mgt & production test 2
glass ceiling
-Invisible barrier that makes it difficult for women & minorities to rise above a certain level in the organization.
3 transfers involved in delegation
-Manager transfer full responsibility for the assignment to the subordinate -Manager gives the subordinate full authority over budget, resources, and personnel needed to do the job. -Transfer of accountability—must get the job done.
flat hierarchies
-Organizations with few layers of management & wide spans of control.
tall hierarchies
-Organizations with many layers of management & narrow spans of control.
maslows hierarchy of needs
-Physiological -security -belongingness -esteem -self-actualization
2 types of sexual harassment
-Quid pro quo occurs when employment outcomes, such as hiring, promotion, or simply keeping one's job, depend on whether an individual submits to being sexually harassed. -Hostile work environment occurs when unwelcome and demeaning sexually related behavior creates an intimidating, hostile, and offensive work environment.
span control
-Refer to the number of subordinates who report directly to an executive or supervisor.
security
-Seeking a safe physical and emotional environment.(pension plan)
formalization
-The presence of rules and regulations governing how people in the organization interact.
chain of command
-The vertical line of authority that clarifies who reports to whom throughout the organization
problems with tall hierarchies
-There is a tendency for information to get accidentally distorted as it passes through layers in a hierarchy. (e.g., telephone) -There is also the problem of deliberate distortion by midlevel managers who are trying to curry favor with their superiors or pursue some agenda of their own (influence costs). -They are expensive & can cause a competitive disadvantage -Inherent opposition to change.
unstructured interviews
—nondirective selection technique where the interviewer asks different interviewees different questions.
structured interviews
—selection technique that involves asking all applicants the same questions and comparing their responses to a
job specification
-a listing of the knowledge, skills, abilities, and other credentials the incumbent job holder will need to do
teams
-are groups of people who interact & influence each other, are mutually accountable for achieving common goals associated with organizational objectives, and perceive themselves as a social entity within an organization.
validity
-assess the accuracy of the selection test.
delegation
-assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible.
job enrichment
-attempts to overcome the deficiencies in specialized work by increasing the number of tasks and by giving workers the authority and control to make meaningful decisions about their work
2 components of vertical differentiation
-authority -hierarchy
2 main types of diversity training
-awareness training -skill-based diversity training
based on vertical differentiation, what is formal authority?
-based on a formal position; e.g., Board of Directors, CEO, Top management team
based on vertical differentiation, what is informal authority?
-based on expertise, experience, or personal qualities; e.g., scientists, computer savvy people.
organic organization
-characterized by broadly defined jobs and responsibility, loosely defined, frequently changing roles, and decentralized authority and horizontal communication based on task knowledge
mechanistic organization
-characterized by specialized jobs and responsibilities, precisely defined, unchanging roles, and a rigid chain of command based on centralized authority and vertical communication
when should you use teams?
-clear engaging reason or purpose -job cant be done unless people work together -rewards can be provided -ample resources are available
reliability
-consistency of test scores over item and across alternative measurements
deep level diversity
-consists of differences that are communicated through verbal and nonverbal behaviors and are recognized only through extended interaction.
service level diversity
-consists of differences that are immediately observable, typically unchangeable, and easy to measure; e.g. age, sex, race etc.
differences between content and process
-content perspective: what causes motivation -process perspective: how motivation occurs
reciprocal interdependence
-different jobs or groups work together in a back-and-forth manner to complete the process.
specialization
-different people or groups perform specific parts of the larger task
what type of environment does organic organization work best in?
-dynamic, changing business environment
pooled interdependence
-each job or department independently contributes to the whole.
360 degree performance review
-feedback comes from four sources: the boss, subordinates, peers and coworkers, and the employees themselves
-awareness training
-helps raise employees' awareness of diversity issues, such as the big 5 personality dimensions, and to get employees to challenge underlying assumptions or stereotypes they may have about others.
what are the three dimensions of designing structure?
