Download MGMT 3000 Exam 2: Organizational Design and Culture - Complete Solutions and more Exams Business Management and Analysis in PDF only on Docsity!
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MGMT 3000 Exam 2 - UGA Lyons 149
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Organizational Design - ANSWER The formal systems, levers, and decisions an organization adopts or employs in pursuit of its strategy.
Organizational design decisions - ANSWER How will jobs be divided and how much much autonomy will be allowed throughout the organization?
Should jobs be formalized, structured, and standardized?
Should the company focus on customers, geographic regions, product categories, or functions?
Division of Labor - ANSWER The manner in which work in a firm is divided among employees
Vertical Specialization - ANSWER How much an employee creates, executes, and administers activities in a certain area of the firm.
Horizontal Specialization - ANSWER The Breadth of activities that are performed in a certain job.
Organizers - ANSWER Those who believe that more control is warranted in organizational design to ensure that jobs are performed satisfactory and efficiently.
Bureaucratic Approach - ANSWER An extreme form of organizational control in which systems are highly formalized and are characterized by extensive rules, procedures, policies, and institutions.
Behaviorists - ANSWER Those who support a more open organizational structure where roles and responsibilities are loosely defined.
Clan Approach - ANSWER A type of organizational control that includes self-supervising teams that are responsible for a set of tasks.
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Organizational Structure - ANSWER The pattern of organizational roles, relationships, and procedures that enable coordinated action among employees.
What are the three functions of an organization? - ANSWER Defines the roles of the labor force
Coordinates activities between members
Identifies the borders of the firm and external relationships.
Functional Structure - ANSWER A structure that organizes a firm in terms of the main activities that need to be performed, such as production, marketing, sales, and accounting.
Divisional Structure - ANSWER A structure that groups diverse functions into separate divisions.
Matrix Structure - ANSWER A structure where both divisional and functional managers have equal authority in the organization
Network Structure - ANSWER A structure where "Knowledge Workers" are organized to work as individual contributors or to be a part of a work cluster that provides a certain expertise for the organization.
Functional Structure - ANSWER Resource efficiency: Excellent
Responsiveness: Poor
Adaptability: Poor
Accountability: Good
Best in which environment: Stable
Divisional Structure - ANSWER Resource efficiency: Poor
Responsiveness: Moderate
Adaptability: Good
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Mutual Adaptation - ANSWER The process by which firms import the nature of their overarching industrial environment and adopt their organization in response to evolving contextual factors.
Function structure - ANSWER ...is best suited for situations that require efficiency of production or functional expertise
Mutual adaptation - ANSWER ....is important to industries where change is a constant, such as technology and fashion
Ambidextrous Organizations - ANSWER Maintain efficiency in current strategic operations while preparing for imminent changes
Create a separate team to work on future opportunities while the rest of the firm focuses on the primary business
Advantage of ambidextrous organizations - ANSWER Creates a forum for creativity and innovation
Culture - ANSWER The way individuals in an organization uniquely and collectively think, feel, and act.
Levels of an organization's culture - ANSWER Artifacts
Beliefs and values
Assumption
Artifacts - ANSWER Visible organizational structures, processes, and languages
Beliefs and Values - ANSWER The meanings that members of an organization attach to artifacts
Assumption - ANSWER A behavior that stemmed from a belief held by a group that is no longer visible, but has become deeply embedded in the organization.
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Socialization - ANSWER The process of understanding how work gets done and how individuals should interact in organization
Organizational Commitment - ANSWER The desired end result of socialization whereby employees become committed to the organization and its goods.
Determinants of culture - ANSWER People
Formal organization
Task requirements
Leader
Stages of building organizational commitment - ANSWER Compliance
Identification
Internalization
Compliance - ANSWER Commitment to the firm based on firm exchange, such as pay for services
Identification - ANSWER Commitment to the firm based on a sense of belonging
Internalization - ANSWER Commitment to the firm based on an alignment between the firm's values and the individual's values.
Subcultures - ANSWER Cultures that form around geographic or organizational units in a company
Internal Integration - ANSWER How work is accomplished in a firm
External Integration - ANSWER How environmental changes impact a firm's strategy.
