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| 4 Common Factors of All organizations |
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| Coordination of effort, common goal, division of labour, heirarchy of authory |
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| an efficiency principle that states each employee should report to one manager |
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| Number of people reporting to a given manager |
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| The grouping together of jobs to gain greater efficiency * to organize and coordinate flow of work |
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| Functional Departmentation |
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| work is seperated using major functional areas |
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| wark that falls within the same product, product line, or service category is grouped together |
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| Cross functional team Structure |
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| A wagon wheel structure that has individuals from various departments working together |
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| One department within a company is closed down, and work directed to an outside company |
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| A tall organizational structure known for its division of labour, hierarchy of authority, formal framework of rules, and administrative impersonality |
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| rigid, closed system of command-and-control bureaucracies that follow formal policies and procedures (e.g. government institutions) |
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| a fluid and flexible open systems network structure that relies less on policies and procedures for problem solving and direction |
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| Set of shared values, beliefs, and assumptions that underlie a company's identity |
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| 3 Layers of Organizational Culture? |
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| Observable artifacts, Values, and Basic Assumptions |
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| physical manifestation of an organizations culture (dress code, myths and stories, decor) |
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| Values (What are the two types?) |
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| Espoused values and enacted values |
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| the spoken values and norms that are preferred by an organization |
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| Represents the values and norms that are actually exhibited |
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unconcious, and unobservable assumptions and actions. Represent the core of organic culture. Grow out of values until they become taken for granted.
**Very resistant to Change** |
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| What are the 4 functions of organizational culture? |
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Definition
| Organizational Identity, Collective commitment, Social system stability, sense making device |
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| a statement that summarizes the essence or reason why an organization exists (connected to culture) |
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| long-term goal describing what an organization wants to become |
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| Competing Values Framework |
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| A model for identifying, classifying, and categorizing organizational cultures based on effectiveness |
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| Culture with an internal focus and values flexibility. employee focused |
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| External focus and values flexibility, fosters creation of innovative products. Adaptive and creative. |
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| Strong external focus and values stability and control. Customers and profits take precedence over employee |
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| internal focus and values stability and control. leads to development of reliable internal processes, extensive measurement. |
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| How do employees learn culture? (2 ways) |
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Definition
| Socialization, mentoring. |
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| a body of research by Frederic Taylor that involved systematically analyzing human behaviour at work to increase productivity and efficiency (time and motion studies) |
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| positive assumptions about employees being responsible, desiring work, and being capable and creative |
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| negative, pessimistic assumptions about human nature and its effect on productivity (e.g. people tend to avoid work; workers need to be directed; even punished in order to perform) |
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| 1930s. No more workers as machines, unions started forming "collective bargaining", gained momentum in 1950s |
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| 1980s to present. No best way, Management concept and approach based on situational appropriateness |
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| Represents the multitude of individual differences and similarities that exist between people. |
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| Personality, internal dimensions, external dimensions, organizational dimensions |
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| set of characteristics responsible for a personas individual identity |
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less within our control, influence our attitudes, expectations, assumptions, and behaviour.
ie age, gender, race |
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We have a greater ability to control these things; they exert a significant influence
ie income, geographics location, parental status, religion |
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| Organizational Dimensions |
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| Consists of such things as job title, union affiliation, & senority |
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| Canadian legislation that requires employers to actively pursue employment equity by increasing the number of employees from designated groups that have historically been underrepresented. The four designated groups are: qualified women, visible minorities, aboriginal people, persons with disabilities. |
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| refers to the extension of business operations to markets around the globe. |
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| involves using the Internet to facilitate every aspect of business |
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| selling of good and services online |
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| Process of interpretings one's environment |
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| Social Cognition(Social perception) |
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| How people perceive one another. |
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| Social Perception Model (4 stages) |
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Definition
| Selective attention/comprehension, encoding and simplification, storage and retention, retriaval and response |
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| Selective Attention/Comprehension |
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Definition
| Stage 1: Bombarded with info, can only pay attention for certain stimuli |
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| something that stands out from its context (dictated by needs and goals) |
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| Encoding and Simplification |
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Definition
| Stage 2: Observed info is not stored in memory in original form. Its encoded in brain by interpreting or translating raw info into mental pictures |
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| A persons mental pictures/summaries of an event or stimulus |
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| Stage 3: Involves storage of info in long term memory |
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| Stage 4: People retrieve info from memory |
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Any thought or belief that is automatically activated without conscious awareness.
(Things we just know) |
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| A set of beliefs about the characteristics of a group. |
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| *Bona Fide Occupational Requirement (BFOR) |
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Definition
| A quality or an attribute that employers are allowed to consider when making decisions on the hiring and retention of employees – qualities that when considered in other contexts would constitute discrimination and thus in violation of civil rights employment law. This is the grounds in which an employer can discriminate. |
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suspected or inferred causes of behaviour
(how individuals explain behaviours or actions)
Ex late because I missed the earlier bus, or I was late because the driver was too slow |
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| Fundamental Attribution Bias |
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Definition
| The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgements about the behaviour of others. |
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| The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors. |
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| A personas self-perception as a physical, social, and spiritual being |
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| ones overall self-evaluation |
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belief in ones ability to do a task
"I think I can" |
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personal awareness levels of how to adapt to related patterns of self-expression to fit situations
(high self monitoring=respond to social cues) |
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| Bandura Social Learning Model |
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| an individual aquire new behavious through the interplay of environmental cues and consequences & cognitive processes |
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| Genes and hereditary factors that influence who we are |
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| Our environment, how we're raised, surrounding culture |
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| Internal Locus of Control |
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| People who believe they control the events & consequences that affect their lives |
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| External Locus of Control |
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| People who believe their performance is a product of circumstances beyond their control (fate, luck) |
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| Considering the contributions of others and good fortune when gauging ones success |
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| An individuals capacity for constructive thinking |
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| Ability to recognize emotions in ones self and others in mature and constructive ways |
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| Management of feelings to create a publicly observable facial and bodily development |
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