Thought you might like to read what I worked on tonight.,. Yep It is the terms for my upcoming test on Friday. Enjoy
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CHAPTER 8 p 246
Organizing:
The process of determining the tasks to be done, who will do them, and how those tasks will be managed and coordinated.
Job Design:
The set of tasks and activities that are grouped together to define a particular job.
Job Description:
Details of the responsibilities and tasks associated with a given problem.
Core Dimensions
1. Skill Variety
2. Task identity
3. Tasks significance
4. Autonomy
5. Feedback
Skill variety
The degree to which a job challenges the job holder to use various skills and abilities.
Tasks Identity
The degree to which a job requires the completion of an identifiable piece of work.
Tasks Significance
The Degree to which a job tributes to the overall efforts of the organization.
Autonomy
The degree to which job holders have freedom, independence, and decision-making authority.
Feedback
Information about the status and performance of a given effort or system.
Behavioral Approaches: Focused on motivating, satisfaction and productivity.
1. Job Scope
2. Job Enlargement
3. Job Depth
4. Job Enrichment
5. Job Rotation
Job Scope
The number of different activities required in a job and the frequency with which each activity is performed.
Job Enlargement
Programs designed to broaden job scope.
Job Depth
The degree of control given to a job holder to perform the job.
Job Enrichment
Program designed to increase job depth.
Job Rotation
Assigning individuals to a variety of job positions.
Participatory Approaches: Focus on Quality
1. Business Process Reengineering
2. Employee-centered work redesign
3. Self-Managed Teams (SMTs)
Business Process Reengineering
Radically changing the organization process for delivering products and services
Employee-centered work redesign
An approach whereby employees design their work roles to benefit the organization and satisfy their individual goals.
Self-Managed Teams (SMTs)
Groups of employees who design their jobs and work responsibilities to achieve the self-determined goals and objectives of the team.
Organizational relationships
1. Chain of Command
2. Unity of Command
3. Span of Control
Chain of Command
The line of authority and responsibility that flows throughout the organization
Unity of Command
A principle that each employee in the organization is accountable to one, and only one, supervisor.
Span of Control
The number of employees reporting to a particular manger.
Line Personnel
Those organizations members who are directly involved in delivering the products and services of the organization.
Staff Personnel
Those organizational members, who are not directly in delivering the products and services of the organization, but provide support for line personnel.
Delegation
The process of transferring the responsibility for a specific activity or task to another member of the organization and empowering that individual to accomplish the task effectively.
Scalar Principle
A clear line of authority must run throughout the organization.
Responsibility
An obligation on the part of an employee to complete assigned activities.
Authority
The formal right of an employee to marshal and make decisions necessary to fulfill work responsibilities
Accountability
Employees justification for their decisions and actions with regard to the task they have been assigned.
CHAPTER 9 P 282
Components of Organizational Design
1. Organization Structure
2. Integrating Mechanism
3. Locus of Decision Making
Organizational Design
The way in which the activities of an organization are arranged and coordinated so that its mission can be fulfilled and its goals achieved.
Organization Structure
The primary reporting relations hips that exist within an organization
Functional Structure
Members of the organization are grouped according to the function they perform within the organization
Divisional Structure
Members of the organization are grouper on the basis of common products, geographic markets or customers served.
Product Division Structure
A structure in which the activities of the organization are grouped to specific products or product lines.
Geographic Divisional Structure
A structure in which the activities are grouped accordingly to the geographic markets served.
Customer Divisional Structure
A structure in which the tasks of the organization are grouped according to customer segments.
Matrix Structure providing dual focus
A structure in which the tasks of the organization are grouped along two organizing dimensions simultaneously (such as Product/Geographic Market, Product/Function)
Network Structures the Key to Flexibility
Network Structures
A contemporary organizational structure that is founded on a set of alliances with other organizations that serves a wide variety of functions.
Internal Network
A network structure that relies on internally developed units to provide services to a core organizational unit.
Stable Network
A network structure that utilizes external alliances selectively as a mechanism for gaining strategic flexibility.
Dynamic Network
A network structure that makes extensive use of outsourcing through alliances with outside organizations.
Interdependence
The degree to which work groups are interrelated
Pooled Interdependence
Occurs when organizational units have a common resource but no interrelationship with one another.
Sequential Interdependence
Occurs when organizational units must coordinate the flow of information, and tasks from one unit to another.
