MGMT 309 Test 3 Wesson
job enlargement
increase in the total number of task workers perform
job enrichment
increasing both the number of tasks the worker does and the control the worker has over the job
unfreezing
individuals must be shown why the change is necessary
refreezing
involves reinforcing and supporting the change so that it becomes permanent part of the system
ralph davis
operative spans for lower-level management of up to 30 workers executive span for middle and top managers set at 3 to 9 span depends on managers jobs, company growth rate and similar factors
age discrimination act of 1967
outlaws discrimination against persons older than 40 years of age
tall organizations
are more expensive because of the number of managers involved foster more communication problems because of the number of people through whom information must pass
managerial innovation
changing the management processes by which products and services are conceived, built and delivered to customers
technical innovation
changing the physical appearance or performance of a product or service or the physical process through which a product or service is manufactured
chain of command
clear and distinct line of authority among the positions in an organization
nonverbal communication
communication exchange that does not use words or uses words to carry more meaning than the strict definition of the words themselves. -facial expression -inflection of the tone of voice
inventors
conceives and develops new ideas
growth-need strength
desire for some people to grow and develop and expand their capabilities
job design
determination of an individuals work related responsibilities
A.V. Graicunas
direct - managers relationship with each subordinate cross - among the subordinates themselves group - between groups and subordinates
incremental innovation
does not significantly affect the competition in an industry
equal employment opportunity commission
federal agency charged with enforcing Title VII as well as several other employment-related laws
Title VII of the Civil Rights Act of 1964
forbids discrimination in the employment relationship employers are not required to seek out and hire minorities but they must treat fairly all who apply
americans with disabilities act of 1990
forbids discrimination on the basis of disabilities and requires employers to provide reasonable accommodations for disabled employees
radical innovation
fundamentally changes the nature of competition in an industry
product departmentalization
grouping activities around products or product gaps
customer departmentalization
grouping activities to respond to and interact with specific customers and customer groups advantage - skilled specialists can deal with unique customers disadvantage - large administrative staff is needed to integrate activities of various departments
functional departmentalization
grouping jobs involving the same or similar activties
location departmentalization
grouping of jobs based on defined geographic location advantage - enables the organization to respond easily to unique customers and environmental characteristic disadvantage - focus only on departmental goals instead of the company as a higher
planned change
designed and implemented in an orderly and timely fashion in anticipation of future events
feedback
extent to which worker knows how well the job is being performed
managerial liaison roles
manager coordinates interdependent units by acting as common point of contact, facilitating the flow of information
product departmentalization (dis.)
managers focus on their product to the exclusion of the rest of the organization administrative costs may increase due to each department having its own functional-area exports
span of control
number of people reporting to a manager
skill variety
number of tasks a person does in a job
authority
the power or right to give orders, make decisions, and enforce obedience.
pooled interdependence
when units operate with little relationship
need for coordination
where departments and work groups are interdependent
alternative departmentalization
-specific units of time -by sequence - by customer characteristics, products or services
Benefits of job specialization
-workers can become proficient at a task - transfer time between tasks decreased - specialized equipment can be more easily developed - employee replacement becomes easier
approaches to reengineering
-recognizing the need for change and acting on it with a sense of urgency - starting with a clean slate helps open up the process
importance of HRM
- HRM is increasingly important as firms realize the value of their human capital in improving productivity. - HRM is critical to bottom-line performance of the firm - HR planning is now apart of the strategic planning process
Job characteristics approach
- core dimensions - Growth-Need strength
factors determining choice of centralization
- external environments complexity and uncertainty - history of the organization - nature of the decision to be made
forces of change
- external forces in the general and task environment can force the organization to alter the way it competes -internal forces inside the organization cause it to change its structure and strategy
affirmative action
- intentionally seeking and hiring qualified or qualifiable employees from racial, sexual and ethnic groups that are underrepresented in the organization
reasons for failing to innovate
- lack of resources - failure to recognize opportunities - resistance to change
flat organizations
- lead to higher levels of employees morale and productivity - create more administrative responsibility for the relatively few managers - create more supervisory responsibility for managers due to wider spans of control
Equal employment opportunity
- title VII of the civil rights act of 1964 - adverse impact - equal employment opportunity commission - affirmative action - pregnancy discrimination act - age discrimination in employment act of 1967 - Americans with disabilities act of 1990 - civil rights act of 1991
People resist change
- uncertainty about the extent and effects of change - threats to self-interests and power and influence - different perceptions of change effects and outcomes - fear of loss of social networks, power, security, and familiar procedures
promoting innovation in organizations
- use a reward system - have supportive organizational culture -encourage intraprenuership in larger organizations
task forces
- used with multiple units when coordination is complex, requiring more than one individual and the need for coordination is acute - disbanded when the need for coordination has been met
functional departmentalization (advantage)
-each department can be staffed by functional area experts - supervision is facilitated in that managers only need be familiar with a narrow set of skills - coordination inside each department is easier
OD Assumptions
-employee desire to grow and develop - individuals will influence the organization and the organization will influence individuals -employees have a strong need to be accepted
reciprocal interdependence
Reciprocal interdependence is similar to sequential interdependence in that the output of one department becomes the input of another, with the addition of being cyclical.
