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OBC1: Week 3
304.5.3: Organizational Design
| Question | Answer |
|---|---|
| What are shared values and beliefs that underlie a company's identity? | Organizational Cutlure |
| The enduring belief in a mode of conduct or end-state is what? | Values |
| What do you call the stated values and norms that are preferred by an organization? | Espoused Values |
| Meeting humanity's needs without harming future generation is what? Also referred to as "being green." | Sustainability |
| What values and norms that are exhibited by employees? | Enacted Values |
| What are the four functions of organizational culture? | Collective Commitment, Organizational Identity, Sense-Making Device, and Social System Stability |
| What are the four types of organizational culture? | Adhocracy, Clan, Hierarchy, and Market |
| A framework for categorizing organizational culture is what? | Competing Values Framework |
| A culture that has an internal focus and values flexibility rather than stability and control is what? Often resembles a family-type organization in which effectiveness is achieved by encouraging collaboration between employees. | Clan Culture |
| A culture that has an external focus and values flexibility is what? Fosters the creation of innovative products and services by being adaptable, creative, and fast to respond to changes in the marketplace. | Adhocracy Culture |
| A culture that has a strong external focus and values stability and control is what? Are driven by competition and a strong desire to deliver results and accomplish goals. | Market Culture |
| A culture that has an internal focus and values stability and control over flexibility is what? This orientation leads to the development of reliable internal processes, extensive measurement, and the implementation of a variety of control mechanisms. | Hierarchy Culture |
| What is a long-term goal describing "what" an organization wants to become? | Vision |
| What is a long-term plan outlining actions needed to achieve desired results? | Strategic Plan |
| The process by which employees learn an organization's values, norms, and required behaviors is what? Is a key mechanism used by organizations to embed their organizational cultures. | Organizational Socialization |
| What are the three phases of organizational socialization? | Anticipatory Socialization, Encounter, and Change and Acquisition |
| Phase 1 of the organizational socialization. Which occurs before an individual joins an organization, and involves the information people learn about different careers, occupations, professions, and organizations? | Anticipatory Socialization |
| Involves giving recruits a realistic idea of what lies ahead by presenting both positive and negative aspects of the job is what? | Realistic Job Preview |
| Phase 2 of the organizational socialization. Is when employees learn what the organization is really like and reconcile unmet expectations. | Encounter Phase |
| Programs that help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics and by clarifying work role expectations and responsibilities is what? | Onboarding |
| Phase 3 of the organizational socialization. Requires employees to master tasks and roles and to adjust to work group values and norms. | Change and Acquisition Phase |
| What do you call the process of forming and maintaining developmental relationships between a mentor and a junior person? | Mentoring |
| The variety of people in a network used for developmental assistance is what? | Diversity of developmental relationships |
| The quality of relationships among people in a network are known as? | Developmental relationship strength |
| This represents "those psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal directed." | Motivation |
| Focus on identifying internal factors such as instincts, needs, satisfaction, and job characteristics that energize employee motivation. | Content Theories of Motivation |
| Focus on explaining the process by which internal factors and cognition influence employee motivation. | Process Theories of Motivation |
| What are physiological or psychological deficiencies that arouse behavior? | Needs |
| What theory lists the basic five needs; physiological, safety,love,esteem,and self-actualization that influence behavior? | Need Hierarchy Theory (Maslow's Need Hierarchy) |
| What theory describes the three basic needs; existence, relatedness, and growth that influences behavior? | ERG Theory (Alderfer's ERG Theory) |
| The desire to accomplish something difficult is to what? | Need for Achievement |
| People with a high ______________ prefer to spend more time maintaining social relationships, joining groups, and wanting to be loved. | Need for Affiliation |
| The ____________ reflects an individual's desire to influence, coach, teach, or encourage others to achieve. | Need for Power |
| What is the term called that job characteristics associated with job satisfaction? | Motivators |
| What is the term called that job characteristics associated with job dissatisfaction? | Hygiene Factors (Herzberg's Motivator - Hygiene Theory) |
| What holds that motivation is a function of fairness in social exchanges? | Equity Theory (Adams's Equity Theory of Motivation) |
| A comparison in which another person receives greater outcomes for similar inputs is what? | Negative Inequity |
| A comperison in which another person receives lesser outcomes for similar inputs is what? | Positive Inequity |
| What is the term that reflects an individual's "different preferences for, tolerances for, and reactions to the level of equity associated with any given sitiuation?" | Equity Sensitivity |
