MAN 3025 Exam 2 UCF

Job Specialization

The degree to which the overall task of the organization is broken down and divided into smaller component parts

job rotation

An alternative to job specialization that involves systematically moving employees from one job to another

job enlargement

An alternative to job specialization that increases the total number of tasks that workers perform

job enrichment

An alternative to job specialization that attempts to increase both the number of tasks a worker does and the control the worker has over the job

job characteristics approach

An alternative to job specialization that suggests that jobs should be diagnosed and improved along five core dimensions, taking into account both the work system and employee preferences

work teams

An alternative to job specialization that allows an entire group to design the work system it will use to perform an interrelated set of tasks

Departmentalization

the process of grouping jobs according to some logical arrangement

Functional Departmentalization

grouping jobs involving the same or similar activities

Product Departmentalization

grouping activities around products or product groups

Customer Departmentalization

Grouping activities to respond to and interact with specific customers or customer groups

Location Departmentalization

grouping jobs on the basis of defined geographic sites or areas

chain of command

a clear and distinct line of authority among the positions in an organization

span of management

the number of people who report to a particular manager

authority

power that has been legitimized by the organization

Delegation

the process by which managers assign a portion of their total workload to others

Decentralization

The process of systematically delegating power and authority throughout the organization to middle and lower-level managers

Centralization

The process of systematically retaining power and authority in the hands of higher-level managers

Coordination

the process of linking the activities of the various departments of the organization

pooled interdependence

When units operate with little interaction; their output is pooled at the organizational level

sequential interdependence

when the output of one unit becomes the input for another in sequential fashion

reciprocal interdependence

when activities flow both ways between units

Bureaucracy

A model of organization design based on a legitimate and formal system of authority

situational view of organization design

based on the assumption that the optimal design for any given organization depends on a set of relevant situational factors

Technology

conversion process used to transform inputs into outputs

mechanistic organization

Similar to the bureaucratic model, most frequently found in stable environments

organic organization

very flexible and informal model of organization design, most often found in unstable and unpredictable environments

Differentiation

extent to which the organization is broken down into subunits

Integration

degree to which the various subunits must work together in a coordinated fashion

organizational size

total number of full-time or full-time-equivalent employees

organizational life cycle

progression through which organizations evolve as they grow and mature

Functional Design

based on the functional approach to departmentalization

conglomerate design

used by an organization made up of a set of unrelated businesses

divisional design

based on multiple businesses in related areas operating within a larger organizational framework

matrix design

based on two overlapping bases of departmentalization

team organization

An approach to organization design that relies almost exclusively on project-type teams, with little or no underlying hierarchy

virtual organization

one that has little or no formal structure

learning organization

one that works to facilitate the lifelong learning and personal development of all its employees while continually transforming itself to respond to changing demands and needs

Organizational change

any substantive modification to some part of the organization

planned change

change that is designed and implemented in an orderly and timely fashion in anticipation of future events

reactive change

a piecemeal response to circumstances as they develop

Enterprise Resource Planning (ERP)

A large-scale information system for integrating and synchronizing the many activities in the extended enterprise

business process change

the radical redesign of all aspects of a business to achieve major gains in cost, service, or time

organizational development (OD)

an effort that is planned, organization-wide, and managed from the top, intended to increase organizational effectiveness and health through planned interventions in the organization's process, using behavioral science knowledge

innovation

the managed effort of an organization to develop new products or services or new uses for existing products or services

radical innovations

a new product, service, or technology that completely replaces an existing one

incremental innovations

a new product, service, or technology that modifies an existing one

technical innovations

A change in the appearance or performance of products or services or of the physical processes through which a product or service passes

managerial innovations

a change in the management process in an organization

product innovations

A change in the physical characteristics or performance of an existing product or service or the creation of a new product or service

process innovations

a change in the way a product or service is manufactured, created, or distributed

Intrapreneurs

Similar to entrepreneurs except that they develop new businesses in the context of a large organization

Human Resource Management (HRM)

set of organizational activities directed at attracting, developing, and maintaining an effective workforce

human capital

reflects the organization's investment in attracting, retaining, and motivating an effective workforce

