Question 1

accountability

Accepted Answer

Describes expectation that managers must report and justify work results to the managers above them

Question 2

adaptive perspective

Accepted Answer

Perspective of organizational culture that assumes that the most effective cultures help organizations anticipate and adapt to environmental change.

Question 3

adhocracy culture

Accepted Answer

Type of organizational culture that has an external focus and values flexibility.

Question 4

authority

Accepted Answer

The right to perform or command; also, the rights inherent in a managerial position to make decisions, give orders, and utilize resources.

Question 5

birth stage

Accepted Answer

The nonbureaucratic stage, the stage in which the organization is created.

Question 6

boundaryless organization

Accepted Answer

A fluid, highly adaptive organization whose members, linked by information technology, come together to collaborate on common tasks; the collaborators may include competitors, suppliers, and customers.

Question 7

centralized authority

Accepted Answer

Organizational structure in which important decisions are made by upper managers—power is concentrated at the top.

Question 8

clan culture

Accepted Answer

Type of organizational culture that has an internal focus and values flexibility rather than stability and control.

Question 9

common purpose

Accepted Answer

A goal that unifies employees or members and gives everyone an understanding of the organization's reason for being.

Question 10

contingency design

Accepted Answer

The process of fitting the organization to its environment.

Question 11

coordinated effort

Accepted Answer

The coordination of individual efforts into a group or organization-wide effort.

Question 12

customer divisions

Accepted Answer

Divisional structures in which activities are grouped around common customers or clients.

Question 13

decentralized authority

Accepted Answer

Organizational structure in which important decisions are made by middle-level and supervisory-level managers—power is delegated throughout the organization.

Question 14

delegation

Accepted Answer

The process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy.

Question 15

differentiation

Accepted Answer

The tendency of the parts of an organization to disperse and fragment.

Question 16

division of labor

Accepted Answer

Also known as work specialization; arrangement of having discrete parts of a task done by different people. The work is divided into particular tasks assigned to particular workers.

Question 17

divisional structure

Accepted Answer

The third type of organizational structure, whereby people with diverse occupational specialties are put together in formal groups according to products and/or services, customers and/ or clients, or geographic regions.

Question 18

enacted values

Accepted Answer

Values and norms actually exhibited in the organization.

Question 19

espoused values

Accepted Answer

Explicitly stated values and norms preferred by an organization.

Question 20

fit perspective

Accepted Answer

Perspective of organizational culture that assumes that an organization's culture must align, or fit, with its business or strategic context.

Question 21

functional structure

Accepted Answer

The second type of organizational structure, whereby people with similar occupational specialties are put together in formal groups.

Question 22

geographical divisions

Accepted Answer

Divisional structures in which activities are grouped around defined regional locations.

Question 23

hero

Accepted Answer

A person whose accomplishments embody the values of the organization.

Question 24

hierarchy culture

Accepted Answer

Type of organizational culture that has an internal focus and values stability and control over flexibility.

Question 25

hierarchy of authority

Accepted Answer

Also known as chain of command; a control mechanism for making sure the right people do the right things at the right time.

Question 26

hollow structure

Accepted Answer

Often called network structure, structure in which the organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster.

Question 27

horizontal design

Accepted Answer

Arrangement in which teams or workgroups, either temporary or permanent, are used to improve collaboration and work on shared tasks by breaking down internal boundaries.

Question 28

integration

Accepted Answer

The tendency of the parts of an organization to draw together to achieve a common purpose.

Question 29

line managers

Accepted Answer

Managers who have the authority to make decisions and usually have people reporting to them.

Question 30

market culture

Accepted Answer

Type of organizational culture that has a strong external focus and values stability and control.

Question 31

matrix structure

Accepted Answer

Fourth type of organizational structure, which combines functional and divisional chains of command in a grid so that there are two command structures—vertical and horizontal.

Question 32

maturity stage

Accepted Answer

A stage when the organization becomes very bureaucratic, large, and mechanistic. Also the third stage in the product life cycle; period in which the product starts to fall out of favor, and sales and profits fall off.

