48 Questions
What is the preference of some individuals in the workforce regarding their jobs?
Jobs with minimal intellectual demands and security of routine
Research has found a direct relationship between span of control and employee satisfaction or performance.
False
What is a factor that can explain when wide or narrow spans of control are likely to contribute to employee performance and job satisfaction?
employees' experiences and abilities and the degree of structure in their tasks
Autonomy appears positively related to _______________________.
job satisfaction
What is a characteristic of less centralized organizations?
High levels of autonomy
All employees value autonomy in their work environment.
False
Match the following organizational characteristics with their effects on employees:
Centralization = Lower job satisfaction Decentralization = Higher job satisfaction Wide span of control = More opportunity for personal initiative Autonomy = Positive relationship with job satisfaction
What is a potential outcome for managers as the number of employees supervised increases?
increased job satisfaction
What is the primary advantage of training for specialization in an organization?
Improved efficiency and productivity
The human diseconomies of specialization are offset by the economic advantages.
False
What are the three ways to departmentalize tasks?
By functions performed, by type of product or service, and by geography or territory.
Procter & Gamble reorganized by departmentalizing tasks based on ____________________.
type of product
Match the following departmentalization types with their descriptions:
Functional departmentalization = Grouping tasks by functions performed. Product departmentalization = Grouping tasks by type of product or service. Geographical departmentalization = Grouping tasks by geography or territory.
Repetition is a key factor in increasing employee skills.
True
What is the major advantage of departmentalizing tasks by type of product or service?
Increased accountability for product performance
What are the human diseconomies of specialization?
Boredom, fatigue, stress, low productivity, poor quality, increased absenteeism, and high turnover.
What is the primary strength of a bureaucracy?
Ability to perform standardized activities in a highly efficient manner
Research has shown that companies with decentralized research and development offices in multiple locations are less innovative than companies with centralized research and development.
False
What is formalization in an organization, and how does it affect employee discretion?
Formalization refers to the degree to which jobs within the organization are standardized. A highly formalized job gives the job incumbent a minimum amount of discretion over what is to be done, when it is to be done, and how it should be done.
The greater the _________, the less input the employee has into how the job is done.
standardization
What is a characteristic of a bureaucracy?
Specialization of tasks
In a bureaucracy, employees are encouraged to think creatively and make decisions on their own.
False
Match the following organizational design elements with their definitions:
Centralization = The degree to which decision-making authority is concentrated at the top of the organization. Span of Control = The number of employees reporting directly to a manager. Specialization = The division of labor into separate tasks or jobs.
What is a potential weakness of a bureaucracy?
A potential weakness of a bureaucracy is that specialization creates subunit conflicts, and functional unit goals can override the organization's goals.
What is the degree of heterogeneity and concentration among environmental elements referred to as?
Complexity
In organic structures, employees value fairness in formal policies and procedures.
False
What is the effect of work specialization on employee productivity according to the evidence?
Work specialization contributes to higher employee productivity.
As the workforce has become more highly educated and desirous of jobs that are intrinsically rewarding, productivity begins to __________ more quickly than in the past.
decline
Match the organizational design elements with their implications:
Work Specialization = Higher employee productivity, reduced job satisfaction Centralization = Not clearly defined roles, decision-making authority Span of Control = Number of employees a supervisor can manage effectively Organic Structure = Flexibility, adaptability, prioritizing interpersonal justice
In which type of organizational structure do employees value interpersonal justice more?
Organic structure
Standardized work tasks and minimized ambiguity lead to higher job satisfaction in all employees.
False
What is a limitation of work specialization according to the chapter?
Problems start to surface, and productivity begins to suffer, when the human diseconomies of doing repetitive and narrow tasks overtake the economies of specialization.
What is the main advantage of work specialization, as demonstrated by Henry Ford's assembly line?
Increased efficiency
Work specialization involves assigning multiple tasks to a single individual.
False
What is the term used to describe the degree to which activities in an organization are subdivided into separate jobs?
Work specialization (or division of labor)
The _____ of an organization defines how job tasks are formally divided, grouped, and coordinated.
Organizational structure
Which of the following is NOT one of the six key elements of an organization's structure?
Job satisfaction
Centralization involves delegating decision-making authority to lower-level employees.
False
Match the following terms with their definitions:
Span of control = The number of employees a manager can effectively supervise Work specialization = The degree to which activities are subdivided into separate jobs Centralization = The retention of decision-making authority at the top level Organizational design = The process of allocating tasks and resources to achieve organizational goals
What is the term used to describe the number of employees a manager can effectively supervise?
