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Ch. 6
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Job rotation
moving employees from one job to another
Job enlargement
increasing total number of tasks a worker performs
Job enrichment
increasing the number of tasks and control the worker has over the job
Line position
position in the direct chain of command that's responsible for the achievement of an organization's goals
Staff position
position intended to provide expertise, advice, and support for the line
Departmentalization (in general)
process of grouping jobs according to some logical arrangement
Functional departmentalization
grouping of jobs involving same or similar activities
Product departmentalization
grouping of activities around products or groups
Customer departmentalization
grouping of activities to respond to and interact with specific customers/groups
Location departmentalization
grouping of jobs based on geographic sites or areas
Chain of Command
clear and distinct lines of authority among all positions in an organization
Span of Mgmt./Control
determines how many people will report to each manager
Tall Organizations
- more expensive b/c of the number of managers involved - foster more communication problems b/c of the number of people info has to pass through
Flat Organizations
- lead to higher levels of employee morale & productivity - create more admin. responsibility for the relatively few managers - create more supervisory responsibility for managers due to wider spans of control
Authority
power that's been legitimized by the organization
Delegation
process by which managers assign a portion of their total workload to others
Why do we delegate?
- managers can get more work done by utilizing skills/talents of subordinates - foster development of subordinates by having them participate in decision-making and problem solving
Decentralization
delegating power and authority to middle and lower-level managers
Centralization
keeping power and authority in the hands of upper-level managers
Bureaucratic Model (Max Weber)
logical, rational, and efficient organization design based on a legitimate and form system of authority
Characteristics of Max Weber's Bureaucratic Model:
Characteristics: - DOL w/ each position filled by an expert - consistent set of rules to ensure uniformity in task performance - hierarchy of positions --> creates chain of command - impersonal mgmt. w/ appropriate social distance b/n superiors/subordinates - employment & a…
Woodward's findings
- unit/small-bath technology & continuous process forms tend to be organic --> meaning less rigid and more informal - large batch/mass production firms tend to be mechanistic --> meaning bureaucratic w/ higher degrees of labor specialization - organizational success was related to …
Functional / U-form (Unitary) Design
organizational members/units are grouped into functional departments
Conglomerate or H-form (Holding) Design
organization consists of a set of unrelated businesses with a general manager for each business
Divisional or M-form (Multi-divisional) Design
based on multiple businesses in related areas operating within a larger organizational framework; following a strategy of related diversification
Matrix Design
based on two overlapping bases of departmentalization
Hybrid Design
based on 2 or more organization design forms such as a mixture of related divisions and a single unrelated division
Network Structure
contemporary organizational structure that's founded on a set of alliances with other organizations that serve a wide variety of functions
Ch. 7
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Organizational Life Cycle
4-phase process through which organizations evolve: 1. Birth - Start Up 2. Youth - Growth 3. Midlife - Stability 4. Maturity - Decline *size and life cycle of org. may affect its design **as an organization evolves, its structural needs change
Organization change
and substantive modification to some part of the organization
External forces for change
derive from the organization's general and task environments, and includes factors like politics, the economy, & competitors
Internal forces for change
organizational strategy or sociocultural values
Planned change
designed and implemented in an orderly and timely fashion in anticipation of future events
Reactive change
piecemeal response to events as they occur
Lewen Model of Change Process (3)
1. unfreeze people affected by the change 2. implement the change 3. refreeze the people involved by reinforcing and supporting the change
Why do some people resist change?
- uncertainty - managers' fear loss of power - different perceptions of the change by those recommending the change and those affected by the change -feelings of loss from disrupted social networks or altered work arrangements
Four ways to overcome resistance to change are:
1. Participation 2. Education and Communication aimed at those affected by the change 3. Facilitation procedures (i.e. announcing the changes in advance so employees can get used to the change) 4. Force-field Analysis = forces for and against the change or delineated so that t…
Which is the most effective technique for overcoming resistance to change?
Participation!
Ch. 8
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Human Resource Mgmt. (HRM)
set of organizational activities directed at attracting, developing, and maintaining an effective workforce
Equal Employment Opportunity is covered under what legality?