Question 33

mechanistic organization

Accepted Answer

Organization in which authority is centralized, tasks and rules are clearly specified, and employees are closely supervised.

Question 34

midlife stage

Accepted Answer

A period of growth evolving into stability when the organization becomes bureaucratic.

Question 35

modular structure

Accepted Answer

Seventh type of organizational structure, in which a firm assembles product chunks, or modules, provided by outside contractors.

Question 36

network structure

Accepted Answer

Also called hollow structure.

Question 37

organic organization

Accepted Answer

Organization in which authority is decentralized, there are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks.

Question 38

organization

Accepted Answer

A group of people who work together to achieve some specific purpose. A system of consciously coordinated activities or forces of two or more people.

Question 39

organization chart

Accepted Answer

Box-and-lines illustration of the formal relationships of positions of authority and the organization's official positions or work specializations.

Question 40

organizational culture

Accepted Answer

Sometimes called corporate culture; system of shared beliefs and values that develops within an organization and guides the behavior of its members.

Question 41

organizational design

Accepted Answer

Creating the optimal structures of accountability and responsibility that an organization uses to execute its strategies.

Question 42

organizational life cycle

Accepted Answer

Four-stage cycle with a natural sequence of stages: birth, youth, midlife, and maturity.

Question 43

organizational structure

Accepted Answer

A formal system of task and reporting relationships that coordinate and motivates an organization's members so that they can work together to achieve the organization's goals.

Question 44

product divisions

Accepted Answer

Divisional structures in which activities are grouped around similar products or services.

Question 45

responsibility

Accepted Answer

The obligation one has to perform the assigned tasks.

Question 46

rites and rituals

Accepted Answer

The activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in an organization's life.

Question 47

simple structure

Accepted Answer

The first type of organizational structure, whereby an organization has authority centralized in a single person, as well as a flat hierarchy, few rules, and low work specialization.

Question 48

span of control (management)

Accepted Answer

The number of people reporting directly to a given manager.

Question 49

staff personnel

Accepted Answer

Staff with advisory functions; they provide advice, recommendations, and research to line managers.

Question 50

story

Accepted Answer

A narrative based on true events, which is repeated—and sometimes embellished upon—to emphasize a particular value.

Question 51

strength perspective

Accepted Answer

Perspective of organizational culture that assumes that the strength of a corporate culture is related to a firm's long-term financial performance.

Question 52

symbol

Accepted Answer

An object, act, quality, or event that conveys meaning to others.

Question 53

unity of command

Accepted Answer

Principle that stresses an employee should report to no more than one manager in order to avoid conflicting priorities and demands.

Question 54

virtual organizational

Accepted Answer

An organization whose members are geographically apart, usually working with e-mail, collaborative computing, and other computer connections.

Question 55

virtual structure

Accepted Answer

A company outside a company that is created specifically to respond to an exceptional market opportunity that is often temporary.

Question 56

youth stage

Accepted Answer

The stage in which the organization is in a pre-bureaucratic phase, one of growth and expansion.

Question 57

360 degree assessment

Accepted Answer

A performance appraisal in which employees are appraised not only by their managerial superiors but also by peers, subordinates, and sometimes clients.

Question 58

adverse impact

Accepted Answer

Effect an organization has when it uses an employment practice or procedure that results in unfavorable outcomes to a protected class (such as Hispanics) over another group of people (such as non-Hispanic whites).

Question 59

affirmative action

Accepted Answer

The focus on achieving equality of opportunity.

Question 60

arbitration

Accepted Answer

The process in which a neutral third party, an arbitrator, listens to both parties in a dispute and makes a decision that the parties have agreed will be binding on them.

Question 61

assessment center

Accepted Answer

Company department where management candidates participate in activities for a few days while being assessed by evaluators.

Question 62

base pay

Accepted Answer

Consists of the basic wage or salary paid employees in exchange for doing their jobs.

Question 63

behavioral-description interview

Accepted Answer

Type of structured interview in which the interviewer explores what applicants have done in the past.

Question 64

behaviorally anchored rating scale (BARS)

Accepted Answer

Employee gradations in performance rated according to scales of specific behaviors.

