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Line organization a chain of command system that

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line organizationa chain of command system that establishes a clear line of authority flowing from the top downmatrix structurea structure in which employees are assigned to both a functional group and a project teamnetwork structurea structure in which individual companies are connected electronically to perform selected tasksfor a small headquarters organizationnormsinformal standards of conduct that guide team behaviororganization charta diagram that shows how employees and tasks are grouped and where the lines ofcommunication and authority floworganization structure
a framework that enables managers to divide responsibilities, ensure employee accountability,and distribute decision-making authorityproblem solving teama team that meets to find ways of improving quality, effeciently, and the work enviromentself managed teama team in which memebers are responsible for an entire process or operationtask forcea team of people from several departments who are temporarily brought together to address aspecific issueteama unit of two or more people who share a mission and collective responsibility as they worktogether to achieve a goalunstructured organizationan organization that doesnt have a conventional structure but instead assembles talent as neededfrom the open marketvirtual teama team that uses communication technology to bring together geographically distant employeesto achieve goalswork specializationspecialization in or responsibility for some portion of an organizations overall work tasks, alsocalled division of laborAccording to the expectancy theory, the variable that includes the evaluation ofwhether available outcomes are attractive to an employee is called.ValenceAcquired Needs Theory.Need for achievement, Need for affiliation, Need for power
Effort to performance expectancy.Evaluation of whether putting in effort will lead to high performanceEquity Theory.People will compare their circumstances with those of similar others and that this behaviormotivates them to seek fairness in the way they are rewarded for performanceExpectancy Theory.Employees expect that high effort should lead to good performance and that good performance,in turn, should lead to rewardExtinction.Idea that a behavior stops because it has ceased to be rewarded or punishedExtrinsic rewards.Facilitate or motivate task performance that include pay, promotions, fringe benefits, and jobsecurityFour-Drive Theory.the drive to acquire, the drive to bond, the drive to comprehend, and the drive to defend—underlies motivation, and that the degree to which these are satisfied directly affects employees'emotions and behaviors.Herzberg's Two-Factor Theory.Hygiene factors: Comprise the makeup of the work environment and are a potential source ofdissatisfaction & Motivators: Direct consequences of doing the job and the primary cause ofsatisfaction on the jobIndividuals are driven or motivated by three needs: the need for affiliation, theneed for power, and the need for achievement....Intrinsic rewards.

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Term
Spring
Professor
Gallogly,J
Tags
David McClelland

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