ways to increase “levels of employee input”

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

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

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.

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

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

employees have no real control over their jobs.

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

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

allows an employee to make a group decision.

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

every person’s work is checked by another person.

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

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

total number of potential work hours available each day.

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

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

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

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

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

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

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.

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

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

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

employees hired through a temporary employment agency.

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

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

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

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

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.

employees who lose their jobs due to a layoff.

employees who retain their jobs following a downsizing.