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MGMT 309: EXAM 3
communication |
The process of transmitting information from one person to another |
effective communication |
The process of sending a message in such a way that the message received is as close in meaning as possible to the message intended. |
oral communication |
Face-to-face conversation, group discussions, telephone calls, and other circumstances in which the spoken word is used to transmit meaning. |
written communication |
Memos, letters, reports, notes, and other circumstances in which the written word is used to transmit meaning |
written communication |
Memos, letters, reports, notes, and other circumstances in which the written word is used to transmit meaning |
communication network |
The pattern through which the members of a group communicate |
vertical communication |
Communication that flows up and down the organization, usually along formal reporting lines; takes place between managers and their superiors and subordinates and may involve several different levels of the organization |
5 types of communication networks |
Wheel, Y, Chain, Circle, and All channel |
horizontal communication |
Communication that flows laterally within the organization; involves collegues and peers at the same level of the organization and may involve individuals from several different organizational units |
grapevine |
An informal communication network among people in an organization |
management by wandering around |
An approach to communication that involves the manager's literally wandering around and having spontaneous conversations with others |
nonverbal communication |
Any communication exchange that does not use words or uses words to carry more meaning than the strict definition of the words themselves. |
5 Key Principles for Communication |
1. Maintain or Enhance Self-Esteem
2. Listen and respond with empathy
3. Ask for help and encourage involvement
4. share thoughts, feeling, rationale
5. Provide support without removing responsibility |
organizing |
Deciding how best to group organizational activities and resouces |
organization structure |
The set of elements that can be used to configure an organization |
job design |
The determination of an individual's work-related responsibilities |
job specialization |
The degree to which the overall task of the organization is broke down and divided into smaller component parts |
job rotation |
An alternative to job specialization that involves systematically moving employees form one job to another |
job enlargement |
An alternative to job specialization that involves giving the employee more tasks to perform |
job enrichment |
An alternative to job specialization that involves increasing both the number of tasks the worker does and the control the worker has over the job |
job characteristics approach |
An alternative to job specialization that suggests that jobs should be diagnosed and improved along five core dimensions, taking into account both the work system and employee preferences |
job characteristics approach: core dimensions |
1. Skill variety-the number of tasks a person does in a job
2. Task identity-the extent to which the worker does a complete or identifiable portion of the total job
3.Task significance-the perceived importance of the task
4.Autonomy-the degree of control the worker has over how the work is performed
5.Feedback-the extent to which the worker knows how well the job is being performed |
work team |
An alternative to job specialization that allows an entire group to design the work system it will use to perform an interrelated set of tasks |
departmentalization |
The process of grouping jobs according to some logical arrangement |
functional departmentalization |
Grouping jobs involving the same or similar activities |
product departmentalization |
Grouping activities around products or product groups |
customer departmentalization |
Grouping activities to respond to and interact with specific customers or customer groups |
location departmentalization |
Grouping jobs on the basis of defined geographic sites or areas |
Other forms of departmentalization |
By specific units of time
By sequence
By customer characteristics, products, and services |
chain of command |
A clear and distinct line of authority among the positions in an organization |
span of management |
The number of people who report to a particular management |
authority |
Power that has been legitimized by the organization |
delegation |
The process by which managers assign work to subordinates |
decentralization |
The process of systematically delegating power and authority throughout the organization to middle an lower-level managers |
centralization |
he process of systematically retaining power and authority in the hands of higher-level managers |
coordination |
The process of linking the activities of the various departments of the organization |
pooled interdependence |
When units operate with little interaction; their output is simply pooled |
sequential interdependence |
When the output of one unit becomes the input for another in sequential fashion |
reciprocal interdependence |
When activities flow both ways between units |
line position |
A position in the direct chain of command that is responsible for the achievement of an organization's goals |
staff position |
A position intended to provide expertise, advice and support for line positions |
organization change |
Any substantive modification to some part of the organization |
planned change |
Change that is designed and implemented in an orderly and timely fashion in anticipation of future events |
reactive change |
A piecemeal response to circumstances as they develop |
enterprise resource planning (ERP) |
