Term
| A great part of learning to negotiate the politics of a particular office means learning to understand the organization's ____ |
|
Definition
|
|
Term
| a system of shared beliefs and values that develops within an organization and guides the behavior of its members |
|
Definition
| organizational/corporate culture |
|
|
Term
| A culture is the _______ of the company and provides an organization with _____ |
|
Definition
|
|
Term
| What are the four types of organizational culture? |
|
Definition
Clan
Adhocracy
Market
Hierarchy |
|
|
Term
| has an internal focus and values flexability rather than stability and control |
|
Definition
|
|
Term
| A clan culture is a ____ culture that values ______ not _______ |
|
Definition
employee focused
flexability
stability |
|
|
Term
| has an extrenal focus and values flexability |
|
Definition
|
|
Term
| A adhocracy culture is a _______ culture valuing ______ |
|
Definition
|
|
Term
| has a strong external focus and values stability and control |
|
Definition
|
|
Term
| A market culture is a _____ culture valuing ______ over ___ |
|
Definition
competitive
profits
employee satisfaction |
|
|
Term
| has an internal focus and values stability and control over flexability |
|
Definition
|
|
Term
| a hierarchy culture is a _____ culture valuing ___ and ____ |
|
Definition
structured
stability
effectiveness |
|
|
Term
| Organizational culture appears as three layers: |
|
Definition
observable artifacts
espoused values
basic assumptions |
|
|
Term
| physical manifestations of a culture such as manner of dress, awards, myths and stories about the company, rituals and ceremonies, and decorations as well as visible behavior exhibited by managers and employees |
|
Definition
|
|
Term
| the explicitly stated values and norms preferred by an organization |
|
Definition
|
|
Term
| although managers may hope the values they espouse will directly influence employee behavior, they are more influenced by ____ which is ___ |
|
Definition
| enacted values which represent the values and norms actually exhibited in the organization |
|
|
Term
| example of espoused vs. enacted: |
|
Definition
| a sign saying trust in the hallways, yet employees are searched each time they enter the building |
|
|
Term
| not observable, and represent the core values of an organization's culture (the that are taken for granted and, as a result, are highly resistant to change) |
|
Definition
|
|
Term
| How do employees learn culture (4 ways ) |
|
Definition
symbols
stories
heros
rites&rituals |
|
|
Term
| an object, act, quality, or event that conveys meaning to others |
|
Definition
|
|
Term
| a narrative based on true events, which is repeated, and sometimes embellished upon, to emphasize a particular value |
|
Definition
|
|
Term
| a person whose accomplishments embody the values of the organization |
|
Definition
|
|
Term
| the activities and ceremonies, planned and unplanned that celebrate important occasions and acoomplishments in the organization's life |
|
Definition
|
|
Term
| an organizationals culture has four functions: |
|
Definition
organizational identity
collective commitment
social system stability
sense making device |
|
|
Term
| What types of organizational culture can increase an organizations economic performance? (3 perspectives) |
|
Definition
|
|
Term
| assumes that the strength of a corporate culture is related to a firm's long-term financial performance |
|
Definition
|
|
Term
| The strength perspective creates _____ and _______ |
|
Definition
| goal alignment and employee motivation |
|
|
Term
| assumes that an organization culture must align with its business or strategic context |
|
Definition
|
|
Term
| what does a "correct" fit foster? |
|
Definition
| higher financial performance |
|
|
Term
| assumes that the most effective culture help organizations anticipate and adapt to environmental changes |
|
Definition
|
|
Term
Which perspective is accurate?
