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378 Cards in this Set

  • Front
  • Back
Activities or programs whose purpose is to ensure that all quality specifications for products or services are being met and are of consistently high quality.
Quality Control
This describes a situation in which an organization sells off parts of the organization to refocus attention on core business areas.
Divestiture
This is the subjective probability that a given level of performance will lead to certain valued outcomes.
Instrumentality
Composed of a core of members, resource experts who join the team as appropriate, and part time members as needed.
SHAMROCK TEAM
This is the process of comparing specific measures of performance against data on those measures in "best practice" organizations.
Benchmarking
The process of dividing an organization’s labor, functions, processes or units into separate groups.
Departmentation
A critical component of mergers and acquisitions, it is the process of conducting an investigation and evaluation in order to examine the details of a particular investment or purchase by obtaining sufficient and accurate information or documents that may influence the outcome of the transaction.
Due Diligence
The shared values & beliefs of an organization's workforce.
ORG CULTURE
The study of people's perceptions of fairness in organizations.
Organizational Justice
The use of insurance and other strategies in an effort to minimize an organization’s exposure to liability in the event a loss or injury occurs.
Risk Management
This model of strategic management recommends analysis of an organization’s supplier power, buyer power, threat of substitutes, threat of entrants, and intensity of rivalry.
Five Forces Model (Michael Porter)
Expanding operations into a new business or industry and producing new goods or services.
Diversification
This is a training technique by which management trainees are allowed to work full time analyzing and solving problems in their departments.
Action Learning
Describes the ability of an individual to be sensitive and understanding to the emotions of others, as well as to manage his or her own emotions and impulses.
Emotional Intelligence
The process of studying the environment of the organization to pinpoint opportunities and threats.
Environmental Scanning
Refers to the situation in which large organizations enjoy lower costs due to their size advantage.
Economies of Scale
A training program designed to assist a group of people to work together as a team while they are learning.
Team Building
The study of standards of conduct and moral judgment; also the standards of right conduct.
Ethics
The extent to which a manager can use the “right of command” to control people.
Legitimate Power
Internal condition in which the organization lacks specific resources or abilities necessary to achieve organizational goals.
Weaknesses (from SWOT analysis, Strengths, Weaknesses, Opportunities, Threats)
A policy or practice designed to help families spend more time together and/or enjoy a better quality of life.
Family Friendly
Organizations with two spheres of operations, part operating like a Defender type and part operating like a Prospector type.
Analyzer type
The relative responsiveness of power to changes in available alternatives.
Elasticity of Power
The degree to which the work performed by one member of a group influences the work performed by other members.
Task Interdependence
An organization whose structure is comprised of both vertical and horizontal models.
Hybrid Organization
The strategic theorist responsible for “Management by Objectives.” Also credited with coining the term “knowledge worker.”
Peter Drucker
A systematic way to gather and analyze information about the content and the human requirements of jobs, and the context in which jobs are performed.
Job Analysis
Positions in organizations in which people make recommendations to others, but are not themselves involved in making decisions concerning the organization's day-to-day operations.
Staff Positions
Unique capability that creates high value & that differentiates the organization from its competition.
CORE COMPETENCY
This stage of team development is characterized by agreement among team members on roles, rules, and acceptable behavior.
Norming
Unwritted expectations employees & employers have about the nature of their work relationships.
PSYCHOLOGICAL CONTRACT
Victor Vroom is the "father" of this theory of motivation.
Expectancy Theory
Type of power that is based on fear.
Coercive Power
The relative prestige, social position, or rank given to groups or individuals by others.
Status
This refers to the capacity of a communication channel to effectively carry information.
Channel Richness
Type of conflict that arises over responsibilities and how work should be completed.
Process Conflict
An organizational structure where employees report to more than one manager or supervisor.
Matrix Organization
The process, by which an individual determines direction, influences a group and directs the group toward a specific goal or organizational mission.
Leadership
A behavioral response to the exercise of power.
Influence
The study of people's tendencies to behave in morally appropriate ways in organizations.
Business Ethics
List of the knowledge, skills, and abilities an individual needs to do the job satisfactorily.
Job Specifications
A distinct, identifiable work activity composed of motions.
Task
This is defined as the subjective probability that effort will lead to performance.
Expectancy
Behavior that falls outside the bounds of accepted standards or values.
Unethical Behavior
Power derived from one's position in an organization. Also known as formal authority.
Legitimate Power
Business practices that adhere to ethical values that comply with legal requirements, that demonstrate respect for others, and that promote the betterment of the community at large and the environment.
Corporate Social Responsibility
Questionnaires that regularly ask employees their opinions about the company, management, and work life.
Opinion Surveys
This is the generation of a novel idea or unique approach that solves a problem or crafts an opportunity.
Creativity
An organization "skilled at creating, acquiring, and transferring knowledge and at modifying its behavior to reflect new knowledge and insights."
Learning Organization
Generally agreed upon informal rules that guide group members' behavior.
Norms
A semi-autonomous unit within an organization that typically conducts its own budgeting, new product decisions, hiring, and price setting.
Strategic Business Unit (SBU)
Organizational team formed to address specific problems, improve work processes, & enhance product & service quality.
