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