mgmt309 unit 03

Family and Medical Leave Act of 1993 (FMLA)

CAB: Requires employers to provide up to 12 weeks of unpaid leave for family and medical emergencies

Equal Pay Act of 1963

CAB: Requires that men and women be paid the same amount for doing the same job

Fair Labor Standards Act

CAB: Sets a minimum wage and requires overtime pay for work in excess of 40 hours per week; passed in 1938 and amended frequently since then

Equal Employment Opportunity Commission

Federal agency charged with enforcing Title VII of the Civil Rights Act of 1964

Growth-need strength

People who want to develop their capabilities and accomplish challenging tasks

Authority

Power that has been legitimized by the organization

Realistic job preview (RJP)

Provides the applicant with a real picture of what performing the job that the organization is trying to fill would be like

Human capital

Reflects the organization's investment in attracting, retaining, and motivating an effective workforce

Intrapreneurship

Similar to entrepreneurs except that they develop new businesses in the context of a large organization

unfreezing

The Lewin Model: In _____________, people recognize why the change is needed (EX: Luis gets poor grades on his midterm exams, so he decides that he needs to study more in order to get better grades on his finals)

Refreezing

The Lewin Model: In _____________, the organization reinforces the change so that it persists (EX: To maintain his new study habits, Luis prints out his grade report and posts it on the inside of his door as a reminder that his sacrifice will pay off)

Implimented

The Lewin Model: The change is ______________ (EX: Luis makes a new study schedule and reduces the amount of time he spends playing games online)

Comprehensive

The _____________ Model: Expands the Lewin Model to seven steps

Lewin

The ______________ Model includes three steps: unfreezing, implementation, and refreezing

Administrative intensity

The degree to which managerial positions are concentrated in staff positions

Job specialization

The degree to which the overall task of the organization is broken down and divided into smaller component parts

Job design

The determination of a person's work-related responsibilities

Innovation

The managed effort of an organization to develop new products or services or new uses for existing products or services

Decentralized

The more complex the external environment, the more _____________ the organization tends to be

Decentralized

The more risk that decisions carry, the more _____________ the organization tends to be

Span of management

The number of people who report to a particular manager, also known as span of control

Delegation

The process by which managers assign work to subordinates

Recruiting

The process of attracting individuals to apply for jobs that are open

Departmentalization

The process of grouping jobs according to some logical arrangement

Coordination

The process of linking the activities of the various departments of the organization

Decentralization

The process of systematically delegating power and authority throughout the organization to middle and lower-level managers

Centralization

The process of systematically retaining power and authority in the hands of higher-level managers

Business process change

The radical redesign of all aspects of a business to achieve major gains in cost, service, or time; also known as reengineering

Organization structure

The set of elements that can be used to configure an organization

Human resource management (HRM)

The set of organizational activities directed at attracting, developing, and maintaining an effective workforce

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

Organizational structure

When determining _____________, managers make decisions about six elements: - Designing jobs - Grouping jobs - Establishing reporting relationships between jobs - Distributing authority among jobs - Coordinating activities among jobs - Differentiating among positions

Adverse impact

When minority group members pass a selection standard at a rate less than 80 percent of the pass rate of majority group members

Rules and procedures

_____________ are helpful to coordinate activities that always follow the same sequence or priority

Task forces

_____________ consisting of representatives from each interdependent unit can address acute needs for coordination

Product

_____________ departmentalization: Grouping activities around products or product groups; can be good for assessing more easily the success of specific products but can lead to employees focusing on one product and de-emphasizing dedication to the organization as a whole

Customer

_____________ departmentalization: Grouping activities to respond to and interact with specific customers or customer groups; can improve customer service, especially for difficult customers. It can also require too big of an administrative staff

Functional

_____________ departmentalization: Grouping jobs involving the same or similar activities; can be useful for utilizing expert ability but can make monitoring performance more difficult

Chain of command

A clear and distinct line of authority among the positions in an organization

Reactive change

A piecemeal response to circumstances as they develop, typically rushed (EX: Most consumers decide they would rather order a product online than go to a store, so store managers cut costs by buying less inventory)

Line position

A position in the direct chain of command that is responsible for the achievement of an organization's goals

Staff position

A position intended to provide expertise, advice, and support for line positions

Job analysis

A systematized procedure for collecting and recording information about jobs within an organization

Employment-at-will

A traditional view of the workplace that says organizations can fire their employees for whatever reason they want; recent court judgments are limiting employment-at-will

Work teams

An alternative to job specialization that allows an entire group to design the work system it will use to perform an interrelated set of tasks

Job enlargement

An alternative to job specialization that involves giving the employee more tasks to perform; can lower costs because fewer employees accomplish more work but it increases training costs and could require higher pay for employees with enlarged jobs

Job enrichment

An alternative to job specialization that involves increasing both the number of tasks the worker does and the control the worker has over the job; can increase job satisfaction but it is often done without assessing employee preferences

Job rotation

An alternative to job specialization that involves systematically moving employees from one job to another; can increase flexibility and lower costs but is often not enough to improve overall satisfaction.