SPECIAL PURPOSE TEAM
A group decision making technique that calls for an individual or a subgroup to argue against the recommended actions and assumptions put forth by other members of the group.
Devil's Advocacy
The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently.
Management
The practice of adding tasks to a job as a means of increasing the amount of employee control or responsibility.
Job Enrichment
The process of putting employees in charge of what they do.
Empowerment
Organizationally controlled incentives, such as pay, benefits, incentives, achievement awards, etc., used to reinforce motivation and increase performance.
Extrinsic Motivator
This refers to a tendency to choose the first satisfactory alternative discovered in the decision making process.
Satisficing
This approach suggests that ethical standards apply absolutely across all cultures.
Universalism
A strategy that allows an organization to create value by producing its own inputs or distributing and selling its own outputs.
Vertical Integration
A bar graph used to rank in order of importance information such as causes or reasons for specific problems, so that measures for process improvement can be established.
Pareto Chart
Behavior that falls outside the bounds of accepted standards or values.
Unethical Behavior
This act prohibits company officers from soliciting business by paying bribes to foreign officials.
Foreign Corrupt Practices Act (1988)
Shareholders, employees, customers, suppliers, and others who have an interest in an organization and what it does.
Organizational Stakeholders
A term used to describe a public or private employer whose practices, policies, benefits and overall work conditions have enabled it to successfully attract and retain talent because employees want to work there.
Employer of Choice
The extent to which a manager can deny desired rewards or administer punishment to control other people.
Coercive Power
Actions directed toward the acquisition of information on industrial production facilities, techniques, or capabilities through clandestine operations.
Industrial Espionage
A committee of managers or nonmanagerial employees from various departments or division who meet to solve a specific, mutual problem.
Task Force
An internal organizational structure in which people perform specialized jobs, many rigid rules are imposed, and authority is vested in a few top-ranking officials.
Mechanistic Organization
A small group of individuals who are interviewed through structured facilitator-led discussions in order to solicit opinions, thoughts and ideas about a particular subject or topic area.
Focus Group
A response to conflict whereby one person forgoes his/her own concerns so that the concerns of the other party can be met.
Accommodating
An organizational structure composed of all the departments that an organization requires to produce goods and services.
Functional Structure
Power resulting from one's valued knowledge or skills.
Expert Power
Power that comes from subordinates' and co-workers' respect, admiration, and loyalty.
Referent Power
A process in which members of a team work together and with a facilitator to diagnose task, process, and interpersonal problems within the team and create solutions.
Team Building
In addition to societal and professional ethics, this factor is major influence on an organization's code of ethics.
Individual Ethics
Distinguishing an organization's products from the products of competitors in dimensions such as product design, quality, or after-sales service.
Differentiation Strategy
Type of power resulting from others' desire to identify with an individual.
Referent Power
Used to describe the invisible barrier keeping women from advancing into executive-level positions.
Glass Ceiling
An ethical decision making model in which an ethical decision is one that best maintains and protects the fundamental rights and privileges of the people affected by the decision.
Moral Rights Model
In this stage of the industry life-cycle, an industry reacts to rapid growth, and not all firms will continue to exist.
Shakeout
An ethical decision making model in which an ethical decision is one that best maintains and protects the fundamental rights and privileges of the people affected by the decision.
Moral Rights Model
Composed of individuals assigned a cluster of task, duties, and responsibilities to be accomplished.
SELF-DIRECTED WORK TEAM
A response to conflict whereby both parties give up something in order to receive something else.
Compromise
This describes the situation in which an organization produces its own inputs or sells its own outputs.
Vertical integration
A group whose members work intensely with each other to achieve a specific, common goal or objective.
Team
How an employee feels regarding their job, work environment, pay, benefits, etc.
Job Satisfaction
This is a product within a company’s portfolio that enjoys a high market share but is in a low growth or mature industry.
Cash cow
In this ethical model, an ethical decision is one that distributes benefits and harms among people and groups, in a fair, equitable, or impartial way.
Justice Rule
Organizations that have an organic organization structure, operate in a narrow segment of a changing environment, have a focus strategy, and tend to rely on technology with high task variety and high interdependence.
Simple type
Driving the organization's costs down below the costs of its rivals.
Low-Cost Strategy
This is the propensity to look at the bright side of any situation and expect the best possible outcome from any series of events.
Optimism
Use of facts and data to make a logical or rational presentation of ideas.
Reason
People's perceptions of the fairness of the manner in which they are treated.
Interpersonal Justice
Conditions in the external environment that have the potential to help managers meet or exceed organizational goals.
Opportunities (from SWOT analysis, Strengths, Weaknesses, Opportunities, Threats)
A training method whereby participants are divided into small groups, given a specific problem to handle within a short period of time (typically less then 10 minutes) and then report their findings back to the larger collective group.
Huddle Group
Enabling an individual to have responsibility, control and decision-making authority over the work he or she performs.
Empowerment
Identifying expected future conditions based on information from the past and present.
Forecasting
A process in which a large number of ideas are generated while evaluation of the ideas is suspended.
Brainstorming
Name all five of the needs in Maslow's Hierarchy, in order from lowest to highest.
