14.2

33問 • 1年前

valerie

通報

問題一覧

ways to increase “levels of employee input”

empower employees

leaders use available information to make a decision without consulting their subordinates.

autocratic I strategy

leaders obtain necessary information from their subordinates and then make their own decision.

autocratic II strategy

leaders share the problem on an individual basis with their (some) subordinates and then make a decision that may or may not be consistent with the thinking of the group.

consultative I strategy

leaders share the problem with the group as a whole and then make a decision that may or may not be consistent with the thinking of the group

consultative II strategy

leaders share the problem with the group and let the group reach a decision or solution.

group I strategy

employees have no real control over their jobs.

following

employees are still told what to do but are solely responsible for the quality of their output.

ownership of own product

employees are asked to provide feedback, suggestions, and input into a variety of organizational concerns.

advisory

allows an employee to make a group decision.

shared/participative/team

gives an employee the absolute authority to make a decision on his own—no group consensus, no supervisory approval.

absolute

every person’s work is checked by another person.

redundant human system

a chart made for each employee that shows what level of input the employee has for each task.

empowerment charts

work schedule that allows employees to choose their own work hours.

flextime

total number of potential work hours available each day.

bandwidth

hours in a flextime schedule during which every employee must work.

core hours

part of a flextime schedule in which employees may choose which hours to work.

flexible hours

flextime schedule in which employees can choose their own hours without any advance notice or scheduling.

gliding time

flextime schedule in which employees have flexibility in scheduling but must schedule their work hours at least a week in advance.

flexitour

flextime schedule in which employees have flexibility in scheduling but must schedule their work hours a day in advance.

modified flexitour

work schedules in which 40 hours are worked in less than the traditional five-day workweek.

compressed workweeks

certain employees are encouraged to work only part time but are paid at a higher hourly rate for those hours than employees who work full time.

peak-time pay

scheduling practice in which employees work on an irregular or as-needed basis.

casual work

work schedule in which two employees share one job by splitting the work hours.

job sharing

working at home rather than at the office by communicating with managers and coworkers via phone, computer, fax machine, and other off-site media.

telecommuting

employees hired through a temporary employment agency.

temporary employees

process of having certain organizational functions performed by an outside vendor rather than an employee in the organization.

outsourcing

first stage in the emotional reaction to change or layoffs, in which an employee denies that an organizational change or layoff will occur.

denial stage

second stage of emotional reaction to downsizing, in which employees become angry at the organization.

anger stage

third emotional stage following the announcement of a layoff, in which employees worry about how they will survive financially.

fear stage

fourth and final stage of emotional reaction to downsizing, in which employees accept that layoffs will occur and are ready to take steps to secure their future.

acceptance stage

employees who lose their jobs due to a layoff.

victims

employees who retain their jobs following a downsizing.

survivors

AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders

valerie · 100問 · 2年前

AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders

100問 • 2年前

valerie

AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders

valerie · 100問 · 2年前

AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders

100問 • 2年前

valerie

AB PSY CHAP 4 ANXIETY

valerie · 71問 · 2年前

AB PSY CHAP 4 ANXIETY

ITC PERSON-CENTERED

ITC PERSON-CENTERED

itc

itc

io 2

io 2

psy ass 3

psy ass 3

C3 PSYASS

C3 PSYASS

io 5

io 5

psyass 4

psyass 4

psyass 5

psyass 5

psyass 6&7

psyass 6&7

psyass 6&7 pt2

psyass 6&7 pt2

io 7

io 7

io 6

io 6

io 8

io 8

io 9

io 9

io 9.2

io 9.2

io 10

io 10

DMH 1

DMH 1

io 10.2

io 10.2

io 11

io 11

DMH 2

DMH 2

io 11.2

io 11.2

io 12

io 12

psyass 11

psyass 11

io 13

io 13

io 13.2

io 13.2

io 14

io 14

PFA

PFA

AUDIT 1

AUDIT 1

audit 2

audit 2

audit 3

audit 3

問題一覧

ways to increase “levels of employee input”

empower employees

leaders use available information to make a decision without consulting their subordinates.

autocratic I strategy

leaders obtain necessary information from their subordinates and then make their own decision.

autocratic II strategy

leaders share the problem on an individual basis with their (some) subordinates and then make a decision that may or may not be consistent with the thinking of the group.

consultative I strategy

leaders share the problem with the group as a whole and then make a decision that may or may not be consistent with the thinking of the group

consultative II strategy

leaders share the problem with the group and let the group reach a decision or solution.

group I strategy

employees have no real control over their jobs.

following

employees are still told what to do but are solely responsible for the quality of their output.

ownership of own product

employees are asked to provide feedback, suggestions, and input into a variety of organizational concerns.

advisory

allows an employee to make a group decision.

shared/participative/team

gives an employee the absolute authority to make a decision on his own—no group consensus, no supervisory approval.

absolute

every person’s work is checked by another person.

redundant human system

a chart made for each employee that shows what level of input the employee has for each task.

empowerment charts

work schedule that allows employees to choose their own work hours.

flextime

total number of potential work hours available each day.

bandwidth

hours in a flextime schedule during which every employee must work.

core hours

part of a flextime schedule in which employees may choose which hours to work.

flexible hours

flextime schedule in which employees can choose their own hours without any advance notice or scheduling.

gliding time

flextime schedule in which employees have flexibility in scheduling but must schedule their work hours at least a week in advance.

flexitour

flextime schedule in which employees have flexibility in scheduling but must schedule their work hours a day in advance.

modified flexitour

work schedules in which 40 hours are worked in less than the traditional five-day workweek.

compressed workweeks

certain employees are encouraged to work only part time but are paid at a higher hourly rate for those hours than employees who work full time.

peak-time pay

scheduling practice in which employees work on an irregular or as-needed basis.

casual work

work schedule in which two employees share one job by splitting the work hours.

job sharing

working at home rather than at the office by communicating with managers and coworkers via phone, computer, fax machine, and other off-site media.

telecommuting

employees hired through a temporary employment agency.

temporary employees

process of having certain organizational functions performed by an outside vendor rather than an employee in the organization.

outsourcing

first stage in the emotional reaction to change or layoffs, in which an employee denies that an organizational change or layoff will occur.

denial stage

second stage of emotional reaction to downsizing, in which employees become angry at the organization.

anger stage

third emotional stage following the announcement of a layoff, in which employees worry about how they will survive financially.

fear stage

fourth and final stage of emotional reaction to downsizing, in which employees accept that layoffs will occur and are ready to take steps to secure their future.

acceptance stage

employees who lose their jobs due to a layoff.

victims

employees who retain their jobs following a downsizing.

survivors