Chapter 9-12 Study Guide

1) Organizational structure-the formally defined framework of task and

authority relationships; the organization structure is analogous to the
biological concept of the skeleton
2) Organizational strategy-the general approaches the organization
uses to achieve its organizational objectives; these approaches include
market penetration, market development, product development, and
diversification strategies
3) Effective organizations have unobtrusive structures that seem natural
and unforced to the workers.
4) Authority-the legitimate right to use assigned resources to
accomplish a delegated task or objective; the right to give orders and
to exact obedience
5) Employee empowerment-the management practice of pushing
decision-making authority down the chain of command to the
individuals or groups responsible for carrying out tasks
6) Departmentalization-the process of grouping jobs together on the
basis of some common characteristics, such as product, client,
location, or function
7) Span of control-the number of subordinates who report to a superior;
the span of control is a factor that affects the shape and height of an
organization structure
8) Line positions are defined as those involved in operational activities in
a direct sense, that is, creating, financing, and distributing a good or
service. Staff positions, meanwhile, are advisory and facilitative
functions supporting the line activities.
9) Types of Departmentalization:
Functional Departmentalization
Geographic Departmentalization
Product Departmentalization
Customer Departmentalization
Multiple Bases for Departmentalization-the methods just cited for
dividing work are not exhaustive; there are many other ways to
combine jobs into departments; furthermore, most large
organizations are comprised of departments using different
methods
10)
Span of Control:
The competence of both the manager and the subordinates. The
more competent they are, the wider the span of control can be.
The degree of interaction that is required among the units to be
supervised. The more the required interaction, the narrower the
span of control must be.
The extent to which the manager must carry out nonmanagerial
tasks. The more technical and job-related work the manager has to

do, the less time is available to supervise others, and thus the
narrower the span of control must be.
The relative similarity or dissimilarity of the jobs being supervised.
The more similar jobs, the wider the span of control can be; the less
similar the jobs, the narrower it must be.
The extent of standardized procedures. The more routine the jobs of
subordinates are, and the greater the degree to which each job is
performed by standardized methods, the wider the span of control
can be.
The degree of physical dispersion. If all the people to be assigned to
a manager are located in one area, and within eyesight, the
manager can supervise relatively more people than one whose
people are dispersed throughout the plant or countryside at
different locations.
11)
Mechanistic model-an organization design in which there is
differentiation of job task, rigid rules, and a reliance on top-manage
meant objectives
12)
Organic organization-an organization with a behavioral
orientation, participation from all employees, and communication
flowing in all directions
13)
A managers greatest responsibility is to select, direct, develop,
and evaluate the people of the organization.
14)
Human resource management-the process of accomplishing
an organizations objectives by acquiring, retaining, developing, and
properly using its human resources
15)
Human resource planning-estimating the size and makeup of
the future work force
16)
Civil Rights Act of 1964 and the Equal Employment Opportunity
(EEO) Act of 1972 the federal government attempts to provide equal
opportunities for employment without regard to race, religion, age,
creed, sex, or national origin.
17)
Bona fide occupational qualification (BFOQ)-a qualification
that is reasonably necessary for the normal operation of the particular
business
18)
Selection Steps:
1. Preliminary screening
2. Completing application form
3. Interviewing
4. Testing
5. Checking background information
6. Deciding to hire person
7. Giving fair job offer and medical examination
8. Employment/orientation
19)
Structured interview-an interview for which the interviewer
prepares questions in advance and asks these specific questions of all
interviewees

20)
Semistructured interview-an interview for which the
interviewer prepares some questions in advance but has flexibility in
the questions to ask
21)
Unstructured interview-an interview for which the interviewer
has the freedom to discuss whatever information is considered
important
22)
Organizations using any test now must carefully examine how
the scores are used. And test results must be validated. There must be
statistical proof that test scores are related to job performance.
Testing, however, still can be an important part of the recruitment
process. Employment test must be valid and reliable.
23)
The Equal Pay Act (1963) amending the Fair Labor Standards Act
is the first antidiscrimination law relating directly to women. The act
applies to all employees an employees covered by the Fair Labor
Standards Act, including executives, managers, and professionals. The
Equal pay Act requires equal pay for equal work for men and women. It
defines equal work as employment requiring equal skills, effort, and
responsibility under similar working conditions.
24)
Orientation-a process of providing new employees specific
information about their organization
25)
Performance evaluation-a postcontrol technique that focuses
on the extent to which employees have achieved expected levels of
work during a specified time period
26)
Two purposes for performance evaluation:
Judgmental purposes-the use of performance evaluation results
as bases for salary, promotion, and transfer decisions
Development purpose-a performance evaluation policy of
informing employees of their strengths and weaknesses and ways to
improve their skills and abilities in an effort to improve performance
through self-learning and personal growth
27)
Performance standards-standards that form the basis for
appraising an individual employees effectiveness during the
performance evaluation
28)
Requirements of a Performance Standards:
Relevant requirement-a measure used as a performance
standard must be determined to have a significant and
determinable necessity (relevance) to the individual and the
organization
Stable requirement-the requirement that a performance
evaluation standard must be reliable, that is , different evaluations
performed at different times should be in agreement
Discriminatory requirement-the requirement that a performance
evaluation standard must recognize the difference between the
good, average, and poor performers
Practical requirement-an evaluation standard that must have
meaning to the evaluator and the person evaluated