Title VII (7) of the Civil Rights Act of 1964
What does Title VII of the Civil Rights Act of 1964 say?
forbids direct and indirect discrimination on the basis of race, ethnicity, national origin, language, religion, or gender
When does discrimination occur?
when an employment requirement has an adverse impact - that is, when minority applicants pass the requirement at a rate lower than 80% of the pass rate for non-minorities
Disparate treatment (intentional)
Disparate treatment (intentional) workers treated unfairly because of race, color, religion, gender, or origin
Adverse impact (unintentional)
unequal treatment of protected employee groups
What is the federal agency that enforces employment-related laws?
Equal Employment Opportunity Commission (EEOC) 
Who is covered by the EEOC? Exceptions?
-Most employers with at least 15 employees are covered by EEOC laws (20 employees in age discrim. cases), except for the Equal Pay Act (EPA), which covers virtually all employers
Age Discrimination in Employment Act
- outlaws discrimination against workers older than 40 years
Affirmative action
- refers to a set of executive orders requiring companies that contract with the federal government to actively seek out and hire employees from underrepresented groups
American's with Disabilities Act (ADA)
- requires employers to provide reasonable accommodation in hiring disabled workers
Comp. & Benefits: Fair Labor Standards Act (FLSA)
- passed in 1938 to establish a minimum wage and require overtime pay 
Things covered in FLSA:
- minimum wages - overtime pay - exempt and non-exempt employees - working conditions for children/child labor - record keeping
Exemptions to FLSA are:
- Executive (supervisory) - Administrative - Professional (learned & creative) -Computer - Outside sales
Equal Pay Act of 1963
- required men and women to be paid the same amount for doing the same job if they have the same qualifications
Employee Retirement Income Security Act (ERISA)
regulates pension funds and other benefits
Family and Medical Leave Act of 1993
requires up to 12 weeks of unpaid leave for family and medical emergencies for both men and women
Immigration Reform and Control Act (1986)
- purpose is to prohibit employment of unauthorized aliens and to provide civil and criminal penalties for violations - prohibits discrimination - employment verification system = i-9 form
National Labor Relations Act (called the Wagner Act) of 1935
established guidelines for forming a union and required companies to bargain collectively with a properly established union
What board was established to enforce the NLRA?
National Labor Relations Board 
Labor-Management Relations Act (called the Taft-Harley Act) of 1947
passed to establish a balance between firms and unions - allows the POTUS to end a strike that threatens national security
Occupational Safety and Health Act of 1970 (OSHA)
founded the federal agency OSHA
What does OSHA do?
- regulates the safety of workers from job-related accidents and diseases
Job analysis
- consists of a job description and job specification - it is a systematized procedure for collecting and recording information about jobs within an organization
Job description
listing the duties of a job, working conditions, tools, and materials of a job
Job specification
explains the skills, abilities, and credentials required to perform the job
Recruiting HR
process of attracting qualified individuals to apply for open jobs
 What are the 2 types of recruiting?
1. internal recruiting 2. external recruiting 
What is internal recruiting?
considers PRESENT employees as applicants for higher-level jobs in the organization
What is external recruiting?
attracts persons outside of the organization to apply for jobs
Selecting Human Resources
- effective selection depends on hiring the candidates who are most likely to be successful in the organization
Validation
process of determining the predictive value of information - in this case, to predict future job performance and thus the success of an applicant
Employment at Will
employees without a written employment contract generally can be fired for good, bad, or no cause at all - judicial exceptions to the rule seek to prevent wrongful terminations
What is training?
teaching operational or technical employees how to do the job for which they were hired
What is development?
teaching managers and professionals the skills needed for both present and future jobs
What is Performance Management?
- setting performance goals and standards for the year - clarifying competencies, skills, attitudes, and behaviors expected of the role - planning employee career development - facilitating annual performance review process - coaching for high performance
Performance Appraisal
a formal assessment of ho well an employee is doing his or her job
What are the 4 Judgmental Appraisal Methods?
1. Ranking Method 2. Rating Method 3. Behaviorally-Anchored Rating Scale (BARS) 4. "360-degree" Feedback
What is the "360-degree" Feedback method?
