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Definition
| Situations that occur often enough to where you can develop a set of rules |
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| Unique situations that are poorly designed and not structured |
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Definition
| The goals and or problems are unclearand difficult to define |
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Definition
| Information about future events are incomplete |
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Definition
| The future outcome is subject to change regardless of the information |
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Definition
| The information needed is available |
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Definition
| People have the time and cognitive ability to process only a limites amount of information on which to base decisions |
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Definition
To choose the first solution alternative that satisfies minimal decision criteria, regardless of whether better solutions are presumed to exist
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Definition
| The immediate comprehension of a decision situation based on past experience but without conscious thought |
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| The fact that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command |
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Definition
| A form of authority in which individuals in management positions have the formal power to direct and control immediate subordinates |
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Definition
| A form of authority granted to staff specialists in their area of expertise |
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Term
Matrix Management
Define and State the problem with it |
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Definition
Definition: An organizational structure that uses functional and divisional chains of command simultaneously in the same part of the organization
Problem: Dual line of authority. People have two bosses |
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Term
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Definition
| A change in the attitudes and behaviors of a few employees in the organization. |
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Term
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Definition
| A major shift in the norms, values, attitudes, and mind set of the netire organization. |
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Term
| Organizational Development |
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Definition
| The application of behavioral science techniques to improve and oranization's health and effectiveness through its ability to cope with environmental changes, improve internal reationships, and increase learning and prooblem solving capabilities. |
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Definition
| The stage organization development in which participants are made aware of problems to increase their willingness to change their behavior |
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Definition
| The intervention stage of oranization development in which individuals experiment with new workplace behavior |
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Definition
| The reinforcement stage of organization development in which individuals acquire a desired new skill or attitude and are rewarded for it by the organization. |
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Term
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Definition
1) Self-Interest
2) Lack of understanding and trust
3) Uncertainty
4) Different assessments and goals |
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Term
Equal Employment Oppertunity Commission
(EEOC) |
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Definition
| Independent federal agency that enforces laws against workplace discrimination. |
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Term
American Disabilities Act
(ADA) |
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Definition
| requires an employer with 15 or more employees to provide reasonable accommodation for individuals with disabilities, unless it would cause undue hardship. A reasonable accommodation is any change in the work environment or in the way a job is performed that enables a person with a disability to enjoy equal employment opportunities. |
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Definition
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Term
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Definition
| A concise summary of the specific tasks and responsibilities of a particular job. |
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| Race with greatest increase in employment through 2016 |
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Definition
| Asians and hispanics will increase the most. With hispanics increasing a slightly larger percent. |
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Definition
| Invisible barrier that seperates women and minorities from top management positions |
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Term
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Definition
| An interdisciplinary field dedicated to the study of how individuals and groups tend to act in organizations |
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Term
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Definition
1)Cognitions- thoughts, beliefs, and opinions
2)Affect- emotions and feelings
3)Behavior- intentions to act |
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Term
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Definition
| The cognitive process people use to make sense out of the environment by selecting, organizing, and interpreting information. |
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Term
Attributions
and
3 factors that affect it
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Definition
Judgements about what caused a persons behavior- either charecteristics of the person (Internal) or of the situation (External).
Factors:
1) Distinctiveness- whether the behavior is unusual for that person
2) Consistency- Whether the person being observed has a history of behaving this way.
3) Consensus- whether other people tend to respond the same way in similar situations |
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Term
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Definition
| The set of charecteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment |
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Term
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Definition
1) Extroversion- The degree to which a person is outgoing, sociable, assertive, and comfortable with interpersonal relationships.
2) Agreeableness- The degree to which a person is able to get along with others by being good natured, lieable, cooperative, forgiving, understanding, and trusting.
3) Conscientiousness- The degree to which a person is focused on new goals, thus behaving in ways that are responsible, dependable, persistent, and achievement oriented.
4) Emotional Stability- The degree to which a person is calm, enthusiastic, and self-confident, rather than tense, depressed, moody, or insecure.
5) Openness to experience- The degree to which a person has a broad range of interests and is imaginative, creative, artistically senstive, and willing to consider new ideas.
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Term
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Definition
Whether an individual places success and failure on oneself (Internal) or on outside forces (External)
Do you control your own fate? |
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Term
How do you gather information?
Sensation or Intuition? |
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Definition
Sensation- work with facts, routine, hard data.
Intuition- seek possibilities and abstract concepts. |
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Term
How do you evaluate data?
Thinking or Feeling? |
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Definition
Thinking- impersonal analysis, reason, logic.
Feeling- personal feelings, approval of others. |
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Term
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Definition
| The ability to influence people toward the attainment of organizational goals. |
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Term
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Definition
Management promotes stability, order, and problem solving within the organizaiton.
Leadership promotes vision, creativity, and change. |
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Term
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Definition
1) Directive Style- quick, simple, clear cut solutions.
2) Analytical Style- searches for best possible solution based on information available
3) Conceptual Style- consider many broad alternatives, rely on information from both people and systems, and like to solve the problem creatively.
4) Behavioral Style- concerned with the personal development of others and may make decisions that help others achieve their goals. |
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Term
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Definition
- Conservers – Seen as being inflexible and resistant to change, conservers are actually open to change when it is presented incrementally under the organization’s traditional structure.
- Pragmatists – These people make up roughly 51% of all managers in the business world, and seek for practical, functional solutions to problems. Always seeking an understanding for both sides of an argument, pragmatists appear to be accepting and flexible to change that is beneficial to the organization. Get the job done.
- Originators/innovators – Entrepreneurs are often times considered originators because of their desire to challenge previously accepted assumptions and accept risk. Originators are visionaries who get excited about the opportunities that may arise from change.
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Term
| 4 Roles in Organizational Change |
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Definition
1) Inventor- Develops and understands technical aspects of idea.
2) Champion- Believes in idea, visualizes benefits, obtains financial and political support, overcomes obstacles.
3) Sponsor- High level manager who removes organizational barriers. approves and protects idea within organization.
4) Critic- Provides reality test, looks for short comings, defines hard nosed criteria that idea must past. |
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