MGMT 3610 Exam 1

organizational mechanisms, group mechanisms, and individual characteristics

1st row of the integrative model of OB is divided into 3 categories

Rule of One-Eighth

A rule that explains why so few organizations are truly effective at how they manage their people. one-eight will actually do what is required to build profits by putting people first.

Rehabilitation Act

Act that prohibits discrimination based on physical or mental disabilities.

Lily Ledbetter Fair Pay Act

An illegal act occurs when: a discriminatory compensation decision is adopted, an employee becomes subject to the decision, an employee is affected by its application

Title VII of CRA

Forbids discrimination based on race, color, religion, sex, or national origin

Method of Science

People accept some belief because scientific studies have tended to replicate that result using a series of sample, settings, and methods

Method of Experience

People hold firmly to some belief because it is consistent with their own experience and observation

Method of Intuition

People hold firmly to some belief because it seems obvious or self evident

Method of Authority

People hold firmly to some belief because some respected official, agency, or source has said it so

Sarbanes-Oxley Act

Regulations passed by Congress to reduce unethical corporate behavior

Executive Order 11246

Requires affirmative action in hiring women and minorities

Human Resource Management

The policies, practices, and systems that influence employees' behavior, attitudes, and performance

individualized consideration

When leaders show personal care and concern for the well-being of their followers.

prima facie case

a case that, prior to being challenged, appears to provide sound evidence for an assertion

disparate impact

a discriminatory employment practice that has a greater impact on one group over another

organizational behavior

a field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations

Bona fide occupational qualification

a job qualification based on race, sex, religion, etc. that an employer asserts is necessary qualification for the job

four-fifths rule

a method of showing that an employment practice has a disparate impact

balanced scorecard

a performance measurement tool that looks at more than just the financial perspective

customer service culture

a specific culture type focused on customer service quality

creativity culture

a specific culture type focused on fostering a creative atmosphere

diversity culture

a specific culture type focused on fostering or taking advantage of a diverse group of employees

safety culture

a specific culture type focused on the safety of employees

leader-member exchange theory

a theory describing how leader-member relationships develop over time on a dyadic basis

intangible assets

a type of company asset including human capital, customer capital, social capital, and intellectual capital

resource-based view

a view that describes what exactly makes resources valuable-- that is what makes them capable of creating long-term profits for the firm

shared service model

a way to organize HR function that includes centers of expertise or excellence, service centers, and business partners

13th amendment

abolished slavery

holacracy

an agile organizational structure, centered around self-management, better distributed autonomy to teams and individuals -dynamic roles -distributed authority -transparent rules

communal culture

an organizational culture type in which employees are friendly to one another and all think alike

mercenary culture

an organizational culture type in which employees think alike but are not friendly to one another

simple structure

an organizational design where authority is centralized in a single person, a flat hierarchy, few rules, and low work specialization ex: a restaurant

bureaucratic structure

an organizational form that exhibits many of the facets of a mechanistic organization, can come in a functional structure, a multi-divisional structure, and a matrix structure

chain of command

answers the question of "who reports to whom?" and signifies formal authority relationships

talent management

anticipating the need for human capital and setting a plan to meet it

consultative leadership style

asks for input, but makes final decision alone

structure of organizational culture

basic assumptions, values, norms, artifacts

encounter stage

begins the day an employee starts work

Factors that affect organizational design

business environment, company strategy, technology, company size

negative

changes to an organization's structure can have __________________ effects on the employees who work for the company, at least in the short term

conflict resolution tactics

competing, collaborating, avoiding, accommodating

outsourcing

contracting with another organization to perform a broad set of services

consideration

creating job relationships characterized by mutual trust, respect, and consideration of employees' feelings

socially complex resources

culture, teamwork, trust, and reputation are examples of..., termed this because it's not always clear how they develop

initiating structure

defining and structuring the roles of employees for goal attainment

Evidence-based HR

demonstrating that HR practices have a positive influence on the company's bottom line or stakeholders

transactional leadership

directs the efforts of others through tasks, rewards, and structures

mechanistic organizations

efficient, predictable, and rigid organizations that thrive in stable environments

fragmented culture

employees are distant and disconnected from one another

networked culture

employees are friendly to one another, but everyone thinks differently and does his or her own thing