which perspective had long term financial performance? |
|
Definition
|
|
Term
| eleven ways cultures become inbedded in organizations |
|
Definition
formal statements
slogans and sayings
stories, legends, myths
leader reactions to crises
role modeling, training, coaching
physical design
rewards, titles, promotions and bonuses
organizational gals and performance criteria
measurable and controllable activities
organizational structure
organizational systems and procedures |
|
|
Term
| what are ways to improve the organization's ethical culture? |
|
Definition
behave ethically yourself
screen potential employees
develop a meaningful code of ethics
provide ethics traning
reinforce ethical behvavior
create positions, units, and other structural mechanisms to deal with ethics
create a climate in which whist blowing becomes unnecessary |
|
|
Term
| what are the factors in creating a code of ethics? |
|
Definition
distributed
supported
specific
enforced |
|
|
Term
| occurs when an employee reports a perceived unethical and/or illegal activity to a third party such as government agencies, new media, or public interest groups |
|
Definition
|
|
Term
| The shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees |
|
Definition
|
|
Term
| What are 4 types of corporate cultures? |
|
Definition
networked
communal
fragmented
mercenary |
|
|
Term
high solidarity, high sociability
high solidarity, low sociability
high sociability low solidariy
low sociability low solidarity |
|
Definition
communal
mercenary
networked
fragmented |
|
|
Term
| a culture with values and customs are very different from and usually opposed to those accepted by most of society |
|
Definition
|
|
Term
| a group that has beliefs and behaviors that are different from the main groups within a culture or society |
|
Definition
|
|
Term
| why is culture important? |
|
Definition
determines employee-organization fit
its hard to create and maintain |
|
|
Term
| an employee undergos 3 stages of socializations: |
|
Definition
anticipatory stage
encounter stage
understanding and adaption stage |
|
|
Term
| four approaches to assessing diversity: |
|
Definition
calue in diversity problem solving approach
similarity attraction apporach
surafce level diversity
deep level diversity |
|
|
Term
| what does cultural intelligence include: |
|
Definition
self awareness
flexibility
sensitivity
willingness to learn
willingness to modify behavior |
|
|
Term
| Emphasize communication via spoken and/or written words |
|
Definition
| low context cultural intelligence |
|
|
Term
| Rely on unspoken or situational cues as well as written words in communication |
|
Definition
| high context cultural intelligence |
|
|
Term
| The mistaken belief that a generalization about a culture applies equally to everyone in that culture |
|
Definition
|
|
Term
| An individual’s willingness to report job success or failure regarding expected job outcomes to his or her manager or to other superiors in the chain of command |
|
Definition
|
|
Term
| Four factors of an accountability culture |
|
Definition
1. Expectations are clear to employees
2. Employees perceive that those expectations are credible and reasonable
3. Employees anticipate that positive consequences will follow performance, and
4. Employees anticipate that negative consequences will follow poor performance |
|
|
Term
| the psychological processes that arouse and direct goal-directed behavior |
|
Definition
|
|
Term
| you can not see motivation, it is ____ from ones behavior |
|
Definition
|
|
Term
| people have certain ____ that ______ them to perform specific ____ for which they receive _____ that ______ and satisfy the original need |
|
Definition
needs
motivate
behaviors
rewards
feed back |
|
|
Term
| rewards are of two types.. |
|
Definition
|
|
Term
| satisfaction in the payoff from others |
|
Definition
|
|
Term
| satisfaction in performing the task itself |
|
Definition
|
|
Term
| example of extrinsic reward: |
|
Definition
| you get your satisfaction from receiving the great amount of money buyers pay you for a boat |
|
|
Term
| example of intrinsic reward: |
|
Definition
| it was the best among "the best three months of my life" |
|
|
Term
| In order of importance, you want to motivate people to: |
|
Definition
1. join your organization
2. stay with your organization
3. show up for work at your organization
4. perform better for your organization
5. do extra for your organization |
|
|
Term
| what are the 4 perspectives on motivation? |
|
Definition
content
process
job design
reinforcement |
|
|
Term
| theories that emphasize the needs that motivate people |
