Management Exam 2 Chapters 8-14

Front 1

Organizational Culture
aka corporate culture

Back 1

is a system of shared beliefs and values that develops within an organization and guides the behaviors of its mebmers. this is the "social glue"

Front 2

Vertical Hierarchy (chain of commands)

Back 2

who reports to whom. the chain of commands in a two person organization the owner might communicate with a secretary.

Front 3

horizontal specialization

Back 3

who specializes in what work

Front 4

organization

Back 4

a system of consciously coordinated activities of two or more people.

Front 5

symbol

Back 5

is an object, act, quality, or event that conveys meaning to others

Front 6

story

Back 6

a narrative based on true events which is related and sometimes embellished, to emphasize a particular value

Front 7

hero

Back 7

a person whose accomplishments embody the values of the organization

Front 8

common purpose

Back 8

unifies employees or members and gives everyone an understanding of the organizations reason for being

Front 9

coordinated effort

Back 9

the coordination of individual efforts into a group or organization-wide effort

Front 10

DIVISION OF LABOR: work specialization for greater efficiency

Back 10

aka work specialization, is the arrangement of having discrete parts of a task done by different people

Front 11

SPAN OF CONTROL: narrow (tall) or wide (flat)

Back 11

or span of management refers to the number of people reporting directly to a given manager

Front 12

narrow span of control

Back 12

a manager has a limited number of people reporting to them. many levels with narrow spans of control. ex) vice president reporting to president

Front 13

wide span of control

Back 13

a manager has several people reporting ex) first line manager

Front 14

authority

Back 14

refers to the right inherent in a managerial position to make decisions give orders and utilize resources

Front 15

functional structure

Back 15

people with similar occupational specialties are put together in formal groups.

Front 16

divisional structure part of functional structure

Back 16

people with diverse occupational specialties are put together in formal groups by similar products or services,customers clients, or geographic regions

Front 17

product structure part of functional structure

Back 17

group activities around a similar products or services

Front 18

customer structure part of functional structure

Back 18

tend to group activities around common customers or clients

Front 19

geographical structure part of functional structure

Back 19

group activities around defined regional locations

Front 20

matrix structure part of chain of command

Back 20

an organization combines functional and divisional chain of commands in a grid so that there are two command structures vertical and horizontal

Front 21

human resource management

Back 21

consists of the activities managers perform to plan for attract develop and retain an effective workforce

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job analysis

Back 22

to determine, by observation and analysis the basic elements of a job. (specialists who do this interview job occupants and about what they do, observe flow of work)

Front 23

job specification

Back 23

describes the minimum qualifications a person must have to perform the job successfully. can help avoid hiring overqualified workers

Front 24

equal employment opportunity

Back 24

whose job is to enforce anti discrimination and other employment related laws. title VII. enforces anti discrimination affirmative action and sexual harassment

Front 25

discrimination

Back 25

occurs when people are hired or promoted-or denied hiring or promotion-for reasons not relevant to the job

Front 26

sexual harassment

Back 26

consist of unwanted sexual attention that creates an adverse work environment.

Front 27

quid quo pro

Back 27

the person to whom the unwanted sexual attention is directed toward

Front 28

hostile environment

Back 28

the person being sexually harassed doesnt risk economic harm but experiences an offensive or intimidating work environment

Front 29

recruiting

Back 29

the process of locating and attracting qualified applicants for jobs open in the organization. the word qualified is important. two types internal and external

Front 30

structured interviews

Back 30

involves asking each applicant the same questions and comparing their responses to a standardized set of answers

Front 31

unstructured interview

Back 31

involves asking probing questions to find out what the applicant is like

Front 32

BARS (behaviorally anchors rate scale)

Back 32

which rates employee graduations in performance according to scales of specific behaviors ex) five point scale or attendance late or early

Front 33

360 degree appraisal aka (360 degree feedback appraisal)

Back 33

which employees are appraised not only by their managerial superiors but also by peers,subordinates, and sometime clients thus providing several perspectives

Front 34

reactive change

Back 34

makes changes in response to problems or opportunities as they arise
mistakes usually arise because such short notice

Front 35

proactive change

Back 35

planned changes involves making carefully thought-out changes in anticipation of possible or expected problems or opportunities

Front 36

organizational development

Back 36

is a set of techniques for implementing planned change to make people and organizations more effective. specifically focuses on people in the change process. (change agent) and evidence based management

Front 37

product innovation

Back 37

is a change in the appearance or the performance of a product or a service or the creation of a new one.

