Survey of Management Test 3 - 10, 12, 13, 16, 19

Sources Outside the Organization

-competitors -employment agencies -readers of certain publications -educational institutions

Managerial grid

1-9 Concern for people (y) Concern for production (x)

Selection testing

1. Aptitude Testing 2. Achievement Testing 3. Vocational interest tests 4. Personalities tests

Resistance reducing tactics

1. Avoid surprises 2. Promote genuine understanding 3. Set the stage for change 4. Make the change tentative

Major factors on the success of changing an organization

1. Change agent (most important) 2. Individuals affected by change 3. Determination of what should be changed 4. Type of change to be made 5. Evaluation of change

Stress reducing strategies

1. Create supportive climate 2. Implement stress management courses 3. Make jobs interesting 4. Counseling programs

Information steps

1. Determining info needs 2. Gathering data 3. Summarizing data 4. Analyzing data 5. Transmitting info 6. Using the info

Steps of Training

1. Determining training method 2. Designing the training program 3. Administering the training program 4. Evaluating the training program

Motivation through Job Design methods

1. Flex time 2. Job rotation 3. Job enlargement 4. Job enrichment

Departmentalizations (5)

1. Functional 2. Product 3. Geographic 4. Customer 5. Matrix

Factors of valuing information

1. Information appropriateness 2. Information quality 3. Information timeliness 4. Information quantity

Techniques for Transmitting Information for Training

1. Lectures 2. Programmed Learning

Wikstrom's types of records for human resource inventory

1. Management inventory card 2. Position Replacement form 3. Management Manpower replacement chart

Controlling process steps (3)

1. Measuring process 2. Comparing measuring performance to standards 3. Taking corrective action

Performed Appraisal Methods

1. Rating scale 2. Employee comparison 3. Free-form essay 4. Critical-form essay

Steps to providing appropriate HR for an organization

1. Recruitment 2. Selection 3. Training 4. Performance appraisal

Steps of the Organizing Process

1. Reflect on plans and objectives 2. Establish major tasks 3. Divide major tasks into subtasks 4. Allocate resources and directives for subtasks 5. Evaluate results of organizing strategy

Techniques for dealing with conflict

1. Resolving 2. Compromising 3. Forcing 4. Avoiding

Major factors that influence the span of management

1. Similarity of function 2. Geographic contiguity 3. Complexity of functions 4. Coordination 5. Planning

Organizational Effectiveness factors

1. Technological Factors 2. Structural Factors 3. People Factors

Fayol's guidelines

16 guidelines for organizing resources

Likehert's Management System

4 systems of motivation

IS companies pros and cons

Advantage: Lower costs of labor Disadvantages: Integrating domestic and nondomestic workforces; managing multiple languages, defining global work expectations; and being perceived as unpatriotic

Graicunas's formula

C=n(2n/2 + n -1) determines number of possible relationships between a manager and subordinates

Porter-Lawler Theory

Comprehensive theory

9,1 Management

Efficiency is always valued over human elements

Operational Control Decisions

Ensure that specific task are carried out effectively and efficiently

Technology

Equipment/process used in the performance of work

Needs-goal motivation

Felt need, goal supportive behavior, goal behavior, feedback, felt need again (restaurants - someone is hungry, they get food, are satisfied, get hungry again, come back. repeats)

Vroom Expectancy Theory

Felt needs drive human behavior Motivation fluctuates as individual's desire increases or decreases

Content theory

Focus on satisfying needs and internal characteristics

1,9 Management

Human focused, prioritized over company efficiency

Herzberg's ?#-Factor Theory

Hygiene, Maintenance Factors Motivating Factors

Activities that improve Information Systems (IS) effectiveness

Managing user satisfaction Managing the IS workforce Managing IS security

Content Theories of Motivation

Maslow's Hierarchy of Needs Alderfer's E R G Theory Argyris's Maturity-Immaturity Continuum McClelland's Acquired Needs Theory

1,1 Management

Minimal effort is put forth

Stress and performance

Moderate stress produces highest level of performance Stress costs companies $150B per year

Change agent

Most important factor the individual inside or outside the organization who tries to modify the situation usually a manager

Needs-Goal Theory

Motivation begins with feeling a need. Performance increases to decrease the need Managers must be familiar with employee needs and offer valued rewards to satisfy those needs

Vroom's Expectancy Theory

Motivation strength= perceived value of result of performing behavior x perceived probability that result with materialize

Process Theories of Motivation

Needs-Goal Theory Vroom Expectancy Theory Equity Theory Porter-Lawler Theory

Continuum of alternative work arrangements

Occasional telecommuting -- hoteling -- tethered in office -- home-based-- fully mobile

Skinner's Behavior Modifications

Reinforcement (positive and negative) Punishment Extinction

Strategic Planning Decisions

Relate to determining organizational objectives and actions to achieve those objectives

Management Control Decisions

Relate to obtaining and using resources to reach objectives

Information Technology (IT)

Technology focused on the use of information in the performance of work

Information Quantity

The amount of decision-related information that managers possess

Information Timeliness

The extent to which the receipt of the information allows decisions to be made and actions to be taken

9,9 Management

Top efficiency comes from people who are prioritized well

Stability (y)/Adaptation (x) chart

Upper left- high death probability (slow) Upper right- High survival and growth probability Upper middle- High survival probability Lower left- certainty of death (quick) Lower right- certainty of death (quick)

Degrees of Virtuality

Virtual Corporations Virtual Teams Virtual Training

Evaluating the Change

Was the change successful? Does change need to be modified? Is further change necessary?

Equity Theory of Motivation

When workers feel like they are being dealt with unfairly, they fight back for equity. Emotionally charged, related to self-worth Change work outputs Change compensation Change perceptions Leave situation

Argyris's Maturity-Immaturity Continuum

a concept that furnishes insights into human needs by focusing on an individual's natural progress from immaturity to maturity (7 steps)

Total power

a manager's power, positional and personal power combined

Coordination

a means for achieving any organizational objectives

Power

ability to influence

McClelland's Acquired Needs Theory

achievement (nAch) power (nPower) affiliation (nAff)

Assessment center

activities that test potential employees

Theory X

assumes that workers are basically lazy, error-prone, and extrinsically motivated by money and, thus, should be directed from above.

Theory Y

assumes that, given challenge and freedom, workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.

Scalar relationship

chain of command

Human resource inventory

consists of information about the characteristics of organization members

Siamese twins of management

controlling and planning

Process theories

examine the thought processes that motivate individual behavior

Alderfer's ERG Theory of needs

existence (physical) relatedness (social) growth (personal)

Mechanistic structure

formal organizational structure

5,5 Management

ideal balance of people and efficiency prioritization

Organic structure

loosely coupled networks of workers

Corrective action

managerial activity aimed at bringing organizational performance up to the level of performance standards

Maslow's Hierarchy of Needs

physiological safety social esteem self-actualization

Informal structure

relationships developed by informal activities of organization members

Division of Labor

the assignment of different parts of a manufacturing process or task to different people in order to improve efficiency.

Information Quality

the degree to which information represents reality

Management heights

the more managers there are, the higher the chart. Shorter management charts are arguably more effective

Span of management

the number of individuals a manager supervises

Formal structure

the relationships in organizational resources as outlined by management

Horizontal dimensioning

using horizontal management methods

Vertical Dimensioning

using vertical levels to separate job responsibilities