Reciprocal Interdependence
Occurs when information, resources, and tasks must be passed back and forth between work groups.
Integrating Mechanisms
Methods for managing the flow of information, resources, and tasks within the organization.
Boundary-Spanning Roles
Lateral relationships that help to integrate and coordinate the activities of the organization (that is, liaisons, committees, task forces, integrating positions, and cross-functional work teams)
Locus of Decision Making
The degree to which decision making is centralized versus decentralized.
Mechanistic Systems
Highly centralized organizations that push decision-making authority rests with top-level management
Organic Systems
Decentralized organizations that push decision making to the lowest level of the organization in an effort to respond more effectively to environmental change.
Stable Environments
Environments that experience little change
Turbulent Environments
Environments that characterized by rapid and significant change.
Adaptive Organization
An Organization that eliminates bureaucracy that limits employee creativity, and brings the decision makers of the organization closer to the customer.
CHAPTER 10 P 316
Job Analysis
Studying a job to understand what knowledge, skills, abilities, and attitude are required for successful performance.
Demand Forecasting
Determining the number of employees that the organization will need in the future as well as the knowledge, skills and abilities these employees must posses.
Supply Forecasting
Determining what humans resources will be available both inside and outside the organization.
Recruitment
Finding and attracting qualified job candidates.
Validity
An employment tool must dhow that it predicts actual job performance.
Reliability
An employment tool measures the same thing each time it is used.
Application Form
A form used to gather information about a job applicant.
Resumes
Information prepared by a job applicant usually stating career goals, qualifications, and some related information.
Employment Test
Any Instrument or device used to asses the qualifications of a job applicant.
Work Sample
A small part of an actual job completed by an applicant to predict performance on the job.
Assessment Center
A type pf a more complex or higher-level managerial job used to predict a job applicants performance.
Personality test
Assessment of personality characteristics of a job applicant.
Interview
Relatively formal, in-depth conversations used to asses a candidate's readiness for a job, and to provide information to the candidate.
Realistic Job Preview
An accurate description of a job and/or company
Training
A planned effort to assist employees in learning job-related behavior that will improve their performance
Performance appraisal
Any Method used to asses a persons performance on the job.
360-Degree Feedback
Feedback from the supervisor, subordinates, coworkers, and self appraisal.
Halo effect
Rating an employee high or low on all items because of one characteristic.
Central Tendency
Judging all employees as average, even though their performance varies.
Leniency Error
Evaluating someone in a group higher that the person should be rated or when the rater is unjustifiably easy in evaluating performance.
Severity Error
Being unjustifiably harsh in evaluating employee performance.
Contrast error
The tendency to rate employees relative to each other rather that to performance standards.
Recency Error
Evaluation on the employees most recent performance rather than all of it.
Base pay
Wages and Salary received for performing a job
Incentives
Bonuses, commissions sometimes stock options directly ties to performance or extraordinary performances
Benefits
Indirectly compensation given to employees as a reward for organizational membership
External Fairness
Pay in one organization is fair relative to the pay for the same job in other organizations
Internal Fairness
Pay for the same job within the organization is fair relative to the pay of the higher and lower-level job in the same organization
Employee fairness
Expectations that individuals on a given job are paid fairly relative to coworkers on the same job
Bona Fide Occupational Qualifications
A qualification of a job that is legal to use even if intends to rule out members of employee classes protected by Title VII
Affirmative Action
Emphasizing the recruiting, hiring and promoting of members of a minority groups and other protected classes if such individuals are underrepresented in the organization.
