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AT Management Chp 3
Chapter 3 Management key terms
| Key Term | Definition |
|---|---|
| Organizational culture | Values, beliefs, assumptions, and norms that form the organization |
| Collegial culture | Type of organizational culture made by consensus, teamwork, and participatory decision making |
| Personalistic culture | Type of organizational culture made by personal decisions with no policy or procedure to follow |
| Formalistic culture | Type of organizational culture formed by a clear chain of command and well defined lines of authority |
| Organizational structure | Model that defines the relationships among members of the organization |
| Span of control | Number of subordinates supervised by a particular individual in an organizational setting. |
| Organizational chart | Graphic representing an organization's structure, usually arranged by function, service, or in a matrix format |
| Matrix structure | Type of chart that describes an organizational structure in terms of both function and service |
| Position description | Formal document that describes the qualifications, work content, accountability, and scope of job |
| Job specification | Written description of the requirements or qualifications a person should have to fill a particular role in an organization |
| Person specification | Specific delineation, based on the job specification, of the qualities, skills, and characteristics a person must have to fill a particular role |
| Job description | Written description of the specific responsibilities a position holder will be accountable for in an organization |
| Recruitment | Process of planning for human resource needs and identifying potential candidates to meet those needs |
| Validity | Employment criteria that predict how well a candidate will perform in a role |
| Reliability | Consistency of staff selection procedures |
| Numeric analysis | Process of determining staff member's workload by calculating and comparing the amount of time a person spends on certain tasks with the outputs that result from those tasks |
| Process analysis | Technique for streamlining the number and complexity of steps needed to provide a service to a customer |
| Supervision | Process whereby authority holders observe the work activities of an employee to improve the outcomes of the employee's work or to improve the employee's professional development |
| Inspection-production | Supervisory model that emphasizes the use of formal authority and managerial prerogatives to improve employee efficiency and efficacy |
| Clinical supervision | Process of direct observation of an employee's work, with emphasis on measurement of specific behaviors, and the subsequent development of plans to fix deficiencies in performance |
| Developmental supervision | Supervisory model that emphasizes collaboration between supervisors and supervisees to help them solve problems and develop professionally |
| Performance evaluation | Process of placing a value on the quality of an employee's work |
| Propriety standards | Performance evaluation standards intended to help ensure that the process is legal and fair |
| Utility standards | Performance evaluation standards intended to help ensure that employee appraisal is useful to workers, employers, and others who need the information |
| Feasibility standards | Performance evaluation standards intended to help foster practically in the employee appraisal process |
| Accuracy standards | Performance evaluation standards intended to improve the validity and reliability of the employee appraisal process |
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