Innovation

answer : The process of creating and doing new things that are introduced into the
marketplace as products and services or processes

Adhocracy
answer : This structure is typically found in young organizations in highly technical fields
within it decision making is spread throughout the organization power resides with the experts
horizontal and vertical specialization exists and there is little formalization

Bounded rationality
answer : The idea that decision makers cannot deal with information about all the aspects and
alternatives pertaining to a problem and therefore choose to tackle some meaningful subset of
it

Organizational development
answer : The process of planned change and improvement of the organization through
application of knowledge of the behavioral sciences

Intrapreneurship
answer : Entrepreneurial activity that takes place within the context of a large corporation

Administrative hierarchy
answer : The system of reporting relationships in the organization from the lowest to the
highest managerial levels

Overdetermination
answer : Occurs because numerous organizational systems are in place to ensure that
employees and systems behave as expected to maintain stability

Organizational climate
answer : Current situations in an organization and the linkages among work groups employees
and work performance

Authority
answer : Power that has been legitimatized with a particular social context

Cognitive dissonance
answer : The anxiety a person experiences when he or she simultaneously possesses two sets
of knowledge or perceptions that are contradictory or in-congruent

Quality of work life

answer : The extent to which workers can satisfy important personal needs through their
experiences in the organization
Organization culture
answer : The set of values that helps the organizations employees understand which actions
are considered acceptable and which unacceptable

Centralization
answer : A structural policy in which decision making authority is concentrated at the top of
the organizational hierarchy

Conflict model
answer : A very personal approach to decision making because it deals with the personal
conflicts that people experience in particularly difficult decision situations

Refereeing
answer : The process of making new behaviors relatively permanent and resistant to further
change

Organizational socialization
answer : The process through which emploees learn about the firm's culture and pass thier
knowledge and understanding on to others

Contingency approach
answer : An approach to organization design in which the desired outcomes for the
organization can be achieved in several ways

Contingency plans
answer : Alternative actions to take if the primary course of action is unexpectedly distupted
or rendered inappropriate

Structural change
answer : A system wide organization development involving a major restructuring of the
organization or instituting programs such as quality of work life

Procedural justice
answer : The extent to which the dynamics of an organizations decision making processes are
judged to be fiar by those most affectied by them

Delegation
answer : The transfer to others of the authority to make decisions and use organizational
resources

Decision making
answer : The process of choosing from among several alternatives
Transition management
answer : The process of systematically planning organizing and implementing change

Radical innovation
answer : A major breakthrough that changes or creates whole industries

Departmentalization
answer : The manner in which divided tasks are combined and allocated to work groups

Decision rule
answer : A statement that tells a decision maker which alternative to choose based on the
charcteristics of the decision situation

Unfreezing
answer : The process by which people become aware of the need for change

Socialization
answer : The process through which individuals become social beings

Divionalized form
answer : This structure is typical of old very large organizations the organization is divided
according to the different markets served

Defensive avoidance
answer : Entails making no changes in present activities and avoiding any further contact with
associated issues because thre appears to be no hope of finding a better solution

Strategic values
answer : The basic beliefs about an organizations environment that shape its strategy

Environmental complexity
answer : The number of invironmental components that impinge on organizational decision
making

Delphi tenchnique
answer : A method of systematically gathering judgments of experts for use in developing
forecasts

Systems innovation
answer : Creates a new functionality by assembling parts in new ways

Environmental dynamism
answer : The degree tow hich environmental components that impinge on organizational
decision making change
Group polarization
answer : The tendency for a groups average post discussion attitudes to be more extreme than
its average prediscussion attitudes

Environmental uncertainty
answer : Exists when managers have little information about environmental events and their
impact on the organization

Formalization
answer : The degree to which rules and procedures shape the jobs and activities of employees

Hypervigilance
answer : A frantic superficial pursuit of some satisficing strategy

General environment
answer : The broad set of dimensions and factors within which the organization operaties
including political legal sociocultural technological economic and international factors

Nominal group technique

answer : Technique in which group members follow a generate discussion vote cycle until
they reach an appropriate decision

Human organization
answer : Renis likerts approach that is based on supportive relationships participation and
overlapping work groups

Ideal bureaucracy
answer : Weber's model that is characterized by a hierarchy of authority and a system of rules
and procedures designed to create an optimally effective system for large organizations

Nonprogrammed deicision
answer : A decision that recurs infrequently and for which there is no previously established
decision rule

Practical approach to decision making

answer : This approach combines the steps of the rational approach with the conditions in the
behavioral approach to create a more realistic process for making decisions in organizations

Machine bureaucracy
answer : This structure is typical of large well established organizations work is highly
specialized and formalized and decision making is usually concentrated at the top
Pram model
answer : This model guides the negotiater through the four steps of planning for agreement
building relationships reaching agreements and maintaining relationships

Management functions
answer : Set forth by henri fayol they include planning organizing command coordination and
control

Problem solving
answer : A form of decision making in which the issue is unique and alternatives must be
developed and evaluated without the aid of a programmed decision rule

Matrix design
answer : Combines two different designs to gain the benefits of each typically combined are
product or project departmentalization scheme and a functional structure

Mechanistic structure
answer : This structure is primarily hierarchical interactions and communications are typically
vertical instructions come from the boss knowledge is concentrated at the top and loyalty and
obedience are required to sustain membership

Rational decision making approach

answer : A systematic step by step process for making decisions

Organic structure
answer : This structure is set up like a network interactions and communications are
horizontal knowledge resides where ever it is most useuful to the organization and
membership requires a commitment to the organizations tasks