- process in which managers are evaluated by everyone around them - provides a richer array of performance info on which to base an appraisal
What are the 3 types of bias errors in performance appraisals?
1. Recency Error 2. Errors of Leniency and Strictness 3. Halo Error
Recency Error
- tendency of the evaluator to base judgment on the subordinate's most recent performance b/c it's the most easily recalled
Errors of Leniency and Strictness
- being too lenient, too strict, or tending to rate all employees as average
Halo Error
- allowing the assessment of the employee on one dimension to spread to that employee's rating on other dimensions
What are the 3 different forms of compensation?
1. Wages 2. Salary 3. Incentives
Wages
Wages - hourly compensation paid to operating employees
Salary
is paid for the total contribution of an employee and is not based on total hours worked
Incentives
special compensation opportunities that are usually tied to performance
4 reasons why diversity a competitive advantage
1. higher productivity; lower turnover and absenteeism 2. increased reputation as "good place to work" 3. better understanding of different market segments 4. increased creativity and innovation
Labor relations
- process of dealing with employees who are represented by a union
Ch. 9
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Person-Job Fit
- the extent to which the contribution made by the individual match the inducement offered by the organization
Personality
relatively permanent set of psychological and behavioral attributes that distinguish one person from another
The "Big Five" personality model
- popular personality framework based on 5 key traits
What are the Big Five personality traits?
1. Agreeableness 2. Conscientiousness 3. Openness 4. Extraversion 5. Neuroticism
Agreeableness
- person's ability to get along with others
Conscientiousness
- person's ability to manage multiple tasks and meet deadlines - tend to be careful, responsible, organized and self-disciplined * those low on conscientiousness are more disorganized, careless, and less self-disciplined *
Openness
person's flexibility of beliefs, wide range of interests, and willingness to accept change. * people low on openness are less curious and creative *
Extraversion
person's comfort level with relationships - sociable, talkative, assertive
Neuroticism
extent to which a person is excitable, insecure, reactive, and subject to mood swings * those low on neuroticism are poised, calm, resilient, and secure. *
Myers-Briggs Framework
Myers-Briggs Framework - based on the work of Carl Jung, the MB Type Indicator assesses personality along 4 key dimensions
What are the 4 key dimensions of the MBTI?
1. Extraversion vs. Introversion 2. Sensing vs. Intuition 3. Thinking vs. Feeling 4. Judging vs. Perceiving
Extraverts vs. Introverts
Extraverts vs. Introverts - Extraverts get energy from being around other people - Introverts need solitude to recharge
Sensing vs. Intuition
Sensing type prefers concrete things - Intuitive types prefer abstract concepts 
Thinking vs. Feelings
- Thinking individuals base their decisions more on logic/reason - Feeling individuals base their decisions more on feelings and emotions
Judging vs. Perceiving
- Judging types enjoy completion or finishing a task - Perceiving types enjoy the process and open-ended situations
Locus of Control
- degree to which individuals believe their own behavior has a direct impact on what happens to them (2 types): -internal locus of control -external locus of control
Internal Locus of Control
belief that the success or failure results from one's own behavior
External Locus of Behavior
belief that success or failure results from fate, chance, luck, or the behavior of others
Self-efficacy
- individual's beliefs about his or her capabilities to perform a task 
Machiavellianism
- behavior directed at gaining power and controlling the behavior of others
Self-esteem
extent to which a person believes that he or she is a worthwhile and deserving individual
Risk Propensity
degree to which an individual is willing to take chances and make risky decisions
5 dimensions of Emotional Intelligence:
1. Self awareness 2. Managing emotions 3. Motivating oneself 4. Empathy 5. Social skill
Self-awareness
person's capacity for being aware of how they are feeling
Managing emotions
person's capacities to ensure that feelings don't interfere with getting things accomplished
Motivating oneself
person's ability to remain optimistic in the face of failure
Empathy
person's ability to understand how others are feeling
Social skills
person's ability to get along with others
Perception
set of processes by which an individual becomes aware of an interprets information about the environment
Selective perception
process of screening out info that we're uncomfortable with or that contradicts our beliefs
Stereotyping
categorizing or labeling people on the basis of a single attribute
Ch. 10
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Motivation
set of forces that cause people to behave in certain ways
Content Perspective on Motivation
- approaches that try to answer the question, "What factors in the workplace motivate people" - deal with the first part of the motivation process: needs and need deficiencies
Maslow's Hierarchy of Needs (needs hierarchy approach)
- asserts that people are motivated to satisfy 5 need levels - Maslow suggested that people will remain at one level until that need is satisfied and then move up to the next level; people don't regress to earlier levels
What are the 5 need levels of Maslow's hierarchy of needs?