fair labor standards act of 1938
The FLSA introduced the forty-hour work week, established a national minimum wage, guaranteed "time-and-a-half" for overtime in certain jobs, and prohibited most employment of minors in "oppressive child labor", a term that is defined in the statute. -salaried professional, executive and administrative employees are exempt from the acts minimum wage and overtime provisions
scalar principle
The principle suggests that there should be a clear line of authority from top to bottom linking all managers at all levels.
product departmentalization (adv.)
all activities associated with one product are integrated and coordinated speed and effectiveness of decision making are enhanced performance of individual products or product groups can be assessed
work teams
alternative to job specialization that allows the entire group to design the work system it will use to perform an interrelated set of tasks
civil rights act of 1991
amended the original civil rights act, making it easier to bring discrimination lawsuits while also limiting punitive damages that can be awarded in those lawsuits
organization change
any substantive modification to some part of the organization
product innovation
change in the physical characteristics or performance of existing products or service or the creation of brand new products or services
process innovation
change in the way a product or service is manufactured, created or distributed
organizing
deciding how the best group organizational activities and resources
functional departmentalization (disadvantage)
decision making becomes slow and bureaucratic employee narrow their focus to their department and lose sight of broader goals and issues accountability and performance are difficult to monitor
administrative intensity
degree to which managerial positions are concentrated in staff positions
Job specialization
degree to which the overall task of the organization is broken down and divided into smaller component parts
unity of command
each person within an organization must have a clear reporting relationship to one and only one boss
reasons for delegation
enable the manager to get more work done by utilizing the skills and talents of subordinates to foster development of subordinates by having them participate in decision making and problem solving
overcoming resistance to change
encourage active participation in the change process - provide education and communication about the change process -facilitate the change process
why reengineering
entropy occurs as the maintenance of status quo puts an organization out of sync with its environment and it starts consuming its own resources
lyndall urwick and general ian hamilton
executive span should never exceed six persons
departmentalization
is an aspect of organizational design that includes the subdivision of a business into units based on their function or other criteria.
centralization
is the process by which the activities of an organization, particularly those regarding planning and decision-making, become concentrated within a particular location and/or group or keeping all of the important decision making powers within head office or the center of the organization.
task significance
perceived importance of the task
integrating departments
permanent organization units that maintain internal integration and coordination on an ongoing basis -may have the authority and budgetary controls
reactive change
piece meal response to events and circumstances as they develop
Managerial Hierarchy
placing one manager in charge of interdependent departments or units
organizational development
planned, organization wide effect, managed from the top, that is intended to increase organizational effectiveness and health through interventions in it's processes using behavioral science knowledge
line positions
positions in the direct chain of command responsible for the achievement of an organizations goals
staff positions
positions intended to provide expertise, advice and support to line positions -have advisory authority - have functional authority to enforce compliance with organizational policies and procedures
delegation
process by which managers assign a portion of their total workload to others
coordination
process linking the activities of the various departments of the organization
effective communication
process of sending a message in such a way that the message received is as close in meaning as possible to the message intended.
communication
process of transmitting information from one person to the next.
reengineering
radical design of all aspects of a business to achieve major gains in cost, service, or time
narrow versus wide spans
ralph davis lyndall urwick and general ian hamilton
problems in delegation(subordinate)
reluctant to accept delegation for fear
problems in delegation(managers)
reluctant to delegate disorganization prevents planning work in advance subordinate success threatens superiors advancement
rules and procedures
routine coordination of activities using rules and procedures that set priorities and guidelines for actions
organization structure
set of building blocks that can be used to configure an organization
Human resource management
set of organizational activities directed at attracting, developing and maintaining an effective workforce
core dimensions
skill variety task identity task significance autonomy feedback
product champions
someone who sees value in a product, and creates and develops the product in a systematic fashion.
pregnancy discrimination act
specifically outlaws discrimination on the basis of pregnancy
decentralization
systematically delegating the power and authority throughout the organization to middle- and lower-level managers
job rotation
systematically moving employees from one job to another in an attempt to combat employee boredom
implementing change
the change itself is implemented
innovation
the managed effort of an organization to develop new products or services or new uses for existing products of services
sponsors
top level managers who approves and supports project. willing to fight for project as advocate
steps in the change process(Lewin Model)
unfreezing implementing change refreezing
adverse impact
when minority group members pass a selection standard at a rate less than 80% of the rate of the majority group
sequential interdependence
when the output of one unit becomes the input of another unit in sequential fashion
Interpersonal Dynamics (negative)
when two parties dislike one another, do not have mutual respect, and do not enjoy interacting with one another
Interpersonal Dynamics (positive)
when two parties each know each other, have mutual respect and enjoy interacting with each other.
