Intro to Management exam 2

four elements of organization design

\-job design

\-organization structure

\-integrating and coordinating workflows

\-organization culture

Job design

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

hackman and oldham job characteristics model

\-skill variety

\-task identity

\-task significance

\-autonomy

\-feedback

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

organizational structure options

\-functional structure

\-divisional structure

\-matrix structure

functional structure

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

divisional structure

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

matrix structure

groups jobs together simultaneously by function and by division

delegation of authority

in incorporated businesses means, ultimate authority for decisions rests with the shareholders

centralized vs decentralized organizational structure

centralized - decisions must be approved by senior executives

decentralized - decisions are delegated to lower levels of management

span of control

broader - more direct reports assigned to a manager

narrower - fewer direct reports

levels of hierarchy

the number of managerial levels between the top and the bottom of the organization

Liasons

individuals appointed with the responsibility to coordinate the activities of their group

task forces

\-made up of members of multiple groups who are assembled to address a specific need for coordination

\-used for handling a single project

cross functional teams

made up of members of multiple groups who are assembled with ongoing responsibility for coordinating activities

integrating roles

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

organization culture

the set of norms, beliefs, and attitudes that are shared by a group of individuals within an organization

Edgar Schein's dimensions and levels of organization culture (dimensions)

content - what is deemed important

consensus - how widely norms are shared across people in the organization

intensity of feelings - how people feel about the importance of the norm

Edgar Schein's dimensions and levels of organization culture (levels)

artifacts - observed things like dress code, physical layout, speech mannerisms, etc.

values - espoused and documented norms

assumptions - underlying and unconscious thoughts of members that determine perceptions

strong vs weak cultures

weak - lack of uniformity and bad

strong - majority of employees share the same norms

Boston Consulting Group's dimensions of culture

\-structured vs flexible

\-controlling vs delegating

\-cautious vs risk permitting

\-thinking vs doing

\-thinking vs doing

\-individualistic vs collaborative

\-internal vs external

boston consulting group 7 levers for moving to target culture

\-leadership

\-people development

\-performance mgmt

\-informal interactions

\-organization design

\-resource and tools

\-values

the agile organization - five trademarks

\-north star embodied across the organization

\-network of empowered teams

\-rapid decision and learning cycles

\-dynamic people model that ignites passion

\-next generation enabling technology

three elements of human resources mgmt

\-strategic human resources mgmt

\-human resources mgmt functional activities

\-human resource related legal compliance

strategic HR mgmt

the identification of current and future talent requirements necessary to support the goals and strat of the org

succession planning

the process of identifying likely candidates for future openings in key positions in the org as well as evaluating each employee's potential for taking an added responsibility

five HRM functional activities

\-recruitment and selection

\-human resource-related legal compliance

\-performance and appraisal and feedback

\-compensation and benefits

\-compensation and benefits

recruitment and selection

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

training and development

training - teaching employees

development - preparing employees to take an additional responsibilities for future roles

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 org

compensation and benefits

-a program and process for providing competitive pay and other incentives to employees in support of the org goals and values

employee benefits

\-includes health insurance, dental insurance, life insurance, vacation time, sick days, etc.

\-help attract and retain employees

employee relations

various programs, services, activities, and communications enacted by the org to foster positive relations between the org and its employees

human resources legal compliance

\-equal employment opportunity

\-compensation and benefits

\-health and safety

equal employment opportunity

\-Civil Rights Act of 1964 : sexual harassment

\-quid pro quo sexual harassment

\-occurs when consent to sexual acts affect job outcomes

hostile work environment sexual harassment

compensation and benefits law

-equal pay act of 1963 (gender)

-family and medical leave act of 1993 (12 weeks unpaid leave)

health and safety laws

-occupational safety and health administration

-occupational safety and health act of 1970 (OSHA)

employee engagement

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

state of mind

-highly positive

-proactive

-appreciative

-supportive

-high self-esteem and satisfaction

positive and productive behavior

-discretionary actions

-self-initiated

-extra effort

employee engagement benefits (for employees)

-high self esteem

-high job satisfaction

-more career success

-better health outcomes

employee engagement benefits (for organization)

-higher shareholder returns

-higher employee productivity

-better customer engagement

-lower employee turnover

employee engagement - key drivers

-leaders

-managers

-culture

-HR practices

employee engagement - leaders

-committed to making their orgs great places to work

-values employees

-link employee's success to the orgs'

-earn trust of employees

employee engagement - managers

-develop good relationships with subordinates

-provide them with meaningful well-designed jobs

-provide recognition and rewards

employee engagement - culture

creating a positive environment based on trust and respect

employee engagement - HR practices

ensures fair performance review processes, fair compensation and benefits, work/life balance policies, etc.

Aon Hewitt's employee behaviors

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

stay - employees have an intense sense of belonging and desire to be part of the org

strive - employees are motivated and exert effort toward success in their job and for the company

Employee engagement - key steps

- define and communicate what employee engagement means

-measure current levels of engagement

-develop action plan

-reward and recognize those involved

performance mgmt

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

performance mgmt principles

-role of leadership

-customer focus

-high performance environment

-fact based mgmt

-relentless improvement

-innovation and renewal

approach to embed performance mgmt into the culture of the org

-role of leadership

-use of experts and training

-use of proven methodologies and tools

performance mgmt key elements

-business process mgmt

-business measurement assessment and evaluation

-business improvement methods and tools

business process mgmt (BPM)

managers use business processes to help them better understand and manage the activities in their org

business measurement assessment and evaluation

managers use measurements and assessments to help them evaluate the performance of their organizations

business improvement methods and tools

managers use proven business improvement methods and tools in order to improve the performance of their org

process maps

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

SIPOC

suppliers, inputs, process, outputs, customers

measure of effectiveness

evaluates whether customer requirements are being met

measure of efficiency

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

balanced scorecard

-financial