| What is the term that reflects the perceived fairness of how resources and rewards are distributed or allocated? | Distributive Justice |
| What is defined as the perceived fairness of the process and procedures used to make allocation decisions? | Procedural Justice |
| What relates to the "quality of the interpersonal treatment people receive when procedures are implemented?" | Interactional Justice |
| What theory holds that people are motivated to behave in ways that produce desired combinations of expected outcomes? | Expectancy Theory (Vroom's Expectancy Theory) |
| An ___________, according to Vroom's terminology, represents an individual's belief that a particular degree of effort will be followed by a particular level of performance. | Expectancy |
| What are the factors that influence an employee's expectancy perception? | Self-esteem, Self-efficacy, Previous success at the task, Help received from a supervisor and subordinates, Information necessary to complete the task, and Good materials and equipment to work with. |
| What is the value of a reward or outcome? | Valence |
| What an individual is trying to accomplish is called? | Goal |
| What are the four goal setting motivational mechanisms? | Direct attention; regulate effort; increase persistence; and foster the development and application of task strategies and action plans |
| What pertains to the quantifiability of a goal? | Goal Specificity |
| An _________________ outlines the activities or task that need to be accomplished in order to obtain a goal. | Action Plan |
| _______________ is the extent to which an individual is personally committed to achieving a goal. | Goal Commitment |
| Also referred to as job redesign, "refers to any set of activities that involve the alteration of specific jobs or interdependent systems of jobs with the intent of improving the quality of employee job experience and their on-the-job productvity. | Job design |
| Is "that kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning is what? | Scientific Management |
| What is putting more variety into a job called? | Job Enlargement |
| Moving employees from one specialized job to another is what? | Job Rotation |
| What entails modifying a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement? | Job Enrichment |
| Motivation caused by positive internal feelings is called what? | Intrinsic Motivation |
| Job characterisitics found to various degrees in all jobs are called what? | Core Job Dimensions |
| __________ are "a family of muscular conditions that result from repeated motions performed in the course of normal work or daily activities. | Repetitive Motion Disorder (RMDs) |
| Refers to the formalized arrangements of interaction between and responsibility for the tasks, people, and resources in an organization. | Organizational Structure |
| Structure in which there is an owner and a few employees and where the arrangement of tasks, responsibilities, and communication is highly informal and accomplished through direct supervision. | Simple Organizational Structure |
| In which the tasks, people, & technologies necessary to do the work of the business are divided into separate functional groups w/increasingly formal procedures for coordinating & intergrating their activities 2 provide the business's products & services. | Functional Organizational Structure |
| Structure in which a set of relatively autonomous units, or divisions, are governed by a central corporate office but where each operating division has its own functional specialists who provide products or services different from those of other divisions | Divisional Organizational Structure |
| An adaptation of the divisional structure in which various divisions or parts of divisions are grouped together based on some common strategic elements, usually linked to distinct product/market differences. | Stategic Business Unit (SBU) |
| In which the corporate entity is a broad collection of often unrelated businesses and divisions such that it acts as financial overseer holding the ownership interest in the various parts of the company, but has little direct managerial involvement. | Holding Company Structure |
| Is a structure in which functional and staff personnel are assigned to both a basic functional area and to a project or product manager. It provides dueal channels of authority, performance responsibility, evaluation, and control. | Matrix Organizational Structure |
| Assigns fuctional managers and specialists to a new product, project, or process team that is empowered to make major decisions about their product. Team members are assigned permanently in most cases. | Product-Team Structure |
| Redesigning an organizational structure with the intent of emphasizing and enabling activities most critical to a firm's strategy to function at maximum effectiveness. | Restructuring |
| A customer-centric restructuring approach. It involves fundamental rethinking & radical redesigning of a business process so that a company can best create value for the customer by eliminating barriers that create distance between employees & customers. | Business Process Reengineering |
| Eliminating the number of employees, particularly middle management, in a company. | Downsizing |
| Allowing work groups or work teams to supervise and administer their work as a group or team without a direct supervisor exercising the supervisor exercising the supervisory role. | Self-Management |
| A temporary network of independent companies - suppliers, customers, subcontractors, and even competitors - linked primarily by information technology to share skills, access to markets, and costs. | Virtual Organization |
