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It is how job tasks are formally divided, grouped & coordinated.
span of control
The following are the advantages of the division of labor, except one:
Specialized Training is more efficient
Work specialization is evident
Allows use of specialized equipment
Increase employees skills through repetition
The following are the common organization design, except one;
The matrix structure
What do you call an organization model that seeks to eliminate the chain of command, limitless spans of control and replace departments with empowered team?
A small, core organization that out sources major business functions
An organization’s size significantly affect its structure.
As an organizations becomes more larger it becomes more mechanistic.
It is defined as the underlying beliefs, assumptions, values and ways of interacting that contribute to the unique social and psychological environment of an organization
The degree to which employees are expected to exhibit precision, analysis, and attention to detail.
Innovation and risk taking
Attention to detail
Culture enhances the stability of the social system. Culture is the social glue that does not help hold the organization together by providing standards for what employees should say and do.
It refers to the shared perceptions organizational members have about their organization and work environment
Three forces play a particularly important part in sustaining a culture:
Which of the following do NOT belong to what can managers do to create a more ethical culture?
Be a visible role model
Communicate ethical expectations
Provide ethical training
Acquisition and Mergers
The following are areas to consider that emphasizes a positive organizational culture, except:
Rewarding More Than Punishing
Emphasizing Vitality and Growth
Building on Employee Strengths
It is any transformation or modification occurring in the work environment that affects the ways in which employees must act.
It may be disruptive, such as a wildcat strike that ends in a plant closure, or beneficial, such as an interpersonal conflict that results in a new procedure designed to smooth the flow of work between two departments.
It consists of any employee behaviors designed to discredit, delay, or prevent the implementation of a work change.
Reaction to Change
Resistance to Change
It is an approach to managing change where organizations must unfreeze, move, and refreeze to achieve its desired state.
Lewin's Three-Step Model
Kotter's Plan for Implementing Change
It is an unpleasant psychological process that occurs in response to environmental pressures.
It is an individual approach to manage stress.
Non-competitive physical exercise
Selection and placement