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118 Cards in this Set
- Front
- Back
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Organizational System Types (2) |
Commitment Control |
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Components of Organizational Systems |
Organizational Structure Organizational Culture Work Design Human Resource Policies |
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Organizational Structure |
Organizational- level of analysis -Wal-Mart as a single organization composed of parts Macro Perspective (strategic management) |
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Organizational Structure Questions |
How do we describe organizations? How do these characteristics relate with satisfaction, productivity, etc? How to these 6 characteristics combine into different organizational designs? |
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6 Characteristics used to describe the structure of organizations |
Work Specialization Departmentalization Chain of Command Span of Control Centralization/Decentralization Formation |
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Structure of an organization determines |
how tasks are divided, grouped, and coordinated |
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On what basis will jobs be grouped together? |
Departmentalization -Functions -Products -Geography -Process -Customers |
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To whom do individuals and groups report? |
Chain of Command -Authority -Unity-of-Command |
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How many individuals can a manager efficiently and effectively direct? |
Span of Control -Narrow spans of control increase hierarchy -No effect on employee outcomes |
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Where does decision making authority lie? |
Centralization and Decentralization |
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The term centralization refers to the degree to which |
decision making is concentrated at a single point in the organization |
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The more input provided by lower level personnel, the more _________ the organization |
decentralized |
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Decentralization offers the following benefits |
action can be taken more quickly to solve problems more people can provide input into the decision making process employees are less likely to feel alienated from those who make the decisions that affect their lives at work |
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To what degree will there be rules and regulations to direct employees and managers? |
Formalization (Scientific Management) -Organizational "Rules" |
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The term formalization refers to the degree to which |
jobs are standardized |
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Highly formalized jobs involve |
explicit job descriptions organizational rules clearly defined procedures consistant uniform output |
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Less formalized jobs involve |
fewer structural constraints (so workers have more control over how they preform their jobs) |
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An individual's discretion an the job is inversely related to the |
amount of behavior in that job that is preprogrammed by the organizaton |
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The greater the standardization, the |
less input an employee has into how his or her work is to be done |
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Differences among the _______ of these characteristics distinguish various organizational designs |
patterns |
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Organizational Design Types |
Simple -mom and pop companies Complex -bureaucracy= mechanistic -team based, matrix and organic structures -virtual |
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_______ organizations are small and outsource major functions |
virtual/network/madular |
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Virtual Organizations are ______ centralized with ________ departmentalization |
highly centralized little to no departmentalization |
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Virtual organizations are flexible, but limit |
management's control over key parts of its business |
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Because individuals and small companies unite on a project-by-project basis |
each project can be staffed according to its demands, and bureaucratic overhead and long-term risks and costs can be minimized |
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Old World Organization |
Cleat Distinction between the organization and what is not the organization |
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Globalization Organization |
Distinctions between the organization and what is not the organization is less clear |
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Strategy and Structure are |
closely related |
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Most strategy frameworks focus on 3 dimensions: |
innovation cost minimization imitation |
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Size affects structure at a |
decreasing rate |
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Technology refers to how |
an organization transfers its inputs into outputs |
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Standardized technologies characterize |
centralized structures |
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Customized activities characterize |
decentralized structures |
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The relationship between technology and structure is moderated by |
the degree of formalization |
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Environmental uncertainty greatly influences |
organizational structure |
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3 key dimensions in environment of an organization |
Capacity-degree to which it can support growth Volatility-degree of its instability Complexity-degree of heterogeneity and concentration among its elements |
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Management will try to minimize uncertainty by |
adjusting the organization's structure |
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Scarce, dynamic, and complex environments require ______, _______ structures |
flexible, organic |
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Abundant, stable, and simple environments require _______ structures |
mechanistic |
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What is organizational culture? |
a common perception held by the organization's members a system of shared beliefs |
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What do norms have to do with culture? |
Norms-building blocs of culture The way things are done |
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Hawthorne Studies how do you know norms exist |
watch when someone violates it and see how other punish to bring that person back in line |
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Hawthorne Studies relationship between |
performance and illumination |
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Hawthorne Effect |
treated like a person, higher work efficiency |
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Dominant culture expresses the |
core values that are shared by a majority of the organization's members |
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Subcultures tend to develop in large organizations to |
reflect common problems, situations, or experiences |
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How are cultures sustained? |
ASA Model |
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Where Pygmalion has the largest impact |
Top Management |
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ASA Model |
Who wants to be part of the group? Attraction Who does the group want to join? Selection Who leaves the group? Attrtition |
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End result of the ASA model |
homogeneous group |
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ASA Model Key Issue |
What is the basis of similarity?
