MGMT 320 Alfred Toma Final Exam

Organizational Culture

sometimes called Corporate Culture, is defined as the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.

Organizational Structure

is a formal system of task and reporting relationships that coordinates and motivates an organization's members so that they can work together to achieve the organization's goals.

Espoused Values

are the explicitly stated values and norms preferred by an organization.

Enacted Values

which represents the values and norms actually exhibited in the organization.

Clan Culture

has an internal focus and values flexibility rather than stability and control.

Adhocracy Culture

has a strong external focus and values flexibility and control.

Hierarchy Culture

has an internal focus and values stability and control over flexibility.

Symbol

is an object, an act, a quality, or an event that conveys meaning to others.

Story

is a narrative based on true events, which is repeated- and sometimes embellished upon - to emphasize a particular value.

Hero

is a person whose accomplishments embody the values of the organization.

Rites and Rituals

are the activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization's life.

Organizational Socialization

is defined as the process by which people learn the values, norms, and required behaviors that permit them to participate as members of an organization.

Person-Organization Fit-- (PO)

which reflects the extent to which your personality and values match the climate and culture in organization.

Organization

is a system of consciously coordinated activities or forces of two or more people

Organization Chart

is a box-and-lines illustration showing the formal lines of authority and the organization's official positions aor work specializations.

Common Purpose

unifies employees or members and gives everyone an understanding of the organization's reason for being.

Division of Labor

also known as work specialization, is the arrangement of having discrete parts of a task done by separate people.

Hierarchy of Authority

or chain of command, is a control mechanism for making sure the right people do the right things at the right time.

Flat Organization

defined as one with an organizational structure with few or no levels of middle management between top managers and those reporting to them.

Unity of Command

in which an employee should report to no more than one manager.

Span of Control

or span of management, refers to the number of people reporting directly to a given manager. There are two kinds of spans of control: [1] narrow (tall) [2] wide (flat).

Authority

refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources.

Accountability

managers must report and justify work results to the managers above them.

Responsibility

is the obligation you have to perform tasks assigned to you.

Delegation

is the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy.

Line Managers

have authority to make decisions and usually have people reporting to them.

Staff Personnel

have authority functions; they provide advice, recommendations, and research to line managers.

Centralized Authority

important decisions are made by higher-level managers.

Decentralized Authority

important decisions are made by middle-level and supervisory-level managers.

Organizational Design

is concerned with designing the optimal structure of accountability and responsibility that an organization uses to execute its strategies.

Simple Structure

has authority centralized in a single person, a flat hierarchy, few rules, and low work specialization.

Functional Structure

people with similar occupational specialties are put together in formal groups.

Divisional Structure

people with diverse occupational specialties are put together in formal groups by similar products or services, customers or clients, or geographic regions.

Product Divisions

group activities around similar products or services.

Customer Divisions

tend to group activities around similar clients or customers.

Geographic Divisions

group activities around defined regional locations.

Matrix Structure

an organization combines functional and divisional chains of command in a grid so that there are two command structures: vertical and horizontal.

Horizontal Design

also called team-based design, teams or workgroups, either temporary or permanent, are used to improve collaboration and work on shared tasks by breaking down internal boundaries.

Boundaryless Organization

is a fluid, highly adaptive organization whose members, linked by information technology, come together to collaborate on common tasks. The collaborators may include not only co-workers but also suppliers, customers, and even competitors.

Hollow Structure

often called the network structure, that organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster.

Modular Structure

a firm assembles product chunks, or modules, provided by outside contractors.

Virtual Structure

an organization whose members are geographically apart, usually working with email and other forms of information technology yet which generally appears to customers as a single, unified organization with a real physical location.

Contingency Design

the process of fitting the organization to its environment

Mechanistic Organization

authority is centralized, tasks and rules are clearly specified, and employees are closely supervised.

Organic Organization

authority is decentralized, there are few rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks.

Differentiation

the tendency of the parts of an organization to disperse and fragment.

Integration

tendency of the parts of an organization to draw together to achieve a common purpose.

Motivation

may be defined as the psychological processes that arouse and direct goal-directed behavior.

Extrinsic Reward

is the payoff, such as money, a person receives from others for performing a particular task.

Intrinsic Reward

is the satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself.

Content Perspectives

also known as need-based perspectives, are theories that emphasize the needs that motivate people.

Needs

are defined as physiological or psychological deficiencies that arouse behavior.

Hierarchy of Needs Theory

proposes that people are motivated by five levels of needs

1.Physiological

2.Safety

3.Love

4.Esteem

5.Self-Actualization

Acquired Needs Theory

Which states that three needs, achievement, affiliation, and power, are major motives determining people's behavior in the workplace.