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Focused innovation strategy - ANSWER HR practices should allow for greater autonomy and room for experimentation and ample opportunities for development and training
Job Analysis - ANSWER Analyzing information about specific job tasks in order to provide a more precise job description and define the characteristics of the ideal candidate for the position
Internal Recruiting of Talent - ANSWER finding qualified applicants from workers who already work at the firm
External Recruiting of Talent - ANSWER Finding qualified applicants outside the firm
Realistic Job Preview - ANSWER When an organization provides information to job candidates that highlights the most important conditions of a job including its positive and negative aspects
Situational interviews - ANSWER Asking to explain how a candidate would respond in various situations likely to occur on the job
Structured Interview Questions - ANSWER Situational questions
Behavioral questions
Background questions
Job-knowledge questions
Situational questions - ANSWER Ask applicants how they would respond in a hypothetical situation ("What would you do if... ?"). These questions are more appropriate for hiring new graduates, who are unlikely to have encountered real-work situations because of their limited work experience.
Behavioral questions - ANSWER Ask applicants what they did in previous jobs that were similar to the job for which they are applying ("In your previous jobs, tell me about.. ."). These questions are more appropriate for hiring experienced individuals.
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Background questions - ANSWER Ask applicants about their work experience, education, and other qualifications ("Tell me about the training you received at.. .").
Job-knowledge questions - ANSWER Ask applicants to demonstrate their job knowledge (e.g., nurses might be asked, "Give me an example of a time when one of your patients had a severe reaction to a medication. How did you handle it?").
Selection Tests - ANSWER Used to measure qualities directly or indirectly related to job performance.
Specific ability tests - ANSWER Measure the extent to which an applicant possesses the particular kind of ability needed to do a job well.
Cognitive ability tests - ANSWER Measure the extent to which applicants have abilities in perceptual speed, verbal comprehension, numerical aptitude, general reasoning, and spatial aptitude. In other words, these tests indicate how quickly and how well people understand words, numbers, logic, and spatial dimensions.
Biographical data (biodata) - ANSWER Extensive surveys that ask applicants questions about their personal backgrounds and life experiences.
Personality tests - ANSWER Measure the extent to which applicants possess different kinds of job- related personality dimensions.
Work sample tests (performance tests) - ANSWER Require applicants to perform tasks that are actually done on the job.
Needs Assessment - ANSWER A process by which an organization outlines what type of training needs to be done and who is best positioned to deliver it.
Development - ANSWER A longer-term, ongoing process of training that improves an employee's personal abilities over time
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Downsizing - ANSWER A process designed to reduce inefficiency and waste that build ups in an organization over time in an effort to be more competitive
Survivor Syndrome - ANSWER A condition that can occur when certain employees who survive a downsizing become narrow-minded, self-absorbed, resentful, or risk-averse
Collective Bargaining - ANSWER The process by which union representatives negotiate with the management of a firm to secure certain concessions on wages, benefits, job security or seniority for union members.
Offshoring - ANSWER Outsourcing a business activity to a contractor in a foreign country
SMART Goals - ANSWER Specific
Measurable
Attainable
Realistic
Timely
Wagner Act - ANSWER Allowed employees the right to organize and fight for better, wages, working conditions, and job security
Taft-Hartley Act - ANSWER Reined in some of the powers of the unions
bona fide occupational qualification (BFOQ) - ANSWER "reasonably necessary to the normal operation of that particular business."
Disparate (unequal) treatment - ANSWER Intentionally using race, color, religion, sex, or national origin as a basis for treating people differently.
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Disparate (adverse) impact - ANSWER An employer's practice results in fewer minorities being included in the outcome of testing, hiring, or promotion practices than would be expected by numerical proportion.
Four-fifths (80%) rule - ANSWER If a member of a minority group does not have a success rate at least 80 percent that of the majority group, the practice may be considered to have an adverse impact.
Quid pro quo sexual harassment - ANSWER occurs when employment outcomes, such as hiring, promotion, or simply keeping one's job, depend on whether an individual submits to being sexually harassed.