| A firm that identifies a set of business capabilities central to high-profitability operations and then builds a virtual organization around those capabilities. | Agile Organization |
| Obtaining work previously done by employees inside the companies from sources outside the company. | Outsourcing |
| An organization structured via outsourcing where the organization's final product or service is based on the combination of several companies' self-contained skills and business capabilities. | Modular Organization |
| Having an outside company manage numerous routine business management activities previously done by employees inside the company. | Business Process Outsourcing (BPO) |
| Alliances with suppliers, partners, contractors, and other providers that allow partners in the alliance to focus on what they do best, farm out everything else, and quickly provide value to the customer. | Strategic Alliances |
| Organizational structure that allows people to interface with others throughout the organization without need to wait for a hierarchy to regulate that interface across functional, business, and geographic boundaries. | Boundaryless Organization |
| Rules of communicatication, access, and protocol for dealing with different departments or functions or processes within an organization. | Horizontal Boundaries |
| Limitations on interaction, contact, and access between operations and management personnel; between different levels of management; and between different organizational parts like corporate versus divisional units. | Vertical Boundaries |
| Limitations on interaction and contact between people in a company based on being at different physical locations domestically and globally, | Geographic Boundaries |
| Formal and informal rules, locations, and protocol that separate and/or dictate the interaction between members of an organization and those outside the organization. | External Interface Boundaries |
| Organization structured around the idea that it should be set up to enable learning, to share knowledge, to seek knowledge, and to create oportunities to create new knowledge. | Learning Organization |
| Organization structure most notable for its lack of structure wherein knowledge and getting it to the right place quickly are the key reasons for organization. | Ambidextrous Organization |
| The process and practice by key executives of guiding and shepherding people in an organization toward a vision over time and developing that organization's future leadership and organization culture. | Organizational Leadership |
| Leaders' clear sense of where they want to lead their company and what results they expect to achieve. | Strategic Intent |
| An articulation of a simple criterion or characterization of what a leader sees the company must become in order to establish and sustain global leadership. | Leader's Vision |
| The effort to familiarize future leaders with the skills important to the company and to develop exceptional leaders among the managers employed. | Leadership Development |
| The capacity to see a commitment through to completion long after most people would have stopped tying. | Perseverance (of a leader) |
| A leader's fundamental personal standards that guide her sense of honesty, integrity, and ethical behavior. | Principles (of a leader) |
| A highly motivated sense of commitment to what you do and want to do. | Passion (of a leader) |
| The ability and right to influence and direct others based on the power associated with your formal position in the organization. | Position Power |
| The ability to influence and direct others that comes from being able to confer rewards in return for desired actions or outcomes. | Reward Power |
| The ability to influence others based on your access to information and your control of dissemination of information that is important to subordinates and others yet not otherwise easily obtained. | Information Power |
| Ability to direct and influence others based on your ability to coerce and deliver punishment for mistakes or undesired actions by others, particularly subordinates. | Punitive Power |
| The ability to direct and influence others because they defer to you based on your expertise or specialized knowledge that is related to the task, undertaking, or assignment in which they are involved. | Expert Influence |
| The ability to influence others derived from their strong desire to be associated with you, usually because they admire you, gain prestige or a sense of purpose by that association, or believe in your motivations. | Referent Influence |
| The ability to influence individual behavior among members of a group based on group norms, a group sense of what is the right thing or right way to do things, and the need to be valued and accepted by the group. | Peer Influence |
| The set of important assumptions and beliefs (often unstated) that members of an organization share in common. | Organizational Culture |
| A person's basis for differentiating right from wrong. | Ethical Standards |
| The desire to accomplish something difficult is? | Need for Achievement |
| The desire to spend time in social relationships and activities is? | Need for Affiliation |
| The desire to influence, coach, teach, or encourage others to achieve is? | Need for Power |
| Job characteristics associated with job satisfaction is? | Motivators |
| Job characteristics associated with job dissatisfaction is? | Hygiene Factors (Herzberg's Motivator) |
| Holds that motivation is a function of fairness in social exchange is? | Equity Theory (Adams's Equity Theory of Motivation) |
| Comparison in which another person receives greater outcomes for similar inputs is? | Negative Inequality |
Created by:
Rika78
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