History Final

Front 1

Management:

Back 1

the attainment of organizational goals in an effective and efficient manner
-planning, organizing, leading, controlling

Front 2

organization

Back 2

a social entity that is goal directed and deliberately structured

Front 3

effectiveness

Back 3

the degree to which the organization achieves a stated goal

Front 4

Efficiency

Back 4

: the use of minimal resources, raw materials, money, and people to produce a desired volume of output

Front 5

performance

Back 5

the organizations ability to attain its goals by using resources in an efficient and effective manner

Front 6

role

Back 6

a set of expectations for ones behavior

Front 7

Interim manager

Back 7

a manager who is not affiliated with a specific organization but works on a project by project basis or provides expertise to organizations in a specific area

Front 8

Learning organization

Back 8

an organization in which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, improve, and increase its capability

Front 9

Humanistic perspective

Back 9

a management perspective that emerged in 1930 and emphasized understanding human behavior, needs, and attitudes in the workplace

Front 10

Behavioral sciences approach

Back 10

a subfield of the humanistic management perspective that applies social science in an organizational context and draws from economics, psychology, sociology, and other disciplines

Front 11

Management science perspective

Back 11

applied math, statistics, and other quantitative techniques to managerial problems

Front 12

total quality management

Back 12

managing the total organization to deliver quality to customers

Front 13

Organizational environment:

Back 13

all elements existing outside the organization’s boundaries that have the potential to affect the organization

Front 14

Internal environment

Back 14

the environment that includes the elements within the organization’s boundaries

Front 15

Sociocultural dimension

Back 15

the dimension of the general environment representing the demographic characteristics, norms, customs, and values of the population within which the organization operates

Front 16

Joint venture:

Back 16

a strategic alliance or program by two or more organizations

Front 17

Culture:

Back 17

the set of key values, beliefs, understandings, and norms that members of an organization share

Front 18

Achievement culture:

Back 18

a results oriented culture that values competitiveness, personal initiative, and achievement

Front 19

Franchising:

Back 19

a form of licensing in which an organization provides its foreign franchisees with a complete package of materials and services

Front 20

International management:

Back 20

the management of business operations conducted in more than one country

Front 21

Stakeholder:

Back 21

any group within or outside the organization that has a stake in the organization’s performance

Front 22

Codes of ethics:

Back 22

a formal statement of the organization’s values regarding ethics and social issues

Front 23

Compensatory justice:

Back 23

the concept that individuals should be compensated for the cost of their injuries by the party responsible and also that individuals should not be held responsible for matters over which they have no control

Front 24

Procedural justice:

Back 24

the concept that rules should be clearly stated and consistently and impartially enforced

Front 25

Distributive justice:

Back 25

the concept that different treatment of people should not be based on arbitrary characteristics, in the case of substantive differences people should be treated differently in proportion to the differences among them

Front 26

Justice approach:

Back 26

the ethical concept that moral decisions must be based on standards of equity, fairness, and impartiality

Front 27

Individualism approach:

Back 27

the ethical concept that acts are moral when they promote an individual’s best long term interests

Front 28

Utilitarian approach:

Back 28

the ethical concept that moral behaviors produce the greatest good for the greatest number

Front 29

Ethical dilemma:

Back 29

a situation that arises when all alternative choices or behaviors are deemed undesirable because of potentially negative consequences making it difficult to distinguish right from wrong

Front 30

Expatriates:

Back 30

employees who live and work in a country other than their own

Front 31

International management:

Back 31

the management of business operations conducted in more than one country

Front 32

Franchising:

Back 32

a form of licensing in which an organization provides its foreign franchisees with a complete package of materials and services

Front 33

Achievement culture:

Back 33

a results oriented culture that values competitiveness, personal initiative, and achievement

Front 34

Culture:

Back 34

the set of key values, beliefs, understandings, and norms that members of an organization share

Front 35

Mission statement:

Back 35

a broadly stated definition of the organization’s basic business scope and operations that distinguish it from similar types of organizations

Front 36

Strategic goals:

Back 36

broad statements of where the organization wants to be in the future; they pertain to the organization as a whole rather than to specific divisions or departments

Front 37

Strategic plans:

Back 37

the action steps by which an organization intends to attain strategic goals

Front 38

Management by objectives:

Back 38

a method of management whereby managers and employees define goals for every department, project, and person and use them to monitor subsequent performance

Front 39

Standing plans:

Back 39

ongoing plans that are used to provide guidance for tasks performed repeatedly within the organization

Front 40

Core competence:

Back 40

a business activity that an organization does particularly well in comparison to competitors

Front 41

Synergy:

Back 41

the condition that exists when the organization’s parts interact to produce a joint effect that is greater than the sum of the parts acting alone

Front 42

Dynamic capabilities:

Back 42

leveraging and developing more from the firm’s existing assets, capabilities, and core competencies in a way that will provide a sustained competitive advantage

Front 43

Classical model:

Back 43

assumption that managers should make logical decisions that will be in the organization’s best economic interests

Front 44

E-commerce:

Back 44

business exchanges or transactions that occur electronically

Front 45

Centralization:

Back 45

the location of decision authority near top organizational levels

Front 46

Task force:

Back 46

a temporary team or committee formed to solve a specific short term problem involving several departments

Front 47

Product change:

Back 47

a change in the organization’s product or service outputs

Front 48

Technology change:

Back 48

a change that pertains to the organization’s production process

Front 49

Change agent:

Back 49

an OD specialist who contracts with an organization to facilitate change

Front 50

Refreezing:

Back 50

the reinforcement stage of organization development in which individuals acquire a desired new skill or attitude and are rewarded for it by the organization

Front 51

Performance gap:

Back 51

a disparity between existing and desired performance levels

Front 52

Self serving bias:

Back 52

the tendency to overestimate the contribution of internal factors to one’s successes and the contribution of external factors to one’s failures

Front 53

Locus of control:

Back 53

the tendency to place the primary responsibility for one’s success or failure either within oneself or on outside forces

Front 54

Authoritarianism:

Back 54

the belief that power and status differences should exist within the organization

Front 55

Leadership:

Back 55

the ability to influence people toward the attainment of organizational goals

Front 56

Initiating structure:

Back 56

A type of leader behavior that describers the extent to which the leader is task oriented and directs subordinate work activities toward goal attainment

Front 57

Legitimate power:

Back 57

power that stems from a formal management position in an organization and the authority granted to it

Front 58

Reward power:

Back 58

power that results from the authority to bestow rewards on other people

Front 59

Coercive power:

Back 59

power that stems from the authority to punish or recommend punishment

Front 60

Expert power:

Back 60

power that stems from special knowledge of or skill in the tasks performed by subordinates

Front 61

Referent power:

Back 61

power that results from characteristics that command subordinates identification with respect and admiration for and desire to emulate the leader

Front 62

Motivation:

Back 62

the arousal, direction, and persistence of behavior

Front 63

Intrinsic reward:

Back 63

the satisfaction received in the process of performing an action

Front 64

Extrinsic reward:

Back 64

a reward given by another person

Front 65

Frustration regression principle:

Back 65

the idea that failure to meet a high order need may cause a regression to an already satisfied lower order need

Front 66

Motivators:

Back 66

factors that influence job satisfaction based on fulfillment of high level needs such as achievement, recognition, responsibility, and opportunity growth

Front 67

Equity theory:

Back 67

a process theory that focuses on individuals perceptions of how fairly they are treated relative to others

Front 68

Equity:

Back 68

a situation that exists when the ratio of one person’s outcomes to inputs equals that of anothers

Front 69

Expectancy theory:

Back 69

a process theory that proposes that motivation depends on individuals expectations about their ability to perform tasks and receive desired rewards

Front 70

EP expectancy:

Back 70

expectancy that putting effort into a given task will lead to high performance

Front 71

PO expectancy:

Back 71

expectancy that successful performance of a task will lead to the desired outcome

Front 72

Valence:

Back 72

the value or attraction an individual has for an outcome

Front 73

Leadership:

Back 73

the ability to influence people toward the attainment of organizational goals

Front 74

Contingency approach:

Back 74

a model of leadership that describes the relationship between leadership styles and specific organizational situations

Front 75

Substitute:

Back 75

a situational variable that makes a leadership style unnecessary or redundant

Front 76

Neutralizer:

Back 76

a situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors

Front 77

Vision:

Back 77

an attractive, ideal future that is credible yet not readily attainable

Front 78

Transformational leader:

Back 78

a leader distinguished by a special ability to bring about innovation and change

Front 79

Transactional leader:

Back 79

a leader who clarifies subordinates role and task requirements, initiates structure, provides rewards, and displays consideration for subordinates

Front 80

Critical thinking:

Back 80

thinking independently and being mindful of the effect of one’s behavior on achieving goals

Front 81

Uncritical thinking:

Back 81

failing to consider the possibilities beyond what one is told; accepting others’ ideas without thinking

Front 82

Alienated follower:

Back 82

a person who is an independent, critical thinker but is passive in the organization

Front 83

Conformist:

Back 83

a follower who participates actively in the organization but does not use critical thinking skills

Front 84

Pragmatic survivor:

Back 84

a follower who has qualities of all four follower styles, depending on which fits the prevalent situation

Front 85

Passive follower:

Back 85

a person who exhibits neither critical independent thinking nor active participation

Front 86

Effective follower:

Back 86

a critical, independent thinker who actively participates in the organization

Front 87

Power:

Back 87

the potential ability to influence others behavior

Front 88

Legitimate power:

Back 88

power that stems from a formal management position in an organization and the authority granted to it

Front 89

Reward power:

Back 89

power that results from the authority to bestow rewards on other people

Front 90

Coercive power:

Back 90

power that stems from the authority to punish or recommend punishment

Front 91

Expert power:

Back 91

power that stems from special knowledge of or skill in the tasks performed by subordinates

Front 92

Referent power:

Back 92

power that results from characteristics that command subordinates identification with, respect and admiration for, desire to emulate the leader

Front 93

Servant leader:

Back 93

a leader who works to fulfill subordinates needs and goals as well as to achieve the organization’s larger mission

Front 94

ERG theory:

Back 94

a modification of the needs hierarchy theory that proposes three categories of needs: existence, relatedness, and growth