Job characteristics approach

An alternative to job specialization that suggests that jobs should be diagnosed and improved along five core dimensions, taking into account both the work system and employee preferences

Autonomy

An aspect of the job characteristics approach, _____________, the degree of control the worker has over how the work is performed

Task identity

An aspect of the job characteristics approach, _____________, the extent to which the worker does a complete or identifiable portion of the total job

Feedback

An aspect of the job characteristics approach, _____________, the extent to which the worker knows how well the job is being performed

Skill variety

An aspect of the job characteristics approach, _____________, the number of things a person does in a job

Task significance

An aspect of the job characteristics approach, _____________, the perceived importance of the task

Organization development

An effort that is planned, organization-wide, and managed from the top, intended to increase organizational effectiveness and health through planned interventions in the organization's process, using behavioral science knowledge

Organization change

Any substantive modification to some part of the organization

Employee Retirement Income Security Act of 1974 (ERISA)

CAB: Regulates how organizations manage their pension funds

Planned change

Change that is designed and implemented in an orderly and timely fashion in anticipation of future events (EX: A major earthquake occurs, and the organization's managers carry out predetermined steps to ensure employee and customer safety)

Employee information system

Contains information on each employee's education, skills, experience, and career aspirations; usually computerized

Organizing

Deciding how best to group organizational activities and resources

Validation

Determining the extent to which a selection device is really predictive of future job performance

Civil Rights Act of 1991

EEO: Amends the original Civil Rights Act, making it easier to bring discrimination lawsuits while also limiting punitive damages

Title VII of the Civil Rights Act of 1964

EEO: Forbids discrimination on the basis of sex, race, color, religion, or national origin in all areas of the employment relationship

Age Discrimination in Employment Act

EEO: Outlaws discrimination against people older than age 40; passed in 1967, amended in 1978 and 1986

Americans with Disabilities Act

EEO: Prohibits discrimination against people with disabilities

Unity of command

Each person in the organization has exactly one supervisor

Occupational Safety and Health Act of 1970

HAS: Directly mandates the provision of safe working conditions; requires that employers provide a place of employment that is free from hazards that may cause death or serious physical harm and obey the safety and health standards established by the Department of Labor

Decentralized

If lower-level managers are highly capable decision makers, the organization tends to be more _____________

Internal forces

Includes changes in strategy and in employee values and preferences (EX: The organization starts to make a different product than it has ever manufactured before)

External forces

Includes changes in the general and task environments (EX: The US Congress passes and the president signs a law restricting the organization's ability to do business)

Affirmative action

Intentionally seeking and hiring qualified or qualifiable employees from racial, sexual, and ethnic groups that are underrepresented in the organization

Description

Job analysis produces a job ______________, or a list of the duties, working conditions, and resources used to perform the job

Specificaiton

Job analysis produces a job ______________, which is a list of the skills, abilities, knowledge, etc. needed to perform the job

National Labor Relations Board (NLRB)

LR: Established by the Wagner Act to enforce its provisions

National Labor Relations Act

LR: Passed in 1935 to set up procedures for employees to vote on whether to have a union; also known as the Wagner Act

Labor-Management Relations Act

LR: Passed in 1947 to limit union power; also known as the Taft-Hartley Act

Equal Employment Opportunity

Laws that address discrimination in employment

Labor Relations

Laws that address union activities and management's behavior toward unions

Replacement chart

Lists each important managerial position in the organization, who occupies it, how long he or she will probably remain in the position, and who is or will be a qualified replacement

Liaison

Managers in ______________ roles act as a common point of contact for interdependent units

Flatter

Many organizations are becoming _____________, giving managers wider spans of control

Managerial

Organizations can use the _____________ hierarchy to coordinate activity by creating a management position responsible for a group of interdependent units

Location

_____________ departmentalization: Grouping jobs on the basis of defined geographic sites or areas; can make the organization more sensitive to regional trends and characteristics but it can make coordination more difficult

Integrating

_____________ departments are similar to task forces but are more permanent in nature

General

_____________ environment includes economy, laws and regulations, and societal values

Flat

_____________ organization: Has fewer levels between top and bottom

Tall

_____________ organization: Has many levels in its hierarchy

Internal

_____________ recruiting: Considering current employees as applicants for higher-level jobs in the organization

External

_____________ recruiting: Getting people from outside the organization to apply for jobs

Task

______________ environment includes activity of competitors, suppliers, regulators, and unions

Technical

______________ innovations: A change in the appearance or performance of products or services or of the physical processes through which a product or service passes

Managerial

______________ innovations: A change in the management process in an organization

Product

______________ innovations: A change in the physical characteristics or performance of an existing product or service or the creation of a new product or service

Process

______________ innovations: A change in the way a product or service is manufactured, created, or distributed

Radical

______________ innovations: A new product, service, or technology that completely replaces an existing one

Incremental

______________ innovations: A new product, service, or technology that modifies an existing one

Reciprocal

______________ interdependence: When activities flow both ways between units (EX: In a hospital the administrative staff, health care providers, and diagnostic and laboratory departments need to coordinate closely to provide good patient care)

Sequential

______________ interdependence: When the output of one unit becomes the input for another in an ordered fashion (EX: A nursery with a department that is responsible for growing the plants in greenhouses and another that is responsible for selling the plants in stores; the output of the greenhouses becomes the input to the stores)

Pooled

______________ interdependence: When units operate with little interaction (EX: A paper products company with two independently-operated divisions: a commercial division that makes and sells products for businesses and a retail division that markets to individual consumers)

Enterprise resource planning

______________: A large-scale information system for coordinating activities across the enterprise as well as with suppliers and customers