A large-scale information system for integrating and synchronizing the many activities in the extended enterprise |
business process change (reengineering) |
The radical redesign of all aspects of a business to achieve major gains in cost, service, or time |
organization development (OD) |
An effort that is planned, organization-wide, and managed from the top, intended to increase organizational effectiveness and health through planned interventions in the organization's process, using behavioral science knowledge |
innovation |
The managed effort of an organization to develop new products or services or new uses for existing products or services |
radical innovation |
A new product, service, or technology that completely replaces an existing one |
incremental innovation |
A new product, service or technology that modifies an existing one |
technical innovation |
A change in the appearance or performance of a product or service, or of the physical processes thought which a product or service passes |
managerial innovation |
A change in the management process in an organization |
product innovation |
A change in the physical characteristics or performance of an existing product or service or the creation of new ones |
process innovation |
A change in the way a product or service is manufactured, created, or distributed |
intrapreneurs |
Similar to entrepreneurs except that they develop new businesses in the context of a large organization |
human capital |
Reflects the organization's investment in attracting, retaining, and motivating an effective workforce |
Title VII of the Civil Rights Act of 1964 |
Forbids discrimination of the basis of sex, race, color, religion, or national origin in all areas of the employment relationship |
adverse impact |
When minority group members pass a selection standard at a rate less than 80 percent of the pass rate of majority group members |
Equal Employment Opportunity Commission |
Charged with enforcing Title VII of the Civil Rights Act of 1964 |
Age Discrimination in Employment Act |
Outlaws discrimination against people older than 40 years; passed in 1967, amended in 1978 and 1986 |
affirmative action |
Intentionally seeking and hiring qualified or quantifiable employees from racial, sexual, and ethnic groups that are underrepresented in the organization |
Americans with Disabilities Act |
Prohibits discrimination against people with disabilities |
Civil Rights Act |
Amends the original Civil Rights Act, making it easier to bring discrimination lawsuits while also limiting punitive damages |
Fair Labor Standards Act |
Sets a minimum wage and requires overtime pay for work in excess of 40 hours per week; passed in 1938 and amended frequently since then |
Equal Pay Act |
Requires that men and women be paid the same amount for doing the same job |
Employee Retirement Income Security Act (ERISA) |
Regulates how organizations manage their pension funds |
Family and Medical Leave Act |
Requires employers to provide up to 12 weeks of unpaid leave for family and medical emergencies |
National Labor Relations Act (Wagner Act) |
Passed in 1935 to set up procedures for employees to vote on whether to have a union; also known as the Wagner Act |
National Labor Relations Board (NLRB) |
Established by the Wagner Act to enforce its provision |
Labor-Management Relations Act (Taft-Hartley Act) |
Passed in 1947 to limit union power; also know as the Taft-Hartley Act |
Occupational Safety and Health Act |
Directly mandates the provision of safe working conditions |
employment-at-will |
A traditional view of workplace that says organizations can fire their employees for whatever reason they want; recent court judgments are limiting employment-at-will |
job analysis |
A systematized procedure for collecting and recording information about jobs within an organization |
replacement charts |
List each important managerial position in the organization, who occupies it, how long he or she will probably remain in the position, and who is or will be a qualified replacement |
employee information system (skills inventory) |
Contains information on each employee's education, skills, experience, and career aspirations |
recruiting |
The process of attracting individuals to apply for jobs that are open |
internal recruiting |
Considering current employees as applicants for higher-level jobs in the organization |
external recruiting |
Getting people from outside the organization to apply for jobs |
validation |
Determining the extent to which a selection device is really predictive of future job performance |
training |
Teaching operational or technical employees how to do the job for which they were hired |
development |
Teaching managers and professionals the skills needed for both present and future jobs |
performance appraisal |
A formal assessment of how well an employee is doing his or her job |
Behaviorally Anchored Rating Scale (BARS) |
A sophisticated rating method in which supervisors construct a rating scale associated with behavioral anchors |
360-degree feedback |
A performance appraisal system in which managers are evaluated by everyone around them-their boss, their peers, and their subordinates |
compensation |
The financial remuneration given by the organization to its employees in exchange for their work |
job evaluation |
An attempt to assess the worth of each job relative to other jobs |
benefits |
Things of value other than compensation that an organization provides for its workers |
labor relations |
The process of dealing with employees who are represented by a union |
collective bargaining |
The process of agreeing on a satisfactory labor contract between management and a union |
grievance procedure |
The means by which a labor contract is enforced |