SPH R 311 1st Edition Exam 2 Study Guide Question types similar to exam 1 Multiple choice True or false Matching Fill in the blank Short answer one scenario Major Topic Areas Organizational Structure and Culture Formal and Informal Decision making and problem solving Communication Teams Ethics Selected specific areas of focus Differences between problem solving and decision making Problem solving Choosing issues setting goals and designing actions are usually called Decision making Decision making Three approaches to decision making Problem avoiders Problem solvers Problem seekers 8 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 fate I don t mind what I do Leaves everything to chance 3 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 others These 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 discussion 5 Agonizing decider One who spends much time and thought in gathering data and analyzing alternatives Can t make up my mind I don t know what to do This person wants to make the right decision 6 Intuitive decider One 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 that One 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 emotion These are organized decision makers who consider alternatives and follow a strategy Analytical behavioral directive and conceptual decision making Analytical High tolerance for ambiguity Gather as many facts as possible Develop complex solutions Enjoys challenging situations Behavioral Low tolerance for ambiguity Focus on people Low data input into decisions Enjoy cognitive simplicity Deep concern for people Conceptual High tolerance for ambiguity Consider broad range of information Intuitive and use interpersonal considerations Tend toward participative decision making Directive Low tolerance for ambiguity Systematic Technical in nature and based on facts Tend to be autocratic Use little information consider few alternatives and tend toward control Simple clear cut decisions Efficient and rely on rules Conducting an ethics check Ethics are a set of standards as to what is good or bad right or wrong in one s conduct Principles to guide behavior Most ethical problems in the workplace arise when people are asked to do something that violates their personal conscience Values Models of ethical behavior Individualism One s primary commitment is to the advancement of long term self interests Psychological Egoism What s in it for me Leads to self centrism Utilitarian Delivers the greatest good to the greatest number of people Moral Rights Respects and protects the fundamental rights of people Justice Ethical behavior treats people impartially and fairly according to guiding rules and standards Why Code of Ethics Conduct is important and beneficial for organizations Code of ethics A set of explicit moral guidelines can facilitate a means by which individuals can monitor their own behavior Advantages of code of ethics Challenge peer pressure Provides 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 address Equal opportunity Sexual harassment Diversity Privacy and confidentiality Conflicts of interest Gifts and gratuities Employee health and safety Differences between formal and informal structure Informal Structure What happens naturally in organizations is the set of unofficial relations among members within an organization Formal structure Encompassing roles assigned to individuals official structure of the organization Elements of formal organizational structures Team a collection of people who regularly interact to pursue common goals Teamwork process of people actively working together to accomplish common goals Work 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 director Departmentalization Jobs are grouped according to function product location or customer Functional departmentalization Product departmentalization good for large organizations Most basic form Employees who do the same or similar jobs are brought together in one department Location departmentalization Based upon geographic areas Customer departmentalization Based upon identifiable target markets Chain of command around since the industrial revolution Describes lines of authority and who answers to whom in the org Span of control The number of people or operations that a manager can control effectively Small span Large span Centralization Extent to which decision making is concentrated at one or a few points in the org in a centralized org top managers make all the decisions Greater delegation of authority more decentralized organization Formalization The level of standardization in a job High standardization job Less formalized structure Allows for autonomy and decision making over work The different shapes of organizational charts and what they signify about an organization Organizational chart Defines how job tasks are formally divided grouped and coordinated Reading an org chart you learn the basics of the orgs formal structure Division of Work Supervisory Relationships Communication Channels Major Subunits Levels of Management Functional departmentalization Most basic form Employees who do the same or similar jobs are brought together in one department Product departmentalization Good for large organizations Location departmentalization Based upon geographic areas Customer departmentalization Based upon identifiable target markets Low vs High richness intimacy in communication when why are particular modes of