Hostile work environment - ANSWER occurs when unwelcome and demeaning sexually related behavior creates an intimidating, hostile, and offensive work environment.
Control Cycle - ANSWER The four stage process that provides the mechanisms and systems to monitor the transformation process, ensuring that outputs are produced to the desired quality, and specifications of an organization and its customers.
The four steps of the control cycle - ANSWER Identify Measures
Set Targets
Measure Results
Take Corrective Action
Behavior - ANSWER The actions and decisions of individual employees
Outputs - ANSWER The products and/or services that an organization produces
Balanced Scorecard - ANSWER A method created to help businesses translate strategy into action by identifying the most critical measures to drive business success and linking long-term strategic goals with short-term operational actions
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Learning and Growth Perspective - ANSWER Identifies the infrastructure and skills needed to carry out business processes, interact with customers, and achieve long-term financial growth; it also helps to identify gaps in capabilities or resources
Cause-effect Relationships - ANSWER A set of quantitative and qualitative measurements that are related and mutually reinforcing
If-then Statements - ANSWER A simple and effective way of analyzing cause-effect relationships
Outcomes - ANSWER Measurements of the balanced scorecard that monitor past success
Drivers - ANSWER Measurements of the balanced scorecard that predict future success
Benchmarking - ANSWER The process of collecting data from the industry's best players and using their numbers as a goal or guideline for evaluating company performance
Budgeting Process - ANSWER The process for allocating financial resources and measuring expected quantitative and qualitative outcomes of a firm.
Measurement - ANSWER The process of evaluating behaviors and outputs to see whether standards have been met or objectives have been obtained
Total Cycle Time - ANSWER The amount of time required to develop and deliver products and services to the customer.
Total Quality Management - ANSWER The satisfaction of customer needs through a set of four reinforcing principles: customer focus, process focus, teamwork and participation, and continuous improvement
Six Sigma - ANSWER A disciplined, quantitative approach to improve cycle time, reduce costs, and eliminate waste with a technical goal of 3.4 defects per million (six standard deviations from the mean)
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DMAIC - ANSWER Define, Measure, Analyze, Improve, and Control
ISO 9000 - ANSWER An international control mechanism that pursues high-quality products by ensuring high-quality production processes
Strategic Control - ANSWER The process of recalibrating or confirming a firm's strategy in light of changes in the external environment
Interactive Control System - ANSWER Systems that promote communication between the strategists and those implementing the strategy, ensuring that performance is constantly monitored and that business stays on course
Structured Data - ANSWER Traditional enterprise data from customer information systems
Unstructured Data - ANSWER Social data from customer feedback streams, blogging sites, and social media platforms
Control - ANSWER Achieved when behavior and work procedures conform to standards and goals are accomplished
Control Loss - ANSWER Occurs when behavior and work procedures do not conform to standards
Consequences of control loss - ANSWER Failure to achieve organizational goals
Restatement of earnings
Replacement of senior management
Drop in stock prices
Shareholder lawsuits
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Incremental Change - ANSWER A process in which small improvements or changes are made to processes and approaches on an ongoing basis
Transformative Change - ANSWER A process in which change is radical or disruptive, typically in response to a major competitive threat and/or significant change in a firm's external or internal environments
Dissatisfaction - ANSWER A component of the change process in which creating dissatisfaction with the status quo helps to free people and organizations from complacency or inertia.
Often creates the spark needed to begin the change process
Characteristics of Effective Models - ANSWER Desirable
Feasible
Relevant
Process - ANSWER A series of plans and approaches to implement a change effort.
Reasons for beginning a change initiative - ANSWER To compete more effectively
To improve performance
To survive as a competitor
Change Process - ANSWER D x M x P > Rc + Cc
D = Dissatisfaction with the status quo
M = A new model for the organization
P = Process for change
Rc = Resistance to Change
Cc = Cost of Change that employees experience
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Top-Down, Directive Change Process - ANSWER Urgency or crisis
High dissatisfaction
Low resistance
High level of support
Leadership has relevant information
Changes are clear
Collaborative Change Process - ANSWER Not a crisis
High need for commitment to engage in change
Change is not clear
Change is complex
Leadership needs support of key constituents
