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45 Cards in this Set
- Front
- Back
An organization chart shows: 3
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-Methods used to departmentalize work
-Formal levels of authority -Formal lines of communication |
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Types of Authority
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Formal- Sanctioned by org.
Informal- Not sanct'd by org. |
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Organizational Trade-offs
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Efficiency Vs. Flexibility
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Methods of Departmentalization
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• Functional
• Divisional • Matrix • Teams • Network |
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Functional Dep.
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grouped on skill and expertise
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Divisional Dep.
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Segmenting based on similar organizational outputs
exa. Product A B C D |
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Matrix Dep.
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•Simultaneous functional and divisional chains of command
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Teams (dep.)
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•Cross functional elements; draw team from different departments to perform function to better operate itself
•Teams coordinate departments and accomplish tasks |
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Functional characteristics
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• efficient due to economies of scale
• in-depth skill specialization • slow response to external changes (less flexible |
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Divisional characteristics
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• fast response to external changes (more flexible)
• great concern for customer needs • duplication of resources (less efficient |
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Locus of Decision Making
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Delegation
Decentralization |
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Delegation
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transfer of authority and responsibility to subordinate
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Decentralization
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locating decision making authority and responsibility at lower organizational levels
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Span of management
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Flatter Span- few levels
Narrower Span- Many levels of authority |
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Wide Span characteristics
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-less direct supervision (greater employee discretion)
-potential to be more flexible and creative -tendency to be decentralized |
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Narrow span characteristics
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•closer supervision (less employee discretion)
•potential to be more efficient •tendency to be centralized |
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Formalization
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Rules and guidelines to control employees
-Highly formalized = low flexibility...McDonalds -High efficiency |
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To Max efficiency
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-High formalization
-centralized authority -Narrow span hierarchy -Functional departmentalization |
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To Max flexibility
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-Low formalization
-Decnetralized authority -Wide span hier -Divisional departmental. |
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Motivation
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arousal, direction and persistence of behavior
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Theories of Motivation (CPR)
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Content
Reinforcement Process |
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Theories of Motivation cont'd
CPR meanings |
-content: persons are motivated to satisfy certain needs
• reinforcement: consequences influence behaviors • process: thought processes influence behaviors |
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Hierarchy of Needs
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A content theory developed by Abraham Maslow
-Need classified into 5 levels -Needs satis. in order |
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Needs Hierarchy- in order
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Physiological
Safety Belongingness Esteem Self Actualization |
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Reinforcement Theory
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Behavior is influenced by its consequence
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Positive Reinforcement
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-Reward for positive behavior
-Behavior is MORE likely to be repeated |
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Avoidance Learning(negative reinforcement)
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When behavior is followed by the removal or avoidance of negative consequences
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Extinction
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Behavior is followed by no consequence
-Behavior is LESS likely to be repeated |
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Punishment
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Behavior results in negative consequences
-Behavior is FAR LESS likely to be repeated |
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Excellent behavior ->Positive consequences
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When behavior is followed by no consequences-> Less likely to be repeated
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Positive Reinforcement
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-Tells employees when they do what they should
-Brings satisfaction and self-image |
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Punishment
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Only tells employees what they did wrong
-Less information -Leads to hostility -Lowers productivity |
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Solving criterion problems
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Expected behavior should be expressed in measurable, observable terms
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Expectancy Theory
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Motivation is dependent upon expectation of ones ability to perform given task
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Elements of Expectancy Theory
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Effort: Perform. > Expectancy
-Effort will lead to high performance Perform.-outcome>Expectancy -High performance will lead to rewards Valence- Value of rewards |
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Stock Options
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Useful when employee has a direct impact on outcome of business
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Job Design
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Job Rotation
Job Enlargement Job Enrichment |
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Core Job Dimensions
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Skill variety
Task Identity Task Significance |
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Skill Variety
Task identity |
-extent a person is required to use many skills on job
-degree a job requires completion of an entire piece of work; Beg. -> End |
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Task Significance
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-Extent a job has a significant impact on the lives of others...meaningfulness of work
+Autonomy-freedom at work +Feedback- indiv. obtains clear information about the effectiveness of their work |
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Characteristics of Teams
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-Teams need leadership
-They develop norms -They enforce norms -They become cohesive |
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Benefits of teams
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-Increase in effort
-Greater need satisfaction -Greater knowledge and skill -More respon. org's -Faster comm. -Teams can discipline |
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Problems with teams
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-Can conflict with overall goals of mgmt.
-Cohesive teams resist change in org. -Promote conformity and reduces creativity -Can create legal problems (Wagner Act) |
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Groupthink
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-Cohesiveness inhibits contrary opinions causing:
+Ignoring obvious warning signs. +Be overly optimistic |
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Techniques for management of teams
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-Superordinate goals
-Participation and decision making -Quality circles -Self Direction -Profit Sharing -Gain Sharing |