aldkfja;sldkfj

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Across
  1. 5. differentiation determined by the degree of difference between org'l subunits
  2. 6. defining work as a physically and mentally strenuous activity
  3. 9. concsenus on the values that drive to company and with an intensity recognizable even to outsiders
  4. 10. placing technology and engineering at the center of job design
  5. 12. the number of activities within the org and the amount of differentiation needed
  6. 13. staff the fourth part of Mintzberg's 5 parts of an org
  7. 14. the middle of Mintzberg's 5 parts of an org
  8. 17. degree to which decisions are made at the top of the org
  9. 18. those values that are reflected in the way individuals actually behave
  10. 19. the top of Mintzberg's 5 parts of an org
  11. 22. degree to which work activities are accomplished in a routine fashion
  12. 23. using multiple methods to measure org culture
  13. 24. differentiation determined by the difference in authority and responsibitliy in the org'l hierarchy
  14. 25. exposes a worker to a variety of specialized job tasks over time
  15. 28. the part of Mintzberg's 5 parts of an org that deals with technology
  16. 31. increases the number of activities in a job to overcome the boredom of overspecialized work
  17. 32. values that members of an org say they value
  18. 36. decentralized; emphasizes the expertise of the professionals in the core of the org
  19. 37. standardization and teh narrow, explicit specification of task activities for workers
  20. 38. degree of virtival differentiation through reporting relationships and the span of control
  21. 41. an alternative work pattern in which more than one person occupies a single job
  22. 44. moderately decentralized; emphasizes support staff differntiation from the line operation of the org; limited horizontal decentralization; well-defined hierarcy
  23. 45. centralized form of org that emphasizes a small technical and support staff; strong centralization of decision making, and a minimal middle level
  24. 46. an organization's pattern of basic assumptions that are considered valid and are taught to new members as the way to percieve, think and feel in teh org
  25. 47. constructing and adjusting an org's structure to acheive its business strategy/goals
  26. 48. defining work as an activity that provides a person with positive personal affect and identity
  27. 50. giving equal attention to technical and social considerations in job design
  28. 52. degree to which the org has official rules, regulations and procedures
  29. 53. core the base of Mintzberg's 5 parts of an org
  30. 54. decidding how to divide the work in an organization
  31. 55. the science of adapting work and working conditions to the employee or worker
  32. 56. degree to which jobs are narroly defined and depend on unique expertise
Down
  1. 1. defining work as an activity from which profit accrues by its performance
  2. 2. job design approach derived from the science of biomechanics, work physiology, occupational medicine, and anthropometry
  3. 3. designing/redesigning a job by incorporating motivational factors into it
  4. 4. mental or physical activity that has productive results
  5. 7. defining work as an activity in which value coems from performance adn for which a person is accountable
  6. 8. workers are trained in different specialized tasks or activities
  7. 11. job design approach that stems from the work on job enrichment, and from the major theories of motivational and orgb
  8. 15. loosly coupled; composite structural configuration composed of divisions
  9. 16. a culture is good only if it fits the industry/firm's strategy
  10. 20. stress caused by new and advancing technologies in teh workplace
  11. 21. placing human considerations at the center of job design
  12. 26. symbols of culture in the physical and social environment
  13. 27. deeply held beliefs that guide behavior and perceptions
  14. 29. defining work as primarily a physical activity a person must do that is directed by others
  15. 30. selectively decentralized form of org that emphasizes the support staff and mutual adjustment among people
  16. 33. job design approach focused on human-factors, skills and how people mentally process information; based on experimental psychology
  17. 34. set of specified work and task activities that engage an individual in an org
  18. 35. the linking of departments and jobs within and org
  19. 39. culture that encourages confidence and risk taking among employees, has leadership that produces change and focuses on the changing needs of customers
  20. 40. coordinating the different parts of an org
  21. 42. differentiation determined by the geographic dispersion of an org's offices, plants, and personnel
  22. 43. an alternative work pattern wthat enables employees to set their own daily work schedules
  23. 49. job design approach that stems from scientific management, time and month study, and work simplification and specialization
  24. 51. defining work as an activity constrained to specific time periods that does not bring possitive affect through its performance