Additional Cps Management Cards

Front 1

The process of obtaining attitudes and ideas from others (conflict resolution).

Back 1

Intojection

Front 2

Visualization of another person or object having greater value or worth (conflict resolution).

Back 2

Idealization

Front 3

Process of demeaning or putting another beneath the level of the criticizer (conflict resolution).

Back 3

Criticism

Front 4

In conflict resolution, this activity is used to avoid conflict or gain the pity of another.

Back 4

Sympathy

Front 5

Activity engaged in to avoid conflict (i.e., obsession, phobia or compulsion).

Back 5

Neurosis

Front 6

The state of one individual feeling superior to or better than others.

Back 6

Egocentrism

Front 7

Process of changing anxieties into physically-related symptoms or problems.

Back 7

Conversion

Front 8

Pavlov and Guthrie conditioned animal subjects to respond through cues and develop habits in connection with the response (also called "Classical Stimulus [S-R] Theory").

Back 8

Conditioning Theory

Front 9

Theory proposing that persons learn in response to their overall environment and surroundings.

Back 9

Gestalt Organization

Front 10

Process of one changing or adapting behavior to meet set goals or perceived needs.

Back 10

Functionalism

Front 11

Theory combining varying types of learning theories.

Back 11

Eclectism

Front 12

First examination is made of specific concepts, followed by more general concepts in this learning process.

Back 12

Inductive Learning

Front 13

Process of first reviewing general aspects involved-followed by specific concepts.

Back 13

Deductive Learning

Front 14

Occurs when one is attracted to two incompatible goals.

Back 14

Approach-Approach Conflict

Front 15

Occurs when one confronts two threatening situations and must decide between them.

Back 15

Avoidance-Avoidance Conflict

Front 16

Occurs when one must decide upon a goal containing both positive and negative factors.

Back 16

Approach-Avoidance Conflict

Front 17

Occurs when one is faced with two simultaneous alternatives with both positive and negative factors.

Back 17

Double-Approach Avoidance Conflict

Front 18

The blaming of one's mistakes on another.

Back 18

Scapegoating

Front 19

Occurs when one takes his/her frustrations out on another person or object.

Back 19

Displacement

Front 20

Occurs when one "identifies" roles or actions with another.

Back 20

Identification

Front 21

Assignment of one's frustration to another person or thing.

Back 21

Projection

Front 22

Activity of disguising the true problem by making it appear to be something it is not.

Back 22

Rationalization

Front 23

Disguising of a true motive by appearing to feel the oppositve way about the subject.

Back 23

Reaction Formation

Front 24

Reversion to a less-mature period in life.

Back 24

Regression

Front 25

Satisfaction of unfulfilled needs by activity outside the area of need.

Back 25

Sublimation

Front 26

Activity wherein one tries to make up for weaknesses in an area of his/her life.

Back 26

Compensation

Front 27

Venting of frustration without actually committing the "desired" undesirable action.

Back 27

Dissociation

Front 28

Occurs when one goes without something to help motivate him/herself (this is one definition).

Back 28

Deprivation

Front 29

Process of knowing or perceiving.

Back 29

Cognition

Front 30

Style wherein the leader "leaves things alone".

Back 30

Laissez-Faire Leadership

Front 31

In this style, there is group involvement in decision making.

Back 31

Democratic Leadership

Front 32

In this style, the leader makes the decisions.

Back 32

Autocratic Leadership

Front 33

An authoritarian leadership style which occurs when one uses rules and regulations to exercise authority.

Back 33

Bureaucratic Leadership

Front 34

Concern for Production
Concern for Persons

Back 34

Blake & Mouton Managerial Grid

Front 35

Involves exploitive-authoritative (autocratic), benevolent-authoritative, and participative-group systems of leadership.

Back 35

Likert's System of Management

Front 36

Distortion of communication to cause something to appear overstated.

Back 36

Exaggeration

Front 37

Action of directives from upper management not being followed by lower-level management.