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ASA Model Superficial issues |
gender and ethnicity |
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ASA Model Deep critical issues |
values and performance |
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Diversity minimum legal compliance |
how do i avoid losing discrimination lawsuit minimizing perspectivity |
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Diversity as a competitive advantage |
how do i win in ways my ignorant competition can't maximize perspectivity |
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Sustaining Culture Socialization Method |
Stories- uniqueness Rituals- pledging Symbols- colors, tattoos, brands Language- communication |
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Culture's Effects The Good |
Boundary Defining- Us vs. Them Identity for members- We are this not that Commitment to org > self- no i in team enhance social stability- knowing your role and status behavioral stability- control mechanism |
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Culture's Effects The Bad |
barrier to change- rules and roles established
barrier to diversity- ASA model barrier to mergers and acquisitions Us vs. Them mentality- groupthink, accept or overlook behavior |
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Culture's Effect OB Outcome |
Productivity- depends on the type of norm Absenteeism and TO- ASA OCB- depends on the norms of organization Job Satisfaction- if person fits, likely positive |
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Making Change Happen Lewin 3 step process |
Unfreezing Changing Refreezing |
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Lewin 3 step process unfreezing |
breaking old behavior patterns individual, group, and organizational resistance remove restraining force increase driving force |
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Lewin 3 step process changing |
establish new behavior patterns |
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Lewin 3 step process refreezing |
stabilizing new behavior patterns establish new restraining forces maintain driving forces to keep change |
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driving forces |
direct behavior away from status quo |
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restraining forces |
hinder movement from existing equilibrium |
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What can change agents change |
structure technology physical setting people |
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reasons why individuals may avoid change |
force of habit need for security economic factors fear of the unknown selective information processing |
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6 sources of organizational resistance to change |
group inertia structural inertia limited focus of change threat to expertise threat to established power relationships threat to established resource allocations |
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overcoming resistance |
education and communication negotiation manipulation and control participation facilitation and support coercion |
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3 key areas of change |
stimulating innovation- increase creativity creating a learning org- double loop learning knowledge management- CRITICAL for companies in which primary products or services are created from knowledge-workers |
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What does a person's job entail |
simple jobs -cashier -waiter complex jobs -general manager -computer programmer |
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job characteristics model measures |
skill variety task identity task significance autonomy feedback |
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Extrinsic motivation |
motivation due to what a person receives for completing job/task |
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Intrinsic motivation |
motivation that results from completion of a task |
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working conditions |
work space design work schedule |
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work redesign |
job rotation- periodic shifting of a worker from one job to another job enlargement- horizontal expansion of jobs job enrichment-vertical expansion of jobs |
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how does management enrich jobs |
combine tasks create natural work units (teams) establish client relationships expand jobs vertically open feedback channels |
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TQM |
humor all employees in phony efforts to include them in process improvement methodologies drive in fear by discouraging communication and by instituting a policy of Continuous Layoffs |
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TQM also known as |
Reengineering Downsizing Rightsizing |
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Human Resource Management |
job level of analysis- micro organizational level- macro |
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HRM: Proactive Persepectives |
job analysis selection training and development performance and evaluation compensation |
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HRM: Reactive Perceptives |
Legal issues workplace violence |
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What behaviors and skills are necessary |
job description job specification |
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job description |
id's the tasks included with the job |
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job specification |
id's the skills required for the job |
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Core vs. Peripheral jobs |
linked with virtual organizational design as basis for outsourcing within globalization adding value is key focus |
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job analysis |
observation interviews diaries questionnaires |
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control jobs are |
simple jobs clear and complete in description of behavior OCB bonus small number of basic skills appropriate measure of evaluation- outcome |
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commitment jobs are |
complex jobs unclear and incomplete in description OCB required large number of skills, skill are more complex appropriate measure of evaluation- outcome |
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How are the required skills met |
buying skills making skills |
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Buying skills Selection |
interviews written test performance simulation psychological contract |
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interview types |
structured- ask specific questions unstructured- conversation |
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performance simulation |
work samples assessment centers |
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psychological contract |
an unwritten agreement that sets out what management expects from the employee, and what the employee expects from management |
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Building Skills Training focuses on |
the job |
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Building Skills Training types |
basic literacy technical interpersonal problem solving ethics |
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Building Skills Development focuses on |
the person |
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Building Skills Development |
grooming employees- job assignment functional areas of firm, expatriate experience |
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How well are jobs being done? Applied in organizations |
evaluative function- compensation decision developmental function- goals and training decisions |
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Performance Evaluation Performance Appraisal- What is being appraised? |
Individual traits- attitude individual behaviors- sample student peer evaluation task outcomes |
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Performance Evaluation who does the appraisal |
supervisors peers self subordinates |
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Performance Evaluation When is the appraisal conducted |
availability heuristic |
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Appraisal Problems what purpose does the evaluation serve |
compensation v. development employee's responses supervisor's responses |
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appraisal problems individual v. team performance and reward |
all individual performance -no incentive for teamwork all team based performance -no individual accountability |
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Providing performance feedback |
managers get uncomfortable employees get defensive workers inflate performance |
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improrving evaluations |
emphasize behaviors document performance use multiple evaluators evaluate selectively train evaluators provide due process- have conversation |
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Appraising the performance of the team |
tie results to organizational goals begin with the team's customers measure team performance recognize individual efforts use team-defined measures |
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Managing Diversity |
Mentoring Programs Family-Friendly Policies Diversity Training |
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Managing Diversity Family friendly companies help to reduce the conflict between |
work and family obligations |
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Managing Diversity Family Friendly Policies |
on-site day care child care and elder care referrals flexible hours compressed work wheel job sharing telecommunication temporary part time employment relocation assistance |
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Managing Diversity Diversity training programs are intended to |
increase awareness and examine stereotypes |
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Managing Diversity Diversity Training participants learn to |
value individual differences increase cross-cultural understanding confront stereotypes |
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Managing Diversity Mentoring role includes |
council coaching sponsorship |
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Managing Diversity Mentoring Program relationship supports the |
personal development and career advancement of the junior person |
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Managing Diversity Mentoring Programs help the most with |
maintaining diversity |
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Managing Diversity ASA-> LMX -> |
overall organization supervisors |
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Why do individual employees join labor unions? |
union members get paid better better working conditions higher job security |
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What issues increase unionization? |
Pay Working Conditions Job Security |
