Term
| Machine Metaphor - Specialization |
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Definition
| Every part of the engine has a specific function. This specialization of tasks-sometimes called division of labour-illustrates one way in which organizational functioning can be seen as machine-like. |
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Term
| Machine Metaphor- Replaceability |
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Definition
| If a worker on an assembly line quits, a machine-like organization can easily replace that worker. The individuals who labor in the organization are seen as "cogs" of the machine, and those cogs are standardized and interchangeable. |
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Term
| Fayol's Principles of Management-Structure-Scalar Chain |
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Definition
| This principle proposes that an organization should be arranged in a strict vertical hierarchy and that communication should be largely limited to this vertical flow (i.e., move up and down the organizational chart) |
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Term
| Fayol's Principles of Management-Structure-Unity of Command |
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Definition
| This principle proposes that an employee should receive orders regarding a particular task from only one supervisor. |
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Term
| Fayol's Principles of Management-Power-Centralization |
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Definition
| THis principle proposes that organizations will be most effective when central management has control over decision making and employeeactivities. However, Fayo.l believed that contingency factors such as firm size and the personal characteristics of the managers and employees could influence the optimal level of centralization (Miner, 1982) |
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Term
| Fayol's Principles of Management-Rewards-Equity |
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Definition
| This principle proposes that in remuneration (as well as in all organizational behaviour) employees should be treated justly. |
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Term
| Fayol's Principles of Management-Rewards-Tenure Stability |
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Definition
| This principle proposes that the organization should guarantee sufficient time on the job for employees to achieve maximum performance. Fayol (1949) also notes that too much tenure stability could be counter productive. |
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Term
| Fayol's Principles of Management-Attitude-Subordination of individual interest to general interest |
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Definition
| This principle proposes that an organization can be effective only when the interests of the whole take precedence over the interest of individuals. Thus, individuals must always consider organizational goals first. |
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Term
| Fayol's Principles of Management-Attitude-Espirit de corps |
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Definition
| This principle proposes-in the spirit of the Three Musketeers' "all for one and one for all" cry- that there should be no dissension in the organizational ranks. |
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Term
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Definition
| Piecework pay was the typical organization reward system. That is, a bricklayer might be paid a penny for every five bricks he could lay. If he laid 100 bricks an hour, he would be paid 20 cents for that hour's work. |
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Term
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Definition
| For example, a group of workers might have established a norm of laying 100 bricks per hour. A new worker might come on the job and lay 200 bricks an hour (and hence earn 40 rather than 20 cents). A manager observing this productive behaviour might conclude that everyone should be laying 200 bricks per hour and "bust the rate" down to a penny per 10 bricks rather than a penny per 5 bricks. More productive workers thus became known as the "rate busters" because managers would often lower piecework pay as a result of their productivity. |
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Term
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Definition
| a group of workers would often pressure each other to keep rate busting to a minimum. If productivity were kept down, wages would stay up. This was an impediment to optimal productivity. |
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Term
| Taylor's Scientific Management - Time and Motion Studies |
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Definition
| There is one best way to do every job. For example, Taylor might analyze a dozen different methods of bricklaying to determine which method i the most efficient. That "one best way" would then be taught to all workers |
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Term
| Taylor's Scientific Management-Selecting the right worker and training |
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Definition
| Workers should be scientifically selected and trained for each job and only "first-class workers" should be retained. An inefficient bricklayer eho was better suited to hauling dirt should be shifted to that job. If no "proper job" could be found for the inefficient bricklayer, he should be fired. |
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Term
| Taylor's Scientific Management- Inherent difference between management and workers |
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Definition
| Organizational managers are best suited for thinking, planning, and administrative tasks. In contrast, organizational workers are best suited for laboring. Taylor therefore advocates a strict division of labor in which workers perform physical labor that is planned and directed by management. |
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Term
| Hawthorne Studies - Illumination Studies |
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Definition
| The purpose was just to find the optimal lighting for productivity. These experiments had two groups, control group (the group with lighting changed) and experimental group. Surprisingly, both of their performance enhanced at last, whether illumination declined or not. The results showed that there was no clear relationship between the intensity of lighting and the rate of output. Thus, researchers realized that there could be something else besides lighting to affect productivity. They doubt that the supervision of the researchers may have some effects on it. |
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Term
| Hawthorne Studies - The Relay Assembly Test Room Studies |
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Definition
| Researchers hypothesized that choosing one's own coworkers, working as a group, being treated as special (as evidenced by working in a separate room), and having a sympathetic supervisor were the real reasons for the productivity increase. One interpretation, mainly due to Mayo,was that "the six individuals became a team and the team gave itself wholeheartedly and spontaneously to cooperation in the experiment." |
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Term
| Hawthorne Studies - Interview Program |
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Definition
| The workers were interviewed in attempt to validate the Hawthorne Studies. The participants were asked about supervisory practices and employee morale. The results proved that upward communication in an organization creates a positive attitude in the work environment. The workers feel pleased that their ideas are being heard. |
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Term
| Hawthorne Studies - Bank Wiring Room Studies |
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Definition
| The purpose of the next study was to find out how payment incentives would affect group productivity. The surprising result was that productivity actually decreased. Workers apparently had become suspicious that their productivity may have been boosted to justify firing some of the workers later on. The study was conducted by Mayo and W. Lloyd Warner between 1931 and 1932 on a group of fourteen men who put together telephone switching equipment. The researchers found that although the workers were paid according to individual productivity, productivity decreased because the men were afraid that the company would lower the base rate. Detailed observation between the men revealed the existence of informal groups or "cliques" within the formal groups. These cliques developed informal rules of behavior as well as mechanisms to enforce them. The cliques served to control group members and to manage bosses; when bosses asked questions, clique members gave the same responses, even if they were untrue. These results show that workers were more responsive to the social force of their peer groups than to the control and incentives of management. |
