Management

Front 1

Advantages of Teams

Back 1

Increased customer satisfaction, improved product and service quality, increased speed and efficiency in product development

Front 2

Disadvantages of Teams

Back 2

Groupthink, high initial turnover, social loafing

Front 3

When to use teams

Back 3

Clear purpose, work requires work with others, rewards for both individual and team performance, ample resources available, clear authority over work.

Front 4

Traditional work group, employee involvement team, semi autonomous work group, self managing team, self designing team

Back 4

2 or more who work together to achieve a goal, provides advice or makes suggestions to management, has authority to make decisions and solve problems, manages and controls all major tasks, controls team design and membership

Front 5

Forming

Back 5

First stage of team development in which members meet each other and establish norms

Front 6

Storming

Back 6

Second stage of team development characterized by conflict and disagreement

Front 7

Norming

Back 7

Third stage of team development, team members begin to settle into their roles, group cohesion grows and positive team norms develop

Front 8

Performing

Back 8

Last stage of team development where performance improves

Front 9

De-norming, De-storming, De-forming

Back 9

team performance begins to decline as size, scope, goal, or members of the team change. team's comfort level decreases, and angry emotions may flare. team members position themselves to control pieces of the team and avoid each other.

Front 10

Cohesiveness

Back 10

The extent to which team members are attracted to a team and motivated to remain in it. Cohesive teams have lower turnover, and members are more motivated to earn the approval of team mates

Front 11

Cognitive conflict

Back 11

Good conflict. Conflict that focuses on issue-related differences.

Front 12

Affective conflict

Back 12

Bad conflict. Conflict that focuses on personal issues.

Front 13

Stretch goals to motivate teams

Back 13

1. high degree of autonomy. 2. control of resources such as budgets. 3. structural accommodation- ability to change organizational structures and policies

Front 14

Human resource planning

Back 14

1. determining human resource needs through planning. 2. attract qualified employees. 3. develop qualified employees through training. 4. Keep qualified employees through compensation.

Front 15

Job Analysis

Back 15

purposeful, systematic process for collecting information on the important work-related aspects of the job. 1) work activities. 2) tools used on the job. 3) context in which the job is performed. 4) personnel requirements for the job

Front 16

Structured vs. Unstructured interviews

Back 16

Structured interviews are preferred because there are standardized interview questions prepared ahead of time, which means everyone is asked the same question.

Front 17

Halo effect

Back 17

all employee's strengths in one area are spread to others

Front 18

Central Tendency

Back 18

All employees are rated either high or low

Front 19

Leniency

Back 19

Give high marks even though they did poorly due to the manager's fear of consequences

Front 20

Behavioral observation scales

Back 20

ask raters to rate the frequency with which workers perform specific behaviors representative of the job dimensions that are critical to successful job performance

Front 21

Functional Turnover

Back 21

the loss of poor performing employees who choose to leave the organization

Front 22

Dysfunctional turnover

Back 22

the loss of high performers who choose to leave

Front 23

Affirmative Action vs. Diversity

Back 23

Required by law and is more narrowly focused on demographics like gender. Diversity is not required by law and has a broader focus that includes demographic, cultural and personal differences.

Front 24

Surface-level diversity

Back 24

Differences such as age, gender, race, and physical disabilities that are observable

Front 25

Deep-level diversity

Back 25

Differences communicated through verbal and non verbal behaviors, such as personality and attitudes.

Front 26

Big Five dimensions of personality

Back 26

Extroversion, emotional stability, agreeableness, conscientiousness, and openness to experience (curiousness, being open minded). Conscientiousness is a good predictor

Front 27

Work Related Personality Dimensions

Back 27

Authoritarianism, Machiavellianism, type A/B personality, locus of control, affectivity

Front 28

Machiavellianism

Back 28

the extent to which an individual believes that virtually any type of behavior is acceptable in trying to satisfy their needs or meet their goals

Front 29

Type A/B personality dimension

Back 29

the extent to which people tend toward impatience, hurriedness and competitiveness. Type A- tries to complete many tasks. Type B- more easy going

Front 30

Affectivity

Back 30

the stable tendency to experience positive or negative moods and to react to things in a generally positive or negative way. people with positive affectivity notice and focus on positive aspects.