Quid pro quo Harassment
Sexual harassment requiring sexual favors in exchange for positive job treatment
Hostile environment harassment
Harassment produced by work place conduct and/or setting that is considered to make as abusive working environment
Labor-Management Relations
The formal process through which labor unions represent employees in negotiating with management
CHAPTER 11 P348
Organizational culture
The shared beliefs, values and norms in an organization
Rites, Rituals and ceremonies
Relatively dramatic events that have special meaning for organizational members
Languages, Metaphors, and symbols
The Way that organizational members typically express themselves and communication with each other
Stories and Sagas
Narratives based on the true events, frequently embellished
Organizational change
And alteration of activates in an organization
Force-Field Analysis
A systematic process for examination pressures that support or resist a proposed change
Unfreezing
Developing an awareness of the need for change and the forces supporting and resisting change
Driving forces
Things that push for change
Restraining Forces
Forces that are fundamentally beyond the control of management
Internal Forces
Forces that are generally within the control of management
Refreezing
The Act of applying the new approaches and behaviors
CHAPTER 12 P372
Communication
A process in which one person or group evokes an identical or common meaning in another person or group
Social Context
The setting in which the communication take places
Sender
The person who initiates the communication process by encoding his or her meaning and sending the message through a channel
Encoding
The process that translates the senders ideas into a systematic set of symbols or a language expressing the communicators purpose
Message
The Tangible forms of coded symbols that are intended to give a particular meaning to the information or data
Channel
The carrier of the message or the means by which the message it sent
Decoding
The translation of received messages into interpreted meanings
Communications feedback
The process of verifying messages and the receivers attempts to ensure that the message he or she decoded is what the sender really meant to convey
Noise
Any interference with or distraction from the intended message
Oral communication
All forms of spoken information- the type of communication preferred by most managers
Written Communication
Letters, memos, policy manuals, reports, forms, and other written documents
Nonverbal Communication
All messages that are non-language responses
Technological communication
Any communication that uses an electronic device as the medium
Telecommuting
The practice of working at a remote site by using a computer linked to a central office or other employment location
Telework
Another word for telecommuting
Electronic Mail (e-mail)
A message sent with an electronic device, usually a computer
Video conferencing
An umbrella term referring to technologies that use live video to unite widely dispersed company operations or people
Internet
The vast interconnected electronic equipment that stores massive amounts of data that can be accessed with computers and related electronic equipment
Ethnocentrism
The tendency to consider ones own culture and its values as being superior to others
Information overload
A state that occurs when the amount of information that a person can process is exceeded
Jargon
Terminology or language specific to a particular profession or group
Vertical Communication
The flow of information both up and down the chain of command
Downward communication
Messages sent from individuals at higher levels of the organization to those at lower levels
Upward communications
Messages sent up the line from subordinates to supervisors
Horizontal Communications
The flow of information that occurs within and between departments
Spontaneous channels of communication
Casual, opportunistic, and informal communication paths that arise from the social relationship that evolves in the organization
Grapevine
An informal method of transmitting information depicted as the wandering of messages throughout the organization
***********************************************************
CHAPTER 8 p 246
Organizing:
The process of determining the tasks to be done, who will do them, and how those tasks will be managed and coordinated.
Job Design:
The set of tasks and activities that are grouped together to define a particular job.
Job Description:
Details of the responsibilities and tasks associated with a given problem.
Core Dimensions
1. Skill Variety
2. Task identity
3. Tasks significance
4. Autonomy
5. Feedback
Skill variety
The degree to which a job challenges the job holder to use various skills and abilities.
Tasks Identity
The degree to which a job requires the completion of an identifiable piece of work.
Tasks Significance
The Degree to which a job tributes to the overall efforts of the organization.
Autonomy
The degree to which job holders have freedom, independence, and decision-making authority.
Feedback
Information about the status and performance of a given effort or system.
Behavioral Approaches: Focused on motivating, satisfaction and productivity.
1. Job Scope
2. Job Enlargement
3. Job Depth
4. Job Enrichment
5. Job Rotation
Job Scope
The number of different activities required in a job and the frequency with which each activity is performed.
Job Enlargement
Programs designed to broaden job scope.
Job Depth
The degree of control given to a job holder to perform the job.
Job Enrichment
Program designed to increase job depth.
Job Rotation
Assigning individuals to a variety of job positions.
Participatory Approaches: Focus on Quality
1. Business Process Reengineering
2. Employee-centered work redesign
3. Self-Managed Teams (SMTs)
Business Process Reengineering
Radically changing the organization process for delivering products and services
Employee-centered work redesign
An approach whereby employees design their work roles to benefit the organization and satisfy their individual goals.
Self-Managed Teams (SMTs)
Groups of employees who design their jobs and work responsibilities to achieve the self-determined goals and objectives of the team.
Organizational relationships
1. Chain of Command
2. Unity of Command
3. Span of Control
Chain of Command
The line of authority and responsibility that flows throughout the organization
Unity of Command
A principle that each employee in the organization is accountable to one, and only one, supervisor.
Span of Control
The number of employees reporting to a particular manger.
Line Personnel
Those organizations members who are directly involved in delivering the products and services of the organization.