Self reactions
answer : Comparisons of alternatives with internatlized moral standards

Organization
answer : A group of people working together to attain common goals

Sub optimizing
answer : Knowingly accepting less than the best possible outcome to avoid unintended
negative effects on other aspects of the organization

Un conflicted adherence
answer : Continuing with current activities if doing so does not entail serious risks
Organization structure
answer : The system of task reporting and authority relationships within which the
organization does its work

Unconflicted change
answer : Involves making changes in present activities if doing so presents no serious risks

Organizational downsizing
answer : A popular trend aimed at reducing the size of corporate staff and middle
management to reduce costs

Vigilant information processing

answer : Involves thoroughly investigating all possible alternatives weighing their costs and
benefits before making a decision and developing contingency plans

Organizational environment
answer : Everything outside an organization including people other organizations economic
factors objects and events that lie outside the boundaries of the organization

Organizational technology
answer : The mechanical and intellectual processes that transform inputs into outputs

Professional bureaucracy
answer : This structure is characterized by horizontal specialization by professional area of
expertise little formalization and decentralized decision making

Simple structure
answer : This structure is typical of relatively small or new organizations and has little
specialization or formalization power and decision making are concentrated in the chief
executive

Strategy
answer : The plans and actions necessary to achieve organizational goals

Structural imperatives
answer : The three structural imperatives environment, technology and size and the three
primary determinants of organizational structure

Task environment
answer : This environment includes specific organizations groups and individuals that
influence the organization
Universal approach
answer : An approach to organization design in which prescriptions or propositions are
designed to work in any circumstance

Task groups
answer : Usually are established to solve a particular organizational problem

Command group
answer : Relatively permanent group

Composition of a group
answer : A group described in terms of the homogenity or hetergeneity of group members

Heterogeneous group
answer : If members of the group differ along one or more dimensions

Homogeneous group
answer : If members are similar in one of the several traits such as age - work experience
education or technical specialty or cultural background

Accomomodation among groups

answer : Occurs when the groups goals are compatible but interactions are not considered
important to goal attainment

Competition among groups

answer : When the goals of the interacting groups are incompatible and the interactions are
important to goal attainment

A team
answer : Usually refers to people or animals organized to work together

Job categories
answer : The jobs in work groups are usually defined in narrow descriptions of highly
specialized jobs that require minimal training

Quality circles
answer : Small groups of employees from the same work area who meet regularly to discuss
and recommend solutions to problems

Work teams
answer : Permanent groups to do normal everyday work of the team and usually make
decisions about how the work of the team will be performed
Steps in implemeting teams
answer : Planning the change - making the decision - preparing for implementation

Phases of implementation
answer : Phase 1 startup - reality and unrest - leader centered teams - tightly formed teams -
self managing teams

Behavioral approaches to leadership

answer : Came from michigan studies - the ohio state studies and the leadership grid

Job centered leader

answer : Behavior occurs when the leader pays close attention to the work of subordinates

Employee centered leader behavior

answer : Behavior occurs when the leader attempts to develop a cohesive work group and
ensure that employees are basically satisfied with thier jobs

Job centered and employee cenetred leader

answer : Behavior were presumed to be at opposite ends of a single dimension

Ohio state studies

answer : Studies based on a questionairre designed to assess subordinates perceptions of ther
leaders behavior

Robert blake and jane srygley mouton

answer : Who developed the leadership grid

Fred fiedler
answer : Developed the contingency theory - considers the personality of the leader and the
complexities of the situation

Task versus relationship motivation

answer : Parallels job centered and initiating structure leader behavior

Fred fiedler
answer : Who contends the only alternative is to change the situation through job engineering

Results of the contingency model

answer : Inconsistent lpc lacks validity

Path goal theory of leadership

answer : Developed by martin evans and robert house

Theory that allows for the possibility of adapting leadership to the situation
answer : Path goal theory
Achievement oriented leadership
answer : Leader sets challenging goals - expects subordinates to perform at thier highest level

Directive leadership
answer : Occurs when the leader lets subordinates know what is expected of them -gives
specific guidance

Vroom decision tree approach

answer : Leadership model focuses on a songle aspect of leader behavior - subordinate
participation in decision making

Victor vroom - and philip yetton

answer : Decision model that takes the form of tree

Hersey blanchard model

answer : Model of leadership identifies different combinations of leadership presumed to
work best with different levels of organizational maturity on the part of followers

John rp french and bertram raven

answer : Developed a framework for studying five general bases of power in organizational
change

French and raven

answer : Developed - legitimate power - reward power - coercive power -expert power and
referent power

Gary yukl
answer : Who developed a useful perspective for understanding how power might be used

Gerald cavanaugh - dennis moberg and manuel velasquez

answer : Who developed a model of ethical political behavior

Rational approach to decision making

answer : Describes a systematic - step by step rocess

Behaviorial approach to decision making

answer : Assumes decision makers act with bounded rationality rather than with perfect
rationality

Practical approach to decision making

answer : Combines the advantageous features of the rational and behavioral approaches

Personal approach to decision making

answer : Janis mann process called the conflict model
Janis mann process
answer : Decision process that makes 5 assumptions - deals only with important life decisions

Delphi technique
answer : Technique developed by the rand corp - a method of systematically gathering the
judgments of experts for use in developing forecasts

Max weber
answer : Who developed the structuring the organization effectively