Back 37

Playing Down

Front 38

Interruption or "short-circuiting" of a given message.

Back 38

Short Circuiting

Front 39

Processing of information being detoured around the main or general channel of communication.

Back 39

Bypassing

Front 40

Informal form of communication.

Back 40

Grapevine

Front 41

A group formally organized to perform a certain task.

Back 41

Task Group

Front 42

Tendency to perceive someone in a very positive way, whether or not they have shown they are like they are perceived.

Back 42

Halo Effect

Front 43

Perceived degree of attractiveness of a reward or goal.

Back 43

Valence

Front 44

Needs are as follows: (in order of ranking):
5. Self-actualization
4. Esteem
3. Social
2. Security
1. Physiological

1 = Most important to secure and obtain first.

Back 44

Maslow's Hierarchy of Needs

Front 45

"Hygiene factors" include wages, socio-interpersonal relationships, and work conditions; factors of motivation include achievement, responsibility, recognition, and potential for growth (concepts of this theory).

Back 45

Herzberg's Theory

Front 46

Deals with expansion on Maslow's "self-actualization" category of human needs.

Back 46

McClelland's High Level Need Theory

Front 47

Noted for his studies in the effects of positive and negative reinforcement.

Back 47

B.F. Skinner

Front 48

Deals with reinforcement of positive behavior through rewards.

Back 48

Operant Conditioning

Front 49

Essentially a negative view held by a leaders toward subordinates (McGregor).

Back 49

Theory X

Front 50

Essentially positive view held by a leader toward subordinates (McGregor).

Back 50

Theory Y

Front 51

Management style promulgated by Ouchi in which there is strong company philosophy, culture, development, and consensus decision making.

Back 51

Theory Z

Front 52

Planned process for change in an organization.

Back 52

Organizational Development (OD)

Front 53

An interview held as a measurement to help determine how an individual may behave in the future.

Back 53

Predictive Interview

Front 54

A communication activity, or interview, involving the asking of questions directed to each individual interviewed with questions given a specific sequence by the interviewer.

Back 54

Structured Interview

Front 55

Study or analysis of interaction between individuals in adult, parent, and child states.

Back 55

Transactional Analysis

Front 56

Forgetting of unpleasant experiences by forcing such experiences into the unconscious mind.

Back 56

Repression

Front 57

A group of persons brought together to learn how to operate toward the achievement of group goals and objectives.

Back 57

T-Group (Training Group)

Front 58

The choosing of those things seen as most important to an individual (occurs particularly in a communication process).

Back 58

Selective Perception

Front 59

Factors which relate to work itself, not merely to hygiene factors (good environment). Motivators may include the work itself, achievement, recognition, advancement and growth, and responsibility.

Back 59

Motivators

Front 60

Process of formulating a message and expression of a message by one individual to one or more other persons (sent verbally and non-verbally).

Back 60

Encode

Front 61

Individual firm owned by one owner.

Back 61

Sole Propeietorship

Front 62

Association of two or more persons to carry on, as co-owners, a business for profit.

Back 62

Partnership

Front 63

Legal entity with stockholders, a board of directors, and corporate officers; has a specified name.

Back 63

Corporation

Front 64

Unrelated companies grouped together.

Back 64

Conglomerate

Front 65

Endowed institution which grants funds for research, charity, and other causes.

Back 65

Foundation

Front 66

When two or more persons come together to accomplish one undertaking.

Back 66

Joint Venture

Front 67

Corporation established to provide economic cooperation among a group.

Back 67

Cooperative

Front 68

Planning
Organizing
Directing
Controlling

Back 68

Functions of Management

Front 69

Staff and specialists set up in an organizational flow based on authority and accountability.

Back 69

Line-and-Staff Organization

Front 70

Quantitive-related research to obtain the best results. (Simulation Method, Linear Programming, Queuing Theory, PERT, CPM, MOB, etc., are examples of OR approaches.