Term	Definition
accountability	Describes expectation that managers must report and justify work results to the managers above them
adaptive perspective	Perspective of organizational culture that assumes that the most effective cultures help organizations anticipate and adapt to environmental change.
adhocracy culture	Type of organizational culture that has an external focus and values flexibility.
authority	The right to perform or command; also, the rights inherent in a managerial position to make decisions, give orders, and utilize resources.
birth stage	The nonbureaucratic stage, the stage in which the organization is created.
boundaryless organization	A fluid, highly adaptive organization whose members, linked by information technology, come together to collaborate on common tasks; the collaborators may include competitors, suppliers, and customers.
centralized authority	Organizational structure in which important decisions are made by upper managers—power is concentrated at the top.
clan culture	Type of organizational culture that has an internal focus and values flexibility rather than stability and control.
common purpose	A goal that unifies employees or members and gives everyone an understanding of the organization's reason for being.
contingency design	The process of fitting the organization to its environment.
coordinated effort	The coordination of individual efforts into a group or organization-wide effort.
customer divisions	Divisional structures in which activities are grouped around common customers or clients.
decentralized authority	Organizational structure in which important decisions are made by middle-level and supervisory-level managers—power is delegated throughout the organization.
delegation	The process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy.
differentiation	The tendency of the parts of an organization to disperse and fragment.
division of labor	Also known as work specialization; arrangement of having discrete parts of a task done by different people. The work is divided into particular tasks assigned to particular workers.
divisional structure	The third type of organizational structure, whereby people with diverse occupational specialties are put together in formal groups according to products and/or services, customers and/ or clients, or geographic regions.
enacted values	Values and norms actually exhibited in the organization.
espoused values	Explicitly stated values and norms preferred by an organization.
fit perspective	Perspective of organizational culture that assumes that an organization's culture must align, or fit, with its business or strategic context.
functional structure	The second type of organizational structure, whereby people with similar occupational specialties are put together in formal groups.
geographical divisions	Divisional structures in which activities are grouped around defined regional locations.
hero	A person whose accomplishments embody the values of the organization.
hierarchy culture	Type of organizational culture that has an internal focus and values stability and control over flexibility.
hierarchy of authority	Also known as chain of command; a control mechanism for making sure the right people do the right things at the right time.
hollow structure	Often called network structure, structure in which the organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster.
horizontal design	Arrangement in which teams or workgroups, either temporary or permanent, are used to improve collaboration and work on shared tasks by breaking down internal boundaries.
integration	The tendency of the parts of an organization to draw together to achieve a common purpose.
line managers	Managers who have the authority to make decisions and usually have people reporting to them.
market culture	Type of organizational culture that has a strong external focus and values stability and control.
matrix structure	Fourth type of organizational structure, which combines functional and divisional chains of command in a grid so that there are two command structures—vertical and horizontal.
maturity stage	A stage when the organization becomes very bureaucratic, large, and mechanistic. Also the third stage in the product life cycle; period in which the product starts to fall out of favor, and sales and profits fall off.
mechanistic organization	Organization in which authority is centralized, tasks and rules are clearly specified, and employees are closely supervised.
midlife stage	A period of growth evolving into stability when the organization becomes bureaucratic.
modular structure	Seventh type of organizational structure, in which a firm assembles product chunks, or modules, provided by outside contractors.
network structure	Also called hollow structure.
organic organization	Organization in which authority is decentralized, there are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks.
organization	A group of people who work together to achieve some specific purpose. A system of consciously coordinated activities or forces of two or more people.
organization chart	Box-and-lines illustration of the formal relationships of positions of authority and the organization's official positions or work specializations.
organizational culture	Sometimes called corporate culture; system of shared beliefs and values that develops within an organization and guides the behavior of its members.
organizational design	Creating the optimal structures of accountability and responsibility that an organization uses to execute its strategies.
organizational life cycle	Four-stage cycle with a natural sequence of stages: birth, youth, midlife, and maturity.
