Managing Claim Department Operations Ica 4

Front 1

Acceptance

Back 1

favorable reaction to change in which an employee cooperates w/ mgnt's req. in support of the change, but doesn't work enthusiastically to effect it

Front 2

Acceptance theory of authority

Back 2

the source of authority is the person who is influenced, not the person who influences

Front 3

accountability

Back 3

the obligation of an employee to be judged according to the competence with which the employee fulfills responsibility

Front 4

achievement-oriented leadership

Back 4

leadership style that emphasizes excellence, establishes challenging goals and performance standards, and expresses confidence in subordinates'ability to reach goals

Front 5

across-the-board-raise

Back 5

usually a percentage-of-salary increase given to all employees redardless of their performance

Front 6

action plans

Back 6

plans that result from operational planning

Front 7

action points

Back 7

times or events which signal a manager that an original plan is not appropriate and that a contingency plan should be implemented

Front 8

activities

Back 8

in a plan, the tasks and approaches that will be implemented in order to reach goals

Front 9

adhocracy

Back 9

an organizational form that typically develops in complex, dynamic environments with advanced technology and unspecialized tasks

Front 10

affirmative action

Back 10

a systematic plan to seek, hire, promote and retain minority group members if such persons are underrepresented in a firm

Front 11

alternation ranking method

Back 11

perf. evaluation method that requires a manager first to list the most competent employee and then to list the least competent one, according to a specified behavior or group of behaviors. Next, 2nd most competent and 2nd least competent,...

Front 12

application form

Back 12

means for a job applicant to supply an org. with relevant info concerning education, work experience, personal background and references

Front 13

Artificial Intelligence (AI)

Back 13

system that emulates the thinking, learning and judging abilities of humans

Front 14

assessment center

Back 14

process by which a group of managers provide a group of job candidates with a 2 to 3 day stimulation of work exercises

Front 15

attendance incentive plan

Back 15

provision of additional pay or vacation time for the number of days less than a specified number of days that an employee is not absent from work.

Front 16

authority

Back 16

the right to perform an action or not to perform an action, as well as the right to direct someone else to perform an action or not to perform it

Front 17

authority gap

Back 17

situation in which no one is responsible for accomplishing specific organizational activities

Front 18

authority overlap

Back 18

situation in which 2 or more individuals or subunits have been assigned authority and responsibility for accomplishing the same organizational activities

Front 19

autocratic leadership style

Back 19

a leadership style that includes a tendency to make most decisions without consulting subordinates

Front 20

automation

Back 20

process of using machines to perform all or nearly all aspects of a work function

Front 21

average reserve system

Back 21

a computerized system used to establish claim reserves

Front 22

avoidance

Back 22

a conflict management techinque in which a person does nothing about a conflict, refuses to answer questions or denies that a problem exists in hopes that the conflict will somehow disappear

Front 23

avoidance learning

Back 23

performance of a desired behavior in order to avoid an anticipate negative consequence

Front 24

balance sheet

Back 24

a financial doc that shows an org's assets, liabilities and owners' equity at a specific point in time

Front 25

balance sheet budget

Back 25

budget that presents a forecast of the level of an org's assets and liabilities provided that the org's other budgets are met

Front 26

behavioral design

Back 26

an approach to organizational design which notes that the bureaucratic structure should be ammended to reduce the degree of formality and to include employees in the decison making

Front 27

behavioral management theory

Back 27

a theory of management that focuses on concern for employees' social and phychological well-being

Front 28

behavioral model of decision making

Back 28

a model that describes the ways in which most managers make decisions

Front 29

behavioral modeling

Back 29

process by which trainees watch ineffective or effective work-related behaviors in performances by live personnel, by videotape or by other means

Front 30

behaviorally anchored rating scales (BARS)

Back 30

a type of graphic rating scale that provides a numerical value for each increment of observable behavior as specified by job analysis

Front 31

bill of material

Back 31

detailed list of all materials req to make a product or to deliver a service

Front 32

bona fide occupational qualification (BFOQ)

Back 32

genuine, job-related trait needed for an employee to perform a certain type of work

Front 33

bonus

Back 33

a one-time payment for a job performance, generally considered a short-term incentive for performance

Front 34

bottom-up approach

Back 34

an approach to organizational change in which lower-level employees act as intrapreneures for their own depts or divisions, and use their expertise to recommend technological improvements

Front 35

bottom-up budgeting

Back 35

a budget-setting approach that requires managers to prepare their own departmental budgets for approval by upper-level managers

Front 36

bounded rationality

Back 36

concept that a person has limited ability to be rational or logical

Front 37

brainstorming

Back 37

a qualitative technique for generating alternatives or solutions without analyzing or criticizing any of them

Front 38

breakeven analysis

Back 38

procedure used to identify the point at which funds spent (cost of production) and funds received(revenues) will be equal for a specified product, service or approach

Front 39

breakeven point

Back 39

the moment at which the profit and the loss of an element are exactly the same

Front 40

budget

Back 40

a single use plan stipulating the financial resources designated for certain activities that are to be accomplished within a set period of time

Front 41

budget committee

Back 41

a committee made up of senior managers from several functional areas to provide budgetary data and guidance to lower-level managers

Front 42

budget variance

Back 42

the difference between planned and actual amounts of expenses and income

Front 43

budget worksheet

Back 43

a budget setting aid that outlines budget categories used within an org and that provides space for a manager to figure allocations for each category

Front 44

budgeting

Back 44

the process of establishing budgets

Front 45

bureaucracy

Back 45

an org structure according to a rational plan, with well-defined positions, a clear division of labor, and a clear chain of authority

Front 46

business games

Back 46

simulations of realistic organizational situations or problems in which trainees fulfill certain roles or are assigned to make decisions according to information presented to them

Front 47

business-unit strategic plan

Back 47

a strategic plan that outlines the operations of one line of business

Front 48

cafeteria plan

Back 48

a range of benefits from which each employee can select the benefits that best suit his or her lifestyle or preference

Front 49

capacity planning

Back 49

forecasting the demand for various forms and types of products and services, determining how fully an org can meet the level of demand, and, if necessary, evaluating the arranging for supplementary means of fulfilling demand in excess of what the org currently is able to meet

Front 50

capital assets

Back 50

major assets such as buildings, large equipment, heavy machinery and land

Front 51

capital expenditures budget

Back 51

a budget that includes anticipated expenses for acquiring such major assets as buildings, large equipment, heavy machinery and land

Front 52

career

Back 52

a series of job tasks and positions held during a person's working lifetime

Front 53

career anchors

Back 53

a group of values, motives, and abilities that guide a person's career

Front 54

career development

Back 54

the career-related activities that an employee undertakes in order to develop skills, to id strategies, and to realized his or her potential as fully as possible

Front 55

career ladder

Back 55

a specific and formal progression of jobs that are linked one to another and that lead toward upper-level responsibilities within an org

Front 56

career path

Back 56

a route of job progression along which an employee is able to advance systematically through an org

Front 57

career plateau

Back 57

a career level from which an employee is unlikely to be promoted or to move upward in the organizational hierarchy

Front 58

case reserve

Back 58

an estimate of the amount of money that is needed to pay a claim

Front 59

case studies

Back 59

an off-the-job training technique in which conditions and problems are described to a trainee, who must then evaluate the situations and offer solutions

Front 60

cash-flow budget

Back 60

a budget which provides projections of incoming cash flows in order for an org to be certain that it has sufficient cash to meet its ongoing financial obligations

Front 61

cash-flow statement

Back 61

statement that notes the sources of cash or other funds and disbursements of those funds

Front 62

causal modeling

Back 62

a procedure that closely examines past events in assessing cause-and-effect relationships and in making predictions which include the probable effects of changes in any variable

Front 63

central tendency error

Back 63

an evaluation error in which an evaluator tends to avoid the high and low ends of a rating scale and gives most employee performance ratings in the middle of a scale