Back 70

Operations Research (OR)

Front 71

Mentally and graphically planned steps of action, chronological in format, to determine the best flow of work. (Critical Path Method--CPM--is used here.)

Back 71

PERT (Program Evaluation and Review Technique)

Front 72

Quantitive tool where specific objectives are set with a plan to reach objectives and a tool to measure results with an immediate supervisor is established.

Back 72

MBO (Management by Objectives)

Front 73

Free-wheeling, free-flowing ideas are shared without criticism by group members

Back 73

Brainstorming

Front 74

Strikes
Picketing
Soldiering on the job
Boycotts

Back 74

Union Tools for Bargaining

Front 75

Lockouts
Blacklists (illegal)
Court injunctions
Yellow-dog contracts

(Outlawed by Norris-LaGuardia Act)

Back 75

Management Methods in Bargaining

Front 76

Employer agrees to hire only union members. (Outlawed by the Labor-Management Relations Act or Taft-Hartley Act)

Back 76

Closed Shop

Front 77

Employer may hire non-union workers, but they must join the union after a specified amount of time.

Back 77

Union Shop

Front 78

All employees are represented by the union and pay dues, but they do not all have to join the union (legal in some states/areas)

Back 78

Agency Shop

Front 79

The employer agrees to give preference to union members in cases of hiring and layoffs.

Back 79

Preferential Shop

Front 80

Product
Place
Price
Promotion

(The four "P's" of marketing)

Back 80

Marketing Mix

Front 81

Market for a product is divided into groups of consumers who share common needs or interests. It occurs geographically, demographically, and psychographically.

Back 81

Market Segmentation

Front 82

Show differences or distinctions in product.

Back 82

Market Differentiation

Front 83

Prospecting
Pre-approach
Approach
Presentation
Trial close
Answering of objections
"Close" the sale

Back 83

Steps in the Sales Process

Front 84

Holds member bank reserves
Collects and clears checks
Provides money for general circulation
Supervises its member banks
Acts as fiscal agent for the federal government.

Back 84

Federal Reserve Board

Front 85

Most popularly-provided form of insurance that companies provide associates. Lower-risk persons pay overall lower insurance rates for same dollar amount of coverage.

Back 85

"Term" Life Insurance

Front 86

1. Can make quick decisions
2. Disclosure privacy
3. Satisfaction and accomplishment in work
4. Business simplicity
5. Minor expense in many cases (especially in organization of firm)
6. Simple dissolution
7. Personal good credit
8. Retention of firm profits

Back 86

Advantages of Individual Proprietorships

Front 87

1. Personal interest in operation
2. Availability of greater capital
3. Retentino of good employees easier
4. Credit increased with more people involved
5. Considered a "legal" entity

Back 87

Advantages of Partnerships

Front 88

1. Expanded business size
2. Longer company life
3. Business expansion enhanced
4. Limited liability of owners
5. Management more specialized
6. Legal entity
7. Relative ease in buying in and out of the firm
8. Non-profit corporations have tax advantages (general corporations have some tax advantages, also.)

Back 88

Corporate Advantages

Front 89

In a hierarchy, each person employed in a firm will tend to rise to his or her level of incompetence.

Back 89

Peter Principle

Front 90

Independent opinions gathered and compiled through this research technique to improve judgments of the matter(s) of concern.

Back 90

Delphi Technique

Front 91

A government authorization to a business organization.

Back 91

Charter

Front 92

Bar chart showing work planned and work done, chronologically, in relation to each other.

Back 92

Gantt Chart

Front 93

Programming developed to help solve business problems by high-speed linear computing of various combinations of interdependent factors.

Back 93

Linear Programming

Front 94

Management research involving use of systematic and logical techniques to help solve business problems.

Back 94

Scientific Method

Front 95

Principle stating that every employee in an entity should be responsible to only one supervisor.

Back 95

Unity of Command

Front 96

Graphic analysis showing possible consequences of varying decisions on alternative courses of action.

Back 96

Decison Tree