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80 Cards in this Set
- Front
- Back
Organizational Design
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The process of constructing and adjusting an organization's structure to achieve its goals
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Organizational Structure
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The linking of departments within an organization
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Differentiation
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The process of deciding how to divide the work in an organization
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Integration
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The process of coordinating the different parts of an organization
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Horizontal Differentiation
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Degree of differentiation between organizational subunits
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Vertical Differentiation
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The difference in authority and responsibility in the organizational hierarchy
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Spatial Differentiation
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Geographic dispersion of an organization's offices, plants, and personnel
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Vertical Integration
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- Hierarchical Referral
- Rules and procedures - Plans and schedules - Positions added to the organization structure - Management information systems |
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Horizontal Integration
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- Liaison roles
- Task forces - Integrator positions - Teams |
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Structural Dimensions
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- Formalization
- Centralization - Specialization - Standardization - Complexity - Hierarchy of Authority |
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Formalization
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The degree to which the organization has official rules, regulations, and procedures
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Centralization
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The degree to which dimensions are made at the top of the organization
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Specialization
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The degree to which jobs are narrowly defined and depend on unique expertise
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Standardization
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The degree to which work activities are accomplished in a routine fashion
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Complexity
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The degree to which many different types of activities occur in the organization
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Hierarchy of Authority
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The degree of vertical differentiation across levels of management
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Five Basic Parts of an Organzation
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Strategic Apex,// Techno-Structure, Middle-Line, Support Staff,// Operating Core
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Contextual Variables
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A Set of characteristics that influences the organization's design processes
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Contextual Variables that Influence Organizational Structure
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- Size
- Technology - Strategy and Goals - Environment |
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Forces Reshaping Organizations
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- Organizational life cycles
- Globalization - Changes in Information-Processing Technologies - Demands on Organizational Processes |
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Four Symptoms of Structural Weakness
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- Delay in decision making
- Poor quality decision making - Lack of innovative response to changing environment - High level of conflict |
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Organizational (Corporate) Culture
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A pattern of basic assumptions that are considered valid and that are taught to new members as the way to perceive, think, and feel in the organization
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Three levels of culture
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- Artifacts
- Values - Assumptions |
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Artifacts
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Symbols of culture in the physical and social work environment
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Values
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Espoused: What members of an organization say they value
Enacted: Reflected in the way individuals actually behave |
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Assumptions
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Deeply held beliefs that guide behavior and tell members of an organization how to perceive and think about things
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Strong Culture
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An organizational culture with a consensus on the values that drive the company and with an intensity that is recognizable even to outsiders
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Fit Perspective
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A culture is good only if it fits the industry or the firm's strategy
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Adaptive Culture
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An organizational culture that encourages confidence and risk taking among employees, has leadership that produces change, and focuses on the changing needs of customers
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Five Most Important Elements in Managing Culture
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- What leaders pay attention to
- How leaders react to crises - How leaders behave - How leaders allocate rewards - How leaders hire and fire individuals |
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Organizational Socialization
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The process by which newcomers are transformed from outsiders to participating, effective members of the organization
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Socialization Process
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1. Anticipatory Socialization
2. Encounter 3. Change and Acquisition |
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Anticipatory Socialization
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All of the learning that takes place prior to the newcomer's first day on the job
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Encounter
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Newcomer learns the tasks associated with the job, clarifies roles, and establishes new relationships at work
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Change or Acquistion
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Newcomer begins to master the demands of the job
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Job
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A set of specified work and task activities that engage an individual in an organization
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Organizational Position
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A job in relation to other parts of the organization
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Career
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A sequence of job experiences over time
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Work
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Mental or physical activity that has productive results
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Meaning of Work
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The way a person interprets and understands the value of work as a part of life
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Traditional Approaches to Job Design
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- Scientific Management
- Job Enlargement/Rotation - Job Enrichment - Job Characteristics Model |
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Scientific Management
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Emphasizes work simplification
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Job Enlargement
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A method of job design that increases the number of activities in a job to overcome the boredom of overspecialized work
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Job Rotation
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A variation of job enlargement in which workers are exposed to a variety of specialized jobs over time
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Cross-Training
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A variation of job enlargement in which workers are trained in different specialized tasks or activities
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Job Enrichment
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Designing or redesigning jobs by incorporating motivational factors for into them
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Job Characteristics Model
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A framework for understanding person--job fit through the interaction of core job dimensions with critical psychological states within a person
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Motivating Potential Score
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([(Skill Variety)+(Task Identity)+(Task Significance)]/3)*(Autonomy)*(Feedback)
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Social Information Processing (SIP) Model
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A model that suggests that the important job factors depend in part on what others tell a person about the job
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Emerging Issues in Design of Work
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- Telecommuting
- Flextime - Job Sharing - Technology at Work - Task Revision - Skill Development |
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Telecommuting
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Employees work at home or in other locations geographically separate from their company's main location
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Flextime
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An alternative work pattern that enables employees to set their own daily work schedules
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Job Sharing
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An alternative work pattern in which there is more that one person occupying a single job
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Virtual Office
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A mobile platform of computer, telecommunication, and information technology and services
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Technostress
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The stress cause by new and advancing technologies in the workplace
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Task Revision
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The modification of incorrectly specified roles or jobs
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Career
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The pattern of work-related experiences that span the course of a person's life
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Career Management
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A lifelong process of learning about self, jobs, and organizations; setting personal career goals; developing strategies for achieving the goals, and revising the goals based on work and life experience
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New Career Paradigm
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- Discrete exchange
- Occupational excellence - Organizational empowerment - Project allegiance |
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Old Career Paradigm
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- Mutual loyalty contract
- One-employer focus - Top-down firm - Corporate allegiance |
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The Career Stage Model
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1. Establishment (17-40yo)
2. Advancement (40-60yo) 3. Maintenance (40-60yo) 4. Withdrawal (60+yo) |
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Establishment
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The person learns the job and begins to fit into the organization and occupation
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Advancement
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People focus on increasing their competence
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Maintenance
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Individual tries to maintain productivity while evaluating progress toward career goals
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Withdrawal
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Individual contemplates retirement or possible career changes
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Tasks of the NewComer
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- Negotiate an effective psychological-contract
- Manage the stress of socialization - Make the transition from organizational outsider to organizational insider |
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Career Path
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A sequence of job experiences that an employee moves along during his or her career
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Career Ladder
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A structured series of job positions through which an individual progresses in an organization
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Career functions provided by a Mentor
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- Sponsorship
- Facilitating exposure and visibility - Coaching - Protection |
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Career Anchor
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A network of self-perceived talents, motives, and values that guide an individual's career decisions
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Planned Change
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Change resulting from a deliberate decision to alter the organization
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Unplanned Change
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Change that is imposed on the organization and is often unforeseen
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Incremental Change
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Change of a relatively small scope, such as making small improvements
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Strategic Change
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Change of a larger scale, such as organizational restructuring
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Transformational Change
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Change in which the organization moves to a radically different, and sometimes unknown, future state
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The Change Agent
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Individual or group that undertakes that task of introducing and managing a change in an organization
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Lewin's Three-Step Change Model
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- Unfreezing
- Moving - Refreezing |
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Unfreezing
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Involves encouraging individuals to discard old behaviors by shaking up the equilibrium state that maintains that status quo
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Moving
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New attitudes, values, and behaviors are substituted for old ones
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Refreezing
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New attitudes, values, and behaviors are established as the new status quo
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