MGMT 309 Test 3 Wesson

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job enlargement

increase in the total number of task workers perform

job enrichment

increasing both the number of tasks the worker does and the control the worker has over the job

unfreezing

individuals must be shown why the change is necessary

refreezing

involves reinforcing and supporting the change so that it becomes permanent part of the system

ralph davis

operative spans for lower-level management of up to 30 workers executive span for middle and top managers set at 3 to 9 span depends on managers jobs, company growth rate and similar factors

age discrimination act of 1967

outlaws discrimination against persons older than 40 years of age

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

managerial innovation

changing the management processes by which products and services are conceived, built and delivered to customers

technical innovation

changing the physical appearance or performance of a product or service or the physical process through which a product or service is manufactured

chain of command

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

nonverbal communication

communication exchange that does not use words or uses words to carry more meaning than the strict definition of the words themselves. -facial expression -inflection of the tone of voice

inventors

conceives and develops new ideas

growth-need strength

desire for some people to grow and develop and expand their capabilities

job design

determination of an individuals work related responsibilities

A.V. Graicunas

direct - managers relationship with each subordinate cross - among the subordinates themselves group - between groups and subordinates

incremental innovation

does not significantly affect the competition in an industry

equal employment opportunity commission

federal agency charged with enforcing Title VII as well as several other employment-related laws

Title VII of the Civil Rights Act of 1964

forbids discrimination in the employment relationship employers are not required to seek out and hire minorities but they must treat fairly all who apply

americans with disabilities act of 1990

forbids discrimination on the basis of disabilities and requires employers to provide reasonable accommodations for disabled employees

radical innovation

fundamentally changes the nature of competition in an industry

product departmentalization

grouping activities around products or product gaps

customer departmentalization

grouping activities to respond to and interact with specific customers and customer groups advantage - skilled specialists can deal with unique customers disadvantage - large administrative staff is needed to integrate activities of various departments

functional departmentalization

grouping jobs involving the same or similar activties

location departmentalization

grouping of jobs based on defined geographic location advantage - enables the organization to respond easily to unique customers and environmental characteristic disadvantage - focus only on departmental goals instead of the company as a higher

planned change

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

feedback

extent to which worker knows how well the job is being performed

managerial liaison roles

manager coordinates interdependent units by acting as common point of contact, facilitating the flow of information

product departmentalization (dis.)

managers focus on their product to the exclusion of the rest of the organization administrative costs may increase due to each department having its own functional-area exports

span of control

number of people reporting to a manager

skill variety

number of tasks a person does in a job

authority

the power or right to give orders, make decisions, and enforce obedience.

pooled interdependence

when units operate with little relationship

need for coordination

where departments and work groups are interdependent

alternative departmentalization

-specific units of time -by sequence - by customer characteristics, products or services

Benefits of job specialization

-workers can become proficient at a task - transfer time between tasks decreased - specialized equipment can be more easily developed - employee replacement becomes easier

approaches to reengineering

-recognizing the need for change and acting on it with a sense of urgency - starting with a clean slate helps open up the process

importance of HRM

- HRM is increasingly important as firms realize the value of their human capital in improving productivity. - HRM is critical to bottom-line performance of the firm - HR planning is now apart of the strategic planning process

Job characteristics approach

- core dimensions - Growth-Need strength

factors determining choice of centralization

- external environments complexity and uncertainty - history of the organization - nature of the decision to be made

forces of change

- external forces in the general and task environment can force the organization to alter the way it competes -internal forces inside the organization cause it to change its structure and strategy

affirmative action

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

reasons for failing to innovate

- lack of resources - failure to recognize opportunities - resistance to change

flat organizations

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

Equal employment opportunity

- title VII of the civil rights act of 1964 - adverse impact - equal employment opportunity commission - affirmative action - pregnancy discrimination act - age discrimination in employment act of 1967 - Americans with disabilities act of 1990 - civil rights act of 1991

People resist change

- uncertainty about the extent and effects of change - threats to self-interests and power and influence - different perceptions of change effects and outcomes - fear of loss of social networks, power, security, and familiar procedures

promoting innovation in organizations

- use a reward system - have supportive organizational culture -encourage intraprenuership in larger organizations

task forces

- used with multiple units when coordination is complex, requiring more than one individual and the need for coordination is acute - disbanded when the need for coordination has been met

functional departmentalization (advantage)

-each department can be staffed by functional area experts - supervision is facilitated in that managers only need be familiar with a narrow set of skills - coordination inside each department is easier