Physiological, Safety, Belongingness, Esteem, Self-actualization
Activities or programs whose purpose is to ensure that all quality specifications for products or services are being met and are of consistently high quality.
Quality Control
This describes a situation in which an organization sells off parts of the organization to refocus attention on core business areas.
Divestiture
This is the subjective probability that a given level of performance will lead to certain valued outcomes.
Instrumentality
Composed of a core of members, resource experts who join the team as appropriate, and part time members as needed.
SHAMROCK TEAM
This is the process of comparing specific measures of performance against data on those measures in "best practice" organizations.
Benchmarking
The process of dividing an organization’s labor, functions, processes or units into separate groups.
Departmentation
A critical component of mergers and acquisitions, it is the process of conducting an investigation and evaluation in order to examine the details of a particular investment or purchase by obtaining sufficient and accurate information or documents that may influence the outcome of the transaction.
Due Diligence
The shared values & beliefs of an organization's workforce.
ORG CULTURE
The study of people's perceptions of fairness in organizations.
Organizational Justice
The use of insurance and other strategies in an effort to minimize an organization’s exposure to liability in the event a loss or injury occurs.
Risk Management
This model of strategic management recommends analysis of an organization’s supplier power, buyer power, threat of substitutes, threat of entrants, and intensity of rivalry.
Five Forces Model (Michael Porter)
Expanding operations into a new business or industry and producing new goods or services.
Diversification
This is a training technique by which management trainees are allowed to work full time analyzing and solving problems in their departments.
Action Learning
Describes the ability of an individual to be sensitive and understanding to the emotions of others, as well as to manage his or her own emotions and impulses.
Emotional Intelligence
The process of studying the environment of the organization to pinpoint opportunities and threats.
Environmental Scanning
Refers to the situation in which large organizations enjoy lower costs due to their size advantage.
Economies of Scale
A training program designed to assist a group of people to work together as a team while they are learning.
Team Building
The study of standards of conduct and moral judgment; also the standards of right conduct.
Ethics
The extent to which a manager can use the “right of command” to control people.
Legitimate Power
Internal condition in which the organization lacks specific resources or abilities necessary to achieve organizational goals.
Weaknesses (from SWOT analysis, Strengths, Weaknesses, Opportunities, Threats)
A policy or practice designed to help families spend more time together and/or enjoy a better quality of life.
Family Friendly
Organizations with two spheres of operations, part operating like a Defender type and part operating like a Prospector type.
Analyzer type
The relative responsiveness of power to changes in available alternatives.
Elasticity of Power
The degree to which the work performed by one member of a group influences the work performed by other members.
Task Interdependence
An organization whose structure is comprised of both vertical and horizontal models.
Hybrid Organization
The strategic theorist responsible for “Management by Objectives.” Also credited with coining the term “knowledge worker.”
Peter Drucker
A systematic way to gather and analyze information about the content and the human requirements of jobs, and the context in which jobs are performed.
Job Analysis
Positions in organizations in which people make recommendations to others, but are not themselves involved in making decisions concerning the organization's day-to-day operations.
Staff Positions
Unique capability that creates high value & that differentiates the organization from its competition.
CORE COMPETENCY
This stage of team development is characterized by agreement among team members on roles, rules, and acceptable behavior.
Norming
Unwritted expectations employees & employers have about the nature of their work relationships.
PSYCHOLOGICAL CONTRACT
Victor Vroom is the "father" of this theory of motivation.
Expectancy Theory
Type of power that is based on fear.
Coercive Power
The relative prestige, social position, or rank given to groups or individuals by others.
Status
This refers to the capacity of a communication channel to effectively carry information.
Channel Richness
Type of conflict that arises over responsibilities and how work should be completed.
Process Conflict
An organizational structure where employees report to more than one manager or supervisor.
Matrix Organization
The process, by which an individual determines direction, influences a group and directs the group toward a specific goal or organizational mission.
Leadership
A behavioral response to the exercise of power.
Influence
The study of people's tendencies to behave in morally appropriate ways in organizations.
Business Ethics
List of the knowledge, skills, and abilities an individual needs to do the job satisfactorily.
Job Specifications
A distinct, identifiable work activity composed of motions.
Task
This is defined as the subjective probability that effort will lead to performance.
Expectancy
Behavior that falls outside the bounds of accepted standards or values.
Unethical Behavior
Power derived from one's position in an organization. Also known as formal authority.
Legitimate Power
Business practices that adhere to ethical values that comply with legal requirements, that demonstrate respect for others, and that promote the betterment of the community at large and the environment.
Corporate Social Responsibility
Questionnaires that regularly ask employees their opinions about the company, management, and work life.
Opinion Surveys
This is the generation of a novel idea or unique approach that solves a problem or crafts an opportunity.
Creativity
An organization "skilled at creating, acquiring, and transferring knowledge and at modifying its behavior to reflect new knowledge and insights."
Learning Organization
Generally agreed upon informal rules that guide group members' behavior.
Norms
A semi-autonomous unit within an organization that typically conducts its own budgeting, new product decisions, hiring, and price setting.
Strategic Business Unit (SBU)
Organizational team formed to address specific problems, improve work processes, & enhance product & service quality.
SPECIAL PURPOSE TEAM
A group decision making technique that calls for an individual or a subgroup to argue against the recommended actions and assumptions put forth by other members of the group.
