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Glossary of BMGT

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Created by kppj0016

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Line Position
Directly responsible (e.g. bank teller, assembly line worker, sales clerk)
Staff Position
Support line jobs (e.g. HR specialist, accountant, researcher)
Span of Control
How many employees report to any given manager; must be: As wide as possible to minimize the total number of managers needed (to control costs) narrow enough to ensure effective management of employees
Centralization
Decision-making authority is focused at senior management levels
Decentralization
Decision-making authority is pushed further down the organization
JOBS: Grouped on the basis of:
-Product
-Customer
-Function (Corporate)
-Geography
-Process



DEPARTMENTS: Grouped by:
-Simple
-Functional (Corporate)
-Divisional

Non-verbal Communication
Sharing information by means of facial expressions, body language, style of dress, etc.
7 Traits
Drive
Desire to lead
Honesty & Integrity
Self-confidence
Intelligence
Job Knowledge
Extraversion





Contingency Theories
Leader participation
Path-goal
Decide
Leader makes the decision
Consult individually
leader gets input from individuals and then makes the decision
Consult group
leader gets input from the group and then makes the decision
Facilitate
leader facilitates group meeting in which decision is made
Delegate
leader allows the group to decide (within certain boundaries.)
Individual sources of power
legitimate
reward
coercive
referent
expert
information




Theory X
employees show little initiative, avoid responsibility, and must be monitored closely; money is their prime motivator
Theory Y
Employees show initiative, are independent, want responsibility, are ingenious, motivated by self-fulfillment.
Vroom's Expectancy Theory
Expectancy
belief that effort leads to performance
Vroom's Expectancy Theory
Instrumentality
belief that performance is related to rewards
Vroom's Expectancy Theory
Valence
belief that a particular reward is valuable
Equity Theory
Employees perceive what they get from a job situation (outcomes) in relation to what they put in (inputs)
Job design
dividing up tasks into specific jobs to maximize effectiveness and efficiency
Consider changing organizational environment/structure and technology
Take employees' skills, abilities, and preferences into consideration

Job simplification
Reducing the number of tasks any given worker must perform
Job enlargement
Increasing the number of tasks that are included within a job
Job enrichment
Increasing the degree of responsibility within a job

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