-horizontal differentiation -vertical differentiation -integrating mechanisms
what is horizontal differentiation is concerned with what?
-how to divide the organization into sub units.
semi-structured interview
-hybrid of the first two.
job enlargement
-increases the number of different tasks that a worker performs within one particular job
disparate treatment
-is _intentional discrimination, occurs when people, despite being qualified, are intentionally not given the same hiring, promotion, or membership opportunities as other employees because of their race, color, age, sex, ethnic group, national origin, or religious beliefs.
wonderlic test
-is a popular group intelligence test used to assess the aptitude of prospective employees for learning and problem-solving in a range of occupations.
virtual organizations
-is part of a network in which many companies share skills, costs, capabilities, markets, and customers with each other.
delegation of authority
-is the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible.
extraversion
-is the degree to which someone is active, assertive, gregarious, sociable, talkative, and energized by others. In contrast to extraverts, introverts are less active, prefer to be alone, and are shy, quiet, and reserved.
Neuroticism (Emotional stability)--
-is the degree to which someone is angry, depressed, anxious, emotional, insecure, or excitable.
agreeableness
-is the degree to which someone is cooperative, polite, flexible, forgiving, good-natured, tolerant, and trusting.
openness to experience
-is the degree to which someone is curious, broad-minded, and open to new ideas, things, and experiences; is spontaneous; and has a high tolerance for ambiguity.
Conscientiousness
-is the degree to which someone is organized, hardworking, responsible, persevering, through, and achievement oriented. KEY to performance!
ability
-is the degree to which workers possess the knowledge, skills, and talent needed to do a job well.
degree of centralization
-is the location of most authority at the upper levels of the organization.
-adverse impact
-is unintentional discrimination & occurs when members of a particular race, sex, or ethnic group are unintentionally harmed or disadvantaged because they are hired, promoted, or trained (or any other employment decision) at substantially lower rates than others.
when should you not use teams?
-isnt a clear engaging reason or purpose -job can be done independently -rewards are provided for individual effort and performance -necessary resources are not available
authority based on vertical differentiation
-legitimate right to make decisions & tell other people what to do -the right to give commands, take action, and make decisions to achieve organizational objectives.
what is horizontal differentiation composed of?
-line departments -staff departments
4 phases of training program
-needs assessment--the process of identifying and prioritizing the learning needs of employees (i.e., the jobs, people and departments that need training) -Training Program design—training objectives & content are established from the needs assessment -Decisions about training _methods and location—can be on or off site. -Evaluate the training program's effectiveness—surveys, tests, improved behavior etc.
modular organization
-outsource all remaining business activities to outside companies, suppliers, specialists, or consultants except for the core business activities they can perform better faster & cheaper than others.
types of selection test
-personality -work sample test -wonderlic test
what are the three types of interdependence involved in reengineering
-pooled interdependence -sequential interdependence -reciprocal interdependence
integrating mechanisms
-processes for coordinating subunits.
team effectiveness
-refers to how the team affects the organization, individual team members, and the team's existence.
motivation
-represents the forces within a person that affect his or her direction, intensity & persistence of voluntary behavior.
5 ways to improve team effectiveness
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what are the 4 dimensions of authority?
- chain of command -Line versus staff authority -delegation of authority -Degree of centralization
job rotation
--periodically moving workers from one specialized job to another to give them more variety and the opportunity to use different skills
sexual harassment
-A form of discrimination in which unwelcome sexual advances, request for sexual favors, or other verbal or physical conducts of a sexual nature occurs. It is conduct of a sexual nature that has negative consequences for employment.
job description
-A listing of the job's duties; its working conditions; and the tools, materials, and equipment use to perform the job.
job analysis
-A systematic analysis of jobs within an organization
2 reason for performance appraisal
-Administrative appraisals aid in making ___decisions____ about pay raises, promotions, and training and terminations; helps employees understand & accept these decisions. -Developmental appraisal provides feedback to employees to ____improve____ their performance, identify needed training and plan future careers.
