MGMT Final
CH 7:
Unfreezing: getting the people affected by change to believe that change is needed
Change intervention: the process used to get workers and managers to change their behaviors and work practices.
Refreezing: supporting and reinforcing new changes so that they stick
Ch 9:
Organizational structure: the vertical and horizontal configuration of departments, authority, and jobs within a company
Departmentalization: subdividing work and workers into separate organizational units responsible for completing a specific task
Functional departmentalization: organizing work and workers into separate units responsible for particular business functions or areas of expertise
Product: organizing work and workers into separate units responsible for producing particular products or services
Customer: organizing work and workers into separate units responsibility for particular kinds of customers
Geographich: for doing business in particular geographic areas
Matrix: A hybrid organizational structure in which two or more forms of departmentalization must often product and functional are used together
Simple Matrix: a form of matrix in which managers in different parts of the matrix negotiate conflict and resource
complex: in which manager in different parts of the matrix report to matrix managers who help them sort out conflicts and problems
Chain of command: the vertical line of authority that clarifies who reports to whom throughout the organization
Unity of command: a management principle that workers should report to just one boss
Line authority: the right to command immediate subordinates in the chain of command
Staff authority: the right to advise and support line managers, but not to command them directly.
Line Function: an activity that contributes directly to creating or selling the company's products
Staff Function: an activity that does not contribute directly to creating or selling the company's products but instead supports line activities.
Centralization of authority: the location of most authority at the upper levels of the organization
Decentralization: the location of significant amount of authority in the lower levels of the organization
Standardization: solving problems by consistently applying the same rules, procedures, and processes
Jobs:
Job enlargement: increasing the number of different task that a worker performs within one particular job
Job enrichment: increasing the number of tasks in a particular job and giving workers the authority and control to make meaningful decision about their work
Interorganizational process: a collection of activities that take place among companies to transform inputs into outputs that customer value
Modular organization: an organization that outsources non core business activities to outside companies, supplies, specialist, or consultants
Virtual organization: an organization that is part of a network in which many companies share skills, costs, capabilities, markets, and customers to collectively solve customer problems or provide specific products or services
Social loafing: behavior in which team member withhold their efforts and fail to perform their share of the work
Ch. 11
Bona fide occupational qualification (BFOQ): an exception in employment law that permits sex, age, religion, and the like to be used when making employment decisions, but only if they are “reasonably necessary to the normal operation of that particular business” BFOQs are strictly monitored by the Equal Employment Opportunity Commision
Hostile work environment: a form of sexual harassment in which unwelcome and demening sexually related behavior creates an intimidatind and offensive work environment
-> Structeder interview: interview in which all applicants are asked the same set of standardized questions, usually including situational, behavioral, backgrounds, and job-knowledge questions.
Downsizing: The planned elimination of jobs in a company
Early retirement incentive programs (ERIPs) programs that offer financial benefits to employers to encourage them to retire early
Phased retirement: employees transition to retirement by working reduced houser covers a period of time before completely retiring
CH: 16
Control: a regulatory process of establishing standards to achieve organizational goals, comparing actual performances giants the standards, and taking corrective action when necessary
Standards: a basis of comparison for measuring the extent which various kinds of organizational performance are satisfactory or unsatisfactory
Benchmarking: the process of identifying outstanding practices, processes, and standards in other companies and adapting them to your company
Cybernetic Control Process:
Set Standards -> Measure performance -> Compare with Standards -> Identify Deviations -> Analyze deviations -> Develop and Implement Program for Corrective Action
Methods to Maintain Control:
Bureaucratic control: the use of hierarchical authority to influence employee behavior by rewarding or punishing employees for compliance or noncompliance with organizational policies, rules, and procedures
Objective control: the use of observable measure of worker behavior or outputs to assess performance and influence behavior
Behavior control: the regulation of the behaviors and actions that worker perform on the job
Output control: The regulation of workers results or output through rewards and incentives
Normative control: the regulation of workers behavior and decision through widely shared values and beliefs
Concertive control: workers behavior through work group values and beliefs
Balanced scorecard: measurement of organizational performance in four equally important areas: finances, customers, internal operations, and innovation and learning
Suboptimization: performance improvement in one part of an org, but only at the expense of decreased performance in another part
Ch. 18:
Productivity: a measure of performance that indicates how many inputs it takes to produce or create an output
Partial productivity: a measure of performance that indicates how much of a particular kind of input it takes to produce an output
ISO 9000: a series of five international standards for chivent consistency in quality management and quality assurance in companies throughout the world
ISO 14000: A series of standards for managing, monitoring, and minimizing an organizational harmful effects on the environment
Make-to-order: a manufacture operation that does not start processing or assembling products until a customer order is received
Assemble-to-order: a manufacturing operation that divides manufacturing processes into separate parts or modules that are combined to create semi customized products
Make-to-stock: a manufacturing operation that orders parts and assemblies standardized products before receiving customer orders
Continuous-flow: a manufacturing operation that process goods at a continuous, rather than a discrete rate
Line-flow: are pre established, occur in a serial or linear manner, and are dedicated to making on type of product
Batch production: goods in large batches in standard lot sizes
Job shops: handle custom orders or small-batch jobs