MGT 131 Titanium Study Guide: Modules 2 & 3 (Chapters 10, 11, and 12)

Comprehensive vocabulary review flashcards covering Chapter 10 (Organizational Structure and Change), Chapter 11 (Human Resource Management), and Chapter 12 (Diversity in Organizations).

Organizational Structure

The framework that dictates roles, communication paths, and authority across an organization.

Formal Organization

The official hierarchy, job titles, and reporting chains displayed on the Organization Chart.

Informal Organization

The unwritten, emergent social network of personal relationships and coffee-break conversations.

Mechanistic Structure ("The Machine")

A structure that is highly centralized, rigid, rule-bound, and features a clear chain of command with high specialization; ideal for stable, predictable environments like assembly lines and the military.

Organic Structure ("The Living Thing")

A structure that is highly decentralized, flexible, collaborative, and operates with few rules and wide discretion; ideal for fast-moving, uncertain environments like tech startups.

Entrepreneurship Stage

The initial stage of the organizational life cycle characterized as small, fast, and unstructured, where everyone does everything.

Survival / Early Success Stage

The second stage of the organizational life cycle where growth begins and the hiring of functional specialists starts.

Sustained Success (Maturity) Stage

The third stage of the organizational life cycle where the firm becomes fully bureaucratized with clear departments and multiple management layers.

Renewal or Decline Stage

The fourth stage of the organizational life cycle where the firm must innovate and renew its operations, or face obsolescence and failure.

Lewin’s Three-Stage Ice Model

A change management framework consisting of three sequential phases: Unfreeze, Move, and Refreeze.

Unfreeze

The first stage of Lewin's model, which involves explaining why change is mandatory and disrupting existing habits.

Move

The second stage of Lewin's model, which focuses on executing the change through new roles, systems, and workflows.

Refreeze

The third stage of Lewin's model, which locks new habits into place via culture and systems to prevent reverting.

Kotter’s 8-Step Model

A sequential change management checklist beginning with establishing a sense of urgency and concluding with anchoring change into company culture.

Appreciative Inquiry (The Positive Model)

An asset-based change model that asks "What is going great, and how can we do more of it?" and utilizes the 5-D process.

The 5-D Process

The five-step cycle utilized in Appreciative Inquiry: Define, Discover, Dream, Design, and Destiny.

Complex Adaptive Systems (CAS)

A framework viewing the firm as an adaptive ecosystem (like a school of fish), where managers avoid micromanagement and allow teams to self-manage and adapt locally.

Specialization

Narrowing an individual's job focus to one specific task or functional area.

Span of Control

The number of direct subordinates reporting to a single supervisor.

Centralization

Concentration of decision-making authority strictly at the top managerial tier.

Decentralization

Dispersal of decision-making authority down to frontline and operational levels.

Change Management

The formal process of guiding employees through operational shifts to reduce resistance and turnover.

Wave 1 HR (Administrative)

The historical stage of HR focused on paperwork, hiring/firing logistics, and serving as regulatory "office police."

Wave 2 HR (Practices)

The HR stage focused on designing functional systems such as training programs and benefit structures.

Wave 3 HR (Strategic Integration)

The HR stage focused on aligning talent strategies directly with the CEO's goals to drive company growth.

Wave 4 HR (Outside-In)

The HR stage oriented toward configuring human resource capabilities to directly impact customer satisfaction and investor expectations.

ADA (Americans with Disabilities Act)

Federal law prohibiting discrimination against qualified individuals with disabilities.

ADEA (Age Discrimination in Employment Act)

Federal legislation protecting employees aged 40 and older against age discrimination.

FLSA (Fair Labor Standards Act)

Federal law setting the federal minimum wage, 40-hour overtime rules, and child labor laws.

FMLA (Family and Medical Leave Act)

Federal law mandating up to 12 weeks of unpaid, job-protected leave for family or medical needs.

NLRA (National Labor Relations Act)

Federal statute protecting employee rights to organize, form unions, and bargain collectively.

WARN Act

Federal law requiring a 60-day advance notice before major plant closings or mass layoffs.