Devil's Advocacy
The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently.
Management
The practice of adding tasks to a job as a means of increasing the amount of employee control or responsibility.
Job Enrichment
The process of putting employees in charge of what they do.
Empowerment
Organizationally controlled incentives, such as pay, benefits, incentives, achievement awards, etc., used to reinforce motivation and increase performance.
Extrinsic Motivator
This refers to a tendency to choose the first satisfactory alternative discovered in the decision making process.
Satisficing
This approach suggests that ethical standards apply absolutely across all cultures.
Universalism
A strategy that allows an organization to create value by producing its own inputs or distributing and selling its own outputs.
Vertical Integration
A bar graph used to rank in order of importance information such as causes or reasons for specific problems, so that measures for process improvement can be established.
Pareto Chart
Behavior that falls outside the bounds of accepted standards or values.
Unethical Behavior
This act prohibits company officers from soliciting business by paying bribes to foreign officials.
Foreign Corrupt Practices Act (1988)
Shareholders, employees, customers, suppliers, and others who have an interest in an organization and what it does.
Organizational Stakeholders
A term used to describe a public or private employer whose practices, policies, benefits and overall work conditions have enabled it to successfully attract and retain talent because employees want to work there.
Employer of Choice
The extent to which a manager can deny desired rewards or administer punishment to control other people.
Coercive Power
Actions directed toward the acquisition of information on industrial production facilities, techniques, or capabilities through clandestine operations.
Industrial Espionage
A committee of managers or nonmanagerial employees from various departments or division who meet to solve a specific, mutual problem.
Task Force
An internal organizational structure in which people perform specialized jobs, many rigid rules are imposed, and authority is vested in a few top-ranking officials.
Mechanistic Organization
A small group of individuals who are interviewed through structured facilitator-led discussions in order to solicit opinions, thoughts and ideas about a particular subject or topic area.
Focus Group
A response to conflict whereby one person forgoes his/her own concerns so that the concerns of the other party can be met.
Accommodating
An organizational structure composed of all the departments that an organization requires to produce goods and services.
Functional Structure
Power resulting from one's valued knowledge or skills.
Expert Power
Power that comes from subordinates' and co-workers' respect, admiration, and loyalty.
Referent Power
A process in which members of a team work together and with a facilitator to diagnose task, process, and interpersonal problems within the team and create solutions.
Team Building
In addition to societal and professional ethics, this factor is major influence on an organization's code of ethics.
Individual Ethics
Distinguishing an organization's products from the products of competitors in dimensions such as product design, quality, or after-sales service.
Differentiation Strategy
Type of power resulting from others' desire to identify with an individual.
Referent Power
Used to describe the invisible barrier keeping women from advancing into executive-level positions.
Glass Ceiling
An ethical decision making model in which an ethical decision is one that best maintains and protects the fundamental rights and privileges of the people affected by the decision.
Moral Rights Model
In this stage of the industry life-cycle, an industry reacts to rapid growth, and not all firms will continue to exist.
Shakeout
An ethical decision making model in which an ethical decision is one that best maintains and protects the fundamental rights and privileges of the people affected by the decision.
Moral Rights Model
Composed of individuals assigned a cluster of task, duties, and responsibilities to be accomplished.
SELF-DIRECTED WORK TEAM
A response to conflict whereby both parties give up something in order to receive something else.
Compromise
This describes the situation in which an organization produces its own inputs or sells its own outputs.
Vertical integration
A group whose members work intensely with each other to achieve a specific, common goal or objective.
Team
How an employee feels regarding their job, work environment, pay, benefits, etc.
Job Satisfaction
This is a product within a company’s portfolio that enjoys a high market share but is in a low growth or mature industry.
Cash cow
In this ethical model, an ethical decision is one that distributes benefits and harms among people and groups, in a fair, equitable, or impartial way.
Justice Rule
Organizations that have an organic organization structure, operate in a narrow segment of a changing environment, have a focus strategy, and tend to rely on technology with high task variety and high interdependence.
Simple type
Driving the organization's costs down below the costs of its rivals.
Low-Cost Strategy
This is the propensity to look at the bright side of any situation and expect the best possible outcome from any series of events.
Optimism
Use of facts and data to make a logical or rational presentation of ideas.
Reason
People's perceptions of the fairness of the manner in which they are treated.
Interpersonal Justice
Conditions in the external environment that have the potential to help managers meet or exceed organizational goals.
Opportunities (from SWOT analysis, Strengths, Weaknesses, Opportunities, Threats)
A training method whereby participants are divided into small groups, given a specific problem to handle within a short period of time (typically less then 10 minutes) and then report their findings back to the larger collective group.
Huddle Group
Enabling an individual to have responsibility, control and decision-making authority over the work he or she performs.
Empowerment
Identifying expected future conditions based on information from the past and present.
Forecasting
A process in which a large number of ideas are generated while evaluation of the ideas is suspended.
Brainstorming
Name all five of the needs in Maslow's Hierarchy, in order from lowest to highest.
Physiological, Safety, Belongingness, Esteem, Self-actualization
The process of identifying an organization’s critical information systems and business operations and developing and implementing plans to enable those systems and operations to resume following a disaster or other emergency situation.
