Clep Principles Of Management (Set 3 Of 3)

Front 1

Frederick Taylor 

Back 1

Father of scientific mgmt

Front 2

motivator factors

Back 2

responsibiltiy, opportunities for professional growth, achievement and recognition

Front 3

job enrichment 

Back 3

(vertically)  redesigning jobs to hold more motivator factors; implies increasing the depth of the job by giving it planning and controlling elements

Front 4

job enlargement

Back 4

(horizontally)  addding duties of a similar level of skill at the same organizational level (horizontal loading)

Front 5

span of control

Back 5

there is a limit to the number of subordinates a single person can supervise

Front 6

unity of direction

Back 6

Fayol - all activities in pursuit of a given organizational goal should be under direction of a single person

Front 7

unity of command

Back 7

Fayol - each subordinate should have only one boss

Front 8

scalar (chain of command) principle

Back 8

Fayol - should be a single, clear, and unbroken line of authority from the top of the organization to each subordinate position

Front 9

exception principle

Back 9

once procedures, policies, and other plans have been est. and are working, mgmt should focus on the exceptions where performance does not meet standards

Front 10

specialization (division of labor)

Back 10

dividing the work into very simple or basic tasks

Front 11

organizing process

Back 11

determines what tasks will have to be
done to accomplish objectives, how they
will be grouped, and how positions relate
to each other

Front 12

staffing function

Back 12

provides the right people to fill the
structure designed by the organizing
function. human resources (personnel) mgmt

Front 13

staffing process

Back 13

same as personnel process; includes manpower planning, recruitment, selection, orientation, training, etc.

Front 14

Equal Employment Opportunity (EEO)

Back 14

refers to legislation and governmental and org. policies that require that all persons have the same treatment

Front 15

Equal Pay Act of 1963 (part of EEO)

Back 15

men and women performing the same work must get the same pay

Front 16

Civil Rights Act of 1964 (part of EEO)

Back 16

major piece of the structure of civil rights and EEO legislation; see Title VII.

Front 17

Title VII (part of EEO) 

Back 17

part of the Civil Rights Act of 1964; outlaws discrimination in employment on basis of race, color, religion, nat'l origin, or sex

Front 18

The Equal Employment Opportunity Commission (EEOC); part of EEO

Back 18

est. by federal gov. to administer equal employment opportunity legislation

Front 19

Uniform Guidelines on Employee Selection Procedures (part of EEO)

Back 19

set of rules in area of EEO, published in 1978; provide that all procedures (tests, etc.) used be valid and relevant to job performance

Front 20

OSHA - Occupational Safety and Health Act (1970)

Back 20

est. standards for health/safety at work, provides for their administration by Occupational Safety and Health Administration (also OSHA)

Front 21

recruitment

Back 21

part of staffing function; attracting job candidates to the org. so that they may go through the selection process

Front 22

selection process

Back 22

 part of staffing function; gather info about candidates, choosing those who meet the org.'s criteria

Front 23

application blank

Back 23

any form on which the employer asks the candidate to provide info

Front 24

Bona Fide Occupational Qualifications (BFOQ)

Back 24

 requires job candidate's race, color, etc. may not be considered or asked about in the hiring process unless legitimately related to job

Front 25

ERISA (Employee Retirement Income Security Act of 1974)

Back 25

est. standards for company retirement plans

Front 26

Wagner Act (National Labor Relations Act of 1935) NLRA

Back 26

nation's basic labor legislation; est. employee rights to form unions, requires employers to bargain w/ such unions in good faith, and prohibits unfair labor practices

Front 27

Taft-Hartley Act (1947) 

Back 27

tried to balance power more equally b/w labor and mgmt; outlawed the closed-shop (which required union membership before employment)

Front 28

Landrum-Griffin Act (1959)

Back 28

attempted to eliminate racketeering from org. labor, to promote union democracy and self-government, and to provide for closer supervision by the Federal gov.

Front 29

arbitration

Back 29

a dispute resolution procedure in which an independent third party decides and recommends how the disagreement should be resolved

Front 30

The Acceptance Theory of Authority

Back 30

Chester Barnard; authority of any
communication or command lies in the
degree to which the receiver accepts it as
legitimate

Front 31

influence

Back 31

viewed as the essence or equivalent of leadership by some; ability to get others to do something desired by the person doing the influencing

Front 32

legitimate power

Back 32

based on position and the authority assigned to that position in the formal org.

Front 33

reward power

Back 33

based on ability of leader/power-holder to administer rewards or control access to desired goods and services

Front 34

coercive power

Back 34

based on ability to inflict punishment or deprive others of something valued

Front 35

expert power

Back 35

based on personal knowledge, skill or competence; effects usu. limited to area of expertise

Front 36

referent power

Back 36

 based on the follower's liking, admiration or respect for the leader

Front 37

trait approach

Back 37

looks for permanent traits of personality which distinguish leaders from non-leaders or effective leaders from non-effective ones 

Front 38

behavioral approach

Back 38

focus on what effective leaders did - how they behaved

Front 39

consideration

Back 39

leadership behaviors include showing interest in the personal life and well-being of the employee, being warm and friendly, and listening to the employee's ideas

Front 40

initiating structure

Back 40

involves giving direction and orders, clarifying jobs and roles, explaining objectives and pressuring subordinates for task performance

Front 41

Contingency Theory of Leadership Effectiveness

Back 41

Fred Fiedler; effectiveness of a particular leadership style depends on the situation

Front 42

Path-Goal Theory

Back 42

Robert House; leader's role is helping subordinates to see org. goals and their payoffs more clearly

Front 43

supportive leadership 

Back 43

House's Path-Goal theory; used in routine, repetitive situations

Front 44

directive leadership

Back 44

House's Path-Goal theory; used in complex, non-routine jobs

Front 45

Maslow's Need Hierarchy Theory

Back 45

human needs arranged in 5 groups in a hierarchy of pre-potency (lower needs must be satisfied first)

Front 46

Herzberg's Two-Factor (Motivator-Hygiene) Theory

Back 46

motivators lead to extraordinary job performance while hygiene factors keep employee showing up and doing the minimum necessary

Front 47

Reinforcement Theory 

Back 47

 refers to learning theory and similar behavioristic approaches to understanding and controlling behavior

Front 48

Maslow's physiological needs

Back 48

lowest level; hunger, thirst

Front 49

Maslow's safety needs

Back 49

second level; physical safety, health, job security

Front 50

Maslow's social needs

Back 50

third level; love (friendship, conversation, etc.)

Front 51

Maslow's esteem needs

Back 51

fourth level; needs for recognition and respect

Front 52

Maslow's self-actualization needs

Back 52

fifth (top) level; become what you are capable of becoming

Front 53

Herzberg's motivator (satisfier) factors

Back 53

recognition, responsibility, achievement, etc., intrinsic

Front 54

Herzberg's hygiene (dissatisfier) factors

Back 54

extrinsic to work (working conditions, company policy, supervision, pay, benefits); keep employee from quitting (do not motivate exceptional performance

Front 55

Thorndike's Law of Effect

Back 55

behavior followed by reinforcement tends to be repeated

Front 56

positive reinforcement

Back 56

an event which follows behavior and increases the likelihood that it will occur again

Front 57

behavior modification

Back 57

application to problems of industrial mgmt of the reinforcement theory

Front 58

Equity theory 

Back 58

 people try to maintain or est. an equality b/w their own ratio of what they put in to a job vs. what they get out of it [I/O (self) = I/O (other)]

Front 59

goal setting theory

Back 59

people work harder to achieve goals that are specific, accepted by them, and challenging