OD Assumptions

-employee desire to grow and develop - individuals will influence the organization and the organization will influence individuals -employees have a strong need to be accepted

reciprocal interdependence

Reciprocal interdependence is similar to sequential interdependence in that the output of one department becomes the input of another, with the addition of being cyclical.

fair labor standards act of 1938

The FLSA introduced the forty-hour work week, established a national minimum wage, guaranteed "time-and-a-half" for overtime in certain jobs, and prohibited most employment of minors in "oppressive child labor", a term that is defined in the statute. -salaried professional, executive and administrative employees are exempt from the acts minimum wage and overtime provisions

scalar principle

The principle suggests that there should be a clear line of authority from top to bottom linking all managers at all levels.

product departmentalization (adv.)

all activities associated with one product are integrated and coordinated speed and effectiveness of decision making are enhanced performance of individual products or product groups can be assessed

work teams

alternative to job specialization that allows the entire group to design the work system it will use to perform an interrelated set of tasks

civil rights act of 1991

amended the original civil rights act, making it easier to bring discrimination lawsuits while also limiting punitive damages that can be awarded in those lawsuits

organization change

any substantive modification to some part of the organization

product innovation

change in the physical characteristics or performance of existing products or service or the creation of brand new products or services

process innovation

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

organizing

deciding how the best group organizational activities and resources

functional departmentalization (disadvantage)

decision making becomes slow and bureaucratic employee narrow their focus to their department and lose sight of broader goals and issues accountability and performance are difficult to monitor

administrative intensity

degree to which managerial positions are concentrated in staff positions

Job specialization

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

unity of command

each person within an organization must have a clear reporting relationship to one and only one boss

reasons for delegation

enable the manager to get more work done by utilizing the skills and talents of subordinates to foster development of subordinates by having them participate in decision making and problem solving

overcoming resistance to change

encourage active participation in the change process - provide education and communication about the change process -facilitate the change process

why reengineering

entropy occurs as the maintenance of status quo puts an organization out of sync with its environment and it starts consuming its own resources

lyndall urwick and general ian hamilton

executive span should never exceed six persons

departmentalization

is an aspect of organizational design that includes the subdivision of a business into units based on their function or other criteria.

centralization

is the process by which the activities of an organization, particularly those regarding planning and decision-making, become concentrated within a particular location and/or group or keeping all of the important decision making powers within head office or the center of the organization.

task significance

perceived importance of the task

integrating departments

permanent organization units that maintain internal integration and coordination on an ongoing basis -may have the authority and budgetary controls

reactive change

piece meal response to events and circumstances as they develop

Managerial Hierarchy

placing one manager in charge of interdependent departments or units

organizational development

planned, organization wide effect, managed from the top, that is intended to increase organizational effectiveness and health through interventions in it's processes using behavioral science knowledge

line positions

positions in the direct chain of command responsible for the achievement of an organizations goals

staff positions

positions intended to provide expertise, advice and support to line positions -have advisory authority - have functional authority to enforce compliance with organizational policies and procedures

delegation

process by which managers assign a portion of their total workload to others

coordination

process linking the activities of the various departments of the organization

effective communication

process of sending a message in such a way that the message received is as close in meaning as possible to the message intended.

communication

process of transmitting information from one person to the next.

reengineering

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

narrow versus wide spans

ralph davis lyndall urwick and general ian hamilton

problems in delegation(subordinate)

reluctant to accept delegation for fear

problems in delegation(managers)

reluctant to delegate disorganization prevents planning work in advance subordinate success threatens superiors advancement

rules and procedures

routine coordination of activities using rules and procedures that set priorities and guidelines for actions

organization structure

set of building blocks that can be used to configure an organization

Human resource management

set of organizational activities directed at attracting, developing and maintaining an effective workforce

core dimensions

skill variety task identity task significance autonomy feedback

product champions

someone who sees value in a product, and creates and develops the product in a systematic fashion.

pregnancy discrimination act

specifically outlaws discrimination on the basis of pregnancy

decentralization

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

job rotation

systematically moving employees from one job to another in an attempt to combat employee boredom

implementing change

the change itself is implemented

innovation

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

sponsors

top level managers who approves and supports project. willing to fight for project as advocate

steps in the change process(Lewin Model)

unfreezing implementing change refreezing

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 of another unit in sequential fashion

Interpersonal Dynamics (negative)

when two parties dislike one another, do not have mutual respect, and do not enjoy interacting with one another

Interpersonal Dynamics (positive)

when two parties each know each other, have mutual respect and enjoy interacting with each other.


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