Term
|
Definition
| research findings attributed to the act of conducting research |
|
|
Term
| Informal Authority System |
|
Definition
| a shadow system used by employees |
|
|
Term
| Mayo Finding: ______________ are far less effective than originally supposed—________ __________ vital. |
|
Definition
| Material incentives; peer acceptance |
|
|
Term
| Determining the _______________ is less significant in predicting actual output than ________________________ |
|
Definition
| amount of work an individual can do; determining the amount of work the group believes proper |
|
|
Term
| Learning to communicate with the _____ _______ of a group may be more important than ________ ____________ ________. |
|
Definition
| informal authority; communicating with individuals |
|
|
Term
| 2. Ignoring ______; failure to______ ______ about change; or______ _____ of change leads to organizational decline or even organizational death. |
|
Definition
| change; process information; late adoption |
|
|
Term
| Trist studies came from _______ |
|
Definition
|
|
Term
| _____ and ______ change can have a great impact on individual and group behavior. |
|
Definition
|
|
Term
|
Definition
theory of authority structures |
|
|
Term
| differentiate between power and authority. |
|
Definition
Power = force
authority = comply |
|
|
Term
| legitimate authority system |
|
Definition
| you go to work and follow orders because it is a legitimate thing to do. |
|
|
Term
| Weber’s leadership/authority types: |
|
Definition
a. charismatic (personality)
b. traditional (custom)
c. rational legal (modern) |
|
|
Term
|
Definition
| Based on Monarchies. Family/heir succeeds the current leader, usually not as able to do well |
|
|
Term
|
Definition
| Systematic. Beaurecratic model. Depts. take care of the individual needs by having a qaulified person fill in the holes. |
|
|
Term
|
Definition
| Problem arises when they leave. Can be very good for the org but then org can stuggle after they leave. |
|
|
Term
| Alvin Gouldner Organizational types |
|
Definition
| Mock, Representative, & Punishment Centered bureaucracies |
|
|
Term
|
Definition
| Has features of a bur., but people in org don't trust the rules. There is prestige in breaking the rules. |
|
|
Term
| Representative Bureaucracy |
|
Definition
| Both workers and mgmt have ownership of the rules because they help construct them |
|
|
Term
| Punishment Centered Bureaucracy |
|
Definition
| One side always watched other side constantly. Contracts are important. If a contract is broken, there will be punishment for someone. |
|
|
Term
| Gouldner’s Cosmopolitans v. Locals in organizational bureaucracy. |
|
Definition
Cosmopolitan: Change orgs on a regular basis. No true loyalty to one company. They are a 'vfx artist' or an 'editor', not a company man. Bring in new ideas, have more connections
Local: Stay at same company for long time. Sense of loyalty to company and they expect something in return. |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| Symbolic power. You can manipulate symbols such as religion does. Create sense of belonging. |
|
|
Term
| Etzione Involvement : Aleinative |
|
Definition
| - subordinates find way to subvert |
|
|
Term
|
Definition
| Get paid & respond. Calculate how much work is appropriate. |
|
|
Term
| Tom Burns - mechanistic organizations |
|
Definition
tend to have rigid bureaucratic forms; highly
formal and vertical communication patterns—Organic the opposite.
|
|
|
Term
| echanistic organization try to cope with problems by: |
|
Definition
referring problems to
specialist or superior; creating more departments or branches to solve the problem;
or create a committee system, |
|
|
Term
| Burns Authority Systems - power bases: |
|
Definition
formal authority system (official);
cooperative system (persons working
together for common goals);
political system (informal power/influence not on the
“official” table of command).
|
|
|
Term
|
Definition
“One size does not fit all!” |
|
|
Term
| Woodward three categories of production systems: |
|
Definition
Unit and small batch;
Large batch and mass production;
Process Production |
|
|
Term
|
Definition
| (custom orders, prototypes, large equipment in stages & small batches [production runs]). |
|
|
Term
| b. Large batch and Mass production: |
|
Definition
| large runs/numbers, use assembly lines & mass production. |
|
|
Term
|
Definition
| continuous flow, chemicals, liquids, etc. |
|
|
Term
| FW Taylor - Frederick Winslow Taylor |
|
Definition
| "Father of Scientific Mgmt" |
|
|
Term
| Why is there so much antagonism between laborers and mgmt? |
|
Definition
- Increased output = unemployment
- Defective mgmt systems lead workers to adopt protective measures
- Inefficient, rule of thumb, effort wasting means of doing work lead to constant complaints, back-biting, and finger pointing.
