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| the process used to regulate organizational activities to be consistent with plans and expectations |
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| are how plans and expectations are expressed |
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| standards are often but not always |
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1. Establish standard of performance
2. Measure actual performance
3. Compare performance to standards
4. If inadequate take action, if not do nothing |
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| standards should focus on... |
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| inputs (feed-forward control), ongoing activities (concurrent), and outputs (feedback) |
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| distortion can occur when persons report |
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| their own performance results |
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| info that compares actual performance to a standard |
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| managers should concentrate their efforts on substantial deviations from standards |
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| do deviations in either direction warrant attention? |
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| The most important trade-off is |
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| efficiency v. flexibility |
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| the amount of resources used to achieve an organizational goal |
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the extent to which an organization can adapt to changes in its environment
ex. fashion and toy industry very flexible |
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| organizational structure is the framework that defines how (3): |
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1. tasks are divided-- departmentalization
2. resources are deployed
3. depts are coordinated |
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| departmentalization: functional |
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| grouping based on similar skills and experise |
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| departmentalization: divisional |
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| grouping based on similarities in organizational outputs |
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| departmentalization: matrix |
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| simultaneous functional and divisional chains of command |
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| teams coordinate departments and accomplish tasks |
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organization is a central hub that outsources major functions to other companies
ex)Tommy Hillfiger-- just designers, use other companies to manufacture |
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| functional departmentalization |
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| most common-- divisional 2nd most |
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| divisional departmentalization requires less |
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| coordination between depts |
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| 3 functional characteristics |
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-more efficient due to economies of scale
-in depth skill specialization
-slow response to external changes (less flexible) |
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| 3 divisional characteristics |
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-fast response to external changes (very flexible)
-greater concern for customer needs
-duplication of resources (less efficient) |
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| a manager's transfer of authority and responsibility to a subordinate |
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| locating decision making authority and responsibility at LOWER organizational levels |
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| the number of employees who report to a supervisor |
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| taller structure with more hierarchal levels-- fewer people reporting |
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| flatter structure with fewer hierarchal levels-- more people reporting to one person |
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| written documentation used to direct and control employees |
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| highly formal organizations... |
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Definition
-are more bureaucratic
-employ more rules and procedures
-use specific narrow job descriptions (little employee discretion)
-have potential to be highly efficient
-are less flexible and creative |
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| to maximize efficiency (4) |
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Definition
-high formalization
-centralized authority
-tall organizations w/narrow spans |
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| the arousal, direction and persistence of behavior |
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1. content
2. reinforcement
3. process |
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| persons are motivated to satisfy certain needs |
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| consequences influence behaviors |
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| thought processes influence behavior |
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| content theory developed by Abraham Maslow |
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| physiological --> safety --> belongingness --> esteem --> self actualization |
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| safe physical and emotional environments-- permanence and stability |
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| belongingness (social) needs |
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| friendship, acceptance by others |
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| recognition and appreciation from others, a positive self image |
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| self-fulfillment, competence, developing one's full potential |
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| when behavior is followed by positive consequences --> behavior is more likely to be repeated |
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| avoidance learning (negative reinforcement) |
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| when behavior is followed by the removal or avoidance of negative consequences --> behavior is more likely to be repeated |
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| when behavior is followed by no consequences --> behavior is less likely to be repeated |
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| when behavior is followed by negative consequences --> behavior is FAR LESS likely to be repeated |
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| it is hard to separate work from all employees so excellent behavior is not very obvious |
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| with the criterion problem.. |
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Definition
-excellent behavior is frequently ignored
-rewards are often unrelated to performance
-managers focus on mistakes and use punishment to change behavior |
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| a process theory-- motivation depends on expectations about one's ability to perform tasks and receive desired rewards |
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| elements of expectancy theory |
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Definition
-effort-performance (E > P)
-performance-outcome (P > O)
-valence |
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| probability that effort will lead to high performance |
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| probability that high performance will lead to desired rewards/outcomes |
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| the value of rewards/outcomes |
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| employees systematically move from one job to another |
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| combining a series of tasks into one broader job |
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| incorporating high-level motivators into the work |
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-skill variety
-task identity
-task significance |
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| extent a person is required to use many skills on the job |
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| the degree a job requires completion of an entire piece of work from beginning to end |
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| extent a job has a significant impact on the lives of other people |
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| the extent the job provides substantial freedom discretion and independence in carrying out duties |
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| the degree to which the individual obtains clear info about the effectiveness of his/her performance |
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-meaningfulness of work
-responsibility for work outcomes
-knowledge of results |
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| two or more people who interact and coordinate their work to accomplish a FORMAL organizational goal |
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-teams need leadership
-teams develop norms
-teams enforce norms
-teams become cohesive
-size makes a difference |
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potential benefits of teams:
increase in effort |
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| the pressure of others enhances dominant/familiar behaviors (social facilitation) |
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potential benefits of teams:
increase in effort |
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Definition
| the pressure of others enhances dominant/familiar behaviors (social facilitation) |
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potential benefits of teams:
greater need satisfaction |
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Definition
| particularly safety, belongingness, and esteem |
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potential benefits of teams:
greater knowledge and skills |
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Definition
| better problem solving and decision making-- a diverse team does better with decision making |
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potential benefits of teams:
organizations can be more responsive |
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| greater flexibility because teams can be reorganized quickly |
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potential benefits of teams:
faster communication |
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Definition
| info is 70-90% accurate through the informal communication network (grapevine) |
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potential benefits of teams:
teams can discipline members |
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Definition
| teams can change a member's behavior when it causes a problem for the team |
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| potential costs of teams (5) |
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Definition
-informal goals can conflict with the goals of mgmt
-cohesive teams can resist change and new methods
-team's norms promote conformity and reduce creativity
-teams can reduce the power of low and middle managers
-teams may create legal problems--> wagner act |
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Definition
| prohibits forming groups (company unions) that reduce unionization |
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| cohesiveness inhibits contrary opinions, causing members to withhold dissenting ideas, ignore obvious danger signals, be overly optimistic, believe that the team's position is moral |
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| create goals that cannot be reached by a single party |
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| participation in decision making |
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| members participate in decisions that affect them |
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| "family" groups meet regularly to solve problems that affect their work |
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| self-direction (empowerment) |
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| team is given mgmt responsibilities (hiring, decision making, self-supervision) |
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Term
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Definition
| employees receive extra income based on the organization's profits |
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| scanlon plans/ gain-sharing |
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Definition
| employee participation is rewarded with a percentage of the amount saved |
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