Term
| organizational culture (aka corporate culture) |
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Definition
| system of shared beliefs and values that develops within an organization and guides the behavior of its members |
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Term
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Definition
| give an example(s) of a company w/strong organizational culture |
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Term
1) through symbols
2) story
3) hero
4) rites & rituals |
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Definition
| what 4 ways is culture communicated? |
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Term
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Definition
| an object, act, quality, or event that conveys meaning to others [ex. company logos/colors] |
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Term
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Definition
| narrative based on true events, which is repeated- and sometimes embellished upon- to emphasize a particular value |
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Term
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Definition
| person whose accomplishments embody the values of the organization; founding ___ started the organization, did something great, etc. |
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Term
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Definition
| activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization's life |
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Term
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Definition
| the framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated; it is a horizontal and vertical configuration |
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Term
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Definition
| a visual representation of an organization's structure |
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Term
| common characteristics of all organizations |
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Definition
| coordination of effort, a common goal or purpose, division of labor, hierarchy of authority |
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Term
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Definition
| a rational, systematic, and precise form of organization in which rules, regulations, and techniques of control are specifically defined; comes from the Classical School of Management |
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Term
| the Military, Walmart, Post Office |
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Definition
| give examples of a successful bureaucracy |
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Term
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Definition
| who introduced the bureaucratic structure to organizations? |
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Term
| to replace family-based operations in which business owners played favorites and hired employees based on family ties and friendships |
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Definition
| Why was the bureaucratic structure introduced? |
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Term
| principals of bureaucratic structures |
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Definition
| hierarchy of authority, unity of command, task specialization, duties and rights of employees, managerial responsibility, line & staff functions |
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Term
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Definition
| each lower organizational unit is controlled and supervised by a higher one |
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Term
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Definition
| a subordinate receives assigned duties from one superior only and is accountable to that superior |
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Term
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Definition
| work is based on ___ specialization performed by employees in separate departments |
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Term
| rights and duties of employees |
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Definition
| rules and job descriptions define the ___ and ___ of employees |
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Term
| managerial responsibility |
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Definition
| the responsibility and authority of managers is clearly defined |
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Term
| line functions or staff functions |
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Definition
| organizational units are defined as ___ or ___ |
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Term
| establishes authority and accountability within the organization |
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Definition
| benefit of hierarchy of authority |
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Term
| simplifies reporting relationships and clarifies priorities |
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Definition
| benefit of unity of command |
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Term
| allows workers to develop expertise and improve productivity |
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Definition
| benefit of task specialization |
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Term
| employees can focus on assigned tasks, set goals, and advance their jobs |
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Definition
| benefit of defined duties and rights of employees |
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Term
| minimizes overlapping of authority and confusion; clarifies roles and responsibilities among managers and employers |
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Definition
| benefit of clearly defined managerial responsibility |
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Term
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Definition
| since organizations operate in an "open system" the structure of the organization reflects no only its ___, but also its ____ |
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Term
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Definition
within the "organizing" function on management, work is subdivided into departments in one of the following ways:
-function (activity)
-product/service
-geographic location (territory)
-customer classification
-work flow process
-matrix |
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Term
| functional departmentalization |
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Definition
| grouping employees into departments based on similar skills |
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Term
| when resources are tight or when high quality standards must be met |
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Definition
| when do you use functional departmentalization? |
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Term
| advantages of functional departmentalization |
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Definition
-permits economies of scale
-encourages efficient use of resources
-enhances the development of in-depth skills
-managers & employees are compatible b/c of similar training & expertise
-centralizes decision making
-provides unified direction from the top
-excellent coordination & communication
-promotes high quality technical problem-solving |
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Term
| disadvantages of functional departmentalization |
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Definition
-slow response to environmental change
-delayed decision making
-produces routine, non-motivating employee tasks
-greater difficulty pinpointing problems within departments
-employees focus more on departmental goals than organizational goals
-less opportunity to become groomed for top management positions b/c of the task specialization |
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Term
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Definition
| departments are grouped based on similar organizational outputs: customer, geography, or product |
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Term
| use this structure when the target markets, geography served, or product lines are distinctly different |
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Definition
| when do you use divisional design? |
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Term
| advantages of divisional design |
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Definition
-fast response, flexibility in an unstable environment
-fosters concern for customer's needs
-excellent coordination across functional departments
-easy pinpointing of responsibility for product problems
-emphasis on overall product and divisional goals
-development of general management skills |
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Term
| disadvantages of divisional design |
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Definition
-duplication of resources across divisions
-less technical depth and specialization
-poor coordination across divisions
-less top management control
-competition for corporate resources |
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Term