Front 38

process innovation

Back 38

is a change in the way a product or service is conceived, manufactured, or disseminated

Front 39

incremental innovation

Back 39

the creation of products, services, or technologies that MODIFY existing ones

Front 40

radical innovation

Back 40

the creation of products, services, or technologies that REPLACE existing ones

Front 41

lewin's change model

Back 41

three stages, unfreezing, changing, and refreezing.
unfreezing change- managers try to install in employees the motivation to change, encourage them to let go of attitudes that are resistant to innovation
changing stage- employees need to be given the tools for change like new information new models of behavior
refreezing- employees need to be helped to integrate the changed attitudes and behaviors into their normal ways of doing things

Front 42

benchmarking

Back 42

a process which a company compares its performance with that of high-performing organizations

Front 43

personality

Back 43

consist of the stable psychological traits and behavioral attributes that give a person his or her identity

Front 44

five dimensions of personality

Back 44

list of factors in personality dimension

Front 45

extroversion part of big five dimensions of personality

Back 45

how outgoing, talkative, sociable, and assertive a person is

Front 46

agreeableness part of big five dimensions of personality

Back 46

how trusting, good-natured, cooperative, and soft-hearted one is

Front 47

emotional stability part of big five dimensions of personality

Back 47

how relaxed, secure, and unworried one is

Front 48

conscientiousness part of big five dimensions of personality

Back 48

how dependable, responsible, achievement-oriented one is

Front 49

openness to experience part of big five dimensions of personality

Back 49

how intellectual, imaginative, curious, and broad-minded one is

Front 50

proactive personality

Back 50

someone who is more apt to take initiative and persevere to influence the environment

Front 51

locus of control

Back 51

indicates how much people believe they control their fate through their own efforts

Front 52

internal locus of control

Back 52

you believe you control your own destiny

Front 53

external locus of control

Back 53

you believe external forces control you

Front 54

self-efficacy

Back 54

about your personal belief that you have what it takes to succeed
"i can or cant do this task"

Front 55

self-esteem

Back 55

the extent to which people like or dislike themselves, their overall self-evaluation.
self-esteem can affect people in an organization

Front 56

self-monitoring

Back 56

is the extent to which people are able to observe their own behavior and adapt it to external situations. high or low. high is good

Front 57

attitude

Back 57

defined as a learned predisposition toward a given object

Front 58

affective attitude

Back 58

"i feel" consists of feelings or the emotions one has about a situation

Front 59

cognitive attitude

Back 59

"i believe" consists of the beliefs and knowledge one has about a situation

Front 60

behavioral attitude

Back 60

"i intend" aka intentional component refers to how one intends or expects to behave toward a situation

Front 61

cognative dissonance

Back 61

describes the psychological discomfort a person experiences between his or her cognitive attitude and incompatible behavior. because people are uncomfortable with inconsistency, they will seek to reduce the "dissonance" or tension of the inconsistency, how they deal with the discomfort depends on importance, control, rewards

Front 62

intrinsic awards

Back 62

the satisfaction in performing a task itself, such as a feeling of accomplishment

Front 63

extrinsic rewards

Back 63

satisfaction in the payoff from others. such as money from others for performing a particular task

Front 64

maslows hierarchy of needs

Back 64

which that people are motivated by five levels of need. physiological, safety, belongingness, esteem, self-actualization

Front 65

physiological needs maslow #1

Back 65

there are the most basic human physical needs, in which one is concerned with having food, clothing, shelter, and comfort and with self-perservation

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safety needs maslow #2

Back 66

these needs are concerned with physical safety and emotional security, so that a person is concerned with avoiding violence and threats

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belongingness needs maslow #3

Back 67

once basic needs and security are taken care of, people look for love, friendship, and affection