ABC'S of behavior
-Antecedents -Behavior - Consequences
physiological
-Attending to basic survival and biological functions.(base salary)
disadvantages of the matrix structure
-Employees are uncertain about reporting relationships. -Managers may view design as an anarchy in which they have unlimited freedom. -The dynamics of group behavior may lead to slower decision making, one-person domination, compromise decisions, or a loss of focus. -More time may be required for coordinating task-related activities.
advantages of matrix structure
-Enhances organizational flexibility. -Fosters high motivation and increased organizational commitment. -Provide opportunity for team members to learn new skills -Makes efficient use of human resources. -Allows team members to serve as bridges to their departments. -Is a useful vehicle for decentralization.
standardization
-Establishing common routines and procedures that apply uniformly to everyone
advantage of centralization
-Facilitates coordination -Ensures decisions are consistent with org objectives -Avoids duplication of activities by different sub units -By concentrating power and authority in one individual or a management team, centralization can give top level managers the means to bring about needed major organizational changes -Temporary centralization of decision making power is often an important step in organizational change.
process perspectives
-Focus on _why___ people choose certain behaviors to satisfy needs and how they evaluate satisfaction after they have attained goals.
content perspectives
-Focus on needs and deficiencies of individuals Try to answer the question, "What _factors_____ in the workplace motivate people?"
under vertical differentiation, what are the two types of authority?
-Formal -informal
difference between job rotation, enlargement, and enrichment
-rotation: periodically moving workers from one specialized job to another to give them more variety and the opportunity to use different skills -enlargement:increases the number of different tasks that a worker performs within one particular job -enrichment: attempts to overcome the deficiencies in specialized work by increasing the number of _tasks___ and by giving workers the authority and control to make meaningful decisions about their work
what type of environment does mechanistic organization work best in?
-stable, unchanging business environment
3 types of interviews
-structured -unstructured -semi-structured
2 types of hierarchies
-tall -flat
skill-based diversity training
-teaches employees the practical skills they need for managing a diverse work force, such as flexibility and adaptability, negotiation, problem solving, and conflict resolution
reasons to use teams
-teams improve; -Customer satisfaction -Product and service quality -Product development speed and efficiency -Employee job satisfaction -Cross-training (learn each other's jobs) -Increased access to information -Decision making
compensation
-the financial and nonfinancial rewards that organizations give employees in exchange for their work.
horizontal differentiation
-the formal division of the organization into subunits. Deals with issues of departmentalization that create functional, divisional, & matrix organizations
re engineering
-the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed."
vertical differentiation
-the location of decision making responsibilities within a structure including the authority within an organization, the board of directors, the CEO and hierarchical levels.
needs
-the physical or psychological requirements that must be met to ensure survival and well-being; they are mostly conscious deficiencies that energize or trigger behavior to satisfy those needs
selection
-the process of gathering information about job applicants to decide who should be offered a job
personality
-the relatively stable set of behaviors, attitudes, and emotions displayed over time that make people different from each other
staff authority
-the right to advise but not command others who are not subordinates in the chain of command.
line authority
-the right to command immediate subordinates in the chain of command.
based on vertical differentiation what is Hierarchy?
-there are 3 broad levels of the organizational pyramid
organizational diversity
-there are a variety of demographic, cultural, and personal differences among the people who work there and the customers who do business there.
what are line departments
-those who have responsibility for the principal or primary activities of the firm.
staff departments
-those who provide specialized or professional skills that support line departments
what are the three levels of hierarchy?
-top management -middle management -operational management
situations where social loafing occurs
-when people exert less effort than when working in groups than when working alone.
division of labor
-when the work of the organization is subdivided into smaller tasks to be performed by individuals.
sequential interdependence
-work must be performed in succession, as one group's or job's outputs become the inputs for the next.