Front 64

centralization

Back 64

concentration of authority and power at top organizational levels

Front 65

certainty

Back 65

a condition which indicates that a decision maker has been able to gather all the info req to make a specific decision

Front 66

chain

Back 66

a communication network that involves communication flowing from one person directly to another person, and thence to a third person, and so on

Front 67

chain of command

Back 67

the unbroken line of authority that connects all organization employees

Front 68

change agent

Back 68

a person or group that is given responsibility for leading an org through a planned change

Front 69

changing

Back 69

in the Lewin model of change, the implementation of a desired transformation and the decision as to whether the change produces effective behavior or results

Front 70

channel

Back 70

a means of trasmitting encoded meaning

Front 71

circle

Back 71

a communication network that enables each member of the network to transfer info directly to 2 other members of the network

Front 72

claim appraisal codes

Back 72

numerical listings of correct and incorrect actions relating to claim handling

Front 73

claim department

Back 73

an organizational structure that functions to consider and handle claims

Front 74

claim generalist

Back 74

a claim examiner whose assigned responsibilities cover a broad spectrum and whose training is generalized

Front 75

claim manager

Back 75

the person responsible for directing the activities of the claim department

Front 76

claim philosophy

Back 76

a company's attitude toward processing and paying claims

Front 77

claim specialist

Back 77

a claim examiner whose assigned responsibilities fall within a narrow range and whose training is specialized

Front 78

classical design

Back 78

an approach to organizational design which defines universal principles and determines specific approaches that could be used to guide the design of organizations

Front 79

classical management theory

Back 79

a theory focused on discovering logical, rational techniques to increase the efficiency of an org's production of goods and services

Front 80

classical model of decision making

Back 80

a model based on the assumptions that the best decision in any situation is one that is economically sound for the org, strives to fulfill stated, well defined organizational objectives, is based on logic and reason, and is made under conditions of certainty

Front 81

classical departmentalization

Back 81

the grouping of work activities according to the need to respond to certain clients or categories of clients

Front 82

closed recruitment

Back 82

a recruitment process that allows a manager to choose, from current employees, the type of persons, and sometimes the specific individual, whom the manager wants to fill a vacant position

Front 83

closed system

Back 83

a system that does not interact with its environment

Front 84

cluster

Back 84

a grapevine communication pattern that is produced as persons pass on info to the co-workers in their cluster of friends and acquaintances, usually in a fairly predictable order

Front 85

coaching

Back 85

a specialized career development activity that provides an employee with an opportunity to spend time working with a manager whom the employee is being prepared to replace

Front 86

coercion

Back 86

forcing employees to accept a change by threatening to fire them, to transfer them to undesirable locations, or to give them poor performance evaluations

Front 87

coercive power

Back 87

power that is based on a leader's ability to punish another person

Front 88

cognitive test

Back 88

a type of employment test that evaluates candidates' ability to learn and reason

Front 89

cohesiveness

Back 89

the tendency of group members to feel loyal to one another, to want to remain in the group, to want to preserve the group, and to resist the influences of non-members

Front 90

collectivity stage

Back 90

the stage of the org life cycle in which a rapidly growing org creates some departments or divisions and establishes some regulations, but generally remains informal

Front 91

command group

Back 91

a functional group made up of managers and their subordinates

Front 92

commission plan

Back 92

a compensation plan in which an employee's pay is based on the quantity of products and services sold or produces

Front 93

commitment

Back 93

agreement with a leader's viewpoint and a willingness to fulfill a leader's expectations

Front 94

communication

Back 94

the transmission of information from one person to another person, or from one group or department to another

Front 95

comparable worth

Back 95

a concept which focuses on the question of equitable pay given for jobs that may differ in content, but that require comparable skills, abilities, and knowledge

Front 96

compliance

Back 96

acceptance of a leader's direction, although not with enthusiasm

Front 97

compressed workweek

Back 97

a type of job scheduling in which employees are generally scheduled for fewer work days and longer periods of work time each day

Front 98

compromise

Back 98

a method of reducing or resolving conflict that involves achieving consent by having each party make concessions to the other

Front 99

computer-based training (CBT)

Back 99

training that uses a computer terminal and monitor to present facts, problems, or questions to a participant

Front 100

computerized spreadsheet

Back 100

a tool that allows creation of matrix structure and performance of mathematical operations on stored data

Front 101

concurrent control

Back 101

a type of control that measures and evaluates an activity in progress to assess how consistent the activity is with performance standards

Front 102

conference method

Back 102

an off-the-job training technique that requires trainees to participate in small groups, with a trainer present to provide feedback and guidance, but not to take charge of the conference

Front 103

conflict

Back 103

any type of opposition or antagonistic interaction between 2 or more parties

Front 104

consensus

Back 104

a method of reducing or resolving conflict that involves discovering a resolution which is best in the situation, rather than trying to allow one side to win

Front 105

consideration

Back 105

the concern that a leader shows for developing a warm, trusting, and supportive work atmosphere for subordinates

Front 106

consolidation

Back 106

the combination of 2 companies in order to form a 3rd company

Front 107

consultant

Back 107

an industry expert who is not a member of a particular org and who has no vested interest in any aspect or division of that org

Front 108

content plateau

Back 108

a plateau in which an employee has learned every aspect of a current job, with the result that work activities may become routine and unchallenging

Front 109

content theories of motivation

Back 109

theories that focus on understanding people's underlying needs and the ways those needs energize and motivate people to act in certain ways

Front 110

content validity

Back 110

a type of test validity determined by the degree to which a test's contents reflect the actual content or requirements of a job

Front 111

contingency approach to management

Back 111

a management approach that assesses various options and matches a chosen solution with the demands of a specific situation

Front 112

contingency design

Back 112

a flexible organizational design approach that considers the variables present in a specific situation and the effects of various solutions to management problems

Front 113

contingency plan

Back 113

a course of action that can be taken if certain, usually undesirable, events occur

Front 114

continuous schedule of reinforcement

Back 114

reinforcement of a behavior everytime it is shown

Front 115

contract manager

Back 115

a leased senior-level employee who oversees a specific facet of a co's operations for a certain period of time

Front 116

control system

Back 116

a series of procedures or steps that an org uses in order to monitor organizational activities and to correct deviations or flaws

Front 117

control tools

Back 117

procedures or techniques that permit managers to measure an org's progress toward its objectives and to make appropriate corrections

Front 118

controlling

Back 118

a process of monitoring and correcting the progress of an org toward its stated objectives

Front 119

co-optation

Back 119

the disarming of resistant employees by absorbing them into a group and by giving a key resister a position of leadership so as to defuse animosity

Front 120

coordinating

Back 120

defined by Henri Fayol as the process of establishing harmonious relationships between the resources and the activities of an org to ensure that the org reaches its desired goals

Front 121

coordination

Back 121

a process of integrating various functions of interdependent subunits within an org so that those subunits may work together smoothly

Front 122

core benefits

Back 122

the nonoptional benefits that are provided by an employer and that every employee must accept

Front 123

core job dimensions

Back 123

the components - skill variety, task identity, task significance, task autonomy, and job feedback-that are necessary for positive results in a job

Front 124

corporate-level strategic plan

Back 124

a strategic plan which outlines and coordinates the operations of an org that contains 2 or more lines of business

Front 125

counseling

Back 125

the act of providing nonevaluative, constructive feedback to individuals

Front 126

criterion validity

Back 126

a type of test validity determined by the degree to which people who perform well on the test also perform will on a job and the degree to which people who do poorly on the test also do poorly on the job

Front 127

critical incidents

Back 127

a method of job analysis in which only the work behaviors that result in successful or unsuccessful job performances are noted

Front 128

critical path

Back 128

in a PERT or CPM network, the sequence of in-series activities that require the longest completion time and that provide for no slack time