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esteem needs maslow #4

Back 68

after they meet their social needs, people focus on such matters as self respect, status, reputation, recognition, and self-confidence

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self-actualization needs maslow #5

Back 69

the highest level of need, self-actualization is self-fulfillment- the need to develop one's fullest potential to become thje best one is capable of being

Front 70

Alderfer's ERG theory

Back 70

existence, relatedness, growth

Front 71

herzberg's two factor theory

Back 71

which is proposed that work satisfaction and dissatisfaction arise from two different factors- work satisfaction from so called motivating factors and work dissatisfaction from so called hygiene factors

Front 72

motivating factors herzberg theory

Back 72

motivators are factors associated with job satisfaction

Front 73

hygiene factors herzberg theory

Back 73

are factors associated with job dissatisfaction such as salary

Front 74

McClelland's acquired needs theory

Back 74

which states that three needs achievement, affiliation, and power, are major motives determining people's behavior in the workplace. mcClelland believes that we are not born with our needs but rather we learn them from the culture

Front 75

needs for achievement mcclelland

Back 75

"i need to excel at tasks" this is the desire to excel to do something better or more efficiently, to solve problems and to achieve excellence at challenging tasks

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need for affiliation mcclelland

Back 76

"i need close relationships" this is the desire for friendly and warm relations with other people

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need for power mcclelland

Back 77

"i need to control others" this is the desire to be responsible for other people, to influence their behavior or to control them

Front 78

equity theory

Back 78

focus on employee perceptions as to how fairly they think they are being treated compared to others developed by stacy adams based on employees have the idea they are motivated on fairness

Front 79

inputs on equity theory

Back 79

what do you think youre putting into the job. time and effort people percieve they put into the organization

Front 80

outputs or rewards on equity theory

Back 80

what do you think your getting out of the job

Front 81

comparison on equity theory

Back 81

invisible how do you think your ratio of outputs and inputs and rewards compare to others

Front 82

expectancy theory victor vroom

Back 82

suggest that people are motivated by two things how much they want something and how likely they are to get it, they have choices

Front 83

job enrichment

Back 83

consist of building into a job such moticating factors as responsbility, achievement, recognition stimulating work, and advancement

Front 84

teams

Back 84

defined as a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

Front 85

team development 5 stages

Back 85

form- exchange info, get to know one another
storming- defining roles, disagreeing, find leader
norming-common standards, hold one another accountable
adjourning- disband, end of project, lose touch, move on

Front 86

group cohesiveness

Back 86

a "we feeling" building group members together, is the principal by-product of stage 3

Front 87

team sizes advantages

Back 87

larger teams have more resources to deaw on, more knowledge, experience, skills, abilities, and perhaps more time

Front 88

team sizes disadvantages

Back 88

better interaction share information, ask questions of one another, and coordinate activities than those of larger teams. better morale able to see the worth of their individual contributions

Front 89

division of labor team size advantage

Back 89

which the work is divided into particular tasks that are assigned to particular workers

Front 90

social loafing

Back 90

the tendency of people to exert less effort when working in groups than when we work alone

Front 91

personalized power

Back 91

power directed at helping oneself

Front 92

socialized power

Back 92

power directed at helping others

Front 93

legitimate power

Back 93

which all managers have is power that results from managers' formal positions within the organization

Front 94

coercive power

Back 94

which all managers have, results from managers' authority to punish their subordinates

Front 95

expert power

Back 95

is power resulting from ones specialized information or expertise

Front 96

referent power

Back 96

is powering deriving from ones personal attraction

Front 97

ohio state leadership studies

Back 97

identified two behaviors as initiating structure focus on job, other one is consideration concern for relationship

Front 98

michigan U leadership studies

Back 98

two behaviors as well but called them job centered concerned about the job, or employee centered how are you doing, fitting in ok?

Front 99

fiedler's contingency theory

Back 99

the style better depends on the individual. depending on if the leaders style is task-oriented or relationship-oriented and if that style is effective for the situation at hand

Front 100

hersey and blanchard's situational leadership ohio university baby!

Back 100

leadership behavior reflects how leaders should adjust their leadership style according to the readiness of followers. readiness is defined asthe extent to which a follower possesses the ability and willingness to complete a task