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Definition
| a divisional design that separates divisions based on processes; a company might make the product in a mass-production division and in a custom-fabrication division |
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Term
| matrix design (aka hybrid divisional design) |
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Definition
| combines functional and divisional structures; utilizes functional and divisional chains of command simultaneously in the same part of the organization; two chains of command exist and some employees reports to two bosses; helps overcome duplication |
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Term
| advantages of matrix design |
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Definition
-more efficient use of resources than single hierarchy
-flexibility, adaptability to changing environment
-development of both general and specialist management skills
-interdisciplinary cooperation, expertise available to all divisions
-enlarged tasks for employees |
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Term
| disadvantages of matrix design |
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Definition
-frustration and confusion from dual chain of command
-high conflict b/t 2 sides of matrix
-many meetings, more discussion than action
-HR training needed
-power dominance by 1 side of the matrix |
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Term
| team-based approach; network approach |
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Definition
| ___ and ___ organizational forms can be combined with other forms |
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Term
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Definition
| the organization creates a series work groups to accomplish specific tasks and to coordinate major departments; ___ can exist from the office of the president all the way down to the shop floor; helps improve horizontal relationships and solve problems throughout the organization |
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Term
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Definition
| ___ share a common goal, are independent, benefit from diversity, create higher motivation |
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Term
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Definition
| [type of team] everybody becomes a leader over time; this type has the most controversy |
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Term
| today's type of team structure |
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Definition
| [type of team] leader and manager is a team member |
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Term
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Definition
| manager is separate from the team |
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Term
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Definition
| the organization has central core that is linked to outside independent firms by computer connections, which are used to operate as if all were a single organization |
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Term
| central hub (center of network design) |
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Definition
| pass jobs to others (outsource); brains (or expertise) of job that sends jobs to other groups |
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Term
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Definition
| 3 layer structure w/a constricted middle (narrow center); wide management at the top, narrow middle management, wide base of employees |
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Term
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Definition
| a structure largely consisting of work teams |
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Term
-the needs of your target market
-the factors in the external market |
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Definition
| what should organizational structure be based on? |
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Term
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Definition
| each subordinate receives assigned duties from one supervisor only |
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Term
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Definition
| the # of workers reporting directly to a manager [ex. 8 employees under a manager- everyone doing the same job, more employees under a manager) |
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Term
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Definition
| when managed employees have the same job functions |
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Term
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Definition
| when managed employees do different jobs |
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Term
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Definition
| the formal and legitimate right of a manger to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes |
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Term
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Definition
| the duty to perform a task or activity an employee has been assigned |
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Term
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Definition
| the fact that people w/authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command |
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Term
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Definition
| ___ departments perform tasks that reflect the organization's primary goal and mission; ___ authority means that people in management have formal authority to direct and control immediate subordinates |
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Term
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Definition
| ___ departments include all those that provide specialized skills in support of line departments; ___ authority is narrower and includes the right to advise, recommend, and counsel. |
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Term
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Definition
| organizations with many layers- 5 or more layers |
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Term
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Definition
| organizations with few layers- 4 or fewer layers [can also be quite wide] |
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Term
| centralized decision making |
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Definition
| the extent to which authority is retained at the top; decisions made by higher-level managers |
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Term
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Definition
| the extent to which authority is passed down to lower levels; decisions are made by middle-level and supervisory-level managers |
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Term
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Definition
| this structure highlights working within and across departments |
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Term
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Definition
| the quality of collaboration across departments |
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Term
1) task force
2) project team
3) project manager |
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Definition
| name 3 examples of horizontal structure |
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Term
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Definition
| a group of participants from several departments who meet regularly to solve ongoing problems |
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Term
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Definition
| a temporary team designed to solve a short-term or specific problem involving several departments |
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Term
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Definition
| a person who is responsible for coordinating the activities of several departments for the completion of a specific project |
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Term
| organizational chart (aka organization chart or Org chart) |
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Definition
| a formal diagram of the vertical structure of the organization |
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Term
-name of the company
-the date the structure is effective
-names of employees
-position titles |
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Definition
| what do organizational charts include? |
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Term
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Definition
| what are confidential and not included on an Org chart? |
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Term
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Definition
| the structural design of your organization impacts the creation and delivery of your _____ |
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Term
| questions to ask about your firm's structure |
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Definition
-improve or inhibit the flow of information to decision-makers, employees, customers, and the public?
