Com 240

Front 1

machine metaphor

Back 1

comparing the organization of a company to that of a machine "specialization and replaceability.

Front 2

Scalar Chain (fayol)

Back 2

proposes that an orginization chould be arranged in a strict vertical heirarchy and that communication should be largely limited to this vertical flow.

Front 3

Division of Labor (fayol)

Back 3

work can best be accomplished if employees are assigned to a limited number of specialized tasks.

Front 4

Order (fayol)

Back 4

there should be an appointed place for each employee and task within the organization.

Front 5

span of control (Fayol)

Back 5

managers will be most effective if they have control of a limited number of resources.

Front 6

Unity of Command (fayol)

Back 6

Employees should receive orders based on a particular task from one supervisor.

Front 7

Likert's system II: Benevolent Authoritative Organization

Back 7

Decisions are still made at the top, however employees are motivated through salary and benefits instead of threats and fear.

Front 8

Likert's System I: Exploitative Authoritative Organization

Back 8

Decisions are made at the top and employees are motivated by fear and threats. Iron Fist.

Front 9

Likert's System III: Consultative organization

Back 9

Employees suggestions are taken into account, but ultimate decisions are made at the top.

Front 10

Likert's System IV: Participate Organization

Back 10

Control is exercised at all levels and decision making is performed by all members are set by complete work groups.

Front 11

Theory Z

Back 11

-Training and long term employment are stressed.
-thoughts and ideas of employees are valued.
-collective decision making.

Front 12

Mission Statement

Back 12

Well-defined goals and ideals for the company to set out a plan and help to execute it.

Front 13

Satisfied vs. Dissatisfied Customer

Back 13

A dissatisfied customer tells 10 people about their experience, while a satisfied customer tells only 5. dissatisfied customers are the #1 reason organizations fail.

Front 14

Marketing

Back 14

Everything involved with the selling of products.

Front 15

Factors a company has no control over

Back 15

-Conditions such as weather and politics.
-Competition's products and ideas.

Front 16

Factors a company does have control over

Back 16

-Products
-Price
-Place
-Promotion
-People

Front 17

Resume: Purpose and types

Back 17

Gets your foot in the door and lays out experience and skills.

- Chronological
-Functional
-combination

Front 18

Interview Questions to expect

Back 18

- situational
- Skills/Abilities/Work Experience
- Goals
- Extracirricular Activities
- Academic Programs
- Company Knowledge
- Relocation Travel

Front 19

Impoverished Management

Back 19

Management with low concern for people or production. Shitty companies. Blake and Moutons

Front 20

Country club Management

Back 20

Blake and Moulton's Managerial Maps. high concern for people low concern for production

Front 21

Authority Compliance

Back 21

Low people high production blake and moulton

Front 22

Team Management

Back 22

High concern for people and production. blake and moulton.

Front 23

MIddle of the Road Management

Back 23

blake and moulton - obvious

Front 24

Relay assembly woman

Back 24

6 women observed in phone relay room. Showed that rest pauses and changes to temperature and humidty, etc. resulted in social satisfactions increase productivity.

Front 25

Interview Prep

Back 25

- Research company
- Know your own goals and interests.
- Practice answering questions and develop your own.

Front 26

What Interviewers look for

Back 26

- Self presentation
- Articulation and thought process
- Body language
- Intelligence
- Experience(s)
-Attitude

Front 27

thank you letters

Back 27

- Always send immediately
- Ask for business card
- Business like appearance
- Highlight discussion
- Continued Interest.

Front 28

Centralization (fayol)

Back 28

Organization is run top down with big decisions

Front 29

Renumeration of Personnel (fayol)

Back 29

Rewards for better performance.

Front 30

Equity (Fayol)

Back 30

Everyone treated fairly in renumeration.

Front 31

Subordination of Individual Goals (fayol)

Back 31

Organization comes before the individual.

Front 32

Piecework Pay

Back 32

Getting paid for amount of work done. Bricks

Front 33

Ratebuster

Back 33

One who works far above the average pace, thus lowering the rate for everyone.

Front 34

Systematic Soldiering

Back 34

Workers set a pace to prevent ratebusting.

Front 35

Selecting the right worker and training

Back 35

workers should be scientifically selected and trained for each job and that only "first Class" workers should be retained.

Front 36

Illumination Studies

Back 36

Studies where they turned down lights to measure how light affected productivity, but they found that having a supervisor standing over them affected productivity more than anything.

Front 37

Bank Wiring System

Back 37

Naturalistic Observation of a group of men in the bank wiring room. Study showed that social hierarchy took precedence over formal organizational hierarchy.

Front 38

1. Physiological Needs - Maslow's Hierarchy of Needs

Back 38

Food, water and sleep.

Living Wage

Front 39

2. Safety Needs - Maslow's Hierarchy of Needs

Back 39

Wage enough to avoid danger and threats.

Shelter

Front 40

3. Affiliation Needs - Maslow's Hierarchy of Needs

Back 40

Social needs, love and be loved, give and get, yada yada.

Front 41

4. Esteem Needs - Maslow's Hierarchy of Needs

Back 41

External: Achieved through public recognition and attention

Internal: Achieved through accomplishments and self actualization.

Front 42

5. Self Actualization - Maslow's Hierarchy of Needs

Back 42

Ability to reach full potential and be all that you can be.

Front 43

McGregor's Theory X

Back 43

Average man works as little as possible, lacks ambition, dislikes responsibility, prefers to be led, resistant to change, gullible and stupid. Worst aspects of management.

Front 44

McGregor's Theory Y

Back 44

Worker is highly motivated to satisfy achievement and self actualization needs and it's the managers job to make sure that's happening.

Front 45

Person Centered Approach

Back 45

people make a difference

Employees are a resource to the organization.

people are seen as partners

Front 46

Types of Stakeholders

Back 46

- Functional (suppliers, customers, stockholders
- Regulators and creators of social norms. (Associations and unions)
- Affect and affected by (Community(ies), media.

Front 47

Interview Program

Back 47

thousands of workers interviewed which determined that workers' emotionally based attitudes were the based of many problems instead of the difficulty of work.

Front 48

Order (Fayol)

Back 48

Accountants are in accounting department, shipping is in shipping department, etc.

Front 49

TIme and Motion Studies

Back 49

Studies that determined it was best to train to do tasks in the most time efficient way.

Front 50

Tenure Stability (Fayol)

Back 50

Employees are given enough time to realize their potential before being punished or let go

Front 51

Span of Control (Fayol)

Back 51

Managers will be most effective if they have control of a limited number of employees.

Front 52

Networking (HImmelman)

Back 52

Organizations share information for mutual benefit. Informal

Front 53

Coordinating (Himmelman)

Back 53

Organizations share information and activities for mutual benefit.

Front 54

Cooperative (Himmelman)

Back 54

Organizations share information, activities and resources for mutual benefit.

Front 55

Collaborating (Himmelman)

Back 55

Organizations share information, activities, resources and capacity for mutual benefit.