Download UCF MAN 3025 Exam 3 Review: Organizational Structure, Design, and Control and more Exams Strategic Management in PDF only on Docsity!
13) 117 correctly verified and A+
GRADED.
UCF MAN 3025 Exam 3 Review (Ch.10-
13) 117 correctly verified and A+
GRADED.
Organizational Structure - ANSWER-A formal system of task and reporting relationships that coordinates and motivates organizational members so they work together to achieve an organization's goals.
Organizational Design - ANSWER-The process by which managers make specific organizing choices that result in a particular kind of organizational structure.
What factors affect the Organizational Structure? - ANSWER-Organizational Environment, Technology, Human Resources, Strategy
Job Design - ANSWER-The process by which managers decide how to divide tasks into specific jobs.
Job Simplification - ANSWER-The process of reducing the number of tasks that each worker performs.
Job Enlargement - ANSWER-Increasing the number of different tasks in a given job by changing the division of labor.
Job Enrichment - ANSWER-Increasing the degree of responsibility a worker has over his or her job.
Functional Structure - ANSWER-An organizational structure composed of all the departments that an organization requires to produce its goods or services.
Divisional Structure - ANSWER-An organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer.
13) 117 correctly verified and A+
GRADED.
Product Structure - ANSWER-An organizational structure in which each product line or business is handled by a self-contained division.
Geographic Structure - ANSWER-An organizational structure in which each region of a country or area of the world is served by a self-contained division.
Market Structure - ANSWER-An organizational structure in which each kind of customer is served by a self-contained division; also called customer structure.
Matrix Structure - ANSWER-An organizational structure that simultaneously groups people and resources by function and by product.
Product Team Structure - ANSWER-An organizational structure in which employees are permanently assigned to a cross-functional team and report only to the product team manager or to one of his or her direct subordinates.
Cross-Functional Team - ANSWER-A group of managers brought together from different departments to perform organizational tasks.
Authority - ANSWER-The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources.
Hierarchy of Authority - ANSWER-An organization's chain of command, specifying the relative authority of each manager.
Span of Control - ANSWER-The number of subordinates who report directly to a manager.
Line Manager - ANSWER-Someone in the direct line or chain of command who has formal authority over people and resources at lower levels.
13) 117 correctly verified and A+
GRADED.
Operating Budget - ANSWER-A budget that states how managers intend to use organizational resources to achieve organizational goals.
Management by Objectives (MBO) - ANSWER-A goal-setting process in which a manager and each of his or her subordinates negotiate specific goals and objectives for the subordinate to achieve and then periodically evaluate the extent to which the subordinate is achieving those goals.
Bureaucratic Control - ANSWER-Control of behavior by means of a comprehensive system of rules and standard operating procedures.
Clan Control - ANSWER-The control exerted on individuals and groups in an organization by shared values, norms, standards of behavior, and expectations.
Organizational Change - ANSWER-The movement of an organization away from its present state and toward some preferred future state to increase its efficiency and effectiveness.
Evolutionary Change - ANSWER-Change that is gradual, incremental, and narrowly focused.
Revolutionary Change - ANSWER-Change that is rapid, dramatic, and broadly focused.
Top-Down Change - ANSWER-A fast, revolutionary approach to change in which top managers identify what needs to be changed and then move quickly to implement the changes throughout the organization.
Bottom-Up change - ANSWER-A gradual or evolutionary approach to change in which managers at all levels work together to develop a detailed plan for change.
Benchmarking - ANSWER-The process of comparing one company's performance on specific dimensions with the performance of other high-performing organizations.
13) 117 correctly verified and A+
GRADED.
Human Resource Management (HRM) - ANSWER-Activities that managers engage in to attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishment of organizational goals.
Strategic Human Resource Management - ANSWER-The process by which managers design the components of an HRM system to be consistent with each other, with other elements of organizational architecture, and with the organization's strategy and goals.
Equal Employment Opportunity (EEO) - ANSWER-The equal right of all citizens to the opportunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities.
Equal Pay Act 1963 - ANSWER-Requires that men and women be paid equally if they are performing equal work.
Title VII of the Civil Rights Act 1964 - ANSWER-Prohibits employment discrimination on the basis of race, religion, sex, color, or national origin; covers a wide range of employment decisions, including hiring, firing, pay, promotion, and working conditions.
Age Discrimination in Employment Act 1967 - ANSWER-Prohibits discrimination against workers over the age of 40 and restricts mandatory retirement.
Pregnancy Discrimination Act 1978 - ANSWER-Prohibits employment discrimination against women on the basis of pregnancy, childbirth, and related medical decisions.
Americans with Disabilities Act 1990 - ANSWER-Prohibits employment discrimination against individuals with disabilities and requires that employers make accommodations for such workers to enable them to perform their jobs.