Self-Determination Theory

assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs: competence, autonomy, and relatedness.

Two-Factor Theory

which proposed that work and satisfaction and dissatisfaction arise from two different factors- work satisfaction from motivating factors and work dissatisfaction from hygiene factors.

Hygiene Factors

are factors associated with job dissatisfaction- such as salary, working conditions, interpersonal relationships, and company policy- all of which affect the job context in which people work.

Motivating Factors

or simply motivators, are factors associated with job satisfaction- such as achievement, recognition, responsibility, and advancement- all of which affect the job content or the rewards of work performance.

Process Perspectives

are concerned with the thought processes by which people decide how to act.

Equity Theory

is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships.

Distributive Justice

reflects the perceived fairness of how resources and rewards are distributed or allocated.

Procedural Justice

is defined as the perceived fairness of the process and procedures used to make allocation decisions.

Interactional Justice

relates to the "quality of the interpersonal treatment people receive when procedures are implemented."

Expectancy Theory

suggests that people are motivated by two things:

1.how much they want something

2.how likely that think they are to get it

Expectancy

is the belief that a particular level of effort will lead to a particular level of performance.

Instrumentality

is the expectation that successful performance of the task will lead to the outcome desired.

Valence

is value, the importance a worker assigns to the possible outcome or reward.

Goal-Setting Theory

suggests that employees can be motivated by goals that are specific and challenging but achievable.

The Four Motivational Mechanisms of Goal-Setting Theory: 1

It Directs Your Attention-- Goal setting directs your attention toward goal-relevant tasks and away from irrelevant ones.

The Four Motivational Mechanisms of Goal-Setting Theory: 2

It Regulates the Efforts Expended-- The effort you expend is generally proportional to the goal's difficulty.

The Four Motivational Mechanisms of Goal-Setting Theory: 3

It Increases Your Persistence-- Goal setting makes obstacles become challenges to be overcome, not reasons to fail.

The Four Motivational Mechanisms of Goal-Setting Theory: 4

It Fosters Use of Strategies and Action Plans-- The use of strategies and action plans make it more likely that you will realize success.

Some Practical Results of Goal-Setting Theory

1.Goals Should Be Specific

2.Certain Conditions Are Necessary for Goal Setting To Work

3.Goals Should Be Linked To Action Plans

4.Performance Feedback and Participation in Deciding How to Achieve Goals Are Necessary but Not Sufficient for Goal Setting to Work

Job Design-- is:

1.the division of an organization's work among its employees

2.the application of motivational theories to jobs to increase satisfaction and performance

Scientific Management

the process of reducing the number of tasks a worker performs.

Job Enlargement

Consists of increasing the number of tasks in a job to increase variety and motivation.

Job Enrichment

Consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and achievement.

Job Characteristics Model-- consists of:

1.five core job characteristics that affect

2.three critical psychological states of an employee that in turn affect

3.work outcomes- the employee's motivation, performance, and satisfaction

Law of Effect

which says behavior with favorable consequences tends to be repeated

Reinforcement Theory

which attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated.

Reinforcement

is anything that causes a given behavior to be repeated or inhibited.

Positive Reinforcement

is the use of positive consequences to strengthen a particular behavior.

Negative Reinforcement

is the process of strengthening a behavior by withdrawing something negative.

Extinction

is the weakening of a behavior by ignoring it or making sure it is not reinforced

Punishment

is the process of weakening behavior by presenting something negative or withdrawing something positive.

Pay For Performance

bases pay on one's results

Piece Rate

in which employees are paid according to how much output they produce.

Sales Commission

in which sales representatives are paid a percentage of the earnings of the company made from their sales.

Bonuses

are cash rewards given to employees that achieve specific performance objectives.

Profit Sharing

is the distribution to employees of a percentage of the company's profits.

Gainsharing

is the distribution of savings or "gains" to groups of employees who reduced costs and increased measurable productivity.

Stock Options

certain employees are given the right to buy stock at a future date for a discounted price.

Pay For Knowledge

ties employee pay to the number of job-relevant skills or academic degrees they earn.

Work-Life Benefits

are employer-sponsored benefit programs designed to help all employees balance work-life with home life.

Well Being

is the combined impact of five elements- positive emotions, engagement, relationships, meaning, and achievement. (PERMA)

Flourishing

represents the extent to which our lives contain PERMA

Meaningfulness

is the sense of "belonging to and serving something that you believe is bigger than the self."

Leadership

is the ability to influence employees to voluntarily pursue organizational goals.

Power

is the ability to marshal human, informational, and other resources to get something done.

Personalized Power

power directed at helping one's self as a way of enhancing their own selfish ends may give the word power a bad name.