Employee Handbook

The primary compliance protection tool for an organization; a clear, comprehensive document signed by every worker.

Performance Management

The system connecting everyday employee output to organizational strategic goals, differentiating top performers ("A-Players") from underperformers ("C-Players").

Total Rewards Model

A holistic reward structure combining six elements: compensation (pay), benefits (health/401k), work-life flexibility (remote/hybrid hours), recognition (awards/praise), performance feedback, and development (skill-building/promotions).

Succession Planning

The systematic process of preparing an internal "Talent Bench" to replace outgoing leaders and ensure business continuity.

Talent Bench

An internal pool of prepared employees groomed to fill vacant or higher-level leadership roles.

9-Box Matrix

A diagnostic grid used in succession planning to plot and assess employees across two axes: Performance (current job output) versus Potential (capacity to grow into larger leadership roles).

Human Capital

The collective knowledge, skills, capabilities, and brainpower of an organization's workforce.

360-Degree Feedback

A multi-rater performance appraisal gathering anonymous evaluations from supervisors, peers, direct reports, and customers.

Soft Skills

Interpersonal attributes such as communication and problem-solving that are highly valued by recruiters yet difficult to locate.

Ghosting

The practice where an applicant accepts an employment offer but fails to show up on day one and terminates communication.

Surface-Level Diversity

Readily observable demographic differences among individuals, such as age, race, biological sex, and physical disabilities.

Deep-Level Diversity

Non-visible internal differences such as core values, personality, ethical beliefs, and worldviews; represents the primary source of team synergy or conflict.

Hidden Diversity

Deep-level traits that individuals can choose to reveal or conceal, such as sexual orientation, non-visible chronic illnesses, and neurodiversity.

Cost Advantage of Diversity

A business case benefit whereby diversity avoids expensive EEOC discrimination lawsuits and curbs costly employee turnover.

Marketing Advantage of Diversity

A business case benefit where a workforce mirroring customer demographics improves market reach and consumer rapport.

Resource Acquisition Advantage of Diversity

A business case benefit that expands the talent recruitment pool to secure top candidates from everywhere.

System Flexibility Advantage of Diversity

An adaptable operational culture resulting from diversity that enables an organization to adjust quickly to changing market environments.

Workplace Discrimination

Adverse treatment of an individual based on protected demographic status, legally enforced by the EEOC.

EEOC (Equal Employment Opportunity Commission)

The federal agency enforcing federal civil rights legislation against workplace discrimination.

Glass Ceiling

The invisible organizational and systemic barrier keeping qualified minorities and women from reaching executive leadership and C-suite positions.

Quid Pro Quo Harassment

A form of sexual harassment ("this for that") where tangible employment outcomes, such as promotions or retention, are tied to romantic or sexual compliance.

Hostile Work Environment

Pervasive, severe workplace conduct that creates an intimidating, offensive, or abusive atmosphere.

Structured Interviews

A standardized interview process using identical questions in identical sequence for all applicants to eliminate interviewer bias.

Inclusive Leadership (Inclusion)

Creating an organizational environment where diverse individuals are actively accepted, valued, and empowered.

The Majority Group Reaction

Potential backlash or feelings of alienation among traditional dominant groups (e.g., senior white males) when diversity initiatives are poorly framed.

Similarity-Attraction Paradigm

The human tendency to favor and associate with people who are similar to oneself.

Social Identity Theory

A psychological theory describing the sorting of individuals into In-Groups ("our tribe") and Out-Groups ("the others").

Cognitive Diversity Hypothesis

The proposition that diverse mental frameworks directly drive enhanced problem-solving.

Justification-Suppression Model

A model stating that prejudices are held internally but suppressed to conform to social and organizational expectations.

Discrimination-and-Fairness Paradigm

A legal compliance diversity approach ("We do this because the law requires it") focused purely on quotas and avoiding fines.

Access-and-Legitimacy Paradigm

A commercial utility diversity approach ("We do this to sell to diverse customer niches") focused on accessing consumer segments.

Integration-and-Learning Paradigm (The Gold Standard)

A value-integration diversity approach ("We do this because distinct perspectives genuinely improve how we do our work") that links diversity to core work processes.