Intro to Management Final Exam

Organizational design

Identifying the key tasks the organization must complete to fulfill its mission and achieve its goals, grouping these tasks into productive and meaningful jobs, creating organizational structure to coordinate/integrate workflows, and to delegate authority and accountability, and developing the organization’s culture in support of core values

The Agile Organization

made up of a network of teams within a people-centered culture that features rapid learning and fast decision cycles enabled by technology and guided by a powerful common purpose to co-create value for all stakeholders

Job design

creating jobs in an organization that can be done effectively and efficiently while providing meaningful work for the employee

Skill variety

extent to which a job requires a worker to use a wide range of different skills and abilities

Task identity

extent to which the job requires the worker to perform all the tasks needed to fully complete the task

Task significance

extent to which the job effects the lives of other people

Autonomy

extent to which the employee is allowed to make choices about scheduling and how to best perform tasks

Feedback

extent to which the employee receives clear and direct information on how well they are performing the task

Organizational structure

the grouping together of jobs into work groups, the delegation of authority and responsibility within an organization, and the formal reporting relationships of employees to supervisors

Functional structure

groups jobs that require similar skills and experience together into a single work group reporting to the leader of the organization

Divisional structure

groups jobs together with people of diverse skills and experience who collectively focus on either providing specific products, or serving specific customer groups, or serving specific geographical areas

Matrix structure

groups jobs together simultaneously by function and by division

Delegation of authority

ultimate authority for decisions rest with the shareholders of the business. In a process called agency, authority to make most decisions is delegated from shareholders to an elected Board of Directors, who then delegates some authority to the Board of Directors

Liaisons

individuals appointed with the responsibility to coordinate the activities of their group with the activities of one or more other groups; aid timely communication, and problem resolution

Task forces

made up of members of multiple groups who are assembled to address a specific need for coordination; usually to handle a single project like developing a new product or solving a problem

Cross functional teams

made up of members of multiple groups who are assembled with ongoing responsibility for managing a key activity of the organization

Integrating roles

individuals that in addition to their other responsibilities are charged with being a coordinator of activities with other groups

Dimensions of culture

content, consensus, and intensity of feelings

Levels of culture

artifacts, values, assumptions

Strong culture

majority of employees share the same norms, beliefs, values, and attitudes as it applies to their work-related activities even if they are part of signifantly different cultures outside of their workplace

Strategic human resources management

the identification of current and future talent requirements necessary to support the goals and strategy of the organization as well as the development and implementations of the plans and programs to assure the organization recruits, trains, develops, supports, and retains that talent

Human resource management functional activities

Recruitment and selection, training and development, performance appraisal and feedback, compensation and benefits, employee relations

Recruitment and selection

process for identifying, pursuing, and hiring qualified candidates to fill current and future available positions within an organization

Training

teaching the skills necessary to perform effectively in their current job

Development

preparing employees to take on additional responsibilities for future roles or expanding responsibilities in their current role

Performance appraisal and feedback

process of employee evaluation and communication with the goal of providing timely and beneficial information to the employee, and to the organization, on the value of contributions of the employee to the organization as well as identifying opportunities for improving employee performance

Compensation and benefits

program and process for providing competitive pay and other incentives to employees in support of the organization’s goals, strategy, and values

Employee relations

the various programs, services, activities, and communications enacted by the organization to foster a positive relationship between the organization and its employees

Employee motivation drivers

training and development, compensation and benefits, performance appraisal and feedback, employee welfare programs

Quid pro quo sexual harassment

occurs when consent to sexual acts affects job outcomes like getting or keeping one’s job

Hostile work environment sexual harassment

occurs when unwelcomed sexual behavior creates an intimidating and offesnive workplace for anyone, needs to be severe and pervasive

Compensation and benefits

equal pay for equal work, family and medical leave

Employee engagement

state of mind the employee has towards their job and their employer, combined with the level of positive and productive behavior exhibited by the employee on behalf of their employer

Discretionary effort

going above and beyond the requirements and usual expectations of the job in order to further support the company’s success

Employee engagement drivers

leaders, managers, culture, and human resource practices

Say

speak positively about the organization to coworkers, potential employees, and customers

Stay

have an intense sense of belonging and desire to be part of the organization

Strive

motivated and exert effort toward success in their job and for the company

Performance management

delivery of superior results through the ongoing measurement, assessment, evaluation, and improvement of the organization

Business process management

process as an underlying framework for understanding the interrelated activities performed in an organization, better understand and manage activities in organizations

Process

series of steps or actions taken to convert a set of inputs into a set of outputs

Effective process

delivers outputs that result in the obtaining the desired behaviors from customers (users) of the process

Process maps

visual depictions of the multiple steps involved in the conversion of inputs to outputs

SIPOC

Suppliers, inputs, process, outputs, customers

Swimlane

shown through payroll distribution; identifies each department and depicts what activities they complete, how the activities flow

Lean value

helps identify waste in processes by identifying time required to complete each process step and measuring the time lapse in between steps

Business measurement, assessment, and evaluation

helps organizations to understand how effectively and efficiently specific process are performing as well as to understand how well the organization is performing overall to aid in the identification and prioritization of opportunities - evaluate performance of their organizations

Business evaluation

process of collecting and analyzing external and internal business data, assessing overall business performance, and identifying and prioritizing opportunities for improvement

Measures of effectiveness

evaluate whether the customer requirements are being met

Measures of efficiency

evaluate whether the value of outputs relative to the cost of inputs is creating value for the organization

Balanced scorecard

focus on both financial and non-financial objects described as perspectives (financial, customer, internal processes, organizational capacity)

Baldrige Framework

leadership, strategy, customers, measurement, analysis, and knowledge management, workforce, operations, results

Six Sigma

upper and lower limits set for measuring outputs of a process are determined by defining the range of output quality (effectiveness) that fully meets customer requirements; defines, measures, analyzes, improves, controls

Lean methodology

improvement tool with a primary focus on eliminating waste in processes

Waste

any activity that is not creating value for the customer or converter in a process

Overproduction

producing more products or components than are currently required to meet demand

Correction

having to rework a defective output of a process

Inventory

the need to store output until it is required

Motion

excessive movement of materials

Conveyance

transportation for futher processing

Overprocessing

performing steps that do not create value

Leadership

influence of a person over others (followers) as evidenced by the followers’ motivation, loyalty, and high performance in support of the leader’s vision, goals, and/or direction

Leadership effectiveness

overall performance of organization and satisfaction of subordinates

Task-oriented leadership

leaders who primarily focus on the tasks to be doen

Person-oriented leadership

leaders who primarily focus on building relationships with others in the organization including subordinates

Contingency Leadership Theory

leadership effectiveness (organization performance and subordinate satisfaction) is affected by positive leadership character traits and behavior based leadership, but also leadership contexts (leader-member relations, task structure, and position power)

Leader-member relations

extent to which followers like, trust, and are loyal to their leader

Task structure

extent to which the work performed is clear such that subordinates know what needs to be accomplished and how to accomplish it

Position power

the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization

BATNA

best alternative to a negotiated agreement

Agreement trap

bias towards reaching an agreement even when BATNA offers superior outcome, sometimes occurs because of irrational escalation of commitment