PA Org Theory

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

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Created Jul 19, 2011ReportNominate
Tags:author, description, org, theory, topic