Exam 3
step 2 delegation
granting
entropy
normal process leading to system decline
centralized
organization is reserved for top managers
Age Discrimination in Employment Act
outlaws discrimination against people older than 40 years old; passed in 1967 and amended in 1978 and 1986
reciprocal interdependence
outputs flow both ways between departments. If a department is not effective, all other departments will be affected
5th step in change process
planning for implementation fo the change
1st step in change process
recognition of then need for change
diagnostic activities
review current conditions of organization
4th step in change process
selection of appropraite change technique
Unity of command
Each person in the organization has exactly one supervisor.
Scalar principle
There is an unbroken line of authority from the lowest positions to the highest, with the person in the highest position ultimately responsible for the actions of every person in the organization.
liaison roles
act as a common point of contact for interdependent units.
6th step of change process
actual implementation
span of management
also called the span of control, exists on a spectrum from narrow to wide - narrow = few reports - wide = many reports
pooled interdependence
departments work like separate businesses using separate resources. Then their output is pooled, or added together, at the organizational level
3rd step in change process
diagnosis of relevant variables
sequential interdependence
he output of one department becomes the input for another. Thus, departments that do work later in the process are dependent on the departments that do work earlier
Rules and procedures
helpful to coordinate activities that always follow the same sequence or priority.
unfreezing
individuals must be shown why the change is necessary
refreezing
involves reinforcing and supporting the change so that it becomes a integral part of the system
If an organization uses job rotation, employees
move from one position to another
incremental innovation
new product, service, or technology that modifies an existing one -doesn't significantly affect competition in an industry
radical innovation
new product, service, or technology that replaces an existing one -fundamentally shifts the nature of copetition in an industry
implementing change
the change itself is implemented
resistances
uncertainty, threats to self-interests, different perceptions, feelings of loss
steps of the Lewin model
unfreezing, implementing change, refreezing
adverse impact
when minority group members meet or pass a selection standard at a rate less than 80% of majority group members
organization change
any substantive modification to some part of the organization - work schedules, machinery, employees
Integrating departments
are similar to task forces but are more permanent in nature. They are intended to deal with interdependencies that are expected to be complex over the long term.
step 1 delegation
assign
internal forces
cause the organization to change its structure and strategy; some internal forces are responses to external pressures
technical innovation
change in appearance or performance of a product or service or of the physical processes through which a product or service is manufactured
managerial innocation
change in management process
product innovation
change in physical characteristics or performance of an existing product or service or the creation of a new one
process innovation
change in the way a product or service is manufactured, created, or distributed
external forces
come from organization's general and task environments; force the organization to alter the way in which it competes
Task forces
consisting of representatives from each interdependent unit can address acute needs for coordination. Each member of the task force brings the perspective from their unit to bear on the situation. Upon conclusion of the project, the task force disassembles.
managerial hierarchy
coordinate activity by creating a management position responsible for a group of interdependent units.
step 3 delegation
creating
Which of the following are elements that managers make decisions about when they build the organization's structure? Check all that apply.
distribution of authority, departmentalization, job specialization
overcome resistance
encourage participation, provide education and communication, facilitate the change process, use force-field analysis to focus efforts on removing barriers to change
ERP
enterprise resource planning -large-scale information system for integrating and synchronizing the many activities in the extended enterprise
2nd step in change process
establishment of goals for the change
7th step of change process
evaluation and follow-up
If an employee regularly receives information about their successes and/or shortcomings at work, which core dimension of job design does this reflect?
feedback
To improve the speed of decision making, an organization adopts a
flatter structure that reduces the number of layers of management
Title VII of the Civil Rights Act of 1964
forbids discrimination on the basis of sex, race, color, religion, or national origin in all areas of the employment relationship
Product departmentalization
groups jobs according to what product or service, or set of products and services people work on. For example, a shop that sells and repairs bicycles and skateboards might have a Bicycles department and a Skateboards department
Customer departmentalization
groups jobs according to which customers employees interact with. For instance, a company that makes products for both other businesses and individual consumers might have a Commercial department and a Consumer department.
Location departmentalization
groups jobs by geographic areas, and might find it advantageous to group some jobs by the city, region, or country they are in.
Functional departmentalization
groups together jobs involving the same or similar activities. For example, Manufacturing, Finance, and Marketing departments are functional departments.
A manager who increases the number of tasks an employee performs, but does not give them more control over those tasks, is using
job enlargement