Management Final Ch. 1 & 2

Front 1

L.L.C (Limited Liability Company)

Back 1

Invest money into a business, and if the business tank,you don't lose everything. We stole the idea from Britain

Front 2

Classical Theory of Management

Back 2

Economic Rationality. Logical, always acting in your best economic interest.

Front 3

Behavioral Theory of Management

Back 3

Other things that can impact that decision

Front 4

Bureaucracy

Back 4

An ideal, intentionally rational, and veyr efficient form of organization. Based on principles of logic, order, and legitimate authority.

Front 5

Weber's Tenets of Bureaucracy

Back 5

1. Formal authority is derived from one's position
2. Promotions based on performance
3. Authority and responsibility should be clearly specified
4. Hierarchy and clear reporting relationships
5. Managers must create rules, standing operating procedures (SOP), and norms to get desired behavior

Front 6

Norms

Back 6

Unspoken rules or attention

Front 7

Performance

Back 7

Very clear rules, promotions, power, and authority

Front 8

Time and Motion Studies

Back 8

Watching people work and timing them on their performance or rating them

Front 9

Efficiency

Back 9

Get it done as quickly and as cheap

Front 10

Rate Busters

Back 10

People that set the curve of tests, and receive 100's on Tests.

Front 11

Chisellers

Back 11

People that lower performance

Front 12

Theory X

Back 12

Dislike work, lack ambition, are irresponsible, resist change, prefer to be led. Don't want to work until the managers there.

Front 13

Theory Y

Back 13

Willing to work, capable of self-control, willing to accept responsibility, Imaginative and creative, capable of self-direction.

Front 14

Hawthorne Affect

Back 14

Attitudes of workers when they are being watched or supervised.

Front 15

Quantitative Analysis

Back 15

Collecting and analyzing data in order to make decisions.

Front 16

Qualitative Analysis

Back 16

Looking more at stories or information and asking them about the situation

Front 17

Contingency Thinking

Back 17

If X then Y. (I will buy your house if I can sell mine.) There is not always going to be one best way to solve a problem. Look at all variables and determine the best way to solve the problem.

Front 18

Perception

Back 18

The process which people receive and interpret information from the environment.

Front 19

Attribution

Back 19

Is the process of explaining events. _____ are tendencies that we have the express our success and failures.

Front 20

Self-Serving Bias

Back 20

Dealing with your own successes and failures. Attribute our successes to internal factors. Attribute our failures to external factors.

Front 21

Attribution Error

Back 21

Other people attribute own successes to external factors. Other people attribute own failures to internal factors.

Front 22

Personality

Back 22

The combination or overall profile of characteristics that makes one person unique from others

Front 23

Personality Traits

Back 23

Stable and don't change overtime. Something we are born with, genetics

Front 24

Personality Characteristics

Back 24

Something that we get overtime. We develop these and they can change.

Front 25

Big Five Personality Traits

Back 25

1. Openness to Experience - open to do anything, fear of the unknown
2. Conscientiousness - Comes more naturally to people
3. Extraversion - More outgoing, life of the party (Tommy)
4. Agreeableness - Very sensitive where everyones happy and gets along.
5. Negative Affectivity - (Neuroticism) - means emotion. And to over react.
6. O-C-E-A-N

Front 26

Internal Locus of Control

Back 26

You have an impact on what happens to you. The tendency to locate responsibility for one's fate within oneself.

Front 27

External Locus of Control

Back 27

Everything around you has an impact on what happens. The tendency to locate responsibility for one's fate in outside forces and to believe one's own behavior has little impact on outcomes.

Front 28

Self-Esteem

Back 28

How much you believe in yourself and capabilities. The degree to which individuals feel good about themselves and their capabilities.

Front 29

McClelland's Acquired Needs

Back 29

1. Need for Achievement
2. Need for Affiliation
3. Need for Power

Front 30

Need For Achievement

Back 30

Desire to do something better or more efficiently, to solve problems, or to master complex tasks.

Front 31

Need for Power

Back 31

Desire to control other people, to influence their behavior, or to be responsible for other people.

Front 32

Need for Affiliation

Back 32

Desire to establish and maintain friendly and warm relations with other people.

Front 33

Terminal Values

Back 33

Lifelong goals or objectives that an individual seeks to achieve. Things we hope to accomplish in the long run.

Front 34

Instrumental Values

Back 34

Codes of conduct that an individual seeks to follow. Things we do to reach terminal goals.

Front 35

Attitudes

Back 35

A predisposition to act in a certain way toward people and things in one's environment.

Front 36

Components of Attitudes

Back 36

Cognitive component
Affective component
Behavioral component
C-A-B

Front 37

Cognitive Dissonance

Back 37

The discomfort a person fells when attitudes and behaviors are inconsistent

Front 38

Job Satisfaction

Back 38

The degree to which an individual feels positively or negatively about various aspects of their current work.

Front 39

Continuance

Back 39

To many costs

Front 40

Normative

Back 40

Having a sense obligation

Front 41

Affective

Back 41

(The one we really want.) Most affective in terms of productivity.

Front 42

Moods

Back 42

Generalized feelings or states of mind

Front 43

Emotions

Back 43

Strong feelings directed toward someone or something

Front 44

Self Awareness

Back 44

recognizing your own strengths and weaknesses

Front 45

Self Control

Back 45

Know how to act in certain circumstances

Front 46

Internal Motivation

Back 46

Motivation for getting stuff done alone.

Front 47

Empathy

Back 47

Seeing the issue in someone else's intelligence.

Front 48

Social Skill

Back 48

Communication skill

Front 49

Attraction - Selection - Attrition (ASA)

Back 49

Model that explains how personality may influence organizational culture.