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Term
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Definition
| Researchers concluded that worker output increased as a direct result of the attention paid to workers by the researchers. This phenomenon, whereby mere attention to individuals causes changes in behaviour, has come to be known as the Hawthorne effect. |
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Term
| Maslow's Hierarchy of Needs - Physiological |
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Definition
| "Living Wage" to allow purchase of food, clothing |
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Term
| Maslow's Hierarchy of Needs - Safety |
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Definition
| Physically safe working conditions |
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Term
| Maslow's Hierarchy of Needs - Affiliation |
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Definition
| Social Relationships with co-workers |
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Term
| Maslow's Hierarchy of Needs - Esteem |
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Definition
Internal: Rewarding work
External: Bonus Pay |
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Term
| Maslow's Hierarchy of Needs - Self-actualization |
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Definition
| Work allowing the exercise of creativity |
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Term
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Definition
-that people make a difference
-that employees are a resource to the organization
-People are seen as partners |
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Term
| Creating Powerful Partnerships within Companies |
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Definition
l-Squash status barriers
l-Open the company books
l--Teach people how their function contributes to profits and beyond
l-Pay for performance, not titles
l--Profit sharing
l-Serve frontline partners first
l--Managers should support frontline workers
l
l
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Term
Participation Process-
Affective Model |
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Definition
(based on Hum Relations)
Participation in decision making should satisfy employee’s needs and increase job satisfaction |
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Term
Participation Process-
Cognitive Model |
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Definition
(based on Hum Resources)
Greater knowledge of organization positively affects participation in decision making |
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Term
Blake and Mouton's Leadership/Managerial Grid-
Impooverished |
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Definition
LOW Concern for People
LOW Concern for Production |
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Term
Blake and Mouton's Leadership/Managerial Grid-
Authority compliance |
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Definition
LOW Concern for People
HIGH Concern for Productivity |
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Term
Blake and Mouton's Leadership/Managerial Grid-
Country Club |
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Definition
HIGH Concern for People
LOW Concern for Productivity |
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Term
Blake and Mouton's Leadership/Managerial Grid-
Team |
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Definition
HIGH Concern for People
HIGH Concern for Productivity |
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Term
Likert's Systems-
System I (Classic) |
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Definition
| Similar to Classical Management (machine metaphor) |
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Term
Likert's Systems-
System II (Classic) |
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Definition
| Similar to System I, but does not have goal of exploiting workers |
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Term
Likert's Systems-
System III (Human Relations) |
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Definition
| Decisions made at top, but employees are consulted |
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Term
Likert's Systems-
System IV (Human Resources) |
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Definition
| Participative organization, decisions are made by all |
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Term
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Definition
Theory X Manager believes…
Workers are dumb, lazy and need lots of direction…
(similar to Classical) |
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Term
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Definition
Theory Y Manager believes…
Workers like responsibility, can think, and can self-direct…
(similar to Human Relations) |
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Term
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Definition
(Similar to Human Resources)
-Training, long-term employment
-Thoughts and ideas of employees are valued
-Collective decision making |
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Term
| Stakeholders that help the organization function |
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Definition
-Suppliers
-Customers
-Stockholders; Board of Directors |
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Term
| Stakeholders that establish norms or regulate operations |
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Definition
| Professional Associations; unions, government regulations |
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Term
| Stakeholders that affect or can be affected by the organization |
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Definition
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Term
| Mission Statements – for both internal and external audiences |
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Definition
Mission Statements...
-Define values
-Reflect organization’s well-defined purpose
-Clear and compelling goal that focuses efforts |
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Term
| Customer Service Policies |
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Definition
Customer Service is critical, BECAUSE…
-Poor service is the #1 reason orgs lose business
-Average dissatisfied customer tells 10 people; average satisfied customer tells 5
-90% who stop doing business never tell org why (and orgs very rarely ask!) |
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Term
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Definition
| includes all functions involved in selling a product/service |
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Term
| No (or moderate) control over |
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Definition
Conditions – weather, politics
and/or
Competition – other products, ideas |
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Term
You do have control over:
Product |
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Definition
What is your product or service?
What are its unique qualities? |
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Term
You do have control over:
People |
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Definition
Current and target customers...
Why would someone want your product or service?
Why might someone need this? |
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Term
You do have control over:
Place |
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Definition
Where is your product or service going to be available? (physically)
How can you get this product/service to achieve top-of-mind awareness with your customers? (mentally) |
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Term
You do have control over:
Promotion |
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Definition
How to let people know about your product/service?
Message? Presenter? Channel?
Where/how to promote for current customers?
Where/how to promote for new customers? |
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Term
You do have control over:
Promotion |
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Definition
How to let people know about your product/service?
Message? Presenter? Channel?
Where/how to promote for current customers?
Where/how to promote for new customers? |
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Term
You do have control over:
Promotion |
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Definition
How to let people know about your product/service?
--Message?
--Presenter?
-- Channel?
Where/how to promote for current customers?
Where/how to promote for new customers? |
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Term
You do have control over:
Price |
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Definition
| How do you charge for your product or service? |
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