Front 31

Discrimination and fairness paradigm

Back 31

equal opportunity, fair treatment, recruitment of minorities, and strict compliance with the equal employment opportunity laws
benefit: fairer treatment. limitation: focus remains on surface level

Front 32

Access and ligitimacy

Back 32

acceptance and celebration of differences. benefit: establishes a clear business reason for diversity. limitation: focuses on surface level diversity

Front 33

learning and effectiveness paradigm

Back 33

integrating deep level diversity differences, such as personality, attitudes, beliefs and values. benefits: focuses on bringing different talents and perspectives. limitation: more difficult to measure and quantify

Front 34

Organizational Plurality

Back 34

work environment where all members are empowered to contribute in a way that maximizes the benefits to the organization, and the individuality of each member is respected by not segmenting on the basis of their membership

Front 35

Awareness training

Back 35

raise employee's awareness of diversity issues

Front 36

Skills based diversity training

Back 36

teaches employees the practical skills involved with managing a diverse work force such as problem solving and conflict resolution.

Front 37

Motivation

Back 37

initiation of effort: how much effort to put forth.
direction: where to put effort
persistence: how long they will put in effort

Front 38

Maslow

Back 38

physiological, safety, belongingness, esteem, self-actualization

Front 39

Alderfer

Back 39

existence, relatedness, growth

Front 40

McClelland

Back 40

affiliation, achievement, power

Front 41

Equity Theory

Back 41

People will be motivated at work when they perceive that they are being treated fairly. If employees think this is not happening, they either reduce inputs, increase outcomes, rationalize both, change the referent

Front 42

Expectancy theory

Back 42

People will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards

Front 43

Valence

Back 43

attractiveness of a reward

Front 44

expectancy

Back 44

perceived relationship between effort and performance

Front 45

instrumentality

Back 45

relationship between performance and rewards

Front 46

continuous reinforcement schedules

Back 46

a consequence follows every instance of a behavior

Front 47

intermittent

Back 47

consequences are delivered after a specified or average time has elapsed

Front 48

Goal Setting Theory

Back 48

People will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress towards the goal.

Front 49

Leadership

Back 49

the process of influencing others to achieve group or organizational goals. leaders are concerned with doing the right thing, while managers are concerned with doing things right

Front 50

Leadership substitutes

Back 50

subordinate, task, or organizational characteristics that make leaders redundant

Front 51

Leadership neutralizers

Back 51

subordinate, task or organizational characteristics that can interfere with a leader's actions or make it impossible for a leader to influence follower's performance.

Front 52

Fiedler's contingency theory

Back 52

Leaders are effective when their group performs well, leaders are unable to change their styles, leadership styles must be matched to the proper situation, favourable situations permit leaders to influence group members

Front 53

Least Preferred Coworker

Back 53

2 Leadership styles. If you describe your LPC in a positive way, you are relationship oriented. Negative way- task oriented

Front 54

Situational favourableness

Back 54

relationship based leaders are better under moderately favourable situations. task oriented leaders are better leaders in highly favourable and unfavourable situations.

Front 55

Path Goal Theory

Back 55

leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment

Front 56

Directive leadership style (path goal)

Back 56

inexperienced workers, unstructured tasks, workers have low ability, workers with external locus of control

Front 57

Supportive leadership style (path goal)

Back 57

Structured, simple, repetitive tasks, stressful tasks, lack of worker confidence

Front 58

Participative leadership style (path goal)

Back 58

Workers with high perceived ability, experienced workers, workers with internal locus of control

Front 59

Achievement oriented leadership style (path goal)

Back 59

Unchallenging tasks

Front 60

Normative decision theory

Back 60

how leaders can determine an appropriate amount of employee participation to include when making decisions... Varies from autocratic to group decision making

Front 61

Transformational leadership

Back 61

generates awareness and acceptance to a group's purpose and mission and by getting employees to see beyond their own needs for the good of the group

Front 62

Transactional leadership

Back 62

followers are rewarded for good performance and punished for poor performance.

Front 63

Perception

Back 63

the process by which people attend to, organize, interpret, and retain information from their environments. the stages are 1)attention 2)organization 3)interpretation 4)retention

Front 64

Perceptual filters

Back 64

personality, psychology or experience based differences that influence people to ignore or pay attention to particular stimuli

Front 65

Defensive Bias

Back 65

Workers attribute problems to external causes

Front 66

Fundamental attribution error

Back 66

attributing problems to internal causes. this is what the boss tends to do

Front 67

Self serving bias

Back 67

people attribute successes to internal causes and failures to external causes.

Front 68

Communication process

Back 68

encodes the message. sends it. receiver decodes message and delivers feedback.