knowledge workers

employees who own the intellectual means of producing a product or service

General Duty Clause

employer must provide an employee with a safe place of employment

14th amendment

equal protection under the law

personal power

expert power and referent power

organic organizations

flexible, adaptive, and outward focused organizations that thrive in dynamic environments

strategic management

focuses on the product choices and industry characteristics that affect an organization's profitability

geographic structures

generally based around the different locations where the company does business

self-service

giving employees online access to HR information

product structures

group business units around different products that the company produces

anticipatory stage

happens prior to an employee spending even one second on the job

Characteristics of Mechanistic Organizations

high degree of work specialization, very clear lines of authority, high levels of hierarchal control, info is passed vertically between an employee and they supervisor

external labor market

individuals who are actively seeking employment

expert power

influence based on special skills or knowledge

Occupational Safety and Health Act

is a federal law that establishes and promotes workplace safety standards for businesses.

individual mechanisms that directly affect job performance and organizational commitment

job satisfaction, stress, motivation, trust/justice/ethics, learning/decision making

delegative leadership style

leader allows the employees to make the decisions

facilitative leadership style

leader presents problem to a group of employees and seeks consensus on a solution

autocratic leadership style

leadership style that involves making managerial decisions without consulting others

transformational leadership

leadership that, enabled by a leader's vision and inspiration, exerts significant influence

Equal Employment Opportunity

legally mandated nondiscrimination in employment on the basis of race, creed, sex, or nation origin

organizational power

legitimate power, reward power, coercive power

Characteristics of Organic Organization

low degree of work specialization, employees think broadly in where there responsibilities lie, knowledge and expertise are decentralized, focuses more on info and advice rather than direct orders

alternative work arrangements

methods of staffing other than the traditional hiring of full-time employees include independent contractors, on-call workers, temporary workers, and contract company workers

matrix structure

more complex designs that try to take advantage of two types of structures at the same time combines functional and divisional approaches to emphasize project or program teams

integrative bargaining

negotiation that seeks one or more settlements that can create a win-win solution

distributive bargaining

negotiation that seeks to divide up a fixed amount of resources; a win-lose situation

Four Steps to Ensure a Workplace free of Sexual Harassment

policy statement, training, reporting mechanism, prompt disciplinary action

affirmative action

policy that gives special consideration to women and minorities to make up for past discrimination

referent power

power that stems from being liked

Age Discrimination Act in Employment

prohibits discrimination against applicants and employees 40 years of age or older.

Americans with Disabilities Act

prohibits discrimination against the disabled

intellectual stimulation

promotes intelligence, rationality, and careful problem solving

restructuring

redesigning an organization so that it can more effectively and efficiently serve its customers

centralization

refers to where decisions are formally made in organizations

span of control

represents how many employees each manager in the organization has responsibility for

disparate treatment

results when employees from protected groups are intentionally treated differently

contingencies of power

substitutability, centrality, discretion, visibility

time-driven model of leadership

suggests that the focus should shift from autocratic, consultative, facilitative, and delegate leaders to autocratic, consultative, facilitative, and delegate situations

basic underlying assumptions

taken-for-granted beliefs that are so ingrained that employees simply act on them

human resource management

takes the theories and principles studied in OB and explores the "nuts-and bolts" applications of those principles in organizations ex: study that examines the best ways to structure training programs to promote employee learning

espoused values

the beliefs, philosophies, and norms that a company explicitly states

culture strength

the degree of agreement among members of an organization about the importance of specific values.

formalization

the degree to which rules and procedures are used to standardize behaviors and decisions in an organization

work specialization

the degree to which tasks in organization are divided into separate jobs

observable artifacts

the manifestations of an organization's culture that employees can easily see or talk about ex: Iggy the lion for LMU

reasonable accommodation

the process of adjusting a job or work environment to fit the needs of disabled employees

organizational design

the process of creating, selecting, or changing the structure of an organization

organizational culture

the values, beliefs, and attitudes shared by organizational members

job performance and organizational commitment

two primary outcomes of interest to organizational behavior researchers

multi-divisional structure

type of bureaucratic structure, employees are grouped into divisions around products, geographic regions, or clients

functional structure

type of bureaucratic structure, groups employees by the function they perform for the organization

inimitable

when a resource can't be imitated

client-based structures

when organizations have a number of very large customers or groups of customers that all act in similar way, they might organize their business around serving those customers

elements of organizational structure

work specialization, chain of command, span of control, centralization, formalization