Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
Org Manage 4
| Term | Definition |
|---|---|
| Pressures for Organizational Change | People, Technology, Information Processing and Communication, and Competition |
| Change Agents | A person responsible for managing a change effort; internal vs. external |
| Transition Management | The process of systematically planning, organizing, and implementing change; Deal with unintended consequences |
| Organization Development | A system-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving organizational effectiveness |
| Structural Change | A system-wide organization development involving a major restructuring of the organization or instituting programs such as quality of work life |
| Quality of Work Life | The extent to which workers can satisfy important personal needs through their experiences in the organization |
| Task Redesign | Direct alteration of jobs |
| Technological Change | Changing how inputs are transformed into outputs |
| Overdetermination | Employment system, job descriptions, evaluation and reward system, organization culture |
| Narrow focus of change | Structure changed with no concern given to other issues |
| Group Inertia | Group norms |
| Threatened Expertise | People move out of area of expertise |
| Threatened Power | Decentralized decision making |
| Resource Allocation | Increased use of part-time help |
| Habit | Altered tasks |
| Security | Altered tasks or reporting relationships |
| Economic factors | Changed pay and benefits |
| Fear of the unknown | New jobs, new boss |
| Lack of awareness | Isolated groups not heeding notices |
| Social factors | Group norms |
| Organizational Culture | A system of shared values, norms, and assumptions that guide members’ attitudes and behaviors; influences how they perceive and react to their environment |
| Artifacts | Physical manifestations of the culture, including: Myths and stories, Awards, ceremonies, and rituals, Dress code. |
| Assumptions | Taken for granted, Unconscious, The ultimate source of values and behaviors |
| Espoused Values | Explicitly stated organizational values |
| Enacted Values | Norms and behaviors actually exhibited by employees |
| Symbols - Artifact | Object, act, or event that conveys meaning to others. Symbols associated with corporate culture convey the organization’s important values University seal |
| Stories - Artifact | Narrative based on true events that is repeated and shared among organizational employees Stories are told to new employees to keep the organization’s values alive |
| Heroes - Artifact | Figure who exemplifies the deeds, character, and attributes of a strong corporate culture |
| Slogans - Artifact | Phrase or sentence that succinctly expresses a key organizational value |
| Ceremonies/Rituals - Artifact | Planned affair that makes up a special event and is conducted for the benefit of an audience |
| Dominating | Conflict cultures - active and disagreeable, allow open conflict |
| Collaborative | Conflict cultures - active and agreeable, employees resolve conflict cooperatively |
| Avoidant | Conflict cultures-passive and agreeable, strive to preserve order and harmony |
| Passive-Aggressive | Conflict cultures - passive and disagreeable, conflict handled by refusing to participate |
| Organizational Socialization | is the process through which employees learn about the firm’s culture and pass their knowledge and understanding on to others |
| Culture of Inclusion | The extent to which majority members value efforts to increase minority representation, and whether the qualifications and abilities of minority members are questioned |
| Organizational Design | The process of selecting and managing aspects of organizational structure and culture to enable the organization to achieve its goals |
| Organizational Structure | The formal system of task, power, and reporting relationships |
| Organizational Chart | Diagram of the chain of command and reporting relationships in a company |
| Mechanistic | Rigid, traditional bureaucracies with centralized power and hierarchical communications |
| Organic | Flexible, decentralized structures with less clear lines of authority, decentralized power, open communication channels, and a focus on adaptability in helping employees accomplish goals |
| Prebureaucratic Structure | Smaller organizations with low standardization, total centralization, and mostly one-on-one communication |
| Bureaucratic Structure | Organizational structure with formal division of labor, hierarchy, and standardization of work procedures |
| Functional | groups people with the same skills or who use similar tools or work processes into departments |
| Divisional | a collection of functions organized around a particular geographic area, product or service, or market |
| Matrix | employees report to both a project or product team and to a functional manager |
| Team-based | horizontal or vertical teams define part or all of the organization |
| Lattice | cross-functional and cross-level sub-teams are formed and dissolved as necessary to complete specific projects and tasks |
| Network organization | a collection of autonomous units or firms that act as a single larger entity, using social mechanisms for coordination and control |
| Virtual | An organization that contracts out almost all of its functions except for the company name and managing the coordination among the contractors |
| Direct Contact | Managers from different units informally work together to coordinate or to identify and solve shared problems |
| Liaison Role | A manager or team member is held formally accountable for communicating and coordinating with other groups |
| Task Force | A temporary committee formed to address a specific project or problem |
| Cross Functional Team | A permanent task force created to address specific problems or recurring needs |
| Communities of Practice | Groups of people whose shared expertise and interest in a joint enterprise informally binds them together (and how to make them FLOURISH) |
| Decision Rule | A statement that tells a decision maker which alternative to choose based on the characteristics of the decision situation |
| Condition of Certainty | A manager knows what the outcomes of each alternative of a given action will be and has enough information to estimate the probabilities of various outcomes |
| Condition of Risk | The decision maker cannot know with certainty what the outcome of a given action will be but has enough information to estimate the probabilities of various outcomes |
| Condition of Uncertainty | The decision maker lacks enough information to estimate the probability of possible outcomes |
| Rational Decision Making Approach | A systematic, step-by-step process for making decisions |
| Contingency Plans | An alternative action to take if the primary course of action is unexpectedly disrupted or rendered inappropriate |
| Post Decision Dissonance | A doubt about a choice that has already been made |
| Bounded Rationality | Idea that decision makers cannot deal with information about all the aspects and alternatives pertaining to a problem and therefore choose to tackle some meaningful subset of it |
| Suboptimizing | Knowingly accepting less than the best possible outcome to avoid unintended negative effects on other aspects of the organization |
| Satisficing | Examining alternatives only until a solution that meets minimal requirements is found |
| Coalition | An informal alliance of individuals or groups formed to achieve a common goal |
| Intuition | An innate belief about something without conscious consideration |
| Escalation of Commitment, or “Sunk Cost Fallacy” | Occurs when a decision maker stays with a decision even when it appears to be wrong |
| Risk Propensity | The extent to which a decision maker is willing to gamble in making a decision |
| Ethics | A person’s beliefs about what constitutes right and wrong behavior |
| Prospect Theory | Argues that when people make decisions under a condition of risk, they are more motivated to avoid losses than they are to seek gains |
| Group Polarization | The tendency for a group’s average post-discussion attitudes to be more extreme than its average pre-discussion attitudes |
| Groupthink | A mode of thinking that occurs when members of a group are deeply involved in a cohesive in-group, and the desire for unanimity offsets their motivation to appraise alternative courses of action |
| Brainstorming | A technique used in the idea-generation phase of decision making that assists in development of numerous alternative courses of action. Simultaneous ORAL generation of ideas |
| Brainwritting | Simultaneous WRITTEN generation of ideas |
| Nominal Group Technique | Group members follow a generate–discuss–vote cycle until they reach a decision |
| Delphi Technique | A method of systematically gathering judgments of experts for use in developing forecasts |
| Creativity | A person’s ability to generate new ideas or to conceive of new perspectives on existing ideas |
Created by:
c22shaferv