Front 129

critical path method(CPM)

Back 129

a work scheduling technique in which a manager plots out the essential steps to complete a project

Front 130

critical psychological states

Back 130

frame of mind resulting from the presence in a job of each of the core job dimensions; these state include meaningfulness of work, responsibility for work outcomes, and knowledge of work results

Front 131

culture

Back 131

the underlying norms, values, attitudes, beliefs, and knowledge shared by the persons associated with an org

Front 132

cutback

Back 132

the intentional withdrawal of organizational resources in order to adapt to a business environment that is no longer favorable

Front 133

cybernetic control system

Back 133

a self-regulating system which has built-in devices that provide immediate feedback to a system and that automatically correct deviations from a systems's desired objectives and activities

Front 134

data

Back 134

raw facts, figures, and events that have not yet been analyzed, summarized, or otherwise organized

Front 135

data management

Back 135

the org, arrangement, review, and access of data and info by using a computer

Front 136

debt ratio

Back 136

a type of leverage ratio that is calculated by dividing the org's total liability by its total assets

Front 137

decentralization

Back 137

a method of org in which authority and power are passed down from top organizational levels to successively lower positions in the org

Front 138

decision confirmation

Back 138

the tendency of a decision maker to settle on a decision early in the decision-making process and then to spend the remaining time in justifying the decision rather than in analyzing additional info, revising conclusions, and diligently seeking alternatives

Front 139

decision making

Back 139

the process by which a person analyzes available alternatives and chooses a course of action in responding to a specific situation

Front 140

decision package

Back 140

detailed data about an activity's expenses, revenues, benefits, limitations and other info that will enable managers to compare each activity to other proposed activities and to decide the merits of each activity

Front 141

decision support system (DSS)

Back 141

an interactive, computer-based system that permits users to access and manipulate info and to generate reports using info not routinely available thru an MIS

Front 142

decision tree

Back 142

a qualitative decision-making technique that can assist a manager in evaluating alternatives when decision must be made in sequence

Front 143

decline stage

Back 143

stage of the org life cycle in which an org is no longer able to produce what it was designed to produce, to service what is was designed to service, and to adapt successfully to changes in its environment

Front 144

decoding

Back 144

the translation of a transmitted message back into meaning, which may or may not be the same meaning as that originally encoded and transmitted by the sender

Front 145

delagating

Back 145

in situational leadership, a leadership style in which a manager neither instructs employees on how to do a job nor provides a great deal of emotional support and approval for them

Front 146

delegation

Back 146

the assignment to another person or group of formal authority for carrying out specific activities

Front 147

Delphi Process

Back 147

a means of managing group decision making and forecasting by developing a consensus

Front 148

democratic leadership style

Back 148

a leadership style that includes a tendency to allow subordinates to take part in making decisions

Front 149

demotion

Back 149

the act of moving an employee to a lower level of the organizational hierarchy

Front 150

departmentalization

Back 150

the grouping of similar or related work functions - jobs, activities, or processes - into units, and those units into larger units

Front 151

dependability test

Back 151

a type of employment test that evaluates candidates' job-related attitudes and values

Front 152

descriptive model

Back 152

a management science model that describes events as they exist at a given time, but does not present an optimal action

Front 153

development

Back 153

activity directed toward learning and improving the skills needed for future job performance

Front 154

devil's advocate

Back 154

a person who challenges a group's decision-making process and strongly presents unpopular or minority opinions

Front 155

diagonal communication

Back 155

a type of formal communication that takes place between persons who occupy different horizontal and vertical levels of an organization

Front 156

differentiation

Back 156

a tendency towards fragmentation that creates barriers among the employees and the divisions of an org

Front 157

direct supervision

Back 157

one means of achieving vertical coordination

Front 158

discharge

Back 158

the dismissal of an employee who does not otherwise wish to leave an organization

Front 159

discipline

Back 159

a process of managing employee performance so that employees are encouraged to adhere to organizational rules and procedures

Front 160

disparate impact

Back 160

discrimination that results when any employment procedure, althought applied uniformly, causes a large proportion of job candidates of a protected class to be elimated from consideration

Front 161

disparate treatment

Back 161

discrimination that can result from the creation and application of rules based on sex, race, age, national origin, or other protected factors

Front 162

dissonance reduction

Back 162

the tendency of a decision maker to reduce feelings of emotional disturbance after a decision has been reached by ignoring or forgetting potential risks and uncertainties concerning the decision, and not to monitor the results carefully and thoroughly

Front 163

divestiture

Back 163

the sale of a division or department to another company

Front 164

divisionalized form

Back 164

an organizational form that usually requires large numbers of middle managers who are given broad decision-making authority within their own division

Front 165

driving forces

Back 165

the influences that encourage a change to occur

Front 166

dysfunctional conflict

Back 166

conflict that produces resistance to change, as well as highly charged emotions, political infighting and maneuvering, decreased production, and lack of cohesiveness and cooperation among an org's employees and work units

Front 167

econometric model

Back 167

a series of regression equations solved simultaneously in order to predict large-scale economic changes and the impact of those changes on an organization

Front 168

economic order quantity (EOQ)

Back 168

a mathematical model that enables a decision maker to calculate the optimal amount of inventory to order.

Front 169

effectiveness

Back 169

the quality of taking the correct steps and performing the proper actions to reach organizational objectives

Front 170

employee-centered leader behavior

Back 170

leadership behavior that pays attention to the human aspects and job satisfaction of employees and that involves them in setting and reaching performance goals

Front 171

employee privacy

Back 171

the right of employees to be protected from unwanted disclosure of personal information

Front 172

employee stock option plan(ESOP)

Back 172

an employee benefit where an org's employees are able to buy shares of stock in the org

Front 173

encoding

Back 173

the transformation of meaning into a form that can be communicated

Front 174

entrepreneurial stage

Back 174

the stage of the org life cycle that features creativity and gathering resources

Front 175

environment

Back 175

any elements in a system's surroundings that might affect the system's functioning or activities

Front 176

equal employment opportunity (EEO)

Back 176

Legal requirements for non-discriminatory treatment that apply to almost all public and private organizations

Front 177

equal pay for equal work

Back 177

the payment of equal wages for the performance of jobs that require equal skills, responsibility and effort, and that are performed under similar working conditions in the same establishment

Front 178

equity theory

Back 178

a theory which states that people feel motivated to perform when they belive that their rewards are fair in relation to the rewards given other people

Front 179

error of irrelevant judgment

Back 179

an evalulation error in which an evaluator makes unwarranted, often unconscious, assumptions and judgments about an employee's perf because of the employee's sex, age, race, religion, length of employment, previous perf, political viewpoint, appearance, personality, or some other characteristic or quality that is unrelated to the empolyee's work activities

Front 180

event

Back 180

In PERT or CPM network, a specific goal that represents the point at which one or more activities has been accomplished

Front 181

exception report

Back 181

a report that calls to a manager's attention deviations either above or below the established levels of deviation from a performance standard

Front 182

existence needs

Back 182

according to Alderfer's hierarchy, a person's needs for material and physical entities

Front 183

existence-relatedness-growth (ERG)theory

Back 183

Alderfer's content theory of motivation, focused on 3 kinds of needs grouped into a hierarchy

Front 184

exit interview

Back 184

a meeting in which a manger or HR unit member questions a departing employee about working conditions and about ways of improving problem areas

Front 185

expectancy

Back 185

the event or outcome that a person expects to happen as the result of a certain behavior

Front 186

expectancy theory

Back 186

a theory which states that a person is motivated in proportion to that person's expectations of success in a task or opportunity and desire to accomplish the task or develop the opportunity

Front 187

expense budget

Back 187

the forecasted costs of production in an organization

Front 188

expert power

Back 188

power derived from a person's information, knowledge, and expertise

Front 189

expert system(ES)