-place decision-making in the appropriate level of the firm?
-produce the quality of the product/service that you have promised?
-allow the firm to respond to customers when they expect it? |
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Term
| questions to ask about your firm's structure |
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Definition
-provide flexibility for the firm to respond to changes in the external environment?
-allow for product returns, repair, or service?
-only include paid, full-time or part-time employees (no independent contractors)?
-only show reporting relationships and maintain the unity of command rule?
-avoid unnecessary shadows, double lines, or arrows (instead of lines)? |
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Term
Full Time Equivalent (FTE)
one FTE = 40 hours/week |
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Definition
| instead of counting heads, you count hours [ex. 20 hr employee = .50 ___] |
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Term
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Definition
| crafting individual jobs; reaching into areas of leadership, motivation, & HR management |
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Term
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Definition
| examining the work that has to be done; determine the most efficient & effective way to accomplish tasks; then assign the work to individual job positions |
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Term
| how to communicate the tasks and to motivate and reward your employees |
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Definition
| When job design, what should you consider? |
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Term
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Definition
| taking the overall job and breaking it into smaller pieces |
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Term
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Definition
| the degree to which organizational tasks are subdivided into individual jobs; it is also called division of labor |
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Term
| it reduces required skills and allows you to develop expertise |
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Definition
| what are the advantages of work specialization? |
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Term
| it is difficult to coordinate all the people; if job is too small and narrow it may get boring |
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Definition
| what are the disadvantages of work specialization? |
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Term
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Definition
| says what the job involves, expectations, etc. |
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Term
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Definition
| one paragraph description of position; used for advertising the job |
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Term
| task/assigned responsibility |
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Definition
| identifies job functions, communicated performance requirements, evaluate performance during reviews |
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Term
| minimum job requirements/Bonafide Occupation Qualification (BFOQ) |
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Definition
| minimum requirements to fulfill a job; ADA established this |
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Term
| the job characteristic model |
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Definition
| a method for developing an enriched job |
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Term
| b/c job characteristics lead to critical psychological states to personal and work outcomes |
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Definition
| why is the job characteristic model important? |
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Term
| 5 characteristics of jobs |
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Definition
1) skill variety
2) task identity
3) task significance
4) autonomy
5) feedback |
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Term
| employee motivation, satisfaction, and performance |
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Definition
| what do the 5 job characteristics lead to? |
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Term
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Definition
| the # of different activities performed in a job |
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Term
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Definition
| degree that a job from beginning to end requires completion of a whole, diverse unit; a question of whether you are doing the job or parts of the job |
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Term
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Definition
| degree that a job has impact on others |
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Term
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Definition
| freedom and Independence of workers |
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Term
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Definition
| amount of information about job performance |
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Term
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Definition
| by combining tasks, forming natural work units, establishing client relationships, vertically loading the job, and opening feedback channels, you help employees obtain _____ attitudes towards their job and higher _____ |
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Term
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Definition
| when employees alter their carefully designed jobs by changing the physical and mental aspects of the job in either tasks or their relationships |
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Term
| ways to determine if something is wrong with a job |
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Definition
-productivity over time should increase
-absenteeism- if ppl. don't show up
-turnover- if ppl. leave job often |
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Term
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Definition
| asking people if they like their jobs |
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Term
1) Job rotation
2) job enlargement
3) job involvement or enrichment
*overall goal: making jobs more interesting |
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Definition
| what are 3 techniques to improving satisfaction? what is the overall goal of these techniques? |
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Term
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Definition
| temporary switching of job assignments to make jobs more interesting |
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Term
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Definition
| increase the # and variety of tasks within a job (giving ppl. additional responsibilities) |
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Term
| job involvement or enrichment |
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Definition
| degree to which individuals identify psychologically w/their work |
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Term
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Definition
| an approach to include more challenge and responsibility in jobs to make them more appealing to most employees |
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Term
| characteristics of an enriched job |
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Definition
-jobs should allow for new hiring
-personal accountability
-control over scheduling
-control over resources (autonomy)
-direct communication authority (allowed to talk to everyone)
-direct feedback |
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Term
| better communication tools and new industries |
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Definition
| what has helped organizations have more flexibility to modify daily work schedules based on employee preferences? |
