Business Management Quiz II (FALL2025)

Organizational Design Consists of:

Organizational Structure, Organizational Chart, and Organizational Design

Organizational Structure

the formal arrangement of jobs within an organization

Organizational Chart

the visual representation of an organization's structure

Organizational Design

creating or changing anorganization's structure

Elements of organizational design

1. Work specialization

2. Departmentalization

3. Chain of command

4. Span of control

5. Centralization/decentralization

6. Formalization

Purposes of Structuring Organizations

- Divides work to be done into specific jobs and departments

- Assigns tasks and responsibilities associated with individual jobs

- Establishes formal lines of authority.

Simple structure

an organizational design with little departmentalization, wide spans of control, centralized authority, and little formalization

Functional structure

an organizational design that groups together similar or related occupational specialties

Divisional structure

an organizational structure made up of separate, semiautonomous units or divisions

Stages of Group Development

1. Forming

2. Storming

3. Norming

4. Performing

5. Adjourning

Forming

people join the group and then define the group's purpose, structure, and leadership

Storming

characterized by intragroup conflict

Norming

characterized by close relationships and cohesiveness

Performing

the group is fully functional and works ongroup task

Adjourning

group members are concerned withwrapping up activities rather than task performance

Group Processes: Conflict Management

- Conflict: perceived incompatible differences that result in interference or opposition

- Traditional view of conflict: the view that all conflict is bad and must be avoideD

- Human Relations view of conflict: the view that conflict is a natural and inevitable outcome in any group

Interactionist View of Conflict

- Interactionist view of conflict: the view that some conflict is necessary for a group to perform effectively

- Functional conflicts: conflicts that support a group's goals and improve its performance

- Dysfunctional conflicts: conflicts that prevent a groupfrom achieving its goals

Psychological Safety

A shared belief held by team members as to whether it is safe to trust each other enough to take risks

DISC Assessment

a behavioral tool that categorizes individuals into four primary styles:

Dominance

Influence

Steadiness

Conscientiousness

Why Human Resource Management is Important

- Significant source of competitive advantage

- Important part of organizational strategies

- The way organizations treat their people can significantly impact performance

Human Resource Management Process

Consists of these interrelated activities: recruitment, selection, training, compensation, and supervision. The goals are to obtain, develop, and retain employees.

quiet quitting

Those who will show up to work and do the minimum required but not much else. Taking a step back from extra work, committees and socialization with coworkers.

The Great Resignation

an ongoing economic trend in which employees have voluntarily resigned from their jobs en masse

MBTI vs DISC

DISC is behavior-focused and often used for team dynamics and communication

MBTI is preference-focused and often used for self-insight and personal development

Value of knowing your MBTI

Personal:

- Guide career decisions

- Introverts may prefer research,

- Extraverts may prefer interacting with other people

- Discover strengths and understand preferences

Professional:

- Improve communication

- Increase team effectiveness

- Increase employee/customer satisfaction

RTO

Recovery Time Objective (RTO): is the maximum acceptable downtime for an business process after a failure

Types of Workplace Connection (CLEAR)

Colleague Connection

- Trust and support between coworkers; collaboration and social support

Leader Connection

- Engagement with leaders; clarity in communication and feedback

Employer Connection

- Alignment work company values; meaningful work contributing to company goals.

Role Connection

- Job clarity and motivation; a sense of purpose/personal advancement.

Colleague Connection

- Encourages collaboration and social support through open and transparent dialogue.

Leader Connection

- Builds trust and engagement when managers provide clear expectations, feedback, and autonomy.

Communications strategies to improve CLEAR

Persuasion skills: skills that enable a person to influence others to change their minds or behavior

Speaking skills: skills that refer to the ability to communicate information and ideas in talking so others will understand

Writing skills: skills that entail communicating effectivelyin text as appropriate for the needs of the audience

Organizational Communications

the process of exchanging information within an organization, and between an organization and its external stakeholders

Communications Model

a framework that breaks down the process of information transfer, including key elements like the sender, message, and receiver

Organizational behavior

the study of the actions of people at work

Goals of from management perspective

Individual behavior:

attitudes, personality, perception, learning, and motivation of individual employees.

Group behavior:

norms, roles, team building, leadership, and conflict among groups of employees at work.

Organizational aspects: structure, culture, and human resource policies and practices at work.

Organizations as an iceberg' metaphor

Employee Behaviors Important to OB

1. Employee productivity: a performance measure of both efficiency and effectiveness

2. Absenteeism: the failure to show up for work

3. Turnover: the voluntary and involuntary permanent withdrawal from an organization

What is EQ?

The ability to identify, use, and understand, and manage emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges, and defuse conflict.

Elements of EQ

Self-awareness: The ability to recognize and understand your own emotions, moods, and how they impact others.

Self-regulation: The ability to control or redirect disruptive impulses and moods and to think before acting.

Motivation: Being driven by internal, personal goals rather than external rewards.

Empathy: The ability to understand the emotional makeup of other people and to treat them according to their emotional reactions.

Social skills: The ability to manage relationships and build networks effectively.

How EQ affects professional performance

- Ability to navigate social complexities in the workplace

- Ability to lead and motivate others

- Ability to accurately read situations and people andr espond appropriately

Strategies for improving EQ

Five key skills are integral to emotional intelligence

Quickly reduce stress

Recognize and manage emotions

Connect with non-verbal communication

Use humor to deal with change

Resolve conflicts positively and confidently