Prin. of Management - CHPS 6,7,8

Affirmative Action

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

Age Discrimination in Employment Act

outlaws discrimination against people older than 40 years; passed in 1967, amended in 1978 and 1986

Overcoming Resistance to Change

participation, education and communication, facilitation, force-field analysis

technology

conversion process used to transform inputs into outputs

Innovation Process

development, application, launch, growth, maturity, decline

product departmentalization

grouping activities around products or product groups

functional departmentalization

grouping jobs involving the same or similar activities

location departmentalization

grouping jobs on the basis of defined geographic sites or areas

Realistic Job Preview (RJP)

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

chain of command

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

differentiation

extent to which the organization is broken down into subunits

virtual organization

one that has little or no formal structure

learning organization

one that works to facilitate the lifelong learning and personal development of all its employees while continually transforming itself to respond to changing demands and needs

delegation

the process by which a manager assigns a portion of his or her total workload to others

collective bargaining

the process of agreeing on a satisfactory labor contract between management and a union

labor relations

the process of dealing with employees who are represented by a union

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

performance appraisal

A formal assessment of how well an employee is doing his or her job

ERP

A large-scale information system for integrating and synchronizing the many activities in the extended enterprise

360-degree feedback

A performance appraisal system in which managers are evaluated by everyone around them—their boss, their peers, and their subordinates

organization development

A planned effort that is 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

Behaviorally Anchored Rating Scale (BARS)

A sophisticated rating method in which supervisors construct a rating scale associated with behavioral anchors

job analysis

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

civil rights act of 1991

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

job enrichment

An alternative to job specialization that attempts to increase both the number of tasks a worker does and the control the worker has over the job

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

team organization

An approach to organization design that relies almost exclusively on project-type teams, with little or no underlying hierarchy

job evaluation

An attempt to assess the worth of each job relative to other jobs

internal recruiting

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

Employee Information System (Skills Inventory)

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

validation

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

Occupational Safety and Health Administration (OSHA)

Directly mandates the provision of safe working conditions

National Labor Relations Board

Established by the Wagner Act to enforce its provisions

centralization

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

benefits

Things of value other than compensation that an organization provides to its workers

pooled interdependence

When units operate with little interaction; their output is pooled at the organizational level

knowledge workers

Workers whose contributions to an organization are based on what they know

technical innovations

a change in the appearance or performance of a product or service or of the physical processes through which a product or service is manufactured

managerial innovations

a change in the management process in an organization

process innovations

a change in the way a product or service is manufactured, created, or distributed

matrix design

based on two overlapping bases of departmentalization

product innovations

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

grievance procedure

The means by which a labor contract is enforced

Bureaucratic organization structure

- proposed by Max Weber - a clear differentiation of tasks and responsibilities - coordination through strict hierarchy of authority and decision rights - standardization of rules and procedures - vertical separation of planning and execution A division of labor with each position filled by an expert A consistent set of rules to ensure uniformity in task performance A hierarchy of positions, which creates a chain of command Impersonal management with appropriate social distance between superiors and subordinates Employment and advancement based on technical expertise and employees protected from arbitrary dismissal

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

Equal Employment Opportunity Commission

Charged with enforcing Title VII of the Civil Rights Act of 1964

Americans with Disabilities Act

Forbids discrimination against people with disabilities

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

U-form structure

Functional: commonly called bureaucratic organizational structure. Functional structure divides the company based on specialty. (i.e.FUNCTION) This is your traditional business with a sales dept., marketing dept., customer service dept. Engineering dept. etc. Advantage: individuals are dedicated to a single function. Clearly defined roles. Downside: difficulties working with other functional areas. functional areas can be difficult to manage due to their size.

external recruiting

Getting people from outside the organization to apply for jobs

customer departmentalization

Grouping activities to respond to and interact with specific customers or customer groups

replacement chart

Lists each important managerial position, who occupies it, how long that person will probably stay in it before moving on, and who is now qualified or soon will be qualified to move into it.

the importance of organizational structure

Necessary to function and grow. Without it... no clarity and focus. Structure= Organization= organized flow of leadership and authority

National Labor Relations Act

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

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

Equal Pay Act of 1963

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

Fair Labor Standards Act

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

intrapreneurs

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

mechanistic organization

Similar to the bureaucratic model, most frequently found in stable environments

diversity

a characteristic of a group or organization whose members differ from one another along one or more important dimensions, such as age, gender, or ethnicity

Steps in the Change Process

The Lewin Model and Comprehensive Approach to Change

recruiting

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

decentralization

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

Employee Retirement Income Security Act of 1974 (ERISA)

a law that sets standards for pension plan management and provides feral insurance if pension funds go bankrupt

bureaucracy

a model of organization design based on a legitimate and formal system of authority

radical innovation

a new product, service, or technology that completely replaces an existing one

incremental innovation

a new product, service, or technology that modifies an existing one

reactive change

a piecemeal response to circumstances as they develop

Bureaucratic model advantages and disadvantages

advantages: - efficiency in function - prevention of favoritism - recognition of and requirement of expertise disadvantages: - organizational inflexibility - neglect of social and human processes - belief in "one best way" to design organization

work teams

an alternative to job specialization that allows the 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 increases the total number of tasks that workers perform

job rotation

an alternative to job specialization that involves systematically moving employees from one job to another

organization change

any substantive modification to some part of the organization

Divisional Design (M-Form)

based on multiple businesses in related areas operating within a larger organizational framework

situational view of organization design

based on the assumption that the optimal design for any given organization depends on a set of relevant situational factors

Functional Design (U-Form)

based on the functional approach to departmentalization

planned change

change that is designed and implemented in an orderly and timely fashion in anticipation of future events

integration

degree to which the various subunits must work together in a coordinated fashion

flat organizations

lead to higher levels of employee morale and productivity; create more administrative responsibility for the relatively few managers; create more supervisory responsibility for managers due to wider spans of control

authority

power that has been legitimized by the organization

organizational life cycle

progression through which organizations evolve as they grow and mature

human capital

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

Family and Medical Leave Act of 1993

requires employers to provide up to 12 weeks of unpaid leave for family and medical emergencies

development

teaching managers and professionals the skills needed for both present and future jobs

training

teaching operational or technical employees how to do the job for which they were hired

job specialization

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

compensation

the financial remuneration given by the organization to its employees in exchange for their work

innovation

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

span of management

the number of people who report to a particular manager

business process change (reengineering)

the radical redesign of all aspects of a business to achieve major gains in cost, service, or time

Human Resource Management (HRM)

the set of activities directed at attracting, developing, and maintaining the effective workforce necessary to achieve a firm's objectives

organizational size

total number of full-time or full-time-equivalent employees

diversity and multicultural training

training that is specifically designed to better enable members of an organization to function in a diverse and multicultural workforce

Understanding Resistance to Change

uncertainty, threatened self-interests, different perceptions, feelings of loss

Conglomerate Design (H-Form)

used by an organization made up of a set of unrelated businesses

organic organization

very flexible and informal model of organization design, most often found in unstable and unpredictable environments

reciprocal interdependence

when activities flow both ways between units

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 for another in sequential fashion