SPH-R 311: Study Guide
33 Cards in this Set
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Organizational Culture
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A collection of values and norms that are shared by people and groups in an organization and is the shared meanings that people assign to their social surroundings
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subculture
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a culture within a culture
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centralization
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extent to which authority has been retained at the top of the organization
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Thick Culture
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this type of culture occurs where members of the org agree about the importance of certain values and employ them in their daily routines
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decentralized
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flat organizations tend to have a wider span of control and have this type of configuration
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chain of command
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the direction that polices are communicated to lower levels within the organization
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problem solving
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choosing issues, setting goals and designing actions
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decision making
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evaluating and choosing actions
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problem solver
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an approach to decision making where the individual is reactive and only responds because they must
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problem seeker
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an approach to decision making where the individual is proactive and anticipates problems and takes action
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intuitive decider
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this type of decider makes decisions based on what is felt, but cannot be verbalized
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behavioral decision making style
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a decision making style where there is low tolerance for ambiguity and the focus is on people and there is low data input info decision making
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important to have a written code of ethics for a business or org
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important to have a written code of ethics for a business or org
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rich
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Face-to-face meetings that are two way and personal are an intimate example of THIS kind of communication. Hint - lots of $$$
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social capital
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The ability to attract support and help from others in order to get things done
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conflict
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At optimal levels, this actually can lead to better team/organizational outcomes
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barriers
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Information filtering, poor written or oral expressions, and physical distractions are examples of these in communication
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These are two of many examples of the benefits of teams
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Taps knowledge and resources, more resources for problem solving, Improved creativity, Improved decision making, Higher motivation through collective action, Greater commitment to tasks
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These are two things to be cautious of when working with teams
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loafing, group think, devils advocate
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norming
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During this stage of team development, a division of labor occurs and shared rules of team conduct are established
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forming
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During this stage of team development, relationships are established and interpersonal testing occurs
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5 stages of team development
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forming, storming, norming, performing, and adjourning
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ethics
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a set of standards as to what is good or bad or right or wrong in one's conduct
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code of ethics
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a set of explicit moral guidelines can facilitate a mean by which individuals can monitor their own behavior
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utilitarian
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model of ethical behavior, is based upon consequences and outcomes and delivers the greatest good to the greatest number
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moral rights
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model of ethical behavior, is based upon respect and protects fundamental rights of people
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Justice
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model of ethical behavior treats people impartially and fairly according to guiding rules and standards
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span of control
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the number of people or operations that a manager can control effectively
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informal structure
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the way people interact and communicate within an organization is impacted by
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work specialization
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describes how narrow the focus of the job is
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location
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this type of departmentalization is based on geographic areas
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an organizational chart
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defines and shows visually how job tasks are formally divided, grouped and coordinated
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Team structure
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type of structure tends to be project based, self-managed or problem solving
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