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21 Cards in this Set
- Front
- Back
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Define Human Relations Theory |
Productivity is tied to managing social and personal factors |
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Human Relations Theory Characteristics |
- Relationship between organizational requirements and individuals - Recognition, security, team - Personal Involvement -Inspire and Motivate |
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Scientific Management |
-Developed by Fredrick Taylor -Theorizes that productivity can be increased by using performance standards developed through systematic observation and experimentation |
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Human Relations Theory of Management |
-Developed by Elton Mayo - Humanistic Approach by focusing on motivators (both individual and social system) - Expands Taylor's theory by theorizing efficiency could increase productivity only to a point, motivating the worker further improves productivity |
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Social or Individual Motivating Factors |
- Camaraderie - Recognition - Status -Group Support - Managing industrial relations |
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Organizational Behaviorist Division of Human Behavior |
1) The Individual - driven by personal characteristics and attitudes 2) The Group - members who need to communicate and coordinate their activities to achieve a common goal 3) Organization - collective behaviors affect employees and are in turn affected by the operating environment |
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Code of Conduct |
A framework to guide the daily actions and decisions of employees by letting them know exactly what is expected and what is unacceptable. |
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Diversity |
- Race - Age - Gender - Disability - Sexual Preference - National Origin |
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Inclusiveness |
The process of combining the skills of a diverse workforce into a unified team to accomplish common goals. |
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Equal Employment Opportunity Act (EEO) |
- Created 1972 as an amendment of the Civil Rights Act of 1964 - Aims to remove discrimination in the work place |
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SWOT |
Strengths, Weaknesses, Opportunities, and Threats - Identifies and analyzes favorable and unfavorable factors - Strength & Weaknesses are internal in nature - Opportunities & Threats are external in nature |
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SLEPT |
Social, Legal, Economic, Political, and Technological - Helps org. stay informed about its external general business environment - 1)Purpose, 2)Research, 3) Consider potential effects |
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Organizational Structure |
The way jobs in an organization are formally divided, grouped, and coordinated |
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Flat Org. Structure |
More democratic and communication flows up and down the chain of authority. Employee feedback is encouraged. |
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Hierarchical Org. Structure |
A tight chain of authority. Orders filter from top down and employees are expected to complete tasks without question. - Usually seen in large organizations. |
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Functional Org. Structure |
Groups Employees by tasks and are the simplest and most common. Best for small organizations or larger with simple requirements in a single location. -Pros: encourage effective communication within departments, improve teamwork, support quick decision making. - Cons: poor interdepartmental communication, focuses on departmental rather than large-scale org. goals. |
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Divisional Or. Structure |
Groups various employees into a strictly defines division by location, product, or service. Usually used by large organizations. - Pros: provide clear employee accountability, encourage hands-on problem-solving, focus expertise, support delegation of responsibility, and encourage teamwork. - Cons: duplication of efforts across divisions, focus on divisional goals instead of overall org. goals, potential conflict between divisions over resources. |
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Matrix Org. Structure |
Combines aspects of functional and divisional. A single employee may have 2 supervisors. - Pros: potentially better access to resources, improved technology sharing, and better access to shared expertise - Cons: employees often report to more than one supervisor |
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Change Management (Transformation Mgmt) |
- Adapting new realities -Affects entire org. -psychological, emotional, and physical effects ongoing communication is critical |
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What are the three principle Change Management Principles? |
1) Define and implement new values and behaviors that support the change 2) build consensus around the change that benefits everyone involved 3) plan, test, and implement every aspect of the change |
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What are some ways to reduce change resistance? |
1) Develop a formal plan early, set in place, and adjust as necessary 2) Involve every level of the org. in transformation from design to implementation 3) Identify leaders at every level and make them responsible for implementation 4) Create ownership 5) Communicate the message. Communication should be regular, timely, inspirational, and done through several channels 6) Be consistent with the core values, beliefs, and behaviors of the org. |