|
Definition
| content perspectives; need based perspectives |
|
|
Term
| physiological and psychological deficiencies that arouse behavior |
|
Definition
|
|
Term
| Maslow's Hierarchy of Needs Theory: |
|
Definition
physiological
safety
love
esteem
self-actualization |
|
|
Term
|
Definition
physiological-food,clothing,shelter and comfort
safety-physical safety and emotional security
love-love, friendship, affection
esteem-self respect, status, reputation, recognition, self-confidence
self-actualization-selffufillment |
|
|
Term
|
Definition
Existence needs
relatedness needs
growth needs |
|
|
Term
| the desire for physiological and material well-being |
|
Definition
|
|
Term
| the desire to have meaningful relationships with people who are significant to us |
|
Definition
|
|
Term
| desire to grow as human beings and to use our abilities to their fullest potential |
|
Definition
|
|
Term
| what is the frustration-regression component |
|
Definition
| if you can't satisfy higher level needs, such as growth, satisfy lower level needs like existence needs |
|
|
Term
| McClelland's Acquired need Theory |
|
Definition
| achievement, affiliation and power |
|
|
Term
| "I need to excel at tasks" |
|
Definition
|
|
Term
| "I need close relationships" |
|
Definition
|
|
Term
| "I need to control others" |
|
Definition
|
|
Term
| What does Herzberg's two factor theory? |
|
Definition
| that work satisdaction and dissatisfaction arise from two different factors-work satisfaction and motivating factors and work satisfaction from hygiene factors |
|
|
Term
| the hygeine factors are the ____ needs and the motivating factors are the ____ needs |
|
Definition
|
|
Term
| what are some examples of hygeine factors? |
|
Definition
| salary, working conditions, interpersonal relationships, and company policy |
|
|
Term
| what are some examples of motivating factors? |
|
Definition
| achievement, recognition, responsibility, and advancement |
|
|
Term
| are concerned with thought process by which people decide how to act |
|
Definition
|
|
Term
| what are the three process perspectives on motivation? |
|
Definition
equity theory
expectancy theory
goal setting theory |
|
|
Term
| focuses on employee perceptions as to how fairly they think they are being treated compared to others |
|
Definition
|
|
Term
| what are the key elements in the equity theory? |
|
Definition
| inputs, outputs and comparisons |
|
|
Term
|
Definition
what do you think you're putting into the job:
time, effort, training, experience, intelligence, creativity, seniority, status |
|
|
Term
|
Definition
what do you think you're getting out of the job?
pay, benefits, praise recognition, bonuses, promotions, status perquisites |
|
|
Term
|
Definition
| compare the ratio of their own outcomes to inputs against the ratio of someone else's outcome to inputs |
|
|
Term
| what are ways the employees reduce inequity? |
|
Definition
they will reduce their inputs
they will try to change the outputs or rewards they receive
they will distort the inequity
they will change the object of comparison
they will leave the situation |
|
|
Term
| what are things that managers can do establish the equity theory? |
|
Definition
employee perceptions are what count
employee participation helps
having an appeal process helps |
|
|
Term
| what is the expectancy theory? (2 things motivated by) |
|
Definition
1. how much they want something
2 how likely think think they are to get it |
|
|
Term
| you motivation according to expectancy theory, involves the relationship between your ____, your _____, and the desirability of the _____ of your performance. |
|
Definition
effort
performance
outcomes |
|
|
Term
| what are the three elements that affect this relationship? |
|
Definition
expectancy
instrumentality
valence |
|
|
Term
| the belief that a particular level of effort will lead to a particular level of performance |
|
Definition
|
|
Term
| the expectation that successful performance of the task will lead to the outcome desired |
|
Definition
|
|
Term
| the importance a worker assigns to the possible outcome or reward |
|
Definition
|
|
Term
| you believe that your efforts will matter |
|
Definition
|
|
Term
| you believe if you can achieve your goals, the outcome will be worthwhile |
|
Definition
|
|
Term
| if any element is low, you will not be motivated |
|
Definition
|
|
Term
| how should employees make sure they are motivated? |
|
Definition
what rewards do your employees value
what are the job objectives and the performance level you desire
are the rewards linked to performance
