Chapter 1

Front 1

Participative Management

Back 1

Allowing employees to influence and share in organizational decision making.

Front 2

Supervisors

Back 2

First-leave managers in charge of entry-level and other departmental employees.

Front 3

Working Supervisors

Back 3

First-level individuals who perform supervisory functions but who may not legally or officially be part of management.

Front 4

Scientific Management Approach

Back 4

School of management thought that focuses on determining the most efficient ways to increase output and productivity.

Front 5

Functional Approach

Back 5

School of management thought that asserts that all managers perform various functions doing their jobs, such as planning, organizing staffing, leading, and controlling.

Front 6

Hawthorne Effect

Back 6

The fact that special interest shown in people may cause those people to behave differently.

Front 7

Human Relations Movement / Behavioral Science Approach

Back 7

Approach to management that focuses on the behavior of people in the work environment.

Front 8

Quantitative / Systems Approachs

Back 8

Field of management study that uses mathematical modeling as a foundation.

Front 9

Diversity

Back 9

The cultural, ethnic, gender, age, educational level, racial, and lifestyle differences of employees.

Front 10

Flextime

Back 10

Policy that allows employees to choose their work hours within hours within stated limits.

Front 11

Job Sharing

Back 11

Policy that allows two or more employees to perform a job normally done by one full-time employee.

Front 12

Telecommuting

Back 12

Receiving and sending work to the office from home via a computer and modem.

Front 13

Glass Ceiling

Back 13

Invisible barrier that limits the advancement of women and minorities.

Front 14

Glass Walls

Back 14

Invisible barriers that compartmentalize women and minorities into certain occupational classes.

Front 15

Underemployment

Back 15

Situations in which people are in jobs that do not use their SKAs.

Front 16

SKAs

Back 16

A person's skills, knowledge, and abilities.

Front 17

Competitive Advantage

Back 17

The ability to out perform competitors by increasing efficiency, quality, creativity, and responsiveness to customers and effectively using employee talents.

Front 18

Contingent Workforce

Back 18

Part-time, temporary, or contract employees who work schedules dependent primarily on employer needs.

Front 19

Two-Tier Work Force

Back 19

Paying new employees at a lower rate than more senior employees. Also used to refer to disparities associated with high executive compensation.

Front 20

Corporate Culture

Back 20

Set of shared purposes, values, and beliefs that employees hold about their organization.

Front 21

Empowerment

Back 21

Giving employees the authority and responsibility to accomplish their individual and the organization's objectives.