Mgmt 309 exam 3
all 5 dimesions result in
high work motivaiton, high quality performance, high satisfaction, low absence and turnover
Job characterisics approach
holistic approach that seeks to improve your job over 5 dimensions
cultural noise
how cultural norms/beliefs impact interpretation
equation shows
how quickly the number of interactions increases means wider managment span
benefits job rotation
increases flexibility and lowers costs
limits job enlargement
increases training costs and wages
job enlargement
increasing number of task employees do
technology and operations consists of
informational technology, equipment, work processes, work sequences, control systems, enterprise resource planning (ERP)
organizational change is prompted by
internal and external forces
organizational structure
organizational structure and design, technology and operations, and people
personal and negative
parties dislike eachother, do not respect, and dislike interactions
personal and positive
parties know eachother, have mutual respect/affection, and enjoy interacting
physical noise example
static on a phone call
Job rotation
strategically moving employees from one job to another
refreezing
supporting and reinforcing the change so it an be implemented into the system
internal forces
changes structure and strategy as a result of internal organizational forces; sometimes responses to external pressures
organizational noise example
communication structure
Fair Labor Standards Act (FLSA)
compensation; requires minimum wage and overtime for 40 + hours, excluding salary employees, executive, and administration
wide span of control has high
competence, extent standardized procedures, similarity of supervised tasks
determining the span of control
competence, physical dispersion, extent of nonsupervisory work in managers job, interaction, extent standardized procedures, similarity of supervised tasks, new problems, preferences of supervisors and subordinates
technical noise example
connectivity
complete
contains all information needed
accurate
correct and reliable reflection of realizty
organizational elements
designing jobs, grouping jobs, establishing reporting relationships, distributing authority, coordinating activities, differentiating between positions
group interaction
different groups of subordinates
3 kinds of interactions (quantifying the span)
direct, cross, group
Noise
disruptions that can occur at any point during the communication process
kinds of nonverbal communication
facial expressions, tone, inflection, setting, image, body language, physical contact, gestures
Age discrimination act
forbids discrimination against applicants and employees over 40
Title VII of the Civil Rights Act of 1964
forbids discrimination in all areas of work relationships
body language
form of nonverbal communication where one's physical actions portray how they feel
Unionizing process
generate interest > collect signed authorization cards > petition NLRB to hold election > secret ballot election > union signs up members and elects officers > collective bargaining over first labor contract > sign contract > grievance procedure used to resolve disputes
example task environment
government passes a regulation affecting task at hand
the most effective way to use staff positions is to
grant them line authority
product innovation
changes in physical characteristics or performance of an existing product or creating a new one
process innovations
changes in the way a product is manufactured, created, or distributed
Labor management relations act "taft-hartley act"
limits union power
concurrent
line managers must seek agreement
benefits job enlargement
lower costs
2 types of informal communication
management by wandering around and grapevine
compulsory advice
must consider advice, doesn't have to use it
two kinds of interpersonal relations
negative and positive
grapevine
network of people within the organization; managers can control grapevine damage by open communication and quick responses to inaccurate information, but cannot eliminate it
limitations job rotation
not enough to improve overall satisfaction
span of control
number of subordinates who will report to each manager
direct interaction
one on one
facilitiation
only making necessary changes
physiological noise example
state of the recievier
cross interaction
between subordinates
psychological noise
biases, attitudes, and assumptions
Limits of Job Specialization
bordem/dissatisfaction, sometimes does not give intended benefits
passive nondiscrimination
business has an obligation not to discriminate in any of its activities
Labor relations
3 acts; national labor relations act "wagner act", national labor relations board (NLRB), labor management relations act "taft-hartley act"
span of control equation
I = N (2^N/2+N-1)
task environment
a specific organization or group influences an organization's task
people consists of
abilities and skills, performance, perception, expectations, attitudes, values
4 kinds of line authority (staff positions)
advise, compulsory advice, concurrent, functional
HRM is concerned with
attracting, developing, and maintaining human resources needed
timely
available when needed for appropriate managerial action
implementing change
change is put into effect
Planned change
change that is orderly, timely, and designed in advance of future events
organizing
deciding how best to group organizational elements
administrative intensity
degree that managerial positions are concentrated in staff positions
overcoming resistance to change
education and communication, participation, facilitations, force-field analysis
Management by wandering around
enables managers to keep up with what's going on by wandering around and talking to people
national labor relations board (NLRB)
established by wagner act to enforce it
national labor relations act "wagner act"
established procedures for employees to vote on unionizing and for managers to bargain collectively with the union
skill variety, task identity, and task significance
experienced meaningfulness of work
autonomy
experienced responsibility of outcomes
organizational structure and design consists of
job design, departmentalization, reporting relationships, authority distribution, coordinations, mechanisms, line-staff structure, overall design, culture, HR managemnt
if you are a running back in the NFL, and you do not play any other position, this is an example of
job specialization
feedback
knowledge of results
End unionizing process if:
less than 30% signs authorization cards or rejected during secret ballot election
unfreeze
people involved in the change must believe it is necessary
narrow span of control has high
physical dispersion, extent of nonsupervisory work in managers job, interaction, new problems
kinds of noise
physical, physiological, technical, organizational, cultural, psychological
Reactive change
piecemeal response to circumstances as they change
line authority
position in direct chain of command responsible for goal achievement
force-field analysis
pros and cons
Comprehensive model of change steps
recognize need for change > establish goals > diagnosis or relevant variables > select change technique > plan implementation > actual implementation > evaluation and follow up
Human resources management
set of processes by which organizations manage their employees
benefits of job specialization
simple task means more proficiency, transfer time decreases, employees are replaceable and training costs are minimal, easier to develop specialized equipment for narrowly designed tasks
5 dimensions of job characteristics
skill variety, task identity, task significance, autonomy, feedback
Contingency worker
someone not on the payroll; typically temporary help, contractor, or consultant
advice
staff gives input/counsel, but manager chooses to ask or apply it
functional
staff has formal authority over activities within their specialization
external environments
task and general
Job specialization
the degree to which the overall task of the organization is divided into smaller parts
Why does resistance to change occur?
threatened self-interest, uncertainty, different perceptions, feelings of loss
what constitutes effective communication?
timely. accurate, complete, and relevant
nonverbal communication is a powerful but little-understood form of communication in organizations
true
Lewin model of change steps
unfreeze, implement change, refreeze
relevant
useful and appropriate for circumstance and needs