Front 69

The grapevine (cluster chain vs. gossip chain)

Back 69

Informal way of communicating. cluster chain- numerous people tell a few of their friends. gossip chain- one person tells everyone else

Front 70

Coaching

Back 70

communication with someone for the direct purpose of improving the person's on the job performance

Front 71

Counseling

Back 71

communicating with someone about non-job-related issues that may be affecting or interfering with the person's performance

Front 72

Cybernetic feasibility

Back 72

the extent to which it is possible to implement each step in the control process: clear standards of performance, comparison of performance to standards, and corrective action.

Front 73

Quasi-control

Back 73

If control is not possible. In order to do this managers must either restructure or reduce their company's dependence on the critical resources that are causing the company to swing out of control.

Front 74

Bureaucratic control

Back 74

involves the use of hierarchical authority to influence employee behavior by rewarding or punishing employees for compliance or non compliance with policies

Front 75

Objective control

Back 75

uses observable measures of worker behavior and outputs to assess performance and influence behavior

Front 76

Normative control

Back 76

regulate behavior through widely shared organizational values and beliefs

Front 77

Concertive control

Back 77

regulate behavior through work group values and beliefs

Front 78

Self Control

Back 78

managers and workers control their own behavior by setting their own goals, monitoring their own progress, and rewarding themselves for goal achievement

Front 79

Balanced Scorecard

Back 79

Four different perspectives on performance. 1) customer perspective 2) internal perspective 3) the innovation and learning perspective 4) the financial perspective

Front 80

Strategies for waste prevention and reduction

Back 80

good housekeeping- performing regularly scheduled preventive maintenance. material/product substitution- replacing toxic or hazardous materials with less harmful ones. process modification- company modifies processes required to manufacture products

Front 81

When is information useful

Back 81

when it is accurate, complete, relevant and timely

Front 82

Costs of obtaining good information

Back 82

cost of acquiring processing, storing, retrieving and communicating

Front 83

Data Mining

Back 83

the process of discovering unknown patterns and relationships in large amounts of data. Two types are supervised and unsupervised, where supervised begins with the user telling the data miner to look and test for specific patterns

Front 84

Executive Information System

Back 84

uses internal and external sources of data to provide managers and executives the information they need to monitor and analyze organizational performance.

Front 85

Intranet Web sites

Back 85

just like external websites, but the firewall separating the internal company network from the internet allows only those authorized to access it

Front 86

Corporate portals

Back 86

Hybrid of both Executive Information System and Intranets

Front 87

Web services

Back 87

use standardized protocols to describe and transfer data from one company in such a way that those data can automatically be read, understood, transcribed, and processed by different computer systems in another company.

Front 88

Electronic Data Interchange

Back 88

Two companies convert purchase and ordering information to a standardized format to enable direct electronic transmission of that information from one company's computer system to the other company's system

Front 89

Extranet

Back 89

allows companies to exchange information and conduct transactions by purposely providing outsiders with direct access to authorized parts of a company's intranet.

Front 90

Knowledge

Back 90

The understanding that one gains from information. It does not reside in information, but in people, which makes its transference a costly endeavour

Front 91

Decision support system

Back 91

Helps managers understand problems and potential solutions by acquiring and analyzing information with sophisticated models and tools. Usually narrow in scope and targeted toward helping managers solve specific kinds of problems

Front 92

Expert Systems

Back 92

An expert system is software that attempts to provide an answer to a problem, or clarify uncertainties where normally one or more human experts would need to be consulted.

Front 93

Productivity

Back 93

a measure of performance that indicates how many inputs it takes to produce or create an output.

Front 94

partial productivity

Back 94

measures how much of a particular kind of input it takes to produce an output

Front 95

multifactor productivity

Back 95

indicates how much labor, capital, materials and energy it takes to produce an output

Front 96

Total Quality Management

Back 96

integrated, principle-based, organization-wide strategy for improving product and service quality. The three major principles of TQM are customer focus, continuous improvement and teamwork.

Front 97

Types of inventory

Back 97

Raw Materials, Component Parts (basic parts used in manufacturing that are fabricated from raw materials), Work in Process, Finished Goods

Front 98

Economic order quantity

Back 98

a system of formulas that minimizes ordering and holding costs and helps determine how much and how often inventory should be ordered

Front 99

JIT

Back 99

component parts arrive just in time as they are needed

Front 100

Materials Requirement Planning

Back 100

production and inventory system that determines the production schedule, production batch sizes, and inventory needed to complete final products.