Staff Personnel
Those organizational members, who are not directly in delivering the products and services of the organization, but provide support for line personnel.
Delegation
The process of transferring the responsibility for a specific activity or task to another member of the organization and empowering that individual to accomplish the task effectively.
Scalar Principle
A clear line of authority must run throughout the organization.
Responsibility
An obligation on the part of an employee to complete assigned activities.
Authority
The formal right of an employee to marshal and make decisions necessary to fulfill work responsibilities
Accountability
Employees justification for their decisions and actions with regard to the task they have been assigned.
CHAPTER 9 P 282
Components of Organizational Design
1. Organization Structure
2. Integrating Mechanism
3. Locus of Decision Making
Organizational Design
The way in which the activities of an organization are arranged and coordinated so that its mission can be fulfilled and its goals achieved.
Organization Structure
The primary reporting relations hips that exist within an organization
Functional Structure
Members of the organization are grouped according to the function they perform within the organization
Divisional Structure
Members of the organization are grouper on the basis of common products, geographic markets or customers served.
Product Division Structure
A structure in which the activities of the organization are grouped to specific products or product lines.
Geographic Divisional Structure
A structure in which the activities are grouped accordingly to the geographic markets served.
Customer Divisional Structure
A structure in which the tasks of the organization are grouped according to customer segments.
Matrix Structure providing dual focus
A structure in which the tasks of the organization are grouped along two organizing dimensions simultaneously (such as Product/Geographic Market, Product/Function)
Network Structures the Key to Flexibility
Network Structures
A contemporary organizational structure that is founded on a set of alliances with other organizations that serves a wide variety of functions.
Internal Network
A network structure that relies on internally developed units to provide services to a core organizational unit.
Stable Network
A network structure that utilizes external alliances selectively as a mechanism for gaining strategic flexibility.
Dynamic Network
A network structure that makes extensive use of outsourcing through alliances with outside organizations.
Interdependence
The degree to which work groups are interrelated
Pooled Interdependence
Occurs when organizational units have a common resource but no interrelationship with one another.
Sequential Interdependence
Occurs when organizational units must coordinate the flow of information, and tasks from one unit to another.
Reciprocal Interdependence
Occurs when information, resources, and tasks must be passed back and forth between work groups.
Integrating Mechanisms
Methods for managing the flow of information, resources, and tasks within the organization.
Boundary-Spanning Roles
Lateral relationships that help to integrate and coordinate the activities of the organization (that is, liaisons, committees, task forces, integrating positions, and cross-functional work teams)
Locus of Decision Making
The degree to which decision making is centralized versus decentralized.
Mechanistic Systems
Highly centralized organizations that push decision-making authority rests with top-level management
Organic Systems
Decentralized organizations that push decision making to the lowest level of the organization in an effort to respond more effectively to environmental change.
Stable Environments
Environments that experience little change
Turbulent Environments
Environments that characterized by rapid and significant change.
Adaptive Organization
An Organization that eliminates bureaucracy that limits employee creativity, and brings the decision makers of the organization closer to the customer.
CHAPTER 10 P 316
Job Analysis
Studying a job to understand what knowledge, skills, abilities, and attitude are required for successful performance.
Demand Forecasting
Determining the number of employees that the organization will need in the future as well as the knowledge, skills and abilities these employees must posses.
Supply Forecasting
Determining what humans resources will be available both inside and outside the organization.
Recruitment
Finding and attracting qualified job candidates.
Validity
An employment tool must dhow that it predicts actual job performance.
Reliability
An employment tool measures the same thing each time it is used.
Application Form
A form used to gather information about a job applicant.
Resumes
Information prepared by a job applicant usually stating career goals, qualifications, and some related information.
Employment Test
Any Instrument or device used to asses the qualifications of a job applicant.
Work Sample
A small part of an actual job completed by an applicant to predict performance on the job.
Assessment Center
A type pf a more complex or higher-level managerial job used to predict a job applicants performance.
Personality test
Assessment of personality characteristics of a job applicant.
Interview
Relatively formal, in-depth conversations used to asses a candidate's readiness for a job, and to provide information to the candidate.
Realistic Job Preview
An accurate description of a job and/or company
Training
A planned effort to assist employees in learning job-related behavior that will improve their performance
Performance appraisal
Any Method used to asses a persons performance on the job.
360-Degree Feedback
Feedback from the supervisor, subordinates, coworkers, and self appraisal.
