Deneme Sınavı Soruları

Traditional hierarchy

Formal rules

Structured decision making

More participatory decision making

Mostly vertical communication

Production requires human craft and it cannot be mechanized.

There is no direct human involvement in the manufacturing process.

Manufacturing process is based on job simplification and standardization.

They produce customized small orders of a specific customer group.

Defense contractors and aerospace companies are the typical examples of these firms.

Great Man Theory

Authentic Leadership

Cognitive Resource Theory

Servant Leadership

Ohio State Theory

They are aware of their needs for personal growth, development, and accomplishment.

They prioritize their personal growth rather than the task to be performed.

They tend to lose their motivation when their personal gain is ignored by the leaders.

They fail to work fo the good of the organization in the absence of incentives.

Performing well on the tasks given by the organization is considered mandatory, hence demotivating.

a fixed division of labor among participants

an equality of offices

a set of specific rules that governs performance

a combination of personnel from official property

selection of personnel based on academic qualifications

Country club management

Impoverished management

Team management

Middle of the road management 

Task management

Formalization

Centralization

Hierarchy of authority

Departmentalization

Technology

Avoidance-avoidance conflict -where the individual is motivated to approach two or more positive but mutually exclusive goals. 

Avoidance-avoidance conflict - where the individual is motivated to avoid two or more negative but mutually exclusive goals

Avoidance-avoidance conflict -where the individual is motivated to approach a goal and at the same time is motivated to avoid it. The single goal contains both positive and negative characteristics for the individual.

Approach-approach conflict - where the individual is motivated to approach a goal and at the same time is motivated to avoid it. The single goal contains both positive and negative characteristics for the individual.

Approach-avoidance conflict - where the individual is motivated to approach two or more positive but mutually exclusive goals

Dependence among companies

Dependence of companies to the technology

Dependence of people to their workplace

Dependence among workers to each other

Dependence among departments to each other

Achievement-oriented leadership

Consultative leadership

Directive leadership

Participative leadership

Supportive leadership

Formal group

Informal group

Division group

Work group

Labor group

Religious institutions

State institutions

Military organizations

Studies of Max Weber

Studies of Adam Smith

It refers to the direction –top or lower level- of decisions in an organizational hierarchy.

It refers to the degree to which organizational tasks or work processes are subdivided into separate jobs.

It refers to the number of managerial levels in an organization

It refers to design perspectives of managers who determine the question of how hierarchic an organization should be.

It refers to simplification principle, which means jobs should be broken into simple tasks to achieve efficiency.

Organizational culture is concerned with  observable properties of the environment, such as policies, practices and managerial decisions, and the way they are interpreted.

Two most important features of organizational culture are first, like culture, climate is also a shared property of groups. Second, climate relates to how individuals experience life in the organization and the way they interpret that experience.

Organizational climate influences to a great extent the performance of the employees and   individual obedience to management.

Features of organizational culture, creating and maintaining a positive working environment depends on the needs of company benefit.

Organizational culture is a system of obey the rules,  and system  that governs how people in an organization behave.

I, II and III

II, III and V

I, III, IV and V

II, III, IV, VI and VII

I, II, III, IV, V,VI and VII

Leadership

Caring

Independence

Instrumental

Law and code

Employees perform better if they receive attention and recognition.

Division of labor reduces time and effort of employees for the  production.

Stable and predictable work behaviors increase production output.

Reducing variability resulting from human factors increase efficiency. 

Differential incentive systems are influential in increasing organizational efficiency.

Overall perception of what is fair in the workplace

Perceived degree to which one is treated with respect

Perceived degree to which one is treated with dignity

Perceived fairness of process used to determine outcome

Perceived fairness of distribution of outcome

Maslow's theory

Mc Gregor's theory

Big five theory

Myers-Briggs Type Indicator (MBTI)

Personality theory

ERG Theory

Maslow’s Hierarchy of Needs Theory

X and Y Theory

Two-Factor Theory

Theory of Needs