Civil Rights Act 1991 - ANSWER-Prohibits discrimination (as does Title VII) and allows the awarding of punitive and compensatory damages, in addition to back pay, in cases of intentional discrimination.
13) 117 correctly verified and A+
GRADED.
Development - ANSWER-Building the knowledge and skills of organizational members so they are prepared to take on new responsibilities and challenges.
Needs Assessment - ANSWER-An assessment of which employees need training or development and what type of skills or knowledge they need to acquire.
On-the-job Training - ANSWER-Training that takes place in the work setting as employees perform their job tasks.
Performance Appraisal - ANSWER-The evaluation of employees' job performance and contributions to their organization.
Performance Feedback - ANSWER-The process through which managers share performance appraisal information with subordinates, give subordinates an opportunity to reflect on their own performance, and develop, with subordinates, plans for the future.
Trait Appraisals - ANSWER-Managers assess subordinates on personal characteristics that are relevant to job performance, such as skills, abilities, or personality.
Behavior Appraisals - ANSWER-Managers assess how workers perform their jobs—the actual actions and behaviors that workers exhibit on the job.
Results Appraisals - ANSWER-Managers appraise performance by the results or the actual outcomes of work behaviors.
Objective Appraisals - ANSWER-An appraisal that is based on facts and is likely to be numerical.
Subjective Appraisals - ANSWER-An appraisal that is based on perceptions of traits, behaviors, or results.
13) 117 correctly verified and A+
GRADED.
360-Degree Appraisal - ANSWER-A performance appraisal by peers, subordinates, superiors, and sometimes clients who are in a position to evaluate a manager's performance.
Formal Appraisals - ANSWER-An appraisal conducted at a set time during the year and based on performance dimensions and measures that were specified in advance.
Informal Appraisals - ANSWER-An unscheduled appraisal of ongoing progress and areas for improvement.
Pay Level - ANSWER-The relative position of an organization's pay incentives in comparison with those of other organizations in the same industry employing similar kinds of workers.
Pay Structure - ANSWER-The arrangement of jobs into categories reflecting their relative importance to the organization and its goals, levels of skill required, and other characteristics.
Cafeteria-Style Benefit Plan - ANSWER-A plan from which employees can choose the benefits they want.
Labor Relations - ANSWER-The activities managers engage in to ensure that they have effective working relationships with the labor unions that represent their employees' interests.
Collective Bargaining - ANSWER-Negotiations between labor unions and managers to resolve conflicts and disputes about issues such as working hours, wages, benefits, working conditions, and job security.
Motivation - ANSWER-Psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence.
Intrinsically Motivated Behavior - ANSWER-Behavior that is performed for its own sake.
13) 117 correctly verified and A+
GRADED.
Maslow's Hierarchy of Needs - ANSWER-An arrangement of five basic needs that, according to Maslow, motivate behavior. Maslow proposed that the lowest level of unmet needs is the prime motivator and that only one level of needs is motivational at a time.
Alderfer's ERG Theory - ANSWER-The theory that three universal needs—for existence, relatedness, and growth—constitute a hierarchy of needs and motivate behavior. Alderfer proposed that needs at more than one level can be motivational at the same time.
Herzberg's Motivator-Hygiene Theory - ANSWER-A need theory that distinguishes between motivator needs (related to the nature of the work itself) and hygiene needs (related to the physical and psychological context in which the work is performed) and proposes that motivator needs must be met for motivation and job satisfaction to be high.
Need for Achievement - ANSWER-The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.
Need for Affiliation - ANSWER-The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her get along with each other.
Need for Power - ANSWER-The extent to which an individual desires to control or influence others.
Equity Theory - ANSWER-A theory of motivation that focuses on people's perceptions of the fairness of their work outcomes relative to their work inputs.
Equity - ANSWER-The justice, impartiality, and fairness to which all organizational members are entitled.
Inequity - ANSWER-Lack of fairness.
13) 117 correctly verified and A+
GRADED.
Underpayment Inequity - ANSWER-The inequity that exists when a person perceives that his or her own outcome-input ratio is less than the ratio of a referent.
Overpayment Inequity - ANSWER-The inequity that exists when a person perceives that his or her own outcome-input ratio is greater than the ratio of a referent.
Distributive Justice - ANSWER-A person's perception of the fairness of the distribution of outcomes in an organization
Procedural Justice - ANSWER-A person's perception of the fairness of the procedures that are used to determine how to distribute outcomes in an organization.
Interpersonal Justice - ANSWER-A person's perception of the fairness of the interpersonal treatment he or she receives from whoever distributes outcomes to him or her.
Informational Justice - ANSWER-A person's perception of the extent to which his or her manager provides explanations for decisions and the procedures used to arrive at them.
Goal-Setting Theory - ANSWER-A theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these effects.
Learning Theories - ANSWER-Theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviors and the attainment of goals.
Learning - ANSWER-A relatively permanent change in knowledge or behavior that results from practice or experience.
