1-- goals increase performance and -- goals, when accepted, result in higher performance than easy
goals
specific, difficult
2SMART goals
specific measurable attaunable relevant time-based
3The shared values, principles, traditions, and ways of doing things that
influence the ways
organizational members act.
4cultures in which the key values are deeply held and
widely shared
strong
5org culture is
percieved, descriptive, shared
6Dementions of culture:Tangible and visible manifestations such as signs, symbols,
décor, nature, facilities
Artifacts
7Language, terminology, phrases, acronyms, stories, and
myths & legends
communication
8Eventsemembrances that symbolize org values such as
foundation days, seasonable festivities, social gatherings
Ceremonies and Celebrations
9Repetitive customs that provide a sense of security,
personal identity, meaning, and contro
Routines, Rites, Rituals
10Unconscious thought processes held by members
Shared Beliefs and Values
11how mgt effects culture
o Attraction and retention
o Mang decision making
o Influence ee behavior
12is the function of management that creates the
organizational structure
organizing
13-- goals increase performance and -- goals, when accepted, result in higher performance than easy
goals
specific, difficult
14defines how activities such as task allocation,
coordination and supervision are directed toward the achievement of
organizational aims
Organizational structure
15elements of organizational design
Work specialization
•Departmentalization
•Authority and responsibility
• Span of control
• Centralization vs. decentralization
• Formalization
16Dividing work activities into separate job tasks; aka division of labor
specialization
17How jobs are grouped together
departmentalization
18– the rights inherent in a managerial position to give orders
and expect orders to be obeyed
authority
19an obligation to perform assigned duties
responsibility
20the line of authority extending from upper
organizational levels to lower levels, which clarifies who reports to
whom
chain of command
21how many ppl a manager manage
Depends on how experience ee are, similar task, complexity of task
span of control
22in a ---- decisions made at lower levels managers
decentralized
23how standard do we want to be
formalization
24small business- work for one/two people
simple structure
25An individual tends to act in a certain way based on the
expectation that the act will be followed by a given
outcome and on the attractiveness of that outcome to the
individual
expectancy theory
26structure of work in teams not as many supervisors
team
27combines functional with team. Long term projects
matrix project
28flexible no boundaries, uses talent as needed
boundaryless
29A company has many choices for an organizational design that supports
its strategies and goals
as organ changes design changes
organic
30: In business management, a learning organization is a company that
facilitates the learning of its members and continuously transforms itself.
learning
31refers to the process by which a
person’s efforts are energized, directed, and
sustained toward attaining a goal.
motivation
32key elements of motivation
o Energy, direction, persistence
33 Maslows hierarchy of needs
Self-actualization, esteem, social, safety, psychological
34McClelland’s Three-Needs Theory
3 needs and 1 is more dominant depending on person
• nAch: achievement- succeed
• nPow: power- influence others
• nAff: affiliation- social
35McGregor’s Theory X and Theory Y
x workers dont like working so micromanage, y assume workers like job so freedom
36job characteristic model
• Design jobs to be motivating
o Skill variety- use diff skills
o Task identity- how affect big picture
o Task significance- affect lives of others
o Autonomy- freedom, indept, discretion
o Feedback- receive effectiveness of performance
37Employees compare his/her job’s input‐to‐outcome
ratio with that of relevant others and then corrects any
inequity
equity theory
38An individual tends to act in a certain way based on the
expectation that the act will be followed by a given
outcome and on the attractiveness of that outcome to the
individual
expectancy theory