do employees believe you will delver the right rewards for the right performance |
|
|
Term
| what is the goal setting theory? |
|
Definition
| suggests that employees can be motivated by goals that are specific and challenging but acheivable |
|
|
Term
|
Definition
| an objective that a person is trying to accomplish through his or her efforts |
|
|
Term
| goals must be ____, _____ and ______ |
|
Definition
| specific, challenging and achievable |
|
|
Term
| what is job design? ( 2 things) |
|
Definition
1. the division of an organizations work among its employees
2. the application of motivational theories to jobs to increase satisfaction and performance |
|
|
Term
| what are the two different approches to job design? |
|
Definition
traditional way-fitting people to jobs
modern way-fitting jobs to people |
|
|
Term
| the process of reducing the number of tasks a worker performs |
|
Definition
|
|
Term
| what are two techniques for this type of job design? |
|
Definition
job enlargement
job enrichment |
|
|
Term
|
Definition
| increasing tasks in a job to increase variety and motivation |
|
|
Term
|
Definition
| consists of building into a job such as motivating factors as responsibility, achievement, recognition, stimulating work, and advancement |
|
|
Term
| what does the job characteristics model consist of? |
|
Definition
5 core job characteristics
three psychological states
work outcomes |
|
|
Term
| what are the five core job characteristics? |
|
Definition
skill variety
task identity
task significance
autonomy
feedback |
|
|
Term
| what are 3 major steps to follow when applying the job characteristics model? |
|
Definition
diagnose the work environment to see whether a problem exists
determine whether the job redesign is appropriate
consider how to redesign the job |
|
|
Term
| attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated |
|
Definition
|
|
Term
| anything that causes a given behavior to be repeated or inhibited |
|
Definition
|
|
Term
| what are four types of reinforcement? |
|
Definition
positive
negative
extinction
punishment |
|
|
Term
| the use of positive consequences to encourage desirable behavior |
|
Definition
|
|
Term
| the removal of unpleasant consequences following a desired behavior |
|
Definition
|
|
Term
| the withholding or withdrawal of positive rewards for desirable behavior, so that the behavior is less likely to occur in the future |
|
Definition
|
|
Term
| the application of negative consequences to stop or change undesirable behavior |
|
Definition
|
|
Term
| ways of positive reinforcement |
|
Definition
reward only desirable behavior
give rewards as soon as possible
be clear about what behavior is desired
have different rewards and recognize individual differences |
|
|
Term
|
Definition
punish only undesirable behavior
give reprimands or disciplinary actions as soon as possible
be clear about what behavior is undesirable
administer punishment in private
combine punishment and positive reinforcement |
|
|
Term
| True or False: It is easier to find gratifation for work in the information age |
|
Definition
|
|
Term
| heightened emotional connection that an employee feels for his or her organization, which influences him or her to exert greater discretionary effort in his or her work |
|
Definition
|
|
Term
| what are popular incentives for compensation plans? |
|
Definition
pay for performance
bonuses
profit sharing
gainsharing
stock options
pay for knowledge |
|
|
Term
| what are pay for performance methods? |
|
Definition
piece rate-employees are paid according to how much output they produce
sales commission-sales representatives are paid a percentage of the earnings the company made from their sales |
|
|
Term
| what are nonmonetary ways of motivating employees? |
|
Definition
the need for work-ife balance
the need to expand skills
the need to matter |
|
|
Term
| what are other incentives to follow to motivate? |
|
Definition
throughfulness
work-life benefits
surrounds
skill-building and educational oppertunities
sabbaticals |
|
|
Term
| a system of consiously coordinated activities or forces of two or more people |
|
Definition
|
|
Term
| what are three types of organizations? |
|
Definition
for-profit organizations
nonprofit organizations
mutual-benefit organizations |
|
|
Term
| formed to make money, or profits, by offering products or services |
|
Definition
|
|
Term
| formed to offer services to some clients, not to make a profit |
|
Definition
|
|
Term
| voluntary collectives whose purpose is to advance members' interests |
|
Definition
| mutual-benefit organizations |
|
|
Term
