Chapter 11
The overall set of structural elements and the relationship among these elements used to manage the total organization
Organizational design
Any substantive modification to some part of the organization
Organization Change
A set of organizational activities directed at attracting, developing, and maintaining an effective workforce
Human Resource Management
The overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return
Psychological Contract
The set of forces that cause people to behave in certain ways
Motivation
A model of organizational design based on a legitimate and formal system of authority
Bureaucratic Model
Change that is designed and implemented in an orderly and timely fashion in anticipation of future events
Planned Change
A systematic analysis of jobs within an organization
Job Analysis
The extent to which people believe that their behavior has real effect on what happens to them
Locus of Control
Suggest that people must satisfy five groups of needs in order. Physiological, security, belonginess, self-esteem, and self actualization
Maslow's Hierarchy of Needs Theory
An approach to organization design that relies almost exclusively on project type teams
Team Organization Approach
A piecemeal response to circumstances as they develop
Reactive Change
The process of attracting qualified people to apply for jobs that are open
Recruiting Process
The extent to which people are self aware, manage their emotions, motivate themselves, express empathy for others, and posses social skills
Emotional Intelligence
The desire to accomplish a goal or task more effectively than in the past
Need for Achievement
An approach that has little or no formal structure
Virtual Organization Approach
A planned effort that is organization-wide and managed from the top
Organizational Development
A formal assessment of how well employees are doing their jobs
Performance Appraisal
The set of processes through which an individual becomes aware of and interprets information about the environment
Perception
Suggests that motivation depends on two things how much we want something and how likely we think we are to get it
Expectancy Theory
A model of organization design consistent with the human relations movement, stressing attention to developing work groups and concern with interpersonal processes.
Behavioral Model
New products, services, or technologies developed by an organization that completely replaces the existing products
Radical Innovations
To agree on a labor contract between management and the union that is satisfactory to both parties
Collective Bargaining
A pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness
Workplace Behavior
The process of enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority
Empowerment