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38 Cards in this Set
- Front
- Back
Weber's 3 Organizational Types
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C-T-R
Charismatic - revolutionary force that comes center of power Traditional - patrimonial/feudal Rational-Legal - Bureaucracy |
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Scientific Management
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Efficiency achieved by creating jobs that: economize time, human energy.
Time & motion studies. Find optimal way to do a job, offer workers a premium to do job that way. |
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Hawthorne Experiments - Findings
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Human factors have a great influence on productivity. Bias occurs when people know they're being watched.
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Hawthorne Experiments - 4 Experiments
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1. Illumination Exp - Productivity increased because workers being watched.
2. Relay Assbly - Workers allowed to develop together socially become more productive. 3. Bank wiring - Workers kept work levels in check. 4. Interviewing programs - Workers are not isolated, but social beings. Workers attitude based on social participation. |
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Theory X and Y
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Theory X: Employees are lazy, dislike work, avoid it whenever possible. Workers should be closely controlled because they avoid responsibility, resist change.
Theory Y: Employees are creative, competent, want meaningful work, want to contribute, and want to participate in decision-making and leadership functions. Work is natural. |
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Human Relations School
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Organizations exist to serve human needs.
People & Orgs need each other. Bad fit: all suffer Good fit: all benefit. Orgs should empower people, give greater responsibility and more autonomy. |
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Contingency Theory
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Popular in 1960s.
Managers need to modify their approaches, depending on the environment. Key factors: (1) nature of task (2) technology |
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Population Ecology Model
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Survival of the Fittest in population of organizations.
Uses biological metaphors. Focuses on population of orgs. |
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Institutional Theory
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Structural changes in organizations are driven decreasingly by competition.
Change occurs as a result of processes that make organizations more similar (not necessarily more efficient)-->Institutional Isomorphism |
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Institutional Isomorphism (3 mechanisms)
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Coercive - results from pressure from other orgz
Mimetic - response to uncertainty, org mimics other orgs Normative - result of professionalization caused from the fact that members of a profession receive similar training. |
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Resource Dependence Perspective
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Emphasizes the importance of orgs procuring the needed resources.
Depts/Individuals with the ability to secure the most resources will be the most powerful. |
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Theories of Environmental Dimensions
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Orgs are either:
*Homogenous or Hetergenous *Stable or Unstable Env Simple/Stable? more bureaucratic/mechanistic type best Env complex/unstable/more professionals employed? less bureaucratic, more organic form of organization works best |
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5 Types of Power
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Reward – ability to give rewards or something of value to another individual
Information – based on information that individual has Legitimate – authority given to an individual on the basis of a given role or position Referent – stems from respect and identification with an individual in which they have the ability to influence other’s actions Expert- power based on an individual’ s knowledge or expertise in a given area |
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What gives you power?
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Power goes to those who can control the critical uncertainties confronting an organization
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How managers secure power
(4 ways) |
1. Create a sense of obligation
2. Build a reputation as an expert in one or more areas 3. Act as someone that others identify with and respect 4. Have others believe they are dependent on the manager for help or protection. |
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Value (def)
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A belief upon which one acts by preference
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Locus of Control
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Internal - Attributes positive outcomes to his/her own abilities. Negatives are personal shortcomings.
External - Attributes success/failure to events outside themselves (luck/fate). Believe they cannot influence outcomes. |
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Schwartz's Values (10)
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Power, Achievement, Hedonism, Stimulation, Self-direction, Universalism, Benevolence, Conformity-Tradition and Security.
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Gender Issues/Women Leaders
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1. Most women have male mentors.