| a box-and-lines illustration showing the formal lines of authority and the organization's official positions or work specializations |
|
Definition
|
|
Term
| what do organization charts reveal about an organization? |
|
Definition
1. vertical heirarchy of authority-who reports to whom
2. the horizontal specialization-who specializes in that work |
|
|
Term
| common elements of organizations purposed to be edgar schein (4) |
|
Definition
common purpose
coordinated effort
divisions of labor
hierachy of authority |
|
|
Term
| unifies employees or members and gives everyone an understanding of an organization's reason for being |
|
Definition
|
|
Term
| the coordination of individual efforts into a group or organization-wide effort |
|
Definition
|
|
Term
| the arrangement of having discrete parts of a task done by different people |
|
Definition
| division of labor/work specialization |
|
|
Term
| control mechanism for making sure the right people do the right things at the right time |
|
Definition
| hierarchy of authority/chain of command |
|
|
Term
| an employee should report to no more than one manager |
|
Definition
|
|
Term
| refers to the number of people reporting firectly to a given manager |
|
Definition
|
|
Term
| what are the two types of span of control? |
|
Definition
narrow-limited people reporting
wide-several people reporting |
|
|
Term
| refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources |
|
Definition
|
|
Term
| managers must report and justify work results to the managers above them |
|
Definition
|
|
Term
| the obligation that you have to perform the tasks assigned to you |
|
Definition
|
|
Term
| it is a faulty job design when managers are given too much ______ and not enough _______ |
|
Definition
|
|
Term
| the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy |
|
Definition
|
|
Term
| have authority to make decisions and usually have people reporting to them |
|
Definition
line managers
ex: president, vp, head of accounting |
|
|
Term
| have authority functions; they provide advice, recommendations, and research to line managers |
|
Definition
staff personnel
ex: specialists, special advisors, legal counsels |
|
|
Term
| important decisions are made by higher level mangers |
|
Definition
|
|
Term
| important decisions are made by middle-level and supervisory-level managers |
|
Definition
|
|
Term
| types of structures of organizations? |
|
Definition
simple
functional
divisional
matrix
team-based
network
modular |
|
|
Term
| has authority centralized in a single person, a flat hierarchy, few rules, and low work specialization |
|
Definition
|
|
Term
| people with similar occupational specialities are put together in formal groups |
|
Definition
|
|
Term
| people with diverse occupational specialties are put together in formal groups by similar products or services, customers or clients, or geographic regions |
|
Definition
|
|
Term
| group activities around similar products or services |
|
Definition
|
|
Term
| tend to group activities around common customers or clients |
|
Definition
|
|
Term
| group activities around defined regional locations |
|
Definition
|
|
Term
| an organization combines functional and divisional chains of command in a grid so that there are two command structures-vertical and horizontal |
|
Definition
|
|
Term
| teams, or workgroups, either temporary or permanent, are used to improve horizontal relations and solve problems throughout the organization |
|
Definition
|
|
Term
| the organization has a central core that is linked to outside independent firms by computer connections, which are used to operate as if all were a single organization |
|
Definition
|
|
Term
| a firm assembles product chunks, or modules, provided by outside contractors |
|
Definition
|
|
Term
| the process of fitting the organization to its environment is called |
|
Definition
|
|
Term
| what should managers consider when designing the best kind of organization |
|
Definition
environment
size
technology
life cycle |
|
|
Term
| what is the difference in a mechanistic organization and an organic organization? |
|
Definition
mechanic-authority is centralized
organic-authority is decentralized |
|
|
Term
| the tendency of the parts of an organization to disperse and fragment |
|
Definition
|
|
Term
| the tendency of the parts of an organization to draw together to achieve a common purpose |
|
Definition
|
|
Term
| meausred by the number of full time employees |
|
Definition
|
|
Term
| four stages in the life of an organization |
|
Definition
birth stage
youth stage
midlife stage
maturity stage |
|
|
