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