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IUB SPH-R 311 - Exam 2 Study Guide
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SPH-R 311 1st Edition Exam # 2 Study GuideQuestion types: (similar to exam #1)Multiple choiceTrue or falseMatchingFill in the blankShort answer (one scenario)Major Topic Areas Organizational Structure and Culture (Formal and Informal)Decision making and problem solvingCommunicationTeamsEthicsSelected specific areas of focus:Differences between problem solving and decision makingProblem solving:Choosing issues, setting goals, and designing actions--are usually calledDecision makingDecision makingThree approaches to decision makingProblem avoidersProblem solversProblem seekers8 styles of decision making 1. Impulsive Decider One who takes the first alternative that is presented: decide now; think later. Don’t look before you leap. Take something on and react as quickly as possible 2. Fatalistic decider One who leaves the resolution of the decision up to the environment or fateI don’t mind what I do Leaves everything to chance3. Compliant decider One who goes along with someone else’s plan rather than making an independent decision “If its ok with you, its ok with me”Trying to please othersThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.Procrastination decider One who delays thought and action on a problem One who avoids a decision or makes up an answer to end the discussion5. Agonizing deciderOne who spends much time and thought in gathering data and analyzing alternatives Can’t make up my mind. I don’t know what to doThis person wants to make the right decision 6. Intuitive deciderOne who decides based on what is felt, but cannot be verbalized: "It feels right." 7. Play it safe decider Like this but I can get a job in thatOne who almost always picks the alternative with perceived lowest level of risk." I like anthropology, but I can get a job in accounting." 8. Planner One whose strategy is based on a rational approach with some balance between the cognitive and emotionThese are organized decision makers who consider alternatives and follow a strategyAnalytical, behavioral, directive and conceptual decision makingAnalytical High tolerance for ambiguityGather as many facts as possible Develop complex solutionsEnjoys challenging situationsBehavioralLow tolerance for ambiguityFocus on peopleLow data input into decisionsEnjoy cognitive simplicityDeep concern for peopleConceptualHigh tolerance for ambiguityConsider broad range of information Intuitive and use interpersonal considerations Tend toward participative decision makingDirectiveLow tolerance for ambiguitySystematicTechnical in nature and based on factsTend to be autocraticUse little information, consider few alternatives, and tend toward controlSimple, clear-cut decisionsEfficient and rely on rulesConducting an ethics checkEthics are a set of standards as to what is good or bad (right or wrong) in one’s conduct.Principles to guide behaviorMost ethical problems in the workplace arise when people are asked to do something that violates their personal conscience.ValuesModels of ethical behaviorIndividualismOne’s primary commitment is to the advancement of long-term self-interestsPsychological Egoism: What’s in it for me?Leads to self-centrismUtilitarianDelivers the greatest good to the greatest number of peopleMoral RightsRespects and protects the fundamental rights of peopleJusticeEthical behavior treats people impartially and fairly according to guiding rules and standardsWhy Code of Ethics/Conduct is important and beneficial for organizationsCode of ethicsA set of explicit moral guidelines can facilitate a means by which individuals can monitor their own behaviorAdvantages of code of ethics Challenge peer pressureProvides guidelines Guidance for ambiguous situations Specifies social responsibility of agency Serves the interests of the agency Challenged by: Specific issues a code of ethics could addressEqual opportunity Sexual harassment Diversity Privacy and confidentiality Conflicts of interest Gifts and gratuities Employee health and safety Differences between formal and informal structureInformal Structure:What happens naturally in organizations- is the set of unofficial relations among members within an organizationFormal structure:Encompassing roles assigned to individuals – official structure of the organizationElements of formal organizational structuresTeam- a collection of people who regularly interact to pursue common goalsTeamwork- process of people actively working together to accomplish common goalsWork specialization A highly specialize job requires a high variety of function Describes how narrow the focus of the job is Assembly line work vs. event planner or program directorDepartmentalization Jobs are grouped according to function, product, location or customer Functional departmentalizationProduct departmentalization ( good for large organizations Most basic form Employees who do the same or similar jobs are brought together in one department Location departmentalizationBased upon geographic areas Customer departmentalizationBased upon identifiable target markets Chain of command- around since the industrial revolution Describes lines of authority and who answers to whom in the orgSpan of controlThe number of people or operations that a manager can control effectively Small spanLarge spanCentralizationExtent to which decision making is concentrated at one or a few points in the org. in a centralized org, top managers make all the decisionsGreater delegation of authority = more decentralized organizationFormalizationThe level of standardization in a jobHigh standardization jobLess formalized structure Allows for autonomy and decision making over work The different shapes of organizational charts and what they signify about an organizationOrganizational chart- Defines how job tasks are formally divided, grouped and coordinatedReading an org chart, you learn the basics of the orgs formal structure Division of WorkSupervisory RelationshipsCommunication ChannelsMajor Subunits Levels of ManagementFunctional departmentalizationMost basic formEmployees who do the same or similar jobs are brought together in one departmentProduct departmentalizationGood for large organizationsLocation departmentalizationBased upon geographic areasCustomer departmentalizationBased upon identifiable target marketsLow vs. High richness/intimacy in communication – when/why are particular modes of


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IUB SPH-R 311 - Exam 2 Study Guide

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