1. Physiological (food, air) 2. Security (housing, a job) 3. Belongingness (love, affection) 4. Esteem (self-image, self-respect) 5. Self-actualization (being all you can be) 
Two-Factor Theory of Motivation
asserts that satisfaction (affected by motivating factors) and dissatisfaction (affected by hygiene factors) aren't at a opposite ends of one continuum, but that they're each on a different continuum
3 individual human needs (researched by McClelland)
1. achievement 2. affiliation 3. power
Achievement
desire to accomplish a goal or task more effectively than in the past
Affiliation
desire for human companionship and acceptance
Power
gives workers the desire to be influential in a group and to control one's environment
Process perspectives
focus on WHY people choose certain behavioral options to fulfill their needs and how they evaluate their SATISFACTION after they've attained these goals 
Expectancy Theory
- developed by Victor Vroom - suggests that motivation depends on how much we want something and how likely we think we are to get it
Effort to performance expectancy
individual's perception of the probability that effort will lead to high performance - this will increase motivation
Performance to outcome expectancy
consists of the individual's perception of the probability that performance will lead to a specific outcome - this will increase motivation
Equity Theory
based on the notation that people are motivated to seek social equity in the rewards they receive for performance
How do we determine equity?
comparing ratio of outcomes (pay, recognition) and inputs (time, experience) to someone else's - results can be a feeling of equitable rewards, too few or too many rewards
What about fairness when using the equity theory?
- manager need to realize that rewards for performance must be deemed fair = AKA not everyone gets the same reward
Goal-Setting Theory of Motivation
assumes that behavior is a result of conscious goals and intentions - by setting goals, managers should be able to influence their behavior
Appropriate goal setting requires what 2 things?
1. goal difficulty 2. goal specificity
Goal difficulty
extent to which a goal is challenging and requires effort
Goal specificity
clarity and precision of the goal
The Expanded Goal-Setting Theory includes goal difficulty and goal specificity along with what 2 additional factors?
1. goal difficulty 2. goal specificity 3. goal acceptance 4. goal commitment
Goal acceptance
extent to which a person accepts a goal as his or her own
Goal commitment
extent to which a person is interested in reaching the goal
Reinforcement Theory
asserts that: -behavior that results in rewarding consequences is less likely to be repeated - behavior that results in punishing consequences is less likely to be repeated
4 Kinds of reinforcement in organizations:
1. Positive reinforcement 2. Avoidance 3. Punishment 4. Extinction
2 types of Popular Motivational Strategies
1. Empowerment and Participation 2. Alternative Forms of Working Arrangements
Examples of Alt. Forms of Working Arrangements:
1. compressed work schedule = working a full 40-hour week in fewer than the traditional 5 days 2. flexible work schedules, called flextime, allow employees to select, within broad parameters, the hours they work 3. job sharing = 2 part-time employees to share on full-time job 4…
Organizational reward system
formal and informal mechanisms by which employee performance is defined, evaluated, and rewarded
Benefits of organizational rewards:
- positive attitudes - reinforcement of desired behaviors/discouragement of undesired behaviors - employees with realize that valued rewards are linked to performance, so motivation will increase
Merit pay
refers to pay awarded to employees on the basis of the relative value of their contributions to the organization - base at least some meaningful portion of comp. on merit - most common type is the annual raise
Incentive reward system
attempts to reward employees in proportion to what they do - have the advantage of rewarding employees for high performance w/o becoming part of an individual's base salary, encouraging continued high performance over time
Piece-rate Incentive Plan
reward individual performance at the time when high performance occurs
Sales commissions
agent is paid a percentage of his/her sales over a period of time 
Non-monetary incentives
EX. are additional time off or company paid vacay

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