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Term
| types of work schedules used in the workplace |
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Definition
-flexible work hours
-compressed work week
-alternative work place
-hoteling or shared space
-job sharing
-part-time/temporary
-shift work |
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Term
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Definition
| adjusting work hours around core hours |
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Term
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Definition
| 40 hours of work in 4 days (four 10-hour days) |
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Term
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Definition
| non-traditional work settings, locations, or practices |
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Term
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Definition
| shared office spaces for temporary use |
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Term
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Definition
| more than one employee performing the same job |
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Term
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Definition
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Term
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Definition
| provides coverage during non-standard work hours |
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Term
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Definition
| these employees don't work for you but do work with your employees and accomplish your tasks |
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Term
| things to consider when deicing whether or not to keep a job "in-house" |
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Definition
-critical nature of the work
-competitive advantage
-quality
-control
-employee relationships |
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Term
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Definition
| if tasks are essential to your success, you don't want to lose control |
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Term
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Definition
| don't give company secrets to someone outside your company |
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Term
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Definition
| have measures in place to make sure others are following your plan- you cannot "fire" and employee who doesn't work for you |
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Term
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Definition
| know the rules that determine if a worker is an employee or independent contractor; this will affect payroll, scheduling, and employee relations |
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Term
service- intangible
product- tangible |
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Definition
| service vs products: OUTPUT |
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Term
S- production & consumption occur at the same time
P- products can be inventoried |
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Definition
| service vs products: CONSUMPTION |
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Term
S- labor & knowledge intensive
P- capital asset intensive |
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Definition
| service vs products: MAIN RESOURCE |
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Term
S- high customer interaction
P- little direct customer interaction |
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Definition
| service vs products: CUSTOMER CONTACT |
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Term
S- very important
P- less important |
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Definition
| service vs products: HUMAN ELEMENT |
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Term
S- perceived and difficult to measure (subjective)
P- is measured directly |
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Definition
| service vs products: QUALITY |
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Term
S- rapid response is necessary
P- longer lead times are acceptable |
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Definition
| service vs products: RESPONSE TIME |
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Term
S- site is important
P- site is moderately important (you can ship a product) |
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Definition
| service vs products: FACILITIES |
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Term
SERVICE: airlines, hotels, law firms
PRODUCT: soft drink companies, steel companies, automobile manufacturers
BOTH: fast-food outlets, cosmetics, real estate, stock brokers, retail stores |
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Definition
| service vs products: EXAMPLES of each and an example of something that is both |
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Term
1) pooled
2) sequential
3) reciprocal |
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Definition
| what are 3 forms of interdependence? |
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Term
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Definition
| working separately but in same direction; ex: bank- employees give loans, some take deposits, some investments |
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Term
| sequential interdependence |
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Definition
| value added then passed on to the next person/station; ex: assembly line (manufacturing or information) |
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Term
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Definition
| TRUE or FALSE: Interdependence does NOT influence organizational structure. |
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Term
| reciprocal interdependence |
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Definition
| admitted, team formed to service client based on needs; most completed form of interdependence; requires high coordination; ex: patient admitted to emergency room |
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Term
-low horizontal comm.
-standardization, rules, procedures
-low need for close units |
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Definition
| what type level of horizontal communication and decision-making, type of coordination, and level of priority for locating units together does POOLED interdependence need? |
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Term
-med. horizontal comm.
-plans, schedules, feedback
-medium need for close units |
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Definition
| what type level of horizontal communication and decision-making, type of coordination, and level of priority for locating units together does SEQUENTIAL interdependence need? |
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Term
-high horiz. comm.
-mutual adjustment, cross-departmental meetings, teamwork
-high need for close units |
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Definition
| what type level of horizontal communication and decision-making, type of coordination, and level of priority for locating units together does RECIPROCAL interdependence need? |
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Term
1) small-batch & unit production
2) large-batch & mass production
3) continuous process production |
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Definition
| what are the 3 systems of (manufacturing) production? |
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Term
Group 1: small batch & unit production; skill is highest
[ex. someone making a violin]
Group 2: large-batch & mass production; assembly lines
[ex. toaster manufacturer]
Group 3: continuous process production; technical expertise highest
[ex. nuclear power plant, oil refinery- production never stops] |
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Definition
| which type of production belongs to groups 1,2, & 3; give an example of each |
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