Contingency planning
The means of creating a work environment that empowers employees to make decisions that affect their jobs. Also referred to as employee involvement. Further defined by the Corporate Leadership Council in the in their 2004 study, “Driving Performance and Retention Through Employee Engagement” as “the extent to which employees commit to something or someone in their organization, how hard they work, and how long they stay as a result of that commitment.”
Employee engagement
The process of bringing people of different racial or ethnic backgrounds into equal association.
Cultural integration
Enabling an individual to have responsibility, control and decision-making authority over the work he or she performs.
Empowerment
The degree to which employees believe in and accept organizational goals and desire to remain with the organization.
Organizational commitment
The extent to which the job includes a whole identifiable unit of work that is carried out from start to finish and that results in a visible outcome
Task identity
The process of acquiring control of another corporation by purchase or stock exchange.
Acquisition
The process of assigning tasks or projects to subordinates and clearly dictating expected outcomes and timeframe for completion.
Delegation
The perceived fairness of what the person does compared with what the person receives
Equity
What an organization hopes to achieve in the medium to long term future
Goals
Work-related rewards that have a measurable monetary value, unlike intrinsic rewards, such as praise or satisfaction in a job well done.
Extrinsic reward
The shared values and beliefs of a workforce
Organizational culture
Programs designed to introduce and acclimate newly hired employees into the organization.
Induction program
A document that provides relevant information about a company by outlining items such as the company’s business description, market or industry, management, competitors, future prospects and growth potential, etc.
Business plan
Factors, such as working conditions, job functions, pay and benefits or organizational policies and practices, that contribute to employee dissatisfaction.
Dissatisfiers
A term used to define an individual or group of individuals who directly or indirectly cause or accelerate social, cultural, or behavioral change.
Change agent
A training method whereby participants are divided into small groups, given a specific problem to handle within a short period of time (typically less then 10 minutes) and then report their findings back to the larger collective group.
Huddle group
Organizational team formed to address specific problems improve work processes and enhance product and service quality
Special purpose team
A formal written plan establishing specific measures or actions to be taken when responding to catastrophic events or tragedies (i.e., fire, earthquake, severe storms, workplace violence, kidnapping, bomb threats, acts of terrorism, etc.) in the workplace.
Crisis planning
A philosophy principle concerned with opinions about appropriate and inappropriate moral conduct or behavior by an individual or social group.
Ethics
An interview conducted at the time of an employee’s resignation, used to identify the underlying factors behind an employee’s decision to leave.
Exit interview
The employee's belief that they can successfully learn the content of a training program.
Self efficacy
one composed of individuals assigned a cluster of tasks, duties, and responsibilities to be accomplished
Self directed work team
Employees who own the intellectual means of producing a product or service
Knowledge workers
People tend to repeat responses that give them some type of positive reward and avoid actions associated with negative consequences
Reinforcement
The standards used as a basis for comparison or measurement.
Benchmarks
Developed by the International Organization for Standardization (ISO), it is a set of standards for quality management systems that is accepted around the world. Organizations that conform to these standards can receive ____ certification. The standard intended for quality management system assessment and registration is ISO 9001. The standards apply uniformly to organizations of any size or description.
ISO 9000
The extent to which the work requires several different activities for successful completion
Skill variety
The )______ is given by the President of the United States to businesses—manufacturing and service, small and large—and to education and health care organizations that apply and are judged to be outstanding in seven areas: leadership; strategic planning; customer and market focus; measurement, analysis and knowledge management; human resource focus; process management; and results.
Baldridge National Quality Award
A manner of listening that focuses exclusively on what the other person is saying and validates understanding of both the content of the message and the emotions underlying the message to ensure exact understanding.
Active listening
The ability to extract certain rules based on a sequence of experiences or observations and apply those rules to other similar situations.
Deductive reasoning
Ensuring that all of organizational talent is valued, treated fairly and respectfully, and is fully utilized in a way that enables the organization to succeed. It also means ensuring that everyone has equal access to opportunities and resources.
Inclusion
A popular strategic management concept developed in the early 1990s by Drs. Robert Kaplan and David Norton. This is a management and measurement system that enables organizations to clarify their vision and strategy and translate them into action. The goal of the balanced scorecard is to tie business performance to organizational strategy by measuring results in four areas: financial performance, customer knowledge, internal business processes, and learning and growth.
Balanced scorecard
Studies conducted by Frederick Herzberg used to better understand employee attitudes and motivation and what factors cause job satisfaction and dissatisfaction.
Hygiene theory
The involvement and empowerment of employees in decision-making within the organization by such methods as joint labor-management committees, work teams, quality circles, employee task forces, etc.
Industrial democracy
The appearance that an individual has the authority or power to act as an organization’s agent, even though the organization has bestowed no such authority or power to that individual.
Apparent authority
A barrier to advancement to higher level jobs in the company that adversely affects women and minorities. The barrier may be due to lack of access to training programs development experiences or relationships such as mentoring
Glass ceiling
An organization with a structure consisting of several layers of management.
Fat organization
A method used to keep workers motivated, the process involves adding new tasks which are of the same level of skill and responsibility to a job.