Title VII of the Civil Rights Act of 1964

Forbids discrimination on the basis of sex, race, color, religion, or national origin in all areas of the employment relationship

adverse impact

when minority group members pass a selection standard at a rate less than 80% of the pass rate of majority group members

Equal Employment Opportunity Commission

Federal agency charged with enforcing Title VII of the Civil Rights Act of 1964

Age Discrimination in Employment Act

outlaws discrimination against people older than age 40; passed in 1967, amended in 1978 and 1986

Affirmative Action

Intentionally seeking and hiring qualified or qualifiable employees from racial, sexual, and ethnic groups that are underrepresented in the organization

Americans with Disabilities Act

Prohibits discrimination against people with disabilities

Civil Rights Act of 1991

Amends the original Civil Rights Act, making it easier to bring discrimination lawsuits while also limiting punitive damages

Fair Labor Standards Act

Sets a minimum wage and requires overtime pay for work in excess of 40 hours per week; passed in 1938 and amended frequently since then

Equal Pay Act of 1963

Requires that men and women be paid the same amount for doing the same job

Employee Retirement Income Security Act of 1974 (ERISA)

regulates how organizations manage their pension funds

Family and Medical Leave Act of 1993 (FMLA)

requires employers to provide up to 12 weeks of unpaid leave for family and medical emergencies

National Labor Relations Act

Passed in 1935 to set up procedures for employees to vote on whether to have a union; also known as the Wagner Act

National Labor Relations Board (NLRB)

Established by the Wagner Act to enforce its provisions

Labor Management Relations Act

Passed in 1947 to limit union power; also known as the Taft-Hartley Act

Occupational Safety and Health Act of 1970

Directly mandates the provision of safe working conditions

employment at will

A traditional view of the workplace that says organizations can fire their employees for whatever reason they want; recent court judgments are limiting employment-at-will

job analyisis

a systematized procedure for collecting and recording information about jobs within an organization

replacement chart

Lists each important managerial position in the organization, who occupies it, how long he or she will probably remain in the position, and who is or will be a qualified replacement

employee information system

Contains information on each employee's education, skills, experience, and career aspirations; usually computerized

recruiting

The process of attracting individuals to apply for jobs that are open

internal recruiting

Considering current employees as applicants for higher-level jobs in the organization

external recruiting

Getting people from outside the organization to apply for jobs

Realistic Job Preview (RJP)

Provides the applicant with a real picture of what performing the job that the organization is trying to fill would be like

Validation

Determining the extent to which a selection device is really predictive of future job performance

training

teaching operational or technical employees how to do the job for which they were hired

development

teaching managers and professionals the skills needed for both present and future jobs

performance appraisal

A formal assessment of how well an employee is doing his or her job

Behaviorally Anchored Rating Scale (BARS)

A sophisticated rating method in which supervisors construct a rating scale associated with behavioral anchors

360-degree feedback

Performance appraisal of managers done by their boss, peers, and subordinates

compensation

the financial remuneration given by the organization to its employees in exchange for their work

job evaluation

an attempt to assess the worth of each job relative to other jobs

Benefits

things of value other than compensation that an organization provides to its workers

labor relations

process of dealing with employees who are represented by a union

collective bargaining

The process of agreeing on a satisfactory labor contract between management and a union

grievance procedure

The means by which a labor contract is enforced

knowledge workers

Workers whose contributions to an organization are based on what they know

psychological contract

the overall set of expectations help by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return

contributions

What the individual provides to the organization

inducements

what the organization provides to the individual

person-job fit

the extent to which the contributions made by the individual match the inducements offered by the organization

individual differences

personal attributes that vary from one person to another

Personality

the relatively permanent set of psychological and behavioral attributes that distinguish one person from another

Big Five Personality Traits

A popular personality framework based on five key traits

Agreeableness

a person's ability to get along with others

Conscientiousness

the number of things a person can effectively work on at one time

Neuroticism

extent to which a person is poised, calm, resilient, and secure

Extraversion

a person's comfort level with relationships