Term
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Definition
| mental or physical activity that has productive results |
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Term
| (one of four work designs) Scientific management: Advantages/ Disadvantages |
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Definition
Advantages- work simplification, systematic, production efficiency
Disadvantages: dull, monotonous, dehumanizing, limits creativity |
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Term
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Definition
| increase motivation by redesign |
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Term
| Jobs characteristics model: Five core job dimensions |
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Definition
| skill variety, task identity (job beginning to end), task significance (impact), autonomy, and feedback |
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Term
| Job characteristics model:three critical psychological states |
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Definition
| meaningfulness of work, responsibility, knowledge of results |
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Term
| Job characteristics model: outcomes |
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Definition
| internal work motivation, performance, satisfaction, and low absenteeism/ turnover |
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Term
| Social information processing mode |
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Definition
| interpersonal needs of work design |
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Term
| Social information processing model: 4 tenets |
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Definition
•other provide cues
•others help us judge what is important
•others tell us how they see our jobs
•other’s feedback provides feedback on how we feel about our jobs |
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Term
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Definition
| set of assumptions tells new employees how to think, feel, and perceive |
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Term
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Definition
| elaborate set of activities bond org. members together |
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Term
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Definition
| typically modeled behaviors |
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Term
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Definition
| everyday organized practices |
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Term
| characteristics of a strong culture |
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Definition
| consensus, drives company, recognizable to outsiders |
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Term
| outcomes of strong culture |
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Definition
| goal alignment, high motivation, and control |
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Term
| functions of organizational culture |
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Definition
provides sense of identity and increases commitment,
helps employees interpret organizational events,
reinforces orgs values |
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Term
| three stages of socialization |
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Definition
| anticipation, encounter, and change/ acquisition |
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Term
| Anticipation stage of employee socialization |
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Definition
realism
congruence:match between individuals’ abilities and values and orgs demands and values |
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Term
| assessing org culture-Triangulation |
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Definition
| using multiple methods to evaluate culture such as direct observation, questionnaires, or surveys |
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Term
| Forces for change in an organization: External |
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Definition
| globalization, technological innovation, workplace diversity, and ethical lapses |
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Term
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Definition
+familiar with organization, will make changes carefully
-may be influenced by politics, accused of favoritism, difficult to b objective |
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Term
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Definition
| impartial but has limited knowledge and may be viewed with suspicion |
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Term
| Three types of organizational change |
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Definition
incremental: small scope, improvements
strategic: lager scope, .ex restructuring
transformational: dramatically different future |
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Term
| Benefits of resistance to change |
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Definition
| shows employees care, stops change is in wrong direction, and increases commitment |
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Term
| Strategies to manage resistance to change |
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Definition
| Communication, participative leadership, and empathy |
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Term
| Components of Lewn's change model |
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Definition
| unfreezing (overcoming status quo), moving (developing new), and refreezing reinforcing new) |
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Term
| Organizational Development |
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Definition
| systematic improvement attempt to increase organizational and individual well-being and effectiveness |
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Term
| OD-organizational techniques |
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Definition
| MBO, Quality Programs, Team Building |
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Term
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Definition
| Skills training, Leadership & Development,coaching... |
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