Back 189

an information-manipulating system based on established facts and on historical reactions and responses to situations

Front 190

external audit

Back 190

a process of employing an auditor from outside an org to evaluate the org's financial records

Front 191

external recruitment

Back 191

the process of seeking job candicates from outside an organization

Front 192

extinction

Back 192

ignoring an unwanted behavior or withdrawing a desired reward or consequence of that behavior

Front 193

extrinsic reward

Back 193

a payoff that a person receives from the other persons or from an organization

Front 194

feedback

Back 194

communication sent in response to the sender of a message

Front 195

feedback control

Back 195

a type of control that assesses the results of a completed activity, determines the causes of deviations from organizational standards or goals, and applies the findings to plan for future activities

Front 196

financial audit

Back 196

an independent assessment of an org's financial accounts and statements

Front 197

financial budget

Back 197

a budget that presents an org's projected resources of income and the org's plans for spending the income

Front 198

financial ratio

Back 198

a ratio that compares the numbers in 2 sets of financial results

Front 199

financial resources

Back 199

a type of organizational resource consisting of the funds used to pay for both the immediate and the long-term operations of an organization

Front 200

financial statements

Back 200

financial control tools that enable an org to evaluate its financial performance and to assess the org's flow of goods and services

Front 201

fixed costs

Back 201

expenses that are not expected to change during the budget period regardless of the amount of business transacted or, in the claims area, the number of claims handled

Front 202

fixed interval schedule of reinforcement

Back 202

a response of behavior at regular, predictable times- at the same times each day, for instance, or on the 15th of each month

Front 203

fixed ratio schedule of reinforcement

Back 203

a response to every "nth" behavior -every 7th, or 50th behavior, for instance

Front 204

flat organization

Back 204

an org in which there are few managerial levels between top-level and bottom-level employees

Front 205

flexible budget

Back 205

a budget that includes fixed and variable costs and the circumstances under which variable costs would be expected to change

Front 206

flextime

Back 206

a type of job scheduling that permits employees to select their work hours in accordance with their personal preferences

Front 207

focused audit

Back 207

an analysis of claims that are selected by claim type, claim disposition, benefit application, group policy, or other specifically identified criteria, without regard to the individual employees who handled the claims

Front 208

force field analysis

Back 208

a model of change which states that change results from the competition between 2 types of forces: driving forces and restraining forces

Front 209

forecast reports

Back 209

predictions based on the use of predictive models that focus on specific organizational problems and opportunities

Front 210

forecasting

Back 210

the process of making organizational and environmental predictions based on available information

Front 211

formal authority theory

Back 211

a management theory that authority exists because some person or group has conferred it on the person holding the authority

Front 212

formal group

Back 212

a group, including appointed or official leaders, that is created in order to produce work

Front 213

formal organization

Back 213

the established org structures, including functional, product, client, territorial, process, time, project, hybrid, matrix, network

Front 214

formalization and control stage

Back 214

the stage of the org life cycle in which an org has grown large and the orginizational form is more bureaucratic than it was in earlier stages, with more prescribed rules and regulations and a definite hierarchy of relationships

Front 215

friendship group

Back 215

a type of informal group that evolves because its members enjoy each other's company

Front 216

frustration regression

Back 216

the act of falling back to focus on lower-level needs instead of continuing to try to satisfy upper-level needs

Front 217

full support

Back 217

a favorable reaction to change in which an employee provides leadership for other employees in implementing a change

Front 218

functional authority

Back 218

the right of an employee to determine other employees' or departments' tasks and activities that are related to the employee's responsibilities

Front 219

functional conflict

Back 219

conflict that tends to encourage creativity, effective decision making, and increased effort and production, and to aid the personal development and
job-related maturity of persons within an organization

Front 220

functional departmentalization

Back 220

the grouping of work that has common functions or similar activities

Front 221

function foremanship

Back 221

a distince division of labor between management and workers, with managers taking responsibility for planning the work and determining workers' job assignments; proposed by Frederick W. Taylor

Front 222

functional-level strategic plan

Back 222

a basis for managing the operations of a specific division or department within an organization

Front 223

game theory

Back 223

a theory which helps a decision maker to make predictions about the effects of an org's actions on that org's competitors and especially to predict the actions that competitors will take in response

Front 224

Gantt chart

Back 224

a graphic scheduling technique that enables a manager to plan and control production; developed by Henry L. Gantt

Front 225

glossary of budget terms

Back 225

a document that lists and defines budget-related terms used within an organization

Front 226

goal acceptance

Back 226

the degree to which a person agrees that a certain goal is his or her own responsibility

Front 227

goal assignment

Back 227

the act of specifying a goal as the responsibility of a certain unit or individual

Front 228

goal commitment

Back 228

the degree to which a person is determined to accomplish a certain goal

Front 229

goal displacement

Back 229

the establishment of easily quantified, but less important goals instead of less quantifiable, but more important goals

Front 230

goal theory

Back 230

a theory which states that an org can motivate employees by setting certain types of goals for them

Front 231

goals

Back 231

the conditions or targets that a manager expects to reach

Front 232

gossip

Back 232

a grapevine communication pattern that is produced when one individual selects other people and passes info to each of them, one at a time

Front 233

grapevine

Back 233

a communication network that is the primary means of informal communication

Front 234

graphic rating scale

Back 234

a series of performance standards accompanied by a scale on which an employee is to be rated

Front 235

grievance procedure

Back 235

a means by which employees can report on-the-job problems and can receive prompt, adequate assistance with them

Front 236

group

Back 236

2 or more persons who have a shared identity or purpose

Front 237

groupthink

Back 237

a tendency to hurry toward compromise or consensus instead of taking the time to devise the best possible solution

Front 238

growth needs

Back 238

according to Alderfer's hierarchy, a person's needs for competence, personal growth, creativity, and development of potential

Front 239

guaranteed piecework plan

Back 239

a plan that provides a specified and guaranteed minimum amount of compensation for an employee who produces a specified number of units or items within a certain period of time

Front 240

halo error

Back 240

an evaluation error in which an evaluator allows an employee's high or low performance in one area to influence the ratings given for the other areas in a performance appraisal

Front 241

hardware

Back 241

a computer's physical components, including electronic circuits, memory, input/output devices, and devices for storing information

Front 242

Hawthorne effect

Back 242

workers feel a strong incentive to increase their productivity when they perceive that managers are paying special attention to the workers and are concerned about the workers' well-being

Front 243

hierarchy of needs

Back 243

Maslow's hypothesis of motivation that includes 5 levels of human needs, arranged in a hierarchy

Front 244

hierarchy of relationships

Back 244

the ways in which every employee in the org is linked to other employees and to the org's chief executive officer

Front 245

high power distance

Back 245

a high degree of inequality among levels, departments, and employees in an organization

Front 246

high specialization

Back 246

characteristic of a job in which an individual focuses on one or a small number of organizational tasks

Front 247

high uncertainty avoidance

Back 247

the preference among employees for specific instructions and definite goals and procedures rather than an unstructured, unpredictable work environment

Front 248

holding costs

Back 248

the expenses associated with handling, storing, and financing materials

Front 249

horizontal communication

Back 249

a type of formal communication that flows between groups or individuals who are on the same level of the organizational hierarchy

Front 250

horizontal coordination

Back 250

integration between units or on one hierarchial level of an organization

Front 251

human relations movement

Back 251

a movement that encourages managers to be responsive to the needs of employees

Front 252

human resource management

Back 252

the process of developing and following a comprehensive approach in order to meet an org's present and futher staffing needs

Front 253

human resource planning

Back 253

a process by which an org develops a strategy for providing adequate numbers of employees to fill the org's present and future needs

Front 254

human resources

Back 254

a type of organizational resource consisting of the managerial talent and the labor of persons employed withing an org, as well as consultants, investigators, and other people from outside the organization

