Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
55 Cards in this Set
- Front
- Back
machine metaphor
|
comparing the organization of a company to that of a machine "specialization and replaceability.
|
|
Scalar Chain (fayol)
|
proposes that an orginization chould be arranged in a strict vertical heirarchy and that communication should be largely limited to this vertical flow.
|
|
Division of Labor (fayol)
|
work can best be accomplished if employees are assigned to a limited number of specialized tasks.
|
|
Order (fayol)
|
there should be an appointed place for each employee and task within the organization.
|
|
span of control (Fayol)
|
managers will be most effective if they have control of a limited number of resources.
|
|
Unity of Command (fayol)
|
Employees should receive orders based on a particular task from one supervisor.
|
|
Likert's system II: Benevolent Authoritative Organization
|
Decisions are still made at the top, however employees are motivated through salary and benefits instead of threats and fear.
|
|
Likert's System I: Exploitative Authoritative Organization
|
Decisions are made at the top and employees are motivated by fear and threats. Iron Fist.
|
|
Likert's System III: Consultative organization
|
Employees suggestions are taken into account, but ultimate decisions are made at the top.
|
|
Likert's System IV: Participate Organization
|
Control is exercised at all levels and decision making is performed by all members are set by complete work groups.
|
|
Theory Z
|
-Training and long term employment are stressed.
-thoughts and ideas of employees are valued. -collective decision making. |
|
Mission Statement
|
Well-defined goals and ideals for the company to set out a plan and help to execute it.
|
|
Satisfied vs. Dissatisfied Customer
|
A dissatisfied customer tells 10 people about their experience, while a satisfied customer tells only 5. dissatisfied customers are the #1 reason organizations fail.
|
|
Marketing
|
Everything involved with the selling of products.
|
|
Factors a company has no control over
|
-Conditions such as weather and politics.
-Competition's products and ideas. |
|
Factors a company does have control over
|
-Products
-Price -Place -Promotion -People |
|
Resume: Purpose and types
|
Gets your foot in the door and lays out experience and skills.
- Chronological -Functional -combination |
|
Interview Questions to expect
|
- situational
- Skills/Abilities/Work Experience - Goals - Extracirricular Activities - Academic Programs - Company Knowledge - Relocation Travel |
|
Impoverished Management
|
Management with low concern for people or production. Shitty companies. Blake and Moutons
|
|
Country club Management
|
Blake and Moulton's Managerial Maps. high concern for people low concern for production
|
|
Authority Compliance
|
Low people high production blake and moulton
|
|
Team Management
|
High concern for people and production. blake and moulton.
|
|
MIddle of the Road Management
|
blake and moulton - obvious
|
|
Relay assembly woman
|
6 women observed in phone relay room. Showed that rest pauses and changes to temperature and humidty, etc. resulted in social satisfactions increase productivity.
|
|
Interview Prep
|
- Research company
- Know your own goals and interests. - Practice answering questions and develop your own. |
|
What Interviewers look for
|
- Self presentation
- Articulation and thought process - Body language - Intelligence - Experience(s) -Attitude |
|
thank you letters
|
- Always send immediately
- Ask for business card - Business like appearance - Highlight discussion - Continued Interest. |
|
Centralization (fayol)
|
Organization is run top down with big decisions
|
|
Renumeration of Personnel (fayol)
|
Rewards for better performance.
|
|
Equity (Fayol)
|
Everyone treated fairly in renumeration.
|
|
Subordination of Individual Goals (fayol)
|
Organization comes before the individual.
|
|
Piecework Pay
|
Getting paid for amount of work done. Bricks
|
|
Ratebuster
|
One who works far above the average pace, thus lowering the rate for everyone.
|
|
Systematic Soldiering
|
Workers set a pace to prevent ratebusting.
|
|
Selecting the right worker and training
|
workers should be scientifically selected and trained for each job and that only "first Class" workers should be retained.
|
|
Illumination Studies
|
Studies where they turned down lights to measure how light affected productivity, but they found that having a supervisor standing over them affected productivity more than anything.
|
|
Bank Wiring System
|
Naturalistic Observation of a group of men in the bank wiring room. Study showed that social hierarchy took precedence over formal organizational hierarchy.
|
|
1. Physiological Needs - Maslow's Hierarchy of Needs
|
Food, water and sleep.
Living Wage |
|
2. Safety Needs - Maslow's Hierarchy of Needs
|
Wage enough to avoid danger and threats.
Shelter |
|
3. Affiliation Needs - Maslow's Hierarchy of Needs
|
Social needs, love and be loved, give and get, yada yada.
|
|
4. Esteem Needs - Maslow's Hierarchy of Needs
|
External: Achieved through public recognition and attention
Internal: Achieved through accomplishments and self actualization. |
|
5. Self Actualization - Maslow's Hierarchy of Needs
|
Ability to reach full potential and be all that you can be.
|
|
McGregor's Theory X
|
Average man works as little as possible, lacks ambition, dislikes responsibility, prefers to be led, resistant to change, gullible and stupid. Worst aspects of management.
|
|
McGregor's Theory Y
|
Worker is highly motivated to satisfy achievement and self actualization needs and it's the managers job to make sure that's happening.
|
|
Person Centered Approach
|
people make a difference
Employees are a resource to the organization. people are seen as partners |
|
Types of Stakeholders
|
- Functional (suppliers, customers, stockholders
- Regulators and creators of social norms. (Associations and unions) - Affect and affected by (Community(ies), media. |
|
Interview Program
|
thousands of workers interviewed which determined that workers' emotionally based attitudes were the based of many problems instead of the difficulty of work.
|
|
Order (Fayol)
|
Accountants are in accounting department, shipping is in shipping department, etc.
|
|
TIme and Motion Studies
|
Studies that determined it was best to train to do tasks in the most time efficient way.
|
|
Tenure Stability (Fayol)
|
Employees are given enough time to realize their potential before being punished or let go
|
|
Span of Control (Fayol)
|
Managers will be most effective if they have control of a limited number of employees.
|
|
Networking (HImmelman)
|
Organizations share information for mutual benefit. Informal
|
|
Coordinating (Himmelman)
|
Organizations share information and activities for mutual benefit.
|
|
Cooperative (Himmelman)
|
Organizations share information, activities and resources for mutual benefit.
|
|
Collaborating (Himmelman)
|
Organizations share information, activities, resources and capacity for mutual benefit.
|