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SPH-R 311: Study Guide

Organizational Culture
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
a culture within a culture
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centralization
extent to which authority has been retained at the top of the organization
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Thick Culture
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
flat organizations tend to have a wider span of control and have this type of configuration
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chain of command
the direction that polices are communicated to lower levels within the organization
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problem solving
choosing issues, setting goals and designing actions
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decision making
evaluating and choosing actions
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problem solver
an approach to decision making where the individual is reactive and only responds because they must
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problem seeker
an approach to decision making where the individual is proactive and anticipates problems and takes action
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intuitive decider
this type of decider makes decisions based on what is felt, but cannot be verbalized
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behavioral decision making style
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
important to have a written code of ethics for a business or org
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rich
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
The ability to attract support and help from others in order to get things done
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conflict
At optimal levels, this actually can lead to better team/organizational outcomes
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barriers
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
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
loafing, group think, devils advocate
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norming
During this stage of team development, a division of labor occurs and shared rules of team conduct are established
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forming
During this stage of team development, relationships are established and interpersonal testing occurs
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5 stages of team development
forming, storming, norming, performing, and adjourning
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ethics
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
a set of explicit moral guidelines can facilitate a mean by which individuals can monitor their own behavior
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utilitarian
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
model of ethical behavior, is based upon respect and protects fundamental rights of people
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Justice
model of ethical behavior treats people impartially and fairly according to guiding rules and standards
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span of control
the number of people or operations that a manager can control effectively
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informal structure
the way people interact and communicate within an organization is impacted by
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work specialization
describes how narrow the focus of the job is
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location
this type of departmentalization is based on geographic areas
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an organizational chart
defines and shows visually how job tasks are formally divided, grouped and coordinated
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Team structure
type of structure tends to be project based, self-managed or problem solving
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