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| a set of people coordinating their activities in pursuit of goals |
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| focus on achieving internal fit leads to periods of stability |
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| The practice of planning, structuring, leading, and controlling the activities of an organization |
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| untertaking parnership and pooling resources and core competencies |
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| change that affects the way people conduct their lives and social norms |
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| offering products with a unique selling proposition meant to appeal to consumers because such offering were not available elsewhere. |
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| organizational reorientation |
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| calculated simultaneous readjustment of many of hte elements of strategy, work, people, informal, and formal structures to improve fit internally of externally. |
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| managerial choices that formalize the patterns of interaction between people and tasks |
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| Systematic process of collecting and interpreting information on work related activities |
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| experienced meaningfulness |
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experienced meaningfulness
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task identity |
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| workers are involved in all tasks of a job from beginning to end of production process |
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experienced meaningfulness
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skill variety |
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Definition
| emplyee's use of multiple abilities to complete a job |
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experienced meaningfulness
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task significance |
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| workers feel the task is meaningful to the organization |
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| experienced responsibility |
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experienced responsibility
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autonomy |
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| freedom to schedule tasks and carry them out |
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knowledge of results
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feedback |
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| worker gets direct information about how well the job is done |
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| taylorism/scientific management |
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| Emphasized specialization (narrow set of tasks), match people to jobs, production focused |
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| degree to which workers in an organization depend on each other to accomplish their own tasks at hand as well as the goals the organization |
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| branches operate independently and all funnel information to headquarters |
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| sequential interdependence |
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| serial steps in a process where information is passed from one person to another in one direction only |
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| recriprocal interdependence |
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| information is shared in every direction among all people |
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| characteristics of individual members of the organization including their personalities, motivations, skills, demographic characteristics |
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| selection ratio for one sensitive diversity group less than 80% of selection ratio of another group |
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easily observable individual characteristics
no evidence of this diversity impacting performance/viability from our survey! |
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underlying, differences hard to observe, such as personality, background, beliefs, and attitudes, that often lead to conflict or lack of cohesion
no evidence of this diversity impacting performance/viability from our survey! |
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| managers rate subordinates like themselves higher |
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| individuals of higher perceived status (social, educational, etc) rated higher |
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| personality different from stereotypical image of role is rated more extremely |
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people’s perception of fairness of outcome in proportion to inputs
Equity exists when outcome/input ratio is perceived to be equal to referent’s ratio |
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| Valency, Instrumentality, and Expectancy Theory |
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| perception about effort will result in performance |
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| perception about the extent to which performance will result in attaining desired outcomes |
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| desirability of outcomes available |
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learned needs
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Achievement |
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Definition
| desire to excel, motivated by challenge, responsibility, and feedback |
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Definition
| desire to influence and control others, persuade and prevail. motivated by responsibility for whole tasks and influence decision making |
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Learned Needs
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Affiliation |
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Definition
| desire to be liked, sense of belonging and certainty. motivate by including in a team, provide support and recognition, and mentor others |
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Definition
recruiting and selecting
training and development
goal setting, performance appraisal, and feedback
pay and benefits |
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| stanley milgram experiment |
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Definition
obedience to authority
shocks person in other room - ordinary people can become agents of destructive processes due to obedience to authority against their moral imperatives |
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roles
roles are internalized illustrates power of socialization |
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Definition
varied experiences can improve managerial decision making through broader range of ideas, different approaches, and different knowledge about hetergeneous customers
Increase retention of valued organizational members
expected/required by other firms |
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| arguments against diversity |
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Definition
| increased cost of conflict due to differing opinions |
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| pattern of basic assumptions, values, and beliefs |
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| Bulls eye model of Culture |
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Artifacts/behavior
values/norms
basic assumptions |
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Attraction
Selection
Attrition |
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Definition
| people attracted to places they fit |
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| organization select people with attributes they want |
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Definition
| errors in selection are corrected by firing/quitting of workers misfit to job or organization |
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Definition
top down, formal and informal ways of communicating the norms, values, and beliefs of an organization and driving towards homogeneity
Prearrival
encounter
metamorphosis |
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Definition
| having the knowledge, skills, and abilities that the job requires |
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Definition
| values, beliefs, and abilities congruent to organization's |
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Definition
interchangeable parts leading to high level of achievement ??
changing environments |
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| seeks loyal, committed members |
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Definition
| hires experts and make slow climb up |
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| focused on reviving, reversing fortunes of a sagging company |
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| free acting, collective norms and common identity |
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| group AND complementary skills, committed, shared goals, and mutually accountable |
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Definition
| Input - Processes - Output |
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Definition
Extraversion - Predict leadership
Conscientiousness - strong predictor of individual performance
Agreeableness
Neuroticism
Openness |
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Term
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Definition
| cohesive group's blind unwillingness to consider alternatives due to too much cohesion and agreement |
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shared belief that it is safe for individuals to speak up and make mistakes
supported in survey data! |
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Definition
Individual Satisfaction
viability
performance |
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outputs
individual satisfaction |
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Definition
| there is group and satisfaction of individual members |
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Definition
| team can work again in the future |
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| output has quantity and quality standards |
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Term
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| Forming Storming Norming Performing Adjourning |
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Definition
10+
Adv: resources or division of labor
Dis: risk of freeriding or low cohesion |
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Definition
9-
Adv: better interaction/morale
Dis:fewer resources and unequal work distribution |
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I-P-O
organizational inputs |
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Definition
Leadership
reward systems
communication
training |
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Definition
| Getting oriented and acquainted |
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Definition
| "fighting" over roles and responsibilities |
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| Disbanding, Debriefing, Transitioning |
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| Degree to which needs, demands, goals, objectives, and or structures of one component are consistent with those of another |
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Definition
| between strategy and environment |
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| transformation process and strategy |
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| Explicit, codified aspects of organization |
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Definition
| formalized patterns of interaction that link people, tasks, and technologies. |
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Definition
| Power to hold people accountable |
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| authority at higher/lower levels |
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| number of subordinates reporting to a person |
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| in direct chain of command |
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Definition
| functional area specialists, give advice to line managers |
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Definition
| seeks to integrate across all functions and ensure that all participants are responsible for quality |
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Definition
| quality management strategy to reduce variability of manufacturing and business processes |
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Definition
| increasing number of tasks for a given job to reduce boredom |
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Definition
| increase degree of responsibility a worker has over a job |
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Definition
| A goal-setting process in which managers and subordinates negotiate specific goals and objectives and periodically evaluate their attainment of those goals. |
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| standard operating procedures |
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Definition
| shapes the behavior of divisions, functions, and individuals |
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Term
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Definition
| Aspiration level (establish goals or targets) -- Measure performance -- Compare AL to P -- Take corrective action |
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Definition
| Focused on division of labor, efficiency and the one best way |
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Term
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Definition
The general tendency for individuals in groups to limit their involvement and withhold effort.
Causes: |
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