Front 255

hybrid control

Back 255

a type of control that enables a manager to evaluate various aspects of work at different stages in a production process

Front 256

hygiene factors

Back 256

the elements that satisfy hygiene needs, including the pleasantness of the workspace, the working conditions, the co-workers and social interactions, the supervisors, job safety and security, and pay, benefits, and other rewards

Front 257

hygiene needs

Back 257

needs that are present in experiences in which people do not feel motivated to perform especially well

Front 258

image processing

Back 258

using a scanning process to transfer the image of a paper document into electronic data

Front 259

immediate implementation

Back 259

the change from a current MIS to a new MIS at a given moment or on a given day - or, if no system was in place, beginning operation of an MIS at a given point

Front 260

in-basket test

Back 260

a work sample test in which a job candidate is given the contents of an in-basket - letters, memos, telephone messages, reports, and other items - and is allowed a limited time, usually 1 or 2 hours, in which to handle each of the items in an appropriate way

Front 261

incident method

Back 261

an off-the-job training technique that is similar to the case studies method, but offers a trainee only an outline of a situation without including necessary details

Front 262

income statement

Back 262

a summary of an org's financial conditions and the amount of profit or loss over a period of time, such as a month, a quarter or a year

Front 263

inconsistent evaluation

Back 263

a performance evaluation error that occurs with terms on an evaluation form are not precisely defined, so that various evaluators render differing judgments of employees performing at the same level

Front 264

incrementalizing

Back 264

making a minor revision in an existing attribute, approach, or procedure, rather than approaching a problem or an opportunity from the viewpoint of gathering broad-based info and developing the best resolution, regardless of how much or how little that resolution resembles the existing situation

Front 265

individual-group conflict

Back 265

conflict that results when one person is opposed to or is opposed by the standards or goals of a work group, such as a team, a committee, or a department

Front 266

influence

Back 266

the ability to effect desired changes in people and situations; may be accomplished by exercising authority, by exercising power, or by interacting effectively with other people even in the absence of authority or power

Front 267

informal group

Back 267

a group that evolves spontaneously within an organization in order to satisfy needs for friendship and esteem

Front 268

informal organization

Back 268

the unofficial relationships that result from the individual and group needs of organizational members

Front 269

information

Back 269

the result of data analysis processes that render data meaningful and usable

Front 270

information resources

Back 270

a type of organizational resource consisting of data organized or processed into information that can be used to gain knowledge and to make decisions

Front 271

initiating structure

Back 271

the degree to which a leader organizes the work activities that lead toward a goal and then specifies what each group member shall do in helping to reach the goal

Front 272

input

Back 272

any information or element that can enter or that can be entered into a system (or, in a closed system, that already exists within a system)

Front 273

integrated command authority

Back 273

authority that enables each of several employees to report to his or her usual supervisor and to another supervisor in charge of a project or job

Front 274

integrating manager

Back 274

a manager who serves full-time to coordinate the activities of several interdependent work areas

Front 275

integration

Back 275

a tendency toward standardization, cooperation, and collaboration among the employees and the divisions of an organization

Front 276

interdependence

Back 276

the degree to which subunits rely on each other for the resources and info required to perform each subunit's respective work tasks

Front 277

interest group

Back 277

a type of informal group that generally develops because the member share a common interest such as a hobby or game, sport, political concern, or community activity

Front 278

intergroup conflict

Back 278

conflict that occurs when 2 or more groups within an org come into conflict with each other

Front 279

inter-individual conflict

Back 279

conflict produced when 2 or more persons in an organization oppose each other

Front 280

intermittent schedule of reinforcement

Back 280

reinforcement that provides approval or disapproval for performance from time to time or from action to action

Front 281

internal audit

Back 281

a process of using an org's own employees to evaluate the org's financial records

Front 282

internal recruitment

Back 282

the process of searching among the current employees of an org for candidates to fill jobs

Front 283

interorganizational conflict

Back 283

conflict produced when an org comes into conflict with other organizations

Front 284

inter-role conflict

Back 284

a conflict that occurs when a person who fills several roles both inside and outside an org cannot fulfill all the demands of those roles

Front 285

intersender conflict

Back 285

conflict that results when the orders sent from one individual or org conflict with the orders from another individual or group

Front 286

intervention

Back 286

a planned action that can correct an observed deficiency and that can effect a desired behavioral change within org members

Front 287

intrapreneur

Back 287

a person who recognizes a needed change within an org and takes steps to design and implement that change

Front 288

intrasender conflict

Back 288

conflict which results when one person gives incompatible orders to another

Front 289

intrinsic reward

Back 289

a payoff that is experienced internally and that a person gives to himself or herself

Front 290

inventory

Back 290

the equipment and supplies kept on hand in order to perform needed work processes

Front 291

inventory control

Back 291

a process of ascertaining optimal levels of each type of item in an org's inventory and maintaining inventory at those levels

Front 292

inventory model

Back 292

a model that aids a manager in establishing optimal levels of inventory to maintain

Front 293

inventory record file

Back 293

info concerning each item held in an org's inventory - its cost, location, degree of readiness to be used, and so on

Front 294

job

Back 294

a group of responsibilities for which one person is accountable

Front 295

job aid

Back 295

a checklist, procedure guide, manual, or other item used for reference at work

Front 296

job analysis

Back 296

the process of systematically collecting and evaluating information about jobs

Front 297

job-centered leader behavior

Back 297

leadership behavior that monitors, controls, and supervises employees, using legitimate, reward, and coercive power

Front 298

job characteristics model

Back 298

an approach to job design which states that a job can be evaluated according to five core job dimensions, which then theoretically produce critical psychologic states affecting employees' attitudes and work performance

Front 299

job depth

Back 299

the degree to which an employee can influence work tasks and can plan and control various aspects of those tasks

Front 300

job description

Back 300

a written summary of the tasks, responsibilities, and accountabilities expected of a person who holds a specific job , as well as of the education, experience, and skills that the employee needs

Front 301

job design

Back 301

the process of specifying the content of a job

Front 302

job enlargement

Back 302

the process of adding a larger number of work tasks to a job

Front 303

job enrichment

Back 303

the process of providing an employee with greater degree of self-management, enabling the employee to assume greater responsibility and authority, as well as increased task autonomy

Front 304

job evaluation

Back 304

a process of evaluating the relative responsibilities and the relative worth of various jobs for compensation purposes

Front 305

job feed back

Back 305

the degree to which a job permits an employee to receive direct, immediate information about work performance

Front 306

job forecasting

Back 306

a process that enables an org to evaluate information about future staffing requirements and jobs, and to make both long-term and short-term predictions about staffing needs

Front 307

job posting

Back 307

the announcement of vacant positions by publicizing the availability of a job and its characteristics adn requirements to all current employees in an organization

Front 308

job rotation

Back 308

a method of on-the-job training that involves moving an employee from one job to another at regular intervals in order to enable the employee to develop expertise in a variety of jobs

Front 309

job scope

Back 309

the number of activities included in a certain job and the frequency with which each activity is repeated

Front 310

job sharing

Back 310

a type of job scheduling which involves dividing a full-time position into 2 or more part-time positions that are filled by 2 or more employees

Front 311

job specification

Back 311

a brief summary of the experience, skills, credentials and personal qualities and traits required of a person holding a certain job

Front 312

junior boards

Back 312

a process of gathering a group of management trainees into a 'junior' board of directors, whose purpose is to learn management skills and, as a group, to make specific recommendations on top-level actions affecting an organization

Front 313

just-in-time (JIT)

Back 313

a system which attempts to reduce the amount of inactive inventory that an org keeps in storage for future orders

Front 314

laissez-faire leadership style

Back 314

a leadership style in which a manager does not become involved in the work processes or in directing employees

Front 315

lateral transfer

Back 315

the act of moving an employee from one position in an org to another position at the same level of the hierarchy