Job enlarging
A team building and development approach designed for executive-level managers; conducted off-site and typically lasts from a few days to a week.
Executive retreat
An organization characterized by having only a few layers of management from top to bottom
Flat organization
English language training provided to individuals who do not speak English as their primary language.
English as a second language (ESL)
How well a contractor has progressed toward meeting employment or promotion targets set to correct underutilization of protected class members.
Goal achievement
Positive or negative information provided to an individual in the form of coaching or counseling regarding his or her performance or behavior.
Feedback
The practice of adding tasks to a job as a means of increasing the amount of employee control or responsibility.
Job enrichment
The systematic approach and application of knowledge, tools and resources to deal with change. This is the means defining and adopting corporate strategies, structures, procedures and technologies to deal with changes in external conditions and the business environment.
Change management
A motivational theory concluding that individuals feel a sense of pleasure and gratification when they have completed a challenging task and therefore are generally more motivated.
Expectancy theory
A term produced as a result of an experiment conducted by Elton Mayo whereby he concluded that expressing concern for employees and treating them in a manner that fulfills their basic human needs and wants will ultimately result in better performance.
Hawthorne effect
Defined as an organization that removes roadblocks to maximize the flow of information throughout the organization.
Boundaryless organization
The process of creating an environment that allows all employees to contribute to organizational goals and experience personal growth.
Managing diversity
This is the contribution a company makes to society through its core business activities, its social investment and philanthropy programs, and its engagement in public policy. The manner in which a company manages its economic, social and environmental relationships, and the way it engages with its stakeholders (such as shareholders, employees, customers, business partners, governments and communities), has an impact on the company's long-term success.’ ( World Economic Forum)
Corporate citizenship
A small group of individuals who are interviewed through structured facilitator-led discussions in order to solicit opinions, thoughts and ideas about a particular subject or topic area.
Focus group
A series of quality assurance standards developed by the international org for Standardization in Switzerland and adopted worldwide
ISO 9000:2000
A formal method of obtaining employee input and upward communication
Suggestion system
Refers to an outcome received by an individual as a result of engaging in a particular activity (i.e. a job well done) and for which there is no observable external or monetary incentives.
Intrinsic reward
Refers to the process of communicating with another person or group to express feelings, thoughts or information by means of physical gestures or verbal exchanges.
Interpersonal communications
indication of employee dissatisfaction
Complaint
A business analysis conducted in order to assess what future trends are likely to happen, especially in connection with a particular situation, function, practice or process that is likely to affect the organization’s business operations.
Forecasting
Under FMLA, this is used to describe leave that is not taken on a consecutive basis but rather taken in increments of days or hours.
Intermittent/reduced schedule leave
A grouping of individuals who are of the following decent: American Indian or Alaska Native; Asian; Black or African American; Native Hawaiian or Other Pacific Islander; and White.
Ethnic categories
A leveraged purchase of a company that goes against the wishes of the target company's management and board of directors.
Hostile takeover
Process in which a team of five to seven employees solve an assigned problem together within a certain time period. Assessment center utilized.
Leaderless group discussion
The beliefs, values and practices adopted by an organization that directly influence employee conduct and behavior.
Corporate culture
The process of dividing an organization’s labor, functions, processes or units into separate groups.
Departmentation
The process of assigning decision-making authority to lower levels within the organizational hierarchy.
Decentralization
The diverse behaviors, beliefs, customs, traditions, language and expressions that are characteristic to groups of people of a particular race, ethnicity or national origin.
Cultural differences
A group of employees who are responsible for a particular function within the organization.
Functional team
The process of comparing an organization’s current policies and practices to that of a competitor organization(s) to determine current and future trends in areas of employment and business practice (i.e., compensation, benefits, HR practices).
External benchmarking
The concept that people learn best if reinforcement and feedback is given after training
Immediate confirmation
The systematic process of comparing an organization’s products, services and practices against those of competitor organizations or other industry leaders to determine what it is they do that allows them to achieve high levels of performance.
Benchmarking
A flat organizational structure that consists of fewer hierarchal levels. Such organizational structures often rely on the use of cross-functional teams.
Horizontal organization
Those rights reserved to the employer to manage, direct, and control its business
Management rights
A type of suggestion program where employees are rewarded for being ultimately responsible for the management and implementation of any idea they submitted.
Employee-driven idea system
Also known as job rotation, it is a job enlargement method whereby employees are shifted between various comparable jobs in an effort to prevent boredom and boost morale.
Horizontal integration
The judgment that people make with respect to the outcomes received relative to the outcomes received by other people with whom they identify .
Outcome fairness
Applied psychology concerned with the study of human behavior in the workplace and how to efficiently manage an industrial labor force and problems encountered by employees.
Industrial psychology
Broadly defined as a management process that seeks to identify potential threats and impacts to the organization and provide a strategic and operational framework for ensuring the organization is able to withstand any disruption, interruption or loss to normal business functions or operation.
Business continuity planning
An organizational restructuring strategy meant to reduce the organization’s existing levels of managers or supervisors.
De-layering
The prescribed standards, behaviors, principles or concepts that an organization regards as highly important.
Corporate values
An organization whose structure is comprised of both vertical and horizontal models.
