocate greater risk taking in groups than as individuals.

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Risk taking

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The situation that exists whenever a manager is uncertain about the role he or she is expected to play.

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Role Ambiguity

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A situation that occurs when contradictory or opposing demands are made on a manager.

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Role conflict

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Negative means, such as threat or punishments, used to encourage subordinates to play their roles as prescribed by superiors or the organization

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Sanctions

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Group role where the individual takes notes for the group or is the record keeper

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Scribing

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Providing feedback on individual and team efforts to reach goals.

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Scoreboarding

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The individual ascertaining how well he or she is doing.

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Self Monitoring

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Occurs when individuals believe that their contributions are not important, others will do the work for them, their lack of effort will go undetected, or they will be the lone sucker if they work hard and others don’t.

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Social Loafing

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This may refer to span of control. Span of control refers to the number of people that a manager can oversee. A wide span on control discourages one-on-one supervision. There are too many subordinates for managers to keep up with on a one-to-one basis. Wide spans of control are usually associated with specialized jobs that have little need for supervision.

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Spanning

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Verbal or written praise to reward performance

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Spot Strokes

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The various groups and individuals who affect and are affected by the company. Examples of stakeholders include share holders, managers, suppliers, workers, customers, investors, and the community where it operates, etc.

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Stake holders

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An outcome is a consequence that a person receives for his or her performance. Substantive refers to substantial outcomes.

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Substantive outcomes

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The ability of one unit to substitute for another. In this context, it may refer to substitutes for leadership. Substitutes for leadership have been identified as task, organizational, or subordinate characteristics that render relationship- and/or task-oriented leadership as not only impossible but also unnecessary.

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Substitutes

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Cooperative action or force of two or more elements pulling together that yields a result greater than the sum of the results that could be achieved separately.

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Synergy

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A temporary grouping of individuals and resources for the accomplishment of a specific objective.

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Task Force

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The idea of Beccaria and other members of the Classical School that government can be thought of as created by its citizens for certain shared and common ends. "Social contract theory" uses this notion to determine when laws are just or unjust, by arguing that just laws ought to be thought of as promises that everyone in society would realize is in their best interest to make to one another.

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Social Contract

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Technique used for overcoming shyness. Often a script is given to an
individual to act out situations that help the individual become more comfortable.

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Role playing

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Concerned with achieving productivity and success. Focusing on the leader’s tasks and skills necessary for success

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Task Orientation

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Groups of two or more members who interact and influence and are mutually accountable for common objectives within an organization.

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Team

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A supervisor in charge of teams, but who works outside of them

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Team Facilitator

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A supervisor working in a team who is responsible for its members

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Team Leader

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Concept described by Douglas McGregor indicating an approach to management that takes a negative and pessimistic view of workers. Theory X attitudes: most employees dislike work and will avoid it when possible, they have to be pushed, people are basically lazy, have little ambition, avoid responsibility and desire security. The typical worker is self-centered and has little concern for organizational goals.

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Theory X

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Concept described by Douglas McGregor reflecting an approach to management that takes a positive and optimistic perspective on workers. Most people find work as natural as play. Their attitude toward work is related to their experiences. People don’t have to be threatened with punishment to be motivated.

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Theory Y

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A set of approaches to managing people based on the attitudes of Japanese managers about the importance of the individual and of team effort to the organization.

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Theory Z

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Extent to which uses enhances the effectiveness of the job. The manager’s behavior results in optimization of satisfaction of people inside and outside the organization. It results in the greatest good for the greatest number of people.

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Utilitarian outcomes