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50 Cards in this Set
- Front
- Back
what is an organization? |
- rational coordination of people for a common purpose - 3 features: social identity, coordination, goal directed |
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organizational theory |
explain/guide actions regarding people's actions to pursue a goal |
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formal v informal organizations |
- formal: well defined jobs
- informal: relationships of people pro: belonging, innovation, checks, authotity, social control con: role conflict, resistance to change, rumors, group think |
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behavior |
= heredity, socialization, situation = personality, situation |
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collective behavior |
= illogical generalization of believing contagion: behaviors spread through social collectives |
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social behavior
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interactions among individuals that is beneficial to 1 or more involved |
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social exchange theory |
explains how we feel about a relationship - success proposition (based on reward) - stimulus (based on experience) - value (based on outcome) - deprivation satiation - distributive justice |
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dependence and barriers |
- degree to which feel reliant on others for an outcome - intentional barriers/ feel obligated - external barriers: pressures |
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group behaviors |
ways people behave in group situations =members + organizational behaviors + organizational environment |
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organizational structure |
=who performs what tasks and how to relate and process of coordination - flat v hierarchical flat: saves money, generalists hierarchical: bureaucracy, specialists |
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organizational design elements |
- hierarchy - specialization - formalization - routinization - training - culture - environment - goals -size -technology |
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departmentalization types |
- functional - product - geographic - process - customer |
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- key characteristics of work |
- physical hazards - cognitive - psychological demands - biomechanical |
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good work design |
-considers business needs and context - applies along supply chain and operational cycle - engages decision makers |
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job design techniques |
- job rotations - job specialization - job enhancement - job enrichment - job enlargement - autonomous teams |
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empowerment |
=employees have ability to make decisions - structural: aspects of work environment - felt: perception of autonomy |
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personality |
- stable - observable + unconscious - can be functional or dysfunctional - cognitive processes + attitudes + motives+ experience = an individual |
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temperament |
- easily appearing individual differences - stable -reactivity - self regulation |
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5 big personality traits |
1. extraversion 2. agreeableness 3. conscientiousness 4. neuroticism 5. openness to experience |
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organizational culture |
= social context of work environment = values + norms + behaviors + artifacts |
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layers of culture |
1. artifacts (visible) 2. espoused beliefs/values 3. underlying assumptions |
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hofstade's culture model |
1. power distance 2. incertainty avoidance 3. individualism/collectivism 4. masculinity/feminity |
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functions of management |
1. planning 2. organizing 3. staffing 4. controlling 5. directing 6. coordinating 7. reporting 8. budgeting |
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managerial skills |
top: mostly conceptual and some human resources middle: equal conceptual, human resources, tech low: human resources and tech |
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bases of power |
- referent: followers' liking (commitment) - expert: perceptions of competence (commitment) - legitimate: formal status (compliance) - reward: can incentivize (compliance) - coercive: capacity to penalize (resistance) |
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types of influence |
- silent authority: legit power - assertiviness: legit + coercive - exchange: negotiate compliance - coalitions: social identity - upward appeal - flattery - persuasion - informational control |
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7 leadership competencies |
1. emotional intelligence 2.integrity 3. drive 4. self confidence 5. leadership motivation 6. intelligence 7. knowledge of the business |
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transactions v transformational leadership |
transactional: rewards/punishment, short term goals, efficient transformational: excite followers, long term goals uncertainty |
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leader member exchange theory |
leaders have limited resources so treat members differently 3 stages: role taking, role making, routinization |
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group classifications |
formal: designated by organization informal: appeals in response to need command: manage/subordinates task: job task interest: specific objectives friendship: share characteristics |
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norm development |
- forming: leadership and questions - storming: power struggles and compromise - norming: reach consensus and solidify commitment - performing: team awareness - adjourningL task completion |
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types of planning |
1. long range: study trends and issues 2. strategic: basic objectives and resource allocation 3. managerial: implement strategic plan |
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decision making models |
classical: based on economic assumptions administrative: how managers make decisions political: nonprogrammed decisions |
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distortions in communication |
- message encoding - channel - symbols - receiver - feedback loop |
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barriers to effective interpersonal communication |
- filtering - emotions - information overload - defensiveness - national culture - physical distractions - mixed messages - absence of feedback - status |
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nonverbal communication |
- inflection - volume - rate of speech - pauses - physical space |
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organizational communication networks |
chain: formal CoC wheel: manager at center all channel: free flow |
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types of knowledge |
- explicit: formalized - tacit: intuitive - embedded: part of processes - organizational: amplify knowledge created by individuals |
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5 disciplines of organizational learning |
1) personal mastery 2) mental models 3) shared vision 4) team learning 5) systems thinking |
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predictions of counterproductive behavior |
- experience: frustration, lack of autonomy, injustice, job constraints and dissatisfaction - personality: agreeableness, integrity, anger - social context: colleague's behavior |
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what makes stress less stressful |
- predictability - control - outlets - social contact |
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burnout |
- extinction of motivation - state of physical and emotional exhaustion - characterized by helplessness |
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stages of burnout |
1. idealism 2. pessimism 3. withdrawal 4. detachment |
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job causes of burnout |
- no down time - big consequences of failure -lack of control - lack of recognition - poor communication - insufficient compensation - poor leadership |
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measurements of organizational effectiviness |
1. adaptability 2. performance 3. efficiency |
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organizational change options |
quick fix (big and fast) tinker (small and fast) radical (big and slow) incremental (small and slow) |
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change pyramid |
tasks -> roles -> structure -> behavior -> culture (increased level of discomfort) |
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5 strategies for change |
1. expert (problem solving) 2. educative (hearts/minds) 3. directive (management) 4. negotiation (bargain) 5. participative (get involved) |
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categories of resistance |
- protestors: make objections known and can be appeased - zombies: go along without commitment - saboteurs: openly find fault w new systems - survivors: accept change and make the best |
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planning cycle |
plan -> implement -> renew -> assess |