2. Male mentors most influential. 3. Female mentors share experiences, impart skills. 4. Male mentors help proteges climb the career ladder. |
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Emotional Intelligence
(5 Characteristics) |
Self (ARM),E,S
1. Self awareness 2. Self management/regulation 3. Self motivation 4. Empathy / Social awareness 5. Social skills |
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Difference between Managers & MDs
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Managers:
Focus: Middle to long-run goals. Seek to secure the future of the organization. Resources: Views as limited and attempts to allocate scarce resources efficiently and effectively. Patients: Takes broad patient focus and even community needs. Physicians: Focus: Immediate care of individual patient Resources: interested in resource availability according to need of individual patient and what is needed to maximize care. |
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Models of Controlling Physicians
(3) |
----CHC----
Custodial - MDs measure/assure quality. High MD autonomy. Heteronomous - MDs are clearly subordinate to Admin. Common in public agencies & HMOs. Conjoint - Admin & MDs share roughly equal power and make decisions conjointly. |
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Organizational Theory
Pre-1960 |
• Organizations could be understood apart from their environments
• Important processes and events were internal to the organization • The flow of inputs and the disposition of outputs were considered non-problematic • Assumed: The organizational boundaries were taken as real and fixed • Structural features of the organization were taken as a product of managers authority and creativity • Managers had authority and sufficient control to change things |
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Organizational Theory
Post-1960 |
• Greater recognition that organizations are extremely interdependent with their environments and their boundaries are not fixed but variable
• Acquiring inputs and disposing of outputs is considered uncertain and often not controllable • Organizational structures are considered highly responsive to environmental forces • Close attention to human relations is essential |
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Characteristics of Burnout
(3) |
-----ICE-----
Inefficiency Cynicism Exhaustion |
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How to prevent Burnout
(3 ways) |
Organizational prevention: Eliminate the stressors that lead to distress: modify work demands and improve workplace relationships.
Anticipatory coping: goal is to change individual stress responses to necessary demands. Reactive coping: Attempts to minimize the amount of individual/organizational distress & stress responses that have not been adequately controlled. |
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Generational Characteristics
------------------------------------------ Veterans |
Age: 60-90
Values/Work – dedication, hard work, respect authority, adhere to rules, seniority & age are correlated How to manage – comfortable with Scientific Management style, very conformist. Ask what has worked for them in the past. |
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Generational Characteristics
------------------------------------------- Baby Boomers |
Age: 49-68
Values/Work – Uncomfortable with conflict, can be overly sensitive to feedback, team/service-oriented, personal growth, healthy & wellness How to manage – Show them you’re dedicated & loyal to the company/ Demonstrate how important a strong team is. |
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Generational Characteristics
-------------------------------------------- Generation X |
Age: 30-50
Values/Work – Diversity, balance, informality, self-reliance, “just a job”, give them lots to do & freedom to do it their way How to manage – They grew up with task lists to be completed with minimal supervision. Wants to see Referent Power in action. Be ready to answer Why? Present yourself as an information provider. Do not over-supervise; delegate. |
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Generational Characteristics
---------------------------------------- Millennials |
Age: 12-30
Values/Work – Optimism, civic duty, sociability, diversity, heroic spirit, multi-tasking, have difficulty dealing with difficult people. How to manage – Work does not bother them, but it must be meaningful—not just busy work. They respect Legitimate Power, but prefer Referent. |
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Motivation determines...
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What behavior workers adopt
How hard they work How persistent they are in the face of difficulties |
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Motivation
--------------------------------------- Expectancy Theory (VIE) |
Valence – the desirability of an outcome to an individual.
Instrumentality – perception about the extent to which performance will lead to the outcome. Expectancy – perception about the extent to which effort will result in performance. In order for workers to be motivated to perform all 3 factors must be high. |
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Motivation
------------------------ Equity Theory |
Focuses on workers’ perceptions of the fairness of their work outcomes/inputs.
How to motivate? Restore equity among the workers. Recognize above-average work effort. |
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Motivation Theory
----------------------------------------- Herzberg's 2-Factor Theory |
Some job characteristics create dissatisfaction (Hygiene) and some help motivate employees (Motivators).
Hygiene factors – (Do not create satisfaction, but if they are in disorder, there will be dissatisfaction). Company policy & admin, supervision, interpersonal relations, working conditions, salary, status, and security. Motivators – (lead to job satisfaction). Achievement, recognition, work itself, responsibility, advancement, and growth. |
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Motivation Theory
------------------------------- Maslow's Hierarchy |
There exists a hierarchy of needs. Organizations must satisfy different needs. Before a person can worry about Belonging, he/she must first have Physiological and Safety needs met.
Self-Actualization Self-Esteem Belongingness Safety Physiological needs |
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Motivation
------------------------------------------ McClelland's 3 Basic Needs |
Affiliation, Power, Achievement
People are often oriented toward one type of need. Helpful to managers: inhibit and channel the Power motive, while increasing the Achievement motivation. |
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Abilene Paradox
-------------------------- Definition |
Organizations frequently take actions contrary to the desires of their members and defeat the very purposes they set out to achieve.
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Abilene Paradox
----------------------------------------------- Biggest Organizational Problem |
The inability to manage agreements instead of conflicts.
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