Hybrid organization
Defined in a variety of ways, but typically refers to the practices of an organization that enables them to achieve superior organizational performance results.
Best practices
An org whose employees are continuously attempting to learn new things and apply what they have learned to improve product or service quality.
Learning organization
Describes the mental ability an individual possesses enabling him or her to be sensitive and understanding to the emotions of others, as well as to manage his or her own emotions and impulses.
Emotional intelligence
Expectations of employee contributions and what the co will provide them in return
Psychological contract
A group or panel of internal or external members with no decision- making authority, assembled to identify and discuss specific issues and make recommendations.
Advisory committee
one that focuses on employees' feelings and beliefs about their jobs and the org
Attitude survey
A statement outlining the long-term results, accomplishments or objectives an organization seeks to attain.
Goal
system of measuring, analyzing, improving, and controlling processes once they meet quality standards.
Six sigma process
Organizational policies and practices designed to meet the diverse needs of employees and create an environment that encourages employees to remain employed.
Employee retention
A psychology theory ascribed to Abraham H. Maslow, in which he proposed that people will constantly seek to have their basic needs (sleep, food, water, shelter, etc.) fulfilled and that such needs ultimately determine behavior.
Hierarchy of needs
A positive emotional state resulting from evaluating ones job experience
Job satisfaction
serving as a friend and role model, providing positive regard and acceptance, and creating an outlet for a protégé to talk about anxieties and fears.
Psychosocial support
A psychological test used for team building and leadership development that identifies employees preferences for energy info gathering , decision making, and lifestyle.
Myers-Briggs Type indicator (MBTI)
The process of consolidating all decision-making authority under one central group or location.
Centralization
The social manner in which people interact with each other within a group.
Group dynamics
The process of examining an organization’s strengths and weaknesses
Internal analysis
Discriminatory practices that have prevented women and other protected class members from advancing to executive level jobs
Glass ceiling
A tool used to solicit and assess employee opinions, feelings, perceptions and expectations regarding a variety of managerial and organizational issues.
Attitude survey
A tool used to solicit and asses employee opinions, feelings, perceptions and expectations regarding a variety of factors pertinent to maintaining the organizations climate, such as opportunities for growth, management, working relationships and environment, etc..
Climate survey
A persons belief that he or she can successfully learn the training program content
Self efficacy
An award established in 1987 to promote quality awareness to recognize quality achievements of US companies and to publicize successful quality strategies.
Malcolm Baldrige national quality award
A term used to describe a public or private employer whose practices, policies, benefits and overall work conditions have enabled it to successfully attract and retain talent because employees choose to work there.
Employer of choice
one composed of a core of members , resource experts who join the team as appropriate, and part time/temp members as needed.
Shamrock team
Organizationally controlled incentives, such as pay, benefits, incentives, achievement awards, etc., used to reinforce motivation and increase performance.
Extrinsic motivator
The process of setting and assigning a set of specific and attainable goals to be met by an individual, group or organization.
Goal setting
theory that dissatisfied individuals enact a set of behaviors to avoid the work situation.
Progression of withdrawal
perceived fairness in the distribution of outcomes
Distributive justice
specifies the performance goals that an individual and her or his manager agree to try to attain within an appropriate length of time.
Management by objectives (MBO)
The differences among people
Diversity
A concept of justice focusing on the methods used to determine the outcomes received
Procedural justice
The process of identifying and differentiating an organization’s products, processes or services from another organization by giving it a name, phrase or other mark.
Branding
process of studying the environment of the org to pinpoint opportunities and threats
Environmental scanning
An informal communication channel used to transmit information or rumors from one person to another.
Grapevine
The process of restructuring a job by adding, changing or eliminating certain tasks or functions in order to make the job more satisfying or challenging.
Job redesign
compensation package that equalizes cost differences between international assignments and those in the home country
Balance sheet approach
The way in which an organization is viewed by clients, employees, vendors or the general public.
Corporate image
Work teams comprised of individuals who represent the various organizational functions, departments or divisions.
Cross-functional teams
Process of enhancing co performance by designing and using tools, systems and cultures to improve creation, sharing and use of knowledge.
Knowledge management
The physical characteristics of a population, such as age, sex, marital status, family size, education, geographic location and occupation.
Demographics
An action training program that provides employees with defect reducing tools to cut costs and certifies employees as green belts, champions or black belts.
Six sigma training
Occurring when an individual who is a party to a contract or agreement does not uphold or violates the terms of the contract.
Breach of contract
A concept of justice referring to the interpersonal nature of how the outcomes were implemented
Interactional justice
The impact the job has on other people
Task significance
Behaviors that are required on an individual in his or her role as a job holder in a social wk environment
Role behaviors
A term used to refer to employees’ perceived fairness of a company’s pay structure as it relates to their responsibilities, compensation, benefits, and working conditions compared with those of other employees in similar or like positions.
Internal equity
Perceived fairness of the process used to make decisions about employees
Procedural justice
The key items that must be met in order to successfully achieve a specific objective.
