Rutgers Intro to Management Exam #2

Job Design

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

Who created the job characteristics model?

Hackman and Oldham

Job Characteristics Model

to better explain how job design can impact employee satisfaction and job performance

Skill Variety

extent to which a job requires a worker to use a wide range of different abilities and skills

Task Identity

extent to which the job requires the worker to perform all the tasks needed to fully complete the task

Task Significance

extent to which the job requires the lives of other people

Autonomy

the extent to which the employees is allowed to make choices about scheduling and how best to perform tasks

Feedback

extent to which the employees receives clear & direct information on how well they are performing the task

Contingency Factors:

pre-conditions for the model to be predictive

Organizational Structure

the grouping together of jobs into work groups, the delegation of authority & responsibility within the organization & the formal reporting relationships of employees to supervisors

Functional Structure

groups jobs that require similar skills & experience together into a single work group reporting to the leader of the organization

Divisional Structure

groups jobs together with people of diverse skills & experience who collectively focus on either providing specific products or or serving specific groups of customers or serving specific geographic areas

Matrix Structure

groups jobs together simultaneously by function and by division

Delegation of Authority

ultimate authority for decision rests with the shareholders of the business

Centralized Organizational Structure

most decisions are made by the senior executives at the top of the organization

Decentralized Organizational Structure

many decisions are delegated to lower levels of management with those managers accountable for the consequences of their decisions

Span of Control

refers to the number of direct reports assigned to a a manager

Broader the span of control..

more direct reports

Narrower span of control..

fewer direct reports

Levels of Hierarchy

refers to the number of managerial levels between the top and bottom of an organization

Flatter the organization=

fewer hierarchical levels

Taller the organization=

more hierarchical levels

Liaisons

individuals appointed with the responsibility to coordinate the activities of their group with the activities of 1 or more other groups

Task Forces

made up of members of multiple groups who are assembled to address a specific need for coordination (used for developing new product)

Cross Functional Teams

made up of members of multiple groups who are assembled with ongoing responsibility for managing a key activity of the organization

Integrating Roles

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

Dimensions of Culture

content, consensus, intensity of feelings

Levels of Organization Culture

artifacts

values

assumptions

artifacts

includes things that can be observed in the organization

Values

the espoused and documented norms, ideologies, charters, philosophies, that compromise the apparent values of the organization

Assumptions

the underlying, taken-for-granted, & usually unconscious thoughts of members of the organization that determine perceptions, thought processes, feelings and behaviors. ROOT

Weak Organizational Culture

lack of uniformity around the many aspects of culture

Strong Organizational Culture

the majority of employees share the same norms and values

Strategic Human Resources Management

identification of current & future talent requirements necessary to support the goals & strategies of the organization as well as the developments and implementation of the plans & programs to assure the organization recruits, trains, develops, supports, & retains that talent

Succession Planning

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

5 Key Activities Coordinated by the Human Resources (HR) Function

-Recruitment & Selection

-Training and Development

-Performance Appraisal & Feedback

-Compensation and Benefits

-Employee Relations

Recruitment & Selection

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

Training

teaching employees the skills necessary to perform effectively in their current job

Development

preparing employees to take on additional responsibilities for future roles or expanded responsibilities in their current role

Performance Appraisal & Feedback

a process of employee evaluation & communication with the goal of providing timely & beneficial information to the employee and organization , on the value of contributions of the employee to organization as well as identifying opportunities for improving employee performance

Compensation & Benefits

a program & process for providing competitive pay & other incentives to employees in support of the organization's goals, strategy & values

Employee Relations

various programs, services, activities & communications enacted by the organization to foster a positive relationship between the organization & its employees

Quid Pro Quo Sexual Harassment

consent to sexual acts effect job outcomes (getting or keeping job)

Hostile Work Environment Sexual Harassment

unwelcomed sexual behavior creates intimidating workplace

Employee Engagement

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

State of Mind

outlook employees has toward their organization & their jobs

Positive & Productive Actions

employee's actual behavior should be consistent with their positive mindset; including discretionary, self-initiated, extra effort in order to support their organization

Discretionary Effort

going above and beyond the requirements & usual expectations of the job in order to further support the company's success

Key Drivers of Employee Engagement

1. Leaders

2. Managers

3. Culture

4. Human Resource

3. Observable Employee Behaviors (Aon Hewitt)

Say

Stay

Strive

Performance Management

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

Performance Management Principles

-Role of Leadership

- Customer Focus

-High Performance Environment

-Relentless Improvement

- Innovation & Renewal

Role of Leadership

develop & communicate a clear direction for the organization & support that vision by investing in the capabilities necessary to fulfill it

Customer Focus

create superior value for the customers based on an understanding & commitment to economically delivering customer requirements better than competitors

High Performance Environment

use a process-based view of the organization that effectively integrates multiple activities & functions working together to create outstanding results

Relentless Improvement

embrace a commitment to continually do better through use of proven methodologies & tools coordinated by experts trained in managing & delivering successful improvement initiatives

Innovation & Renewal

continually seek creative ideas for transforming & renewing the organization by not only adapting today's best practices, but also by authoring tomorrow's best practices

Business Process Management (BPM)

an underlying framework for understanding the inter-related activities performed in an organizations

Business Measurement, Assessment, & Evaluation

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

Business Improvement Methods & Tools

managers use proven methods & tools to improve the performance of their organizations

Effective Processes

one that delivers outputs that result in obtaining the desired behaviors from the intended uses (customers) of the outputs of that process

Efficient Process

it must be an effective process that also generates an adequate return on the capital employed to operate the process

Process Maps

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

SIPOC

Supplier

Inputs

Process

Outputs

Customers

*always start with "customers" & work backward*

Swimlane

identifies each of the departments involved in a process & depicts what activities they are responsible for completing & where in the overall process flow

Balanced Score

(Kaplan & Norton) provides focus on financial/non-financial objectives described in (4) perspectives:

-financial

-customer

-internal processes

-organizational

Business Assessment

evaluates both business results & how well key business processes are managed

DMAIC

Define, Measure, Analyze, Improve, Control

Leadership

the influence a person over others (followers) as evidence by the follower's motivation, loyalty, & high performance in support of the leader's vision, goals & direction

Leadership Effectiveness

-overall performance of the organization for which the leader is responsible

- satisfaction of the subordinates who report to the leader

Character Traits Leadership Theory

3 traits seem to differentiate people in leadership roles

- physical energy

-high intelligence

-prosocial influence

Charismatic Leadership

influences others through an engaging persuasive & attractive personality

Servant Leadership

builds support from subordinates by proactively supporting them in performing their rules successfully

Transformational Leadership

seeks to make significant change to the organization through espousing the vision, the goals, the plan, & the tasks to move in a new direction; as well as to communicate persuasive rationale for changes, while seeking to like subordinates' identity & self-interest to achievement of the goals in order to gain their support

Strategic Leadership

focuses on the vision & the strategies necessary to fulfill that vision for the organization while persuading subordinates to take the initiative to develop & implement the plans necessary to execute the strategies

Empowerment-Oriented Leadership

enables subordinates by providing them with the resources & authority to autonomously develop & execute plans aligned with the goals of the organization

Transcactional Leadership

uses rewards & punishments & other forms of authoritative power to encourage desired behaviors from subordinates

Contingency Leadership Theory

(Fred E. Fiedler) deals with the leader's situation

Leader-Member (followers) Relations (LMR)

extent to which the followers like, trust, & are loyal to their leader

Task Structure

extent to which the work in performed clear, such that subordinates know what needs to be done and how to accomplish it

Position Power

amount of legitimate, reward, & coercive power a leader has by virtue of his position