Front 316

law of effect

Back 316

the basic assumption that underlies the reinforcement theory of motivation; states that people tend to repeat behavior which has produced desireable effects and to avoid or to inhibit behavior which has produced undesirable effects

Front 317

layoff

Back 317

a type of separation that results when an org has no work for an employee to perform and expects to recall the employee when work becomes available

Front 318

leader match training

Back 318

a training program that is designed to help managers fit their leadership style to the requirements of specific task situations

Front 319

leadership

Back 319

the processs of influencing other people to attain specified goals

Front 320

leadership continuum

Back 320

defined by Tannenbaum and Schmidt as behaviors ranging from authoritarian behavior to participative behavior

Front 321

leadership substitute

Back 321

any element that negates the need for leadership

Front 322

leading

Back 322

a process of directing and influencing the work of others and of motivating them to perform at their highest level of capability in attaining organizational objectives

Front 323

learning objectives

Back 323

specific statements of the desired outcomes or results of training and development activities

Front 324

leased workers

Back 324

temporary employees obtained through an employment-leasing agency

Front 325

lecture method

Back 325

training that involves persenting info to employees who attend class sessions

Front 326

legitimate power

Back 326

power that is created when a subordinate acknowledges a leader's right to exercise power

Front 327

leverage ratio

Back 327

a ratio used to determine the amount of debt incurred by an org and the org's ability to pay its long-term debt obligations

Front 328

Lewin model of change

Back 328

a change model stating that the process of permanent change includes 3 sequential steps termed unfreezing, changing and refreezing

Front 329

life and career planning

Back 329

a self-analysis of strengths and weaknesses, along with discussions with a career counselor of the job-related ways in which an individual may take advantage of strengths and minimize weaknesses

Front 330

line authority

Back 330

direct authority exercised over subordinates

Front 331

line positions

Back 331

positions lying directly on the chain of command, beginning with the person or group at the top of an org's hierarch of relationships

Front 332

linear programming

Back 332

a management science model used to determine the optimal location of resources among competing areas of an org so as to reach specified goals and objectives

Front 333

linking pin roles

Back 333

important, flexible communication conduits among various levels and groups of an organization

Front 334

liquidation

Back 334

the closing down of all organizational activities, converting all of the org's assets to cash, and using the cash to pay as many of the org's creditors as possible

Front 335

liquidity

Back 335

an org's ability to sell or otherwise convert its assets into cash quickly without loss of income or principal

Front 336

liquidity ratio

Back 336

a ratio used to assess an org's ability to pay its current obligations as they become due

Front 337

loss ratio

Back 337

used in group insurance to identify the portion of income (earned prem) used to pay benefits to insureds (incurred claims);figured by dividing incurred claims by earned premium

Front 338

low power distance

Back 338

a high degree of equality among organizational areas and employees in an org

Front 339

low specialization

Back 339

characteristic of a job involving many, varying organizational tasks

Front 340

low uncertainty avoidance

Back 340

tolerance among employees of unstructure, unpredictable work situation and generalized, indefinite procedures and goals

Front 341

machine bureaucracy

Back 341

an organizational form that is best suited to a simple, stable environment; includes a large technostructure and support staff, rigid patterns of authority, a high degree of work specialization, and narrow spans of management

Front 342

maintenance schedule

Back 342

a type of schedule which specifies the care that must be given to equipment in order for it to function at optimal levels

Front 343

management

Back 343

a process of directing the use of organizational resources in order to accomplish specific organizational goals or objectives

Front 344

management by exception (MBE)

Back 344

a control technique whereby a manager is notified only when performance exceeds or falls below specified levels of deviation from a performance standard

Front 345

management by objectives (MBO)

Back 345

a management approach that involves employees in planning and controlling work activities

Front 346

management information systems (MIS)

Back 346

a system designed to collect, organize, and distribute info for use by managers in decision making and in other management functions

Front 347

management science

Back 347

a discipline that applies quantitative models, tools and techniques to the anaylsis and solution of business decision problems

Front 348

management theory

Back 348

the body of principles that explain the practice of management

Front 349

manager

Back 349

a person in an org who directs the use of all or part of the org's resources in order to fulfill the org's goals

Front 350

managerial control

Back 350

a level of control which provides tools to measure the performance of employees and the adequacy of the other resources so that functional areas of a business can achieve their goals and fulfill objectives

Front 351

Managerial Grid

Back 351

a formal approach to team building that enables managers to evaluate and plan improvements in their style of management

Front 352

manipulation

Back 352

the withholding, controlling, or distorting of info about a change

Front 353

manipulation of numbers

Back 353

calculations performed on info that is entered on a spreadsheet

Front 354

master production schedule

Back 354

a type of schedule that is used to coordinate the scheduling and control functions associated with production planning and that includes every item of info and every step included in the production of a product or service

Front 355

material requirements planning (MRP)

Back 355

a technique for simultaneously keeping track of multiple inventory transactions, including the ordering, storage, and use of numerous items of equipment and materials, especially items used in certain cycles of production

Front 356

matrix approach (to departmentalization)

Back 356

a flexible departmentalization system that allows an org to blend the efforts of employees from 2 or more organizational areas or divisions

Front 357

maximizing

Back 357

finding a solution that fulfills the max number of objectives established for a situation

Front 358

meaning

Back 358

a concept or idea that one person or group wants another person or group to receive

Front 359

mechanistic design

Back 359

an organizational design that features highly specialized tasks, specific definition of work roles, strong hierarchies, and primarily vertical communications

Front 360

mediation

Back 360

the process of using a third-party negotiator in order to reduce or resolve conflict

Front 361

mentor

Back 361

an experienced employee who serves as host, friend, and advisor, and sometimes a trainier, for a new employee

Front 362

merit pay

Back 362

an increase in compensation awarded to an employee soley on the basis of that employee's work performance

Front 363

middle line

Back 363

middle- and lower-level managers

Front 364

mission statement

Back 364

a statement that is based on an org's purpose and that defines the org's intended function

Front 365

model

Back 365

a mathematical representation of the interrelationship of a problem's variables

Front 366

motivation

Back 366

a process of arousing a need for a certain behavior, direction that behavior, and ensuring that the behavior continues for the desired length of time

Front 367

motivator needs

Back 367

needs that are present in experiences in which people feel motivated to perform at their fullest potential

Front 368

motivators

Back 368

task-related elements - such as recognition, responsibility, growth, advancement, and achievement - that satisfy motivator needs

Front 369

narrative assessment

Back 369

a detailed description, with examples, of an employee's performance in relation to the goals that have been set for that employee

Front 370

narrow span of control

Back 370

an organizational structure in which few employees report to a single manager

Front 371

natural language processing

Back 371

a feature of artificial intelligence systems that allows users to interact easily with a computer by using human language instead of machine language or computer language

Front 372

need for achievement

Back 372

the need to set high personal standards and to master fairly difficult, complex tasks as rapidly and as independently as is possible

Front 373

need for affiliation

Back 373

the need to form and maintain warm, friendly relationships with other people, as well to avoid conflict with them

Front 374

need for power

Back 374

the need to have control and authority over other people and to be responsible for them

Front 375

network organization

Back 375

an organizational structure in which an organization uses vendors and suppliers outside the org to perform specific business functions, such as marketing or distributing products, or recruiting employees

Front 376

noise

Back 376

any disruption of meaning in the communication process

Front 377

nominal group technique

Back 377

a decision-making technique that attempts to ensure equal opportunity to participate in the decision-making process of a group

Front 378

noncompetitive work clause

Back 378

an agreement between an org and a consultant specifying that the consultant will not perform similar functions for a competitor of the org for a certain period of time

Front 379

noncybernetic control system

Back 379

a system which must be monitored, usually by managers who use their discretion to make decisions about designing activities that will fulfill organizational goals

