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