Span of control
What is the primary purpose of an organization's culture?
To outline and influence employee behavior within an organization
Which of the following qualities of organizational culture is most closely related to a culture where team members motivate each other towards profitability and productivity?
Performance
What is the primary purpose of recognition in an organization's culture?
To make employees feel supported and part of the organization
Which of the following is NOT one of the 5 elements of organizational culture?
Autonomy
What is the primary purpose of employee voice in an organization's culture?
To allow employees to freely express their thoughts and opinions
Which of the following qualities of organizational culture is most closely related to a culture where employees can rely on others for their support?
Trust
What is the primary purpose of leadership in an organization's culture?
To reflect on the success of the business and be role models
What is the primary purpose of belonging in an organization's culture?
To create a sense of community among employees
Study Notes
Organizational Design and Job Satisfaction
- Some individuals prefer routine and repetitive jobs, which provide job satisfaction through high work specialization, but this may not be the case for all employees.
- Research suggests that high specialization can lead to negative behavioral outcomes, particularly for individuals with high needs for personal growth and diversity.
Span of Control and Employee Satisfaction
- There is no evidence to support a relationship between span of control and employee satisfaction or performance.
- Employees have different preferences for supervision, with some preferring autonomy and others preferring close supervision.
Centralization and Job Satisfaction
- Decentralized organizations tend to have more autonomy, which is positively related to job satisfaction.
- However, some employees may find autonomous environments frustratingly ambiguous.
Organizational Design and Employee Behavior
- Different organizational designs can have significant effects on employee behavior, but individual differences must be considered.
- Factors such as employee experiences, abilities, and task structure influence the effectiveness of different organizational designs.
Work Specialization and Productivity
- Work specialization can contribute to higher employee productivity, but at the cost of reduced job satisfaction.
- However, productivity begins to decline as the human diseconomies of repetitive tasks outweigh the economies of specialization.
Six Elements of Organizational Structure
- The six elements of an organization's structure are:
- Work specialization
- Departmentalization
- Chain of command
- Span of control
- Centralization and decentralization
- Formalization
Formalization and Job Standardization
- Formalization refers to the degree to which jobs within an organization are standardized.
- Highly formalized jobs provide minimal discretion to employees, while low formalization allows for more autonomy.
Characteristics of a Bureaucracy
- A bureaucracy is characterized by:
- Highly routine operating tasks achieved through specialization
- Formalized rules and regulations
- Tasks grouped into functional departments
- Strong centralized authority
- Narrow spans of control
- Decision-making follows the chain of command
Departmentalization
- Departmentalization involves grouping jobs together to coordinate common tasks.
- Common methods of departmentalization include:
- Functional departmentalization (e.g., engineering, accounting, manufacturing)
- Product departmentalization (e.g., by product or service)
- Geographical departmentalization (e.g., by region or territory)
- Process departmentalization (e.g., by processing customers or products)
- Customer departmentalization (e.g., by type of customer)
Organizational Culture
- Organizational culture is the set of values, beliefs, attitudes, and rules that shape employee behavior within an organization.
- It reflects how employees, customers, and stakeholders interact with the organization and its brand.
- Culture is created over time through consistent and authentic behaviors.
Qualities of Organizational Culture
- Alignment: objectives and employee motivations are aligned and moving in the same direction.
- Application: team members frequently recognize and thank each other for their contributions.
- Trust: team members can rely on each other for support.
- Performance: a culture that motivates team members towards profitability and productivity.
- Resilience: adapting to continuous change in a dynamic environment.
- Team Work: collaboration, communication, and respect for each other.
- Integrity: honesty and integrity are essential components of the culture.
- Innovation: leveraging technologies, resources, and markets to achieve more.
- Safety: providing a safe environment for employees to take risks and give honest feedback.
Elements of Organizational Culture
- Recognition: team members feel supported and valued, with appreciation for their efforts.
- Values: organizational values influence daily decision-making.
- Employee Voice: employees can freely express themselves and provide feedback.
- Leadership: leadership reflects the organization's success, and leaders should model positive behaviors.
- Belonging: a sense of belonging is the foundation of a great culture.
Types of Organizational Culture
(Note: There are no specific types of organizational culture mentioned in the provided text.)
This quiz explores the concept of job satisfaction in highly specialized jobs, discussing the appeal of routine and minimal intellectual demands. It raises questions about the percentage of the workforce that prefers such jobs.
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