29)
Five possible parties can serve as evaluators: (1) the supervisor
or supervisors, (2) organizational peers, (3) the person being
evaluated, (4) subordinates, and (5) individuals outside the work
environment. In most situations, the evaluator is the immediate
supervisor of the person evaluated.
30)
There is no specific schedule for evaluating employees. In
general, however, one formal evaluation a year is provided for older or
tenured employees.
31)
The numerous traditional performance evaluation methods each
have problems and potential rating errors. The major problems and
errors can be technical in the form of poor reliability, poor validity, little
practicality, or evaluator misuse. In some situations, evaluators, are
either extremely harsh or easy in their evaluations.
32)
Fringe benefits-indirect financial compensation consisting of all
financial rewards not included in direct financial compensation
33)
Quid pro quo harassment-this form of harassment occurs
when an employees career path is directly impacted by a supervisors
unwelcome requests for sexual favors or other sexual advances
34)
Hostile work environment-is any environment in a workplace
that makes it uncomfortable for a certain person or people
35)
Managers are Leaders. False
36)
Managers should be Leaders. True
37)
Leadership may or may not be managers.
38)
Leadership involves other people where there are leaders and
followers.
39)
Informal leaders-people who lead their groups, divisions, or
departments based on their leadership skills, and not on formal
authority or titles
40)
Formal leaders-individuals who lead their assigned groups,
divisions, or departments by virtue of their position and title
41)
Leadership-a persons ability to influence the activities of
followers in an organizational setting
42)
The exercise of influence is the essence of leadership behavior.
43)
Trait theory of leadership-a theory that attempts to specify
which personal characteristics (physical, personality, mental) are
associated with leadership effectiveness; trait theory relies on research
that relates various traits to effectiveness criteria
44)
Behavioral theory of leadership-a theory that attributes
performance differences to the behaviors and style of leaders
45)
Contingency theory of leadership-a theory that attributes
performance differences to the leaders behavior and style in
combination with situational factors
46)
One physical characteristic that consistently has been associated
with leadership is energy level. Sustained high achievement requires
physical stamina, and research has shown that good leaders typically
have high energy levels and an ability to tolerate stress.

47)
48)

The study of leadership will probably never end.

Modern Views of Leadership:
Be Proactive
Begin with the End in Mind
Put First Things First
Think Win/Win
Seek First to Understand
Synergize
Sharpen the Saw
49)
Managers dont see motivation they see behavior and changes in
behavior.
50)
All behavior is in some way motivated.
51)
Managers must be aware of the two types of rewards intrinsic
and extrinsic.
52)
Intrinsic rewards are the natural rewards by performing a task or
activity.
53)
Extrinsic rewards are provided or given by another person for
completing a task or activity.
54)
Motivation-the inner strivings that initiate a persons actions
55)
Maslows Hierarchy of Needs:
Physiological (basic) needs-needs of the human body, such as food,
water, and air
Safety needs-needs include protection from physical harm, ill health,
economic disaster, and the unexpected
Social needs-needs for social interaction and companionship
Esteem needs-the awareness of the importance of others and of the
regard accorded by others
Self-actualization needs-the human need to fully realize ones
potential
56)
This theory of motivation is based on two important assumptions:
Each persons needs depend on what he already has. Only needs
not yet satisfied can influence behavior. A satisfied need cannot
influence behavior.
Needs are arranged in a hierarchy of importance. Once one need is
satisfied, another emerges and demands satisfaction.
57)
Maslows third problem describes needs as internal; it says
nothing about the environments effect on behavior.
58)
Herzberg reached the following two conditions:
1. Hygiene factors since they are necessary to maintain a minimum
level of need satisfaction.
2. Motivators cause high levels of motivation and job satisfaction when
present.
59)
From individuals responses to a series pictures, McClelland
calculated scores for three human needs-need for achievement, need
for affiliation, and need for power.
60)
Determinants of Motivation:

1. The expectancy that individual effort will result in performance.

2. The belief that performance will result in reward.
3. The value of rewards.
61)
Expectancy theory predicts motivation to be high in:
1. Expectancy is high
2. Instrumentality is high
3. Valence is high
62)
The basic idea in equity theory is that an employee first
considers her input (effort) and then her outcomes (rewards). Next the
employee compares her personal ratio of effort to reward to the ration
of a referent.
63)
Reinforcement theory-theory of motivation that considers the
use of positive or negative reinforcers to motivate or create an
environment of motivation
64)
Positive reinforcement-an increase in the frequency of a
response that results when the response is followed by a positive
reinforce
65)
Negative reinforcement-an increase in the frequency of a
response that is brought about by removing a disliked event
immediately after the response occurs
66)
Quality of work life (OWL) is defined as an attempt through a
formal program to integrate employee needs and well-being with the
intention of improved productivity, greater worker involvement, and
higher levels of job satisfaction
67)
Three types of OWL programs:
Quality circles-small groups of workers who meet regularly with
their supervisor as their leader to solve work-related problems
Employee Stock Ownership Plans (ESOPs)-the number of
employee owned companies
Flexible Work Schedules