Critical success factors
The degree to which people ID themselves with their jobs
Job involvement
Broadly defined , as the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and promotion of such conduct among followers through two-way communication, reinforcement, and decision-making processes (M.E Brown and L.K. Trevino, Measures for Leadership Development Ethical Leadership Scale)
Ethical Leadership
The extent of individual freedom and discretion in the work and its scheduling
Autonomy
The degree to which an employee identifies with the org and is willing to put effort on its behalf
Organizational commitment
Desire of the trainee to learn the content of a training program.
Motivation to learn
A pleasurable feeling that results from the perception that ones job fulfills or allows for the fulfillment of ones imp job values.
Job satisfaction
A process that systematically surveys and interprets relevant data to identify external opportunities and threats.
Environmental Scanning
A broad term that refers to an organizations pre-established activities and guidelines, for preparing and responding to significant catastrophic events or incidents (i.e., fire, earthquake, severe storms, workplace violence, kidnapping, bomb threats, acts of terrorism, etc.) in a safe and effective manner. A successful crisis management plan also incorporates other organizational programs such as , emergency response , disaster recovery, risk management, communications, business continuity, etc.
Crisis management
The feeling of pride and accomplishment that comes from achieving life goals.
Psych success
A dispositional dimension that reflects pervasive individual differences in satisfaction with any and all aspects of life.
Negative affectivity
copying someone else's behavior
Behavior modeling
The desire within a person causing that person to act
Motivation
A focus on new market and product development, innovation and joint ventures
Internal growth strategy
The unwritten expectations employees and employers have about the nature of their work relationships.
Psychological contract
A study designed to discover if a business, product, project or process justify the investment of time, money and other resources.
Feasibility study
Refers to an outcome received by an individual as a result of engaging in a particular activity (i.e. a job well done) and for which there are no observable external or monetary incentives.
Intrinsic reward
A document that provides relevant information about a company by outlining items such as the company’s business description, market or industry, management, competitors, future prospects and growth potential, etc.
Business plan
The process of restructuring a job by adding, changing or eliminating certain tasks or functions in order to make the job more satisfying or challenging.
Job redesign
Refers to the process of communicating with another person or group to express feelings, thoughts or information by means of physical gestures or verbal exchanges.
Interpersonal communications
A term used to define an individual or group of individuals who directly or indirectly cause or accelerate social, cultural, or behavioral change.
Change agent
Relatively stable clusters of feelings, beliefs, and behavioral intentions toward specific objects, people, or institutions.
Attitudes
How an employee feels regarding their job, work environment, pay, benefits, etc.
Job Satisfaction
The degree to which employees believe in & accept organization's goals & desire to remain with the organization.
Organizational Commitment
This is a special type of questionnaire that focuses on employee's feelings and beliefs about their jobs and the organization.
Attitude Survey
A process that involves surveying employees' attitudes and providing results to facilitate problem solving by managers and employees.
Survey Feedback
The process of determining specific level of performance for workers to attain and then striving to attain them.
Goal Setting
Schedules of reinforcement in which a fixed period of time must elapse between the administration of reinforcements.
Fixed Interval Schedule
Schedule of reinforcement in which a variable period of time (based on some average) must elapse between the administration of reinforcements.
Variable Ratio
In this approach to leadership, charisma is a necessary, but not sufficient characteristic of an effective leader.
Transformational
Middle of the Road, Country Club, and Impoverished are three types of leadership in this model.
Managerial Grid
Selling, Telling, Participating, and Delegating are types of leadership in this approach.
Situational Leadership
Autocratic, Consultative, and Group-based leadership approaches are part of this normative model of leadership.
Vroom-Yetton Participative Leadership Model
Supportive, directive, participative, and achievement-oriented are styles of leadership in this model.
Path-goal
The major assumption of the administrative model of decision making, this describes organizational, social, and human limitations that lead to the making of satisficing rather than optimal decisions.
Bounded Rationality
Differences between people with respect to their orientations toward decisions.
Decision Style
Computer programs in which information about organizational behavior is presented to decision makers in a manner that helps them structure their responses to decisions.
Decision Support System
Overt reactions that express feelings about events.
Emotions
The emotions people actually feel, which may or may not be displayed.
Felt Emotions
Symbols typed using characters such as commas, hypens, and parentheses for the purpose of expressing emotions in online communication.
Emoticons
The tendency to experience negative moods in a wide range of settings and under many difference conditions.
Negative Affectivity
A heightened state of emotional arousal fueled by cognitive interpretations of situations.
Anger
The tendency for behaviors leading to desirable consequences to be strengthened and those leading to undesirable consequences to be weakened.
Law of Effect
The repeated mistreatment of an individual at work in a manner that endangers his or her physical or mental health.
Workplace Bullying
A type of applied research designed to classify and streamline the individual movements needed to perform jobs with the intent of finding the “one best way” to perform them.
Time-and-motion Study
A person’s degree of confidence in the words and actions of another.
Trust
Knowledge about how to get things done.
Tacit Knowledge
One’s belief about having the capacity to perform a task.
Self-efficacy
The overall value one places on oneself as a person.
Self-esteem
A form of arbitration in which the two sides retain the freedom to reject the agreement recommended by an arbitrator.
Voluntary Arbitration
A tendency to show self-discipline, to strive for competence and achievement.
Conscientiousness
Groups that develop naturally among people, without any direction from the organization within which they operate.
Informal Groups