|
|
|
Term
Taylors Principles of Mgmt
1. Development of a _______ ________ _______ |
|
Definition
|
|
Term
Taylors Principles of Mgmt
2. Scientific selection and ________ _________of the worker |
|
Definition
|
|
Term
Taylors Principles of Mgmt
3. Bring together_______ _______ ________and the scientifically selected worker |
|
Definition
|
|
Term
Taylors Principles of Mgmt
4. Constant and intimate cooperation of _______ _________ _______ |
|
Definition
|
|
Term
Failures of Taylorism
1. Workers______ ___ _______ |
|
Definition
|
|
Term
Failures of Taylorism
2. Concept of______ _____never fully applied |
|
Definition
unlimited wages; (artificial salary ceilings - point where you can't make any more money in current position)
|
|
|
Term
Failures of Taylorism
4. Mgmt raised level of ________ |
|
Definition
|
|
Term
|
Definition
| "Father of Modern Mgmt principles" |
|
|
Term
| Mary Parker Follet asked: |
|
Definition
| "What do you want men to do and how do you scientifically control and guide man's conduct in work and social relations?" |
|
|
Term
Follet's Principles of Mgmt
- Coordination by direct contact. |
|
Definition
(Horizontal comm as important as vertical chains of command)
|
|
|
Term
Follet's Principles of Mgmt
- Coordination in early stages |
|
Definition
Don't just bring people in after a decision has been made)
|
|
|
Term
Follet's Principles of Mgmt
- Coordination as the 'reciprocal relating' of all factors in a situation |
|
Definition
(Edsel mistake, you have to check with everyone on what is possible/what works well)
|
|
|
Term
Follet's Principles of Mgmt
- Coordinating as a continuing process |
|
Definition
(Authority and responsibility should derive from the actual functions to be performed)
|
|
|
Term
|
Definition
|
|
Term
|
Definition
| Work expands to fill the time available for its completion |
|
|
Term
|
Definition
| "an official wants to multiply subordinates, not rivals" |
|
|
Term
|
Definition
| "officials make work for each other" |
|
|
Term
|
Definition
"Time spent on any item on the agenda will be in inverse proportion to the amount of money involved."
Agenda involves $10 million upgrade to nuclear facility & $200 to fix roof on bike shed. Ten million passed very easily, argued all night about $200. Problem is no one knows how nuclear reactor works, so no one will enter debate about a nuclear reactor. |
|
|
Term
| - Self Induced "injelitis": |
|
Definition
| Arrival of an admin who is second rate combining both incompetence and jealousy. This person hires third rate and fourth rate staff so as to not create rivals. |
|
|
Term
|
Definition
| Too much concern for physical accouterments and not enough concern for core business. |
|
|
Term
Laurence J. Peter
Peter Principle |
|
Definition
| - Given enough time and promotion levels, every individual will rise to his/her level of incompetence |
|
|
Term
|
Definition
| A person reaches his highest level - Promotion quotient is zero |
|
|
Term
|
Definition
- Research uncovered new info regarding human behavior
- Reaction to mechanistic, sometimes inhumane managerial approaches.
|
|
|
Term
| Characteristic of Positive Climate |
|
Definition
- Supportiveness
- Participation
- Trust, confidence, credibility
- Openness and candor
- emphasis on high performance goals (connect quality with goals & communicate goals)
|
|
|
Term
| Mayo Finding - Artificial restriction of output: |
|
Definition
| Only put out how much you ask them to. Won't do more than the expected work because then more becomes the new standard. |
|
|
Term
| Informal authority control system: |
|
Definition
| Control by workers. Conflict between formal system and the informal system. |
|
|
Term
|
Definition
| is untrue. Workers won't fight each other to get to something |
|
|
Term
| Logic of sentiment vs logic of cost: |
|
Definition
| Workers go based off of sentiment vs the logic of a business decision. Relate more to workers, they don't like being a bunch of numbers |
|
|
Term
|
Definition
The Human Side of Enterprise
|
|
|
Term
|
Definition
| People will avoid work. People must be coerced, controlled, directed, threatened. This is old and passe. |
|
|
Term
|
Definition
| Work is natural as play, satisfying. External control is not the only means to obtain effort. |
|
|
Term
Rensis Likert
Four Systems of Management |
|
Definition
1. Exploitive Authoritative
2. Benevolent Authoritative
3. Consultative (rewards, some punishments, some involvement, mostly vertical comm)
4. Participative (Group sharing, group mgmt, common goal setting
|
|
|
Term
Chris Argyris
- Problem with org settings is that they____________________________________________ |
|
Definition
keep the individual from realizing their full potential.
|
|
|
Term
| James A. Lee: Humanistic Ideas are things that work well in____________________________ |
|
Definition
| vanguard (new tech) industries. Doesn't work as well in blue collar setting |
|
|
Term
| - L. Berkowitz: Throwback to 1800's ___________. |
|
Definition
| noble savage; Have to bring civilization to the savages. |
|
|
Term
| - Hall & Nougaim: Measuring ___________ is difficult. |
|
Definition
| self-actualization; Motivations change over time. |
|
|
Term
| Specific Purpose Sentence (SPS): |
|
Definition
| A statement of the exact audience response desired (what the audience will get out of the experience—not what you are going to do). |
|
|
Term
| Central Ideas Statement (CIS): |
|
Definition
| A statement of the major ideas to be found in the speech, i.e., the main ideas (I, II, III, & IV) of the speech body. |
|
|
Term
| Listening Falloff : ____% in one day, ____% in one week |
|
Definition
|
|
Term
|
Definition
| Verbal or symbol (we construct its meaning) |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Direct or corresponding connection between the nonverbal expression and its meaning (loud voice = excitement) |
|
|
Term
|
Definition
Based on "machine metaphor."
How can comm be measured? |
|
|
Term
|
Definition
| who talks to whom through which channel with what result? |
|
|
