Mgmt 309 exam 3

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all 5 dimesions result in

high work motivaiton, high quality performance, high satisfaction, low absence and turnover

Job characterisics approach

holistic approach that seeks to improve your job over 5 dimensions

cultural noise

how cultural norms/beliefs impact interpretation

equation shows

how quickly the number of interactions increases means wider managment span

benefits job rotation

increases flexibility and lowers costs

limits job enlargement

increases training costs and wages

job enlargement

increasing number of task employees do

technology and operations consists of

informational technology, equipment, work processes, work sequences, control systems, enterprise resource planning (ERP)

organizational change is prompted by

internal and external forces

organizational structure

organizational structure and design, technology and operations, and people

personal and negative

parties dislike eachother, do not respect, and dislike interactions

personal and positive

parties know eachother, have mutual respect/affection, and enjoy interacting

physical noise example

static on a phone call

Job rotation

strategically moving employees from one job to another

refreezing

supporting and reinforcing the change so it an be implemented into the system

internal forces

changes structure and strategy as a result of internal organizational forces; sometimes responses to external pressures

organizational noise example

communication structure

Fair Labor Standards Act (FLSA)

compensation; requires minimum wage and overtime for 40 + hours, excluding salary employees, executive, and administration

wide span of control has high

competence, extent standardized procedures, similarity of supervised tasks

determining the span of control

competence, physical dispersion, extent of nonsupervisory work in managers job, interaction, extent standardized procedures, similarity of supervised tasks, new problems, preferences of supervisors and subordinates

technical noise example

connectivity

complete

contains all information needed

accurate

correct and reliable reflection of realizty

organizational elements

designing jobs, grouping jobs, establishing reporting relationships, distributing authority, coordinating activities, differentiating between positions

group interaction

different groups of subordinates

3 kinds of interactions (quantifying the span)

direct, cross, group

Noise

disruptions that can occur at any point during the communication process

kinds of nonverbal communication

facial expressions, tone, inflection, setting, image, body language, physical contact, gestures

Age discrimination act

forbids discrimination against applicants and employees over 40

Title VII of the Civil Rights Act of 1964

forbids discrimination in all areas of work relationships

body language

form of nonverbal communication where one's physical actions portray how they feel

Unionizing process

generate interest > collect signed authorization cards > petition NLRB to hold election > secret ballot election > union signs up members and elects officers > collective bargaining over first labor contract > sign contract > grievance procedure used to resolve disputes

example task environment

government passes a regulation affecting task at hand

the most effective way to use staff positions is to

grant them line authority

product innovation

changes in physical characteristics or performance of an existing product or creating a new one

process innovations

changes in the way a product is manufactured, created, or distributed

Labor management relations act "taft-hartley act"

limits union power

concurrent

line managers must seek agreement

benefits job enlargement

lower costs

2 types of informal communication

management by wandering around and grapevine

compulsory advice

must consider advice, doesn't have to use it

two kinds of interpersonal relations

negative and positive

grapevine

network of people within the organization; managers can control grapevine damage by open communication and quick responses to inaccurate information, but cannot eliminate it

limitations job rotation

not enough to improve overall satisfaction

span of control

number of subordinates who will report to each manager

direct interaction

one on one

facilitiation

only making necessary changes

physiological noise example

state of the recievier

cross interaction

between subordinates

psychological noise

biases, attitudes, and assumptions

Limits of Job Specialization

bordem/dissatisfaction, sometimes does not give intended benefits

passive nondiscrimination

business has an obligation not to discriminate in any of its activities

Labor relations

3 acts; national labor relations act "wagner act", national labor relations board (NLRB), labor management relations act "taft-hartley act"

span of control equation

I = N (2^N/2+N-1)

task environment

a specific organization or group influences an organization's task

people consists of

abilities and skills, performance, perception, expectations, attitudes, values

4 kinds of line authority (staff positions)

advise, compulsory advice, concurrent, functional

HRM is concerned with

attracting, developing, and maintaining human resources needed

timely

available when needed for appropriate managerial action

implementing change

change is put into effect

Planned change

change that is orderly, timely, and designed in advance of future events

organizing

deciding how best to group organizational elements

administrative intensity

degree that managerial positions are concentrated in staff positions

overcoming resistance to change

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

Management by wandering around

enables managers to keep up with what's going on by wandering around and talking to people

national labor relations board (NLRB)

established by wagner act to enforce it

national labor relations act "wagner act"

established procedures for employees to vote on unionizing and for managers to bargain collectively with the union

skill variety, task identity, and task significance

experienced meaningfulness of work

autonomy

experienced responsibility of outcomes

organizational structure and design consists of

job design, departmentalization, reporting relationships, authority distribution, coordinations, mechanisms, line-staff structure, overall design, culture, HR managemnt

if you are a running back in the NFL, and you do not play any other position, this is an example of

job specialization

feedback

knowledge of results

End unionizing process if:

less than 30% signs authorization cards or rejected during secret ballot election

unfreeze

people involved in the change must believe it is necessary

narrow span of control has high

physical dispersion, extent of nonsupervisory work in managers job, interaction, new problems

kinds of noise

physical, physiological, technical, organizational, cultural, psychological

Reactive change

piecemeal response to circumstances as they change

line authority

position in direct chain of command responsible for goal achievement

force-field analysis

pros and cons

Comprehensive model of change steps

recognize need for change > establish goals > diagnosis or relevant variables > select change technique > plan implementation > actual implementation > evaluation and follow up

Human resources management

set of processes by which organizations manage their employees

benefits of job specialization

simple task means more proficiency, transfer time decreases, employees are replaceable and training costs are minimal, easier to develop specialized equipment for narrowly designed tasks

5 dimensions of job characteristics

skill variety, task identity, task significance, autonomy, feedback

Contingency worker

someone not on the payroll; typically temporary help, contractor, or consultant

advice

staff gives input/counsel, but manager chooses to ask or apply it

functional

staff has formal authority over activities within their specialization

external environments

task and general

Job specialization

the degree to which the overall task of the organization is divided into smaller parts

Why does resistance to change occur?

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

what constitutes effective communication?

timely. accurate, complete, and relevant

nonverbal communication is a powerful but little-understood form of communication in organizations

true

Lewin model of change steps

unfreeze, implement change, refreeze

relevant

useful and appropriate for circumstance and needs


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