NICET Soils level 1 questions with correct answers Latest version.
creating jobs in an organization that can be done efficiently
job design
while also providing meaningful work for the employee
5 key considerations for job skill variety, task identity, task significance, autonomy, feedback
design
skill variety the extent to which a job requires a worker to use a range of skills
task identity Extent a job requires worker to perform all tasks for task completion
task significance extent to which job affects lives of other people
extent to which employee can make own decisions about
autonomy
scheduling and performance of task
extent to which the employee receives clear information on how
feedback
well they're performing
contingency factors pre-conditions for the job design model to be effective
organizational structure the ways in which power and authority are distributed within an
organization
most common organizational functional structure, divisional structure, matrix structure,
structures
key factors in organizational delegation of authority, span of control, levels of hierarchy
structure
authority delegation from shareholders to Board of Directors,
delegation of authority
then to CEO and subordinates; centralized versus
decentralized organizational structures
centralized org. structure most decisions made by senior executives
decentralized org. structure most decisions delegated to lower levels of management
span of control number of direct reports assigned to a manager; a broader span=more
reports
levels of hierarchy number of managerial levels between top and bottom levels of organization
5 common approaches to manage Org. structure, liaisons, task forces, cross functional teams, integrating
integration and coordination of roles
workflows
responsibility is to coordinate activity of their group with one
liaisons
or more other groups (main task; work with other liaisons)
made up of members from multiple groups assembled to
task forces
address a specific task or project
made up of members from multiple groups with the
cross functional teams
responsibility of managing a key activity (ongoing)
integrating roles individuals charged with being coordinators for other projects (side
task)
organizational culture set of norms, beliefs, values, attitudes
, edgar schein created dimensions and levels of org. culture
dimensions of org. culture content, consensus, intensity of feeling
levels of org. culture artifacts, assumptions, values
artifacts things that can be observed in the org. (dress code, products, etc.)
assumptions underlying thoughts of members that determine perceptions and behaviors
values documented norms that comprise values of org.
strong: majority of employees share same beliefs and attitudes;
strong vs weak culture
weak: lack of uniformity around main aspects of cultures
BCG Boston Consulting Group
creating jobs in an organization that can be done efficiently
job design
while also providing meaningful work for the employee
5 key considerations for job skill variety, task identity, task significance, autonomy, feedback
design
skill variety the extent to which a job requires a worker to use a range of skills
task identity Extent a job requires worker to perform all tasks for task completion
task significance extent to which job affects lives of other people
extent to which employee can make own decisions about
autonomy
scheduling and performance of task
extent to which the employee receives clear information on how
feedback
well they're performing
contingency factors pre-conditions for the job design model to be effective
organizational structure the ways in which power and authority are distributed within an
organization
most common organizational functional structure, divisional structure, matrix structure,
structures
key factors in organizational delegation of authority, span of control, levels of hierarchy
structure
authority delegation from shareholders to Board of Directors,
delegation of authority
then to CEO and subordinates; centralized versus
decentralized organizational structures
centralized org. structure most decisions made by senior executives
decentralized org. structure most decisions delegated to lower levels of management
span of control number of direct reports assigned to a manager; a broader span=more
reports
levels of hierarchy number of managerial levels between top and bottom levels of organization
5 common approaches to manage Org. structure, liaisons, task forces, cross functional teams, integrating
integration and coordination of roles
workflows
responsibility is to coordinate activity of their group with one
liaisons
or more other groups (main task; work with other liaisons)
made up of members from multiple groups assembled to
task forces
address a specific task or project
made up of members from multiple groups with the
cross functional teams
responsibility of managing a key activity (ongoing)
integrating roles individuals charged with being coordinators for other projects (side
task)
organizational culture set of norms, beliefs, values, attitudes
, edgar schein created dimensions and levels of org. culture
dimensions of org. culture content, consensus, intensity of feeling
levels of org. culture artifacts, assumptions, values
artifacts things that can be observed in the org. (dress code, products, etc.)
assumptions underlying thoughts of members that determine perceptions and behaviors
values documented norms that comprise values of org.
strong: majority of employees share same beliefs and attitudes;
strong vs weak culture
weak: lack of uniformity around main aspects of cultures
BCG Boston Consulting Group