organizational structure	A formal system of task and reporting relationships that coordinate and motivates an organization's members so that they can work together to achieve the organization's goals.
product divisions	Divisional structures in which activities are grouped around similar products or services.
responsibility	The obligation one has to perform the assigned tasks.
rites and rituals	The activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in an organization's life.
simple structure	The first type of organizational structure, whereby an organization has authority centralized in a single person, as well as a flat hierarchy, few rules, and low work specialization.
span of control (management)	The number of people reporting directly to a given manager.
staff personnel	Staff with advisory functions; they provide advice, recommendations, and research to line managers.
story	A narrative based on true events, which is repeated—and sometimes embellished upon—to emphasize a particular value.
strength perspective	Perspective of organizational culture that assumes that the strength of a corporate culture is related to a firm's long-term financial performance.
symbol	An object, act, quality, or event that conveys meaning to others.
unity of command	Principle that stresses an employee should report to no more than one manager in order to avoid conflicting priorities and demands.
virtual organizational	An organization whose members are geographically apart, usually working with e-mail, collaborative computing, and other computer connections.
virtual structure	A company outside a company that is created specifically to respond to an exceptional market opportunity that is often temporary.
youth stage	The stage in which the organization is in a pre-bureaucratic phase, one of growth and expansion.
360 degree assessment	A performance appraisal in which employees are appraised not only by their managerial superiors but also by peers, subordinates, and sometimes clients.
adverse impact	Effect an organization has when it uses an employment practice or procedure that results in unfavorable outcomes to a protected class (such as Hispanics) over another group of people (such as non-Hispanic whites).
affirmative action	The focus on achieving equality of opportunity.
arbitration	The process in which a neutral third party, an arbitrator, listens to both parties in a dispute and makes a decision that the parties have agreed will be binding on them.
assessment center	Company department where management candidates participate in activities for a few days while being assessed by evaluators.
base pay	Consists of the basic wage or salary paid employees in exchange for doing their jobs.
behavioral-description interview	Type of structured interview in which the interviewer explores what applicants have done in the past.
behaviorally anchored rating scale (BARS)	Employee gradations in performance rated according to scales of specific behaviors.
benefits	Additional nonmonetary forms of compensation.
collective bargaining	Negotiations between management and employees regarding disputes over compensation, benefits, working conditions, and job security.
compensation	Payment comprising three parts: wages or salaries, incentives, and benefits.
computer-assisted instruction (CAI) clause	Training in which computers are used to provide additional help or to reduce instructional time.
cost of living adjustment (COLA)	Clause in a union contract that ties future wage increases to increases in the cost of living.
development	The education of professionals and managers in the skills they will need to do their jobs in the future.
disparate treatment	Results when employees from protected groups (such as disabled individuals) are intentionally treated differently.
employment tests	Tests legally considered to consist of any procedure used in the employment selection process.
equal employment opportunity commission (EEO)	U.S. panel whose job it is to enforce antidiscrimination and other employment related laws.
external recruiting	Attracting job applicants from outside the organization.
fair labor standards act	Legislation passed in 1938 that established minimum living standards for workers engaged in interstate commerce, including provision of a federal minimum wage.
forced ranking performance review systems	Performance review systems whereby all employees within a business unit are ranked against one another, and grades are distributed along some sort of bell curve, like students being graded in a college course.
formal appraisals	Appraisals conducted at specific times throughout the year and based on performance measures that have been established in advance.
givebacks	Negotiation tactic in which the union agrees to give up previous wage or benefit gains in return for something else.
grievance	Complaint by an employee that management has violated the terms of the labor-management agreement.
human capital	Economic or productive potential of employee knowledge, experience, and actions.
human resource inventory	A report listing an organization's employees by name, education, training, languages, and other important information.
human resource management (HR)	The activities managers perform to plan for, attract, develop, and retain a workforce.
informal appraisals	Appraisals conducted on an unscheduled basis and consisting of less rigorous indications of employee performance than those used in formal appraisals.
internal recruiting	Hiring from the inside, or making people already employed by the organization aware of job openings.
job analysis	The determination of the basic elements of a job.