Halo effect
Rating an employee high or low on all items because of one characteristic.
Central Tendency
Judging all employees as average, even though their performance varies.
Leniency Error
Evaluating someone in a group higher that the person should be rated or when the rater is unjustifiably easy in evaluating performance.
Severity Error
Being unjustifiably harsh in evaluating employee performance.
Contrast error
The tendency to rate employees relative to each other rather that to performance standards.
Recency Error
Evaluation on the employees most recent performance rather than all of it.
Base pay
Wages and Salary received for performing a job
Incentives
Bonuses, commissions sometimes stock options directly ties to performance or extraordinary performances
Benefits
Indirectly compensation given to employees as a reward for organizational membership
External Fairness
Pay in one organization is fair relative to the pay for the same job in other organizations
Internal Fairness
Pay for the same job within the organization is fair relative to the pay of the higher and lower-level job in the same organization
Employee fairness
Expectations that individuals on a given job are paid fairly relative to coworkers on the same job
Bona Fide Occupational Qualifications
A qualification of a job that is legal to use even if intends to rule out members of employee classes protected by Title VII
Affirmative Action
Emphasizing the recruiting, hiring and promoting of members of a minority groups and other protected classes if such individuals are underrepresented in the organization.
Quid pro quo Harassment
Sexual harassment requiring sexual favors in exchange for positive job treatment
Hostile environment harassment
Harassment produced by work place conduct and/or setting that is considered to make as abusive working environment
Labor-Management Relations
The formal process through which labor unions represent employees in negotiating with management
CHAPTER 11 P348
Organizational culture
The shared beliefs, values and norms in an organization
Rites, Rituals and ceremonies
Relatively dramatic events that have special meaning for organizational members
Languages, Metaphors, and symbols
The Way that organizational members typically express themselves and communication with each other
Stories and Sagas
Narratives based on the true events, frequently embellished
Organizational change
And alteration of activates in an organization
Force-Field Analysis
A systematic process for examination pressures that support or resist a proposed change
Unfreezing
Developing an awareness of the need for change and the forces supporting and resisting change
Driving forces
Things that push for change
Restraining Forces
Forces that are fundamentally beyond the control of management
Internal Forces
Forces that are generally within the control of management
Refreezing
The Act of applying the new approaches and behaviors
CHAPTER 12 P372
Communication
A process in which one person or group evokes an identical or common meaning in another person or group
Social Context
The setting in which the communication take places
Sender
The person who initiates the communication process by encoding his or her meaning and sending the message through a channel
Encoding
The process that translates the senders ideas into a systematic set of symbols or a language expressing the communicators purpose
Message
The Tangible forms of coded symbols that are intended to give a particular meaning to the information or data
Channel
The carrier of the message or the means by which the message it sent
Decoding
The translation of received messages into interpreted meanings
Communications feedback
The process of verifying messages and the receivers attempts to ensure that the message he or she decoded is what the sender really meant to convey
Noise
Any interference with or distraction from the intended message
Oral communication
All forms of spoken information- the type of communication preferred by most managers
Written Communication
Letters, memos, policy manuals, reports, forms, and other written documents
Nonverbal Communication
All messages that are non-language responses
Technological communication
Any communication that uses an electronic device as the medium
Telecommuting
The practice of working at a remote site by using a computer linked to a central office or other employment location
Telework
Another word for telecommuting
Electronic Mail (e-mail)
A message sent with an electronic device, usually a computer
Video conferencing
An umbrella term referring to technologies that use live video to unite widely dispersed company operations or people
Internet
The vast interconnected electronic equipment that stores massive amounts of data that can be accessed with computers and related electronic equipment
Ethnocentrism
The tendency to consider ones own culture and its values as being superior to others
Information overload
A state that occurs when the amount of information that a person can process is exceeded
Jargon
Terminology or language specific to a particular profession or group
Vertical Communication
The flow of information both up and down the chain of command
Downward communication
Messages sent from individuals at higher levels of the organization to those at lower levels
Upward communications
Messages sent up the line from subordinates to supervisors
Horizontal Communications
The flow of information that occurs within and between departments
Spontaneous channels of communication
Casual, opportunistic, and informal communication paths that arise from the social relationship that evolves in the organization
Grapevine
An informal method of transmitting information depicted as the wandering of messages throughout the organization
VIEW 3 of 3 COMMENTS
xip