Front 380

non-interference

Back 380

a favorable reaction to change in which an employee feels neutral and shows no overt resistance to change, but does not help to implement change

Front 381

nonprogrammed decision

Back 381

a decision generally made concerning unusual, nonrecurring, or exceptional situations for which no rules, procedures, or policies have been established or are fully applicable

Front 382

normative model

Back 382

a management science model which describes the optimal action that should be taken in a situation

Front 383

ombudsperson

Back 383

a complaint official from the employee ranks who serves to convey to top management the other employees' comments and grievances about work-related activities

Front 384

on-demand reports

Back 384

reports provided when a member of an org requests specific info derived from an MIS

Front 385

ongoing part-time

Back 385

a work scheduling approach that enables an employee to be employed on a continuous basis, but to work only during morning or evening hours, or only on weekends

Front 386

on-the-job training (OJT)

Back 386

training provided while participants remain in the workplace and continue to perform most of their usual duties

Front 387

open-door policy

Back 387

a communication policy in which supervisors encourage employees to enter their offices at almost any time to voice their opinions, objections, complaints, compliments, and any other information they care to convey

Front 388

open recruitment

Back 388

a recruitment process that involves publicizing openings within an org and encouraging any presently employed person to apply for an available position

Front 389

open system

Back 389

a system that interacts with its environment

Front 390

operating budget

Back 390

a budget that outlines the financial plan for each unit or dept of an org and that includes dollar figures for the goods and services which are expected to be consumed by each organizational unit

Front 391

operating core

Back 391

employees who directly produce goods and services

Front 392

operational control

Back 392

a level of control that is concerned primarily with overseeing the day-to-day work of individuals and groups

Front 393

operational planning

Back 393

a sequence of specific approaches that will implement strategic plans

Front 394

operations

Back 394

the specified manipulations of an input in order to produce desired output

Front 395

operations management

Back 395

the process of designing, operating, and controlling resource-transforming systems

Front 396

optimizing

Back 396

finding the best possible solution for a situation

Front 397

ordering costs

Back 397

the expenses that are associated with placing orders for materials and that generally include the cost of the work time of the employee who orders materials, as well as postage, telephone, and other telecommunication expenses

Front 398

organic design

Back 398

an organizational design which features interdependent tasks, more group work than individual work generalized definition of work roles, a network structure rather than a hierarchy, and both vertical and horizontal communication

Front 399

organization chart

Back 399

a diagram of an org's structure showing the authority-responsibility relationships between superiors and their subordinates in the departments or other units within the organization

Front 400

organization development (OD)

Back 400

the process of using interpersonal and group interactions to make fundamental, planned changes in an org's culture, systems and behavior

Front 401

organizational change

Back 401

the process of defining, developing and adopting a new approach or concept in an organization

Front 402

organizational design

Back 402

the unique ways in which an org's elements relate to one another

Front 403

organizational goals

Back 403

statements that are based on on org's mission statements and that express strategic goals and organizational objectives

Front 404

organizational purpose

Back 404

a reason of existence of an organization

Front 405

organizational resources

Back 405

elements such as financial resources, physical resources, info resources and human resources that managers use in management process

Front 406

organizational structure

Back 406

the common elements that all organizations possess

Front 407

organizing

Back 407

a process by which managers coordinate the use of a company's human and physical resources to meet the company's goals

Front 408

orientation

Back 408

the process of introducing new employees to the org's procedures, policies and other employees

Front 409

outplacement counseling

Back 409

counseling which provides career counseling, vocational testing and skills evaluation, and info about job searches, but which does not imply that the present employer is assuming responsibility for finding new employment for a person whose position has been terminated

Front 410

output

Back 410

any info or element that can be generated or produced by a system

Front 411

parallel implementation

Back 411

maintaining a current MIS at the same time that a new MIS is being installed

Front 412

participant diary/log

Back 412

a list of activities that an employee performs during a typical day

Front 413

participating

Back 413

in situational leadership a leadership style that reduces the amount of task behavior while still providing a high degree of relationship behavior

Front 414

participative management

Back 414

the involvement of subordinates in planning and power sharing

Front 415

path-goal theory

Back 415

a leadership model which states that an effective leader provides desireable and meaningful rewards to subordinates, communicates clear goals and directions, provides guidance and training as needed and eliminates barriers that prevent accomplishment of specified goals

Front 416

paths

Back 416

in a PERT or CPM network, the connections between activities and events

Front 417

payoff matrix

Back 417

a qualitative decision-making technique that specifies the value of a series of alternatives

Front 418

people with disabilities

Back 418

persons with any physical or mental disability that substantially limits the persons' major, normal activities, such as walking, speaking, seeing, hearing or learning

Front 419

performance

Back 419

the degree to which a person contributes effectively to the fulfillment of an org's objectives and goals

Front 420

performance appraisal

Back 420

the formal evaluation of an employee's work.

Front 421

performance standard

Back 421

an organizational or departmental goal expressed in objective terms that are as measurable as possible

Front 422

periodic inventory

Back 422

an inventory that accounts for supplies only at specified times-for instance, at the end of a month or a year

Front 423

perpetual inventory

Back 423

a continually updated record of supplies on hand and supplies used

Front 424

perpetuation of past discrimination

Back 424

a result of continuation of an intentional or unintentional discriminatory practice

Front 425

person-role conflict

Back 425

conflict that is the result of a person's own needs or values coming into conflict with the needs or values associated with the workplace

Front 426

personal conflict

Back 426

conflict that occurs within an individual

Front 427

personal staff

Back 427

a group of employees who provide assistance, research support, and counsel to an individual manager or to a department or other subunit, rather than to the org as a whole

Front 428

personalized power

Back 428

the attempt to dominate and to conquer others

Front 429

personnel replacement chart

Back 429

a job forecasting tool that itemizes information of an incumbent and for the person or persons qualified to move into the next higher job position

Front 430

performance

Back 430

the degree to which a person contributes effectively to the fulfillment of an org's objectives and goals

Front 431

phased implementation

Back 431

the implementation of one or more phases of a new MIS at a time, slowly converting from a current system while carefully testing the new procedures to discover and rectify problems

Front 432

physical resources

Back 432

a type of organizational resource consisting of office and production facilities, equipment and raw materials

Front 433

piecework plan

Back 433

compensation based on the amount of work that a person produces

Front 434

plan

Back 434

a statement that specifies ways of allocating, scheduling, or otherwise using organizational resources in fulfilling goals

Front 435

planned change

Back 435

change that an org arranges in advance to handle

Front 436

planning

Back 436

a process by which managers set goals and define ways by which organizational goals can be attained

Front 437

point method

Back 437

a job evaluation method that awards points to each job on the basis of its requirements for education and training, physical demands, responsibility, skill, workplace hazards, and any other important factors

Front 438

point-in-time claim history

Back 438

the point at which data from a manual claim handling system is entered into an automated claim handling system

Front 439

policy

Back 439

a standing plan that establishes a broad-based, general approach to guide decision making

Front 440

pooled interdependence

Back 440

interdependence that results when organizational subunits operate independently of each other in fulfilling their usual work tasks, but do not rely on each other to make separate contributions to the well-being of the organization

Front 441

positive reinforcement

Back 441

the provision of a pleasant consequence when a person has performed a desired behavior so that the person will be more likely to repeat the desired behavior

Front 442

postponing

Back 442

a conflict management technique that involves adopting a 'wait and see' attitude or insisting on a lengthy, due-process approach to a conflict

Front 443

power

Back 443

the ability to accomplish goals and to change the behavior or attitude of individuals, groups, or organizations

Front 444

preliminary control

Back 444

a type of control instituted before an org's activities begin; its purpose is to anticipate problems or complications, and to resolve or eliminate them before the activities start

Front 445

probability

Back 445

a grapevine communication pattern that occurs when one person passes on information to others at random, and each of those persons continues to pass the info at random to other memebers of the organization