job description	A summary of what the holder of the job does and how and why he or she does it.
job posting	Placing information about job vacancies and qualifications on bulletin boards, in newsletters, and on the organization's intranet.
job specification	Description of the minimum qualifications a person must have to perform the job successfully.
knowledge worker	Someone whose occupation is principally concerned with generating or interpreting information, as opposed to manual labor.
labor unions	Organizations of employees formed to protect and advance their members' interests by bargaining with management over job-related issues.
mediation	The process in which a neutral third party, a mediator, listens to both sides in a dispute, makes suggestions, and encourages them to agree on a solution.
national labor relations board (NLRB)	Legislated in 1935, U.S. commission that enforces procedures whereby employees may vote to have a union and for collective bargaining.
objective appraisals	Also called results appraisals; performance evaluations that are based on facts and that are often numerical.
orientation	Process of helping a newcomer fit smoothly into the job and the organization.
performance appraisals	Assessment of an employee's performance and the provision of feedback.
performance management	The continuous cycle of improving job performance through goal setting, feedback and coaching, and rewards and positive reinforcement.
realistic job preview	A picture of both positive and negative features of the job and organization given to a job candidate before he or she is hired.
recruiting	The process of locating and attracting qualified applicants for jobs open in the organization.
reliability	Degree to which a test measures the same thing consistently, so that an individual's score remains about the same over time, assuming the characteristics being measured also remain the same.
right to work laws	Statutes that prohibit employees from being required to join a union as a condition of employment.
selection process	The screening of job applicants to hire the best candidate.
sexual harassment	Unwanted sexual attention that creates an adverse work environment.
situational interview	A structured interview in which the interviewer focuses on hypothetical situations.
social capital	Economic or productive potential of strong, trusting, and cooperative relationships.
strategic human resource planning	The development of a systematic, comprehensive strategy for (1) understanding current employee needs and (2) predicting future employee needs.
structured interview	Interview in which the interviewer asks each applicant the same questions and then compares the responses to a standardized set of answers.
subjective appraisals	Performance evaluations based on a manager's perceptions of an employee's traits or behaviors.
training	Educating technical and operational employees in how to better do their current jobs.
two tier wage contracts	Contracts in which new employees are paid less or receive lesser benefits than veteran employees have.
union security clause	Part of a labor-management agreement that states that employees who receive union benefits must join the union, or at least pay dues to it.
unstructured interview	Interview in which the interviewer asks probing questions to find out what the applicant is like.
validity	Extent to which a test measures what it purports to measure and extent to which it is free of bias.
workplace discrimination	Type of discrimination that occurs when people are hired or promoted—or denied hiring or promotion—for reasons not relevant to the job.
adaptive change	Reintroduction of a familiar practice, the kind of change that has already been experienced within the same organization.
benchmarking	A process by which a company compares its performance with that of high-performing organizations.
change agent	A person inside or outside the organization who can be a catalyst in helping deal with old problems in new ways.
creativity	The process of developing something new or unique.
incremental innovations	The creation of products, services, or technologies that modify existing ones.
innovative change	The introduction of a practice that is new to the organization.
intervention	Interference in an attempt to correct a problem.
organizational development (OD)	Set of techniques for implementing planned change to make people and organizations more effective.
proactive change	Planned change; making carefully thought-out changes in anticipation of possible or expected problems or opportunities; opposite of reactive change.
process innovation	A change in the way a product or service is conceived, manufactured, or disseminated.
product innovation	A change in the appearance or the performance of a product or a service or the creation of a new one.
radical innovations	New products, services, or technologies that replace existing ones.
radically innovative change	Change involving a practice that is new to the industry.
reactive change	Change made in response to problems or opportunities as they arise; compare Proactive change.
resistance to change	An emotional/behavioral response to real or imagined threats to an established work routine.
seeds of innovation	The starting point for organizational innovation
technology	All tools & ideas for transforming material data or labor(inputs) to goods or services(outputs). Applies not just to computers, any machine process that enables an organization to gain competitive advantage n changing materials used to make fin product

Management Test 2

Ch 8-10

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