Exam #3

Front 1

Feedforward Control

Back 1

Control that allows managers to anticipate problems before they arise.

Front 2

Concurrent Control

Back 2

Control that gives managers immediate feedback on how efficiently inputs are being transformed into outputs so that managers can correct problems as they arise.

Front 3

Feedback Control

Back 3

Control that gives managers information about customers' reactions to goods and services so that corrective action can be taken if necessary.

Front 4

Profit Ratios

Back 4

measures how efficiently managers are using the organization's resources to generate profits.

Front 5

Return on Investment

Back 5

An organizations net income before taxes divided by its total assets.

Front 6

Liquidity Ratios

Back 6

measure how well managers have protected organizational resources to be able to meet short-term obligations.

Front 7

Current Ratios

Back 7

current assets divided by current liabilities.

Front 8

Activity Ratios

Back 8

provide measures of how well managers are creating value from organizational assets.

Front 9

Inventory Turnover

Back 9

measures how efficiently managers are turning over inventory so that excess inventory is not carried.

Front 10

Operating Budgets

Back 10

a budget that states how managers intend to use organizational resources to achieve organizational goals.

Front 11

MBO - Management by objectives

Back 11

A goal-setting process in which a manager and each of his or her subordinates negotiate specific goals and objectives for the subordinate to achieve and then periodically evaluate the extent to which the subordinate is achieving those goals.

Front 12

Organizational Culture

Back 12

The set of values, norms, standards of behavior, and common expectations that controls the ways in which individuals and groups in an organization interact with one another and work to achieve organizational goals.

Front 13

Clan Control

Back 13

The control exerted on individuals and groups in an organization by shared values, norms, standards of behavior, and expectations.

Front 14

Top-down change

Back 14

A fast, revolutionary approach to change in which top managers identify what needs to be changed and then move quickly to implement the changes throughout the organization

Front 15

Bottom-up change

Back 15

a gradual or evolutionary approach to change in which managers at all levels work together to develop a detailed plan for change.

Front 16

Benchmarking

Back 16

The process of comparing one company's performance on specific dimensions with the performance of other, high-performing organizations.

Front 17

Entrepreneurs

Back 17

People who notice opportunities and take responsibility for mobilizing the resources necessary to produce new and improved goods and services.

Front 18

Intrapreneurs

Back 18

Employees of existing organizations who notice opportunities for product or service improvements and are responsible for managing the development process

Front 19

Entrepreneurship

Back 19

The mobilization of resources to take advantage of an opportunity to provide customers with new or improved goods and services.

Front 20

Motivation

Back 20

Psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence.

Front 21

Intrinsically Motivated Behavior

Back 21

Behavior that is performed for its own sake.

Front 22

Extrinsically Motivated Behavior

Back 22

Behavior that is performed to acquire material or social rewards or to avoid punishment.

Front 23

Pro-socially Motivated Behavior

Back 23

Behavior that is performed to benefit or help others.

Front 24

Outcome

Back 24

Anything a person gets from a job or an organization.

Front 25

Input

Back 25

Anything a person contributes to his or her job or organization.

Front 26

Expectancy Theory

Back 26

The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.

Front 27

Expectancy

Back 27

In expectancy theory, a perception about the extent to which effort results in a certain level of performance.

Front 28

Need

Back 28

A requirement or necessity for survival and well-being.

Front 29

Maslow's Hierarchy of Needs

Back 29

5 basic kinds of needs: physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs.

Front 30

Herzberg's Motivator-hygiene theory

Back 30

A need theory that distinguishes between motivator needs and hygiene needs and proposes that motivator needs must be met for motivation and job satisfaction to be high.

Front 31

Need for achievement

Back 31

The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.

Front 32

Need for affiliation

Back 32

The extent to which an individual is concerned about establishing about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her get along with each other.

Front 33

Need for power

Back 33

The extent to which an individual desires to control or influence others.

Front 34

Equity

Back 34

The justice, impartiality, and fairness to which all organizational members are entitled.

Front 35

Inequity

Back 35

Lack of fairness

Front 36

Underpayment Inequity

Back 36

The inequity that exists when a person perceives that his or her own outcome-input ratio is less than ratio of a referent.

Front 37

Overpayment Inequity

Back 37

The inequity that exists when a person perceives that his or her own outcome-input ratio is greater than the ratio of a referent.

Front 38

Positive Reinforcement

Back 38

Giving people outcomes they desire when they perform organizationally functional behaviors.

Front 39

Negative Reinforcement

Back 39

Eliminating or removing undesired outcomes when people perform organizationally functional behaviors.

Front 40

Punishment

Back 40

Administering an undesired or negative consequence when dysfunctional behavior occurs.

Front 41

Vicarious Learning

Back 41

Learning that occurs when the learner becomes motivated to perform a behavior by watching another person perform it and be reinforced for doing so.

Front 42

Leadership

Back 42

The process by which an individual exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals.

Front 43

Leader

Back 43

An individual who is able to exert influence over other people to help achieve group or organizational goals.

Front 44

Servant Leader

Back 44

A leader who has a strong desire to serve and work for the benefit of others.

Front 45

Legitimate Power

Back 45

The authority that a manager has by virtue of his or her position in an organization's hierarchy.

Front 46

Reward Power

Back 46

The ability of a manager to give or withhold tangible and intangible rewards.

Front 47

Coercive Power

Back 47

The ability of a manager to punish others.

Front 48

Expert Power

Back 48

Power that is based on the special knowledge, skills, and expertise that a leader possesses.

Front 49

Reference Power

Back 49

Power that comes from subordinates' and coworkers' respect, admiration, and loyalty.

Front 50

Empowerment

Back 50

The expansion of employees' knowledge, tasks, and decision-making responsibilities.

Front 51

Charismatic

Back 51

An enthusiastic, self-confident leader who is able to clearly communicate his or her vision of how good things could be.