Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
76 Cards in this Set
- Front
- Back
|
organizational structure |
evolves to accommodate growth which requires people with specialized skills |
|
|
specialization |
when managers break labor into small, specialized tasks and assign employees to do a singe task |
|
|
departmentalization |
the grouping of jobs into work units/departments/groups/divisions |
|
|
group |
two or more persons who communicate, share a common identity, and have a common goal |
|
|
team |
group of members who have complementary skills, a common purpose, goals, and hold each other accountable |
|
|
stages of developing a team |
forming storming norming performing adjourning |
|
|
forming |
when a team starts working together and getting to know each other |
|
|
storming |
people start pushing against ideas and conflicts might develop |
|
|
norming |
team members start resolving their differences and start respecting each other |
|
|
performing |
when hard work and teamwork take over and the team achieves its goals |
|
|
adjourning |
most teams come to an end at some point |
|
|
organizational responsibility |
authority assigning tasks to employees and giving them the power to make commitments, use resources, and take actions necessary to accomplish tasks (employee responsibility) |
|
|
forms of organizational structure |
line structures line-and-staff structures multi-dimensional structures matrix/project-management |
|
|
line structures |
have direct lines of authority that extend from the top managers to employees at the lowest levels |
|
|
line-and-taft structure |
has a traditional line structure between superiors and subordinates |
|
|
multi-dimensional structure |
gathers departments in larger groups called divsions |
|
|
matrix/project-management |
structure that sets up teams from different departments, thereby creating two or more intersecting lines of authority |
|
|
formal communication |
downward, upward, horizontal, or diagonal communication |
|
|
informal communication |
communication through friendships and the grapevine |
|
|
task force |
temporary group of employees responsible for bringing about a particular change |
|
|
project teams |
groups that run their operation and have total control over a specific work project |
|
|
committee |
a permanent, formal group that that performs a specific task |
|
|
operations management |
the development and administration of the activities involved in transforming resources into goods and services |
|
|
logistics |
system |
|
|
inputs |
labor, money, material, energy |
|
|
outputs |
goods, services, ideas |
|
|
manufacturing/production |
activities and processes used in making tangible products |
|
|
operations |
process of making both tangible and intangible products |
|
|
difference in manufacturing vs service (4) |
-service have more contact with customers -service has more variable inputs and outputs -service more labor intensive -service productivity measurement is more complex |
|
|
operations/transforming process |
standardization modular design customization |
|
|
standardization |
making identical, interchangeable components or products |
|
|
modular design |
building items in self-contained units or modules that can be combined and interchanged to create different products |
|
|
customization |
making products to meet a particular customers needs or wants |
|
|
supply chain/logistics |
-obtaining and managing raw materials and component parts -managing finished products -packaging them -getting them to the customers |
|
|
quality control |
the processes an organization uses to maintain its established quality standards |
|
|
total quality management |
philosophy that uniform commitment to quality in all areas of the organization so they will promote a culture that meets the customers perceptions of quality |
|
|
human relations |
the study of behavior of individuals and groups in an organizational structure |
|
|
maslow 5 basic needs |
physical needs security social needs self-esteem self-actualization |
|
|
hygiene factors |
work environment/standards/benefits/etc |
|
|
motivational factors |
recognition responsibility advancement |
|
|
theory x |
workers dislike work |
|
|
theory y |
workers like work - seek it out/responsibility |
|
|
theory z |
employee participation in all aspects of a company helps to motivate employees |
|
|
equity theory |
how much people are willing to contribute to an organization depends on fairness/equity of awards |
|
|
expectancy theory |
motivation depends on how much a person wants something and how likely they are to get it |
|
|
fred taylor theory |
employees are primarily motivated by money and job security |
|
|
hawthorne studies |
money/job security not the primary motivators - human factors influence behavior |
|
|
strategies to motivate employees |
-behavior modification -job rotation -job enlargement -job enrichment -flexibility |
|
|
human resources (personnel management) |
all activities involved in determining an organizations human resources needs and curing, trying, and compensating people to fill those needs |
|
|
recruiting |
the formation of a pool of qualified applicants from which management will select employees |
|
|
selection |
the process of collecting information about applicants and using that information to decide which ones to hire |
|
|
application process |
interviewing testing reference checking |
|
|
training |
the process of teaching employees how to do their specific jobs and tasks |
|
|
management |
the process of managing, supervising, or motivating employees on a regular basis to do their jobs efficiently |
|
|
evaluating |
identifying an employees strengths and weaknesses on the job |
|
|
promotion |
advancement to a higher-level job with increased authority, responsibility, and pay |
|
|
transfer |
a move to another job within the company at essentially the same wage |
|
|
separations |
occur when employees resign, retire, are terminated, or are laid off |
|
|
turnovers |
the rate at which employees leave a job |
|
|
wages |
financial compensation based on the number of hours worked or the number of units produced |
|
|
commissions |
fixed amount or percentage of a sale paid as a compensation |
|
|
salaries |
compensation calculated on a weekly, monthly, or annual basis, regardless of the number of hours worked or number of items produced |
|
|
bonuses |
financial incentives used to motivate employees |
|
|
benefits |
non financial forms of compensation |
|
|
collective bargaining |
the negation process through which management and unions reach an agreement on a labor contract |
|
|
unions |
labor organizations that workers are members of in order to negotiate better pay, benefits, and working conditions |
|
|
organizational culture |
a firms shared values, beliefs, traditions, philosophies, rules, and role models for behavior |
|
|
why does zappos use teams (2) |
-drive the culture -reduce complexity/stress with company growth |
|
|
how do teams contribute to organizational culture (4) |
-empower employees from bottom up -employees can engage on any level -promotes in greater brain- storming -offers different perspectives |
|
|
focus on work vs focus titles = teamwork (2) |
-sum is greater than its parts -employees more focuses on benefitting company than self |
|
|
hygiene factors at container store (3) |
-50% higher pay -low turnover rate 10% (vs 100%0 -training employees for 263 hours (vs 10) |
|
|
how container store motivates employees (2) |
-having good workplace conditions -having required productivity rates |
|
|
why container is successful (3) |
-teamwork -symbiotic relationship -wants employees to have fun |
|
|
necessary reasons for hollywood labor unions (3) |
-long work hours -low pay -unequal treatment (minorities/females) |
|
|
why striking is avoided (2) |
-disruptive/risky -can be suspended or lose job |
|
|
why unions band together (2) |
-address mutual concerns -merger can help coordination of activities |