Front 446

procedure

Back 446

a detailed standing plan for implementing recurring activities

Front 447

procedures manual

Back 447

a manual specifying the work flow procedures and the standard method used to service each product handled by a work unit

Front 448

process chart

Back 448

a chart that follows the flow of work - inputs and outputs - from one individual or area to another

Front 449

process departmentalization

Back 449

the grouping of all or some of an org's activities according to a work process or according to the equipment required to perform a work process

Front 450

process theories of motivation

Back 450

theories which focus on the goals that individuals are motivated to reach and on the reasons why individuals make choices of behavior and then judge the behavior as successful or unsuccessful

Front 451

product departmentalization

Back 451

the grouping of work activities relating to the development, distribution, and processing of products or services

Front 452

productivity

Back 452

a measure of the degree to which a work system obtains the results for which it was designed

Front 453

professional bureaucracy

Back 453

an organizational form that usually produces nonroutine services rather than tangible products and that is composed of professionals with wide decision-making authority

Front 454

profit budget

Back 454

a budget that presents the difference between expenses and revenues and that shows the gross profit and the net profit expected for an organization

Front 455

profitability

Back 455

an org's ability to earn more money than it spends

Front 456

profitability ratio

Back 456

a ratio used to calculate an org's profits and to reflect the org's overall effectiveness

Front 457

profit-sharing plan

Back 457

distribution of a share of an org's profits to the org's employees

Front 458

program

Back 458

a single-use plan the coordinates a number of activities or projects designed to attain a goal

Front 459

program evaluation and review technique(PERT)

Back 459

a technique that allows a manager to plan and to estimate the completion time for the steps of a project and for an entire project, as well as to monitor and control progress on the project by comparing the estimated completion times to the actual times required

Front 460

programmed decision

Back 460

a decision made according to some established procedure, rule or custom

Front 461

programmed instruction

Back 461

a special type of self-study program that uses either a booklet or a computer to present a participant with a series of sequential, information statements followed by questions and explanations

Front 462

project

Back 462

a single use plan specifying the activities required to reach a goal that is usually less complex and of more limited scope than the typical goal specified in a program

Front 463

project management structure

Back 463

an organizational structure in which employees are assigned to work on a project because of their skills or expertise

Front 464

promotion

Back 464

the act of moving an employee to a higher lever of the organizational hierarchy

Front 465

punishment

Back 465

the imposition of undesirable consequences for undesireable behavior in order to discourage the recurrence of that behavior

Front 466

purchasing

Back 466

the process of obtaining the materials, equipment, and services needed to perform work procedures and to fulfill organizational objectives

Front 467

quality control

Back 467

a process which helps to ensure that an org's products and services conform to the standards established for them

Front 468

quality control ratio

Back 468

the degree of completeness and accuracy of a quality control review for insurance claims

Front 469

quality control review

Back 469

a review that checks the overall performance of employees

Front 470

quality of work life (QWL)

Back 470

the degree to which an org is able to satisfy each employee's important personal needs, particulary the needs for control of work and growth

Front 471

queuing model

Back 471

a type of scheduling model that helps a decison maker to determine the optimal number of waiting lines in situations in which persons or production must wait

Front 472

range of deviation

Back 472

measurable limits above and below a performance standard within which performance is considered acceptable

Front 473

reactive change

Back 473

change that occurs in response to unexpected events

Front 474

realistic job preview (RJP)

Back 474

the presentation of both positive and negative work-related info to applicants before they are hired rather than after they join an organization

Front 475

reality shock

Back 475

a reaction caused by the difference between what a new employee expects to find on the job and what the employee actually encounters

Front 476

rebuilding

Back 476

the incorporation of planned changes in an org in order to provide for carefully controlled growth

Front 477

recency error

Back 477

an evaluation error in which an evaluator tends to base judgments of an employee's performance on the employee's most recent accomplishments or shortcomings rather than on the employee's performance during the entire evaluation peroid

Front 478

reciprocal interdependence

Back 478

interdependence that creates a two-way work relationship in which employees pass an item back and forth between groups during the production process

Front 479

recruitment

Back 479

the process of gathering a group of qualified applicants from whom to select employees

Front 480

reduction in force (RIF)

Back 480

cutbacks in employees and in payroll and other expenditures so as to reduce an org's size and the production or service costs

Front 481

referent power

Back 481

power based on the desire of followers to identify with or to imitate another person

Front 482

refreezing

Back 482

in the Lewin model of change, the support and reinforcement of a change until it becomes the accepted and desired mode of action

Front 483

regression model

Back 483

a type of causal model used to make complex predictions of the effect of a dependent variable on a number of independent variables

Front 484

reinforcement

Back 484

any action or circumstance that tends to cause subsequent behavior to be repeated, avoided, or inhibited

Front 485

reinforcement theory

Back 485

a motivation theory that focuses on the ways in which the results or outcomes of prior behavior affect future behavior

Front 486

relatedness needs

Back 486

according to Alderfer's hierarchy, a person's needs for relationships with other persons

Front 487

relationship behavior

Back 487

in situational leadership, a leader's behavior evidenced by open channels of communication with followers and by the offer of approval, trust, and emotional support

Front 488

reliability

Back 488

a test's consistency in measuring the same traits or abilities in a person who is tested on several occasions

Front 489

research and development department

Back 489

a department assigned to create new approaches, products, and technologies and to initiate change within an organization

Front 490

reservation

Back 490

a favorable reaction to change in which an employee accepts the broad outline of the change but feels threatened or uncertain about some details of it

Front 491

resignation

Back 491

a type of separation that occurs when an employee leaves an org in order to pursue work with another org or to take up an alternative occupation, such as parenting or education

Front 492

resistance

Back 492

a deliberate attempt to avoid following a leader's directions

Front 493

responsibility

Back 493

the obligation to fulfill whatever assignments have been attached to the delegation of authority

Front 494

restraining forces

Back 494

the influences that resist change

Front 495

retirement

Back 495

a type of separation that occurs when and employee withdraws from a position or an occupation usually concluding a career or profession

Front 496

revenue budget

Back 496

a financial document showing the forecasted income of an organization

Front 497

revitalization

Back 497

the act of strengthening an org and enabling it to function as a renewed, competitive entity

Front 498

reward

Back 498

the material or psychological consequences for accomplishment

Front 499

reward system

Back 499

the incentives and approaches by which employees' work performance is defined, measured, and compensated

Front 500

reward power

Back 500

power derived from the ability of a leader to give a reward to another person

Front 501

risk

Back 501

a condition which indicates that a decision maker has access to clear objectives and reasonably accurate, complete info about alternatives, but that the outcomes of the alternatives cannot be accurately predicted

Front 502

role ambiguity

Back 502

conflict that occurs when a person receives vague or insufficient info concerning a work-related task or responsiblity

Front 503

role overload

Back 503

conflict which can result when one person or group receives work assignments from several sources to the extent that all the work cannot be successfully accomplished

Front 504

role playing

Back 504

an off-the-job training technique which engages learners in a simulation technique so that they can act out specified roles, such as that of manager interviewer, supervisor, or employee

Front 505

routine reports

Back 505

routine info that is usually disseminated on a regular basis - hourly, daily, weekly, monthly, and so forth - depending on the need for that type of information

Front 506

rule

Back 506

a designation of a required action

Front 507

satisficing

Back 507

choosing the first alternative that appears to fulfill the minimal criteria established for a decision rather than taking the time to collect every piece of available data, analyze it carefully, and apply logic and rationality in reaching an optimal decision

Front 508

scalar chain

Back 508

a hierarchy of authority extending from top to bottom positions in an organization

Front 509

Scanlon Plan

Back 509

a specific type of profit sharing plan which enables employees to share directly in any profits that an org makes as the result of the employees' suggestions for cost-cutting procