PA Org Theory

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DescriptionAuthorTopic
Behavior/MotivationIdentifies two different views of workers: Theory X and Theory Y
Structure/Incentives & BureaucracyRational choice theory can serve as the new PA intellectual foundation
Behavior/Teams & GroupsIndividual membership in groups depend on the emotional state of the individual along with the leadership present in the group
Processes/AdaptationChange process consists of unfreezing, change, freezing
Structure/Work Structure & EnvironmentGroup's reaction to deviance and degree of cohesion impact on individual's effectiveness
Processes/Decision MakingUses 3 models to explain government decision making: rational actor, SOP, bureaucratic politics
Structure/Incentives & BureaucracyExamines bureaucratic control using principal-agent theory
Processes/AdaptationCommunication is key to make organizational change easier and smoothier
Processes/Decision MakingGroupthink
Structure/Fundamentals of BureaucracyOrganizational structure affects the individual
Behavior/MotivationEconomic incentives are not the overall motivator for many workers
Behavior/Teams & GroupsSelf-directed teams are highly trained responsible for turning out a well defined segment of finished work
Behavior/Power Model asserts that organizational subunits gain power through skills that are strategic to the survival of the overall organization
Behavior/Teams & GroupsTrue team more effective than a single worker; teams is the mean to achieve the end of performance
Processes/LeadershipIssuing of orders can result in difficulties in organization
Processes/AdaptationIntervention is needed to assist organizational change
Behavior/MotivationDiscusses the processes through which to build more valid, more complete, and more practical theories to advance knowledge and understand employee motivation in the 21st century
Processes/AdaptationChange is key feature of society
Behavior/Power Identifies three types of power: coercive (physical), remunerative, normative
Processes/LeadershipIntelligence is key feature that allows leaders to convince people to change, rather than force
Behavior/Teams & GroupsIdentifies two classes of groups: identity and organizational
Behavior/MotivationAchieving a hierarchy of needs motivates workers
Behavior/Power Identify bases of power based on O (social agent) and P (person) relationships
Processes/LeadershipFocus of the executive is the organization
Behavior/MotivationIntroduces the motivation-hygiene (KITA) theory
Behavior/Teams & GroupsRefuted principles of administration; Bounded Rationality
DescriptionAuthorTopic
Structure/Work Structure & EnvironmentOrganizations take actions in contradiction to what they really want to do
Structure/Fundamentals of BureaucracyOrganizational structure matters
Structure/Work Structure & EnvironmentPsychological Contract
Processes/LeadershipReframing leadership: structural, human, political, symbolic
Processes/LeadershipTransformational leadership is necessary in era of globalization
Structure/Work Structure & EnvironmentMajority views can influence individuals within group
Behavior/Teams & GroupsGroups have three properties: group structure, leadership, and normal rules
Processes/LeadershipEmotional intelligence is key to good leadership
Processes/AdaptationDifferent leadership roles for different organizational phases
Behavior/MotivationIntroduces the valence-instrumentality-expectancy model to explain the nature of motivation
Behavior/Power Lower level employees gain informal power by obtaining, maintaining, and controlling access to persons, information, and instrumentalities (physical aspects) making high-ranking participants dependent on them
AntecedentsBureaucracy = fixed jurisdiction, hierarchy, SOP, meritocracy, and span of contro
Behavior/MotivationCognitive dissonance is a relationship between two things (cognitions) that are inconsistent, disagree, or contradict each other
Structure/Incentives & BureaucracyApplied neoclassical economic theory to public sector behavior
Processes/Communication and Critical TheoryEffective communication can lessen social conflict
AntecedentsPODSCORB
Behavior/Teams & GroupsFramework defines diversity, amount and kind of diversity tension determine the response needed, and there are determinants of responses
AntecedentsExecutive maintains organization through cooperation and equilibrium of inducements and incentives
Processes/AdaptationDevelops idea of learning organization
AntecedentsAdministrative specialization is necessary
Behavior/Power Understanding power and powerlessness are critical elements for effective managerial behavior and leadership
AntecedentsOne Best Way
Behavior/Power Calls to study power as a variable
Processes/Communication and Critical TheoryCriticizes modern rational organizations for dehumanizing employees
Processes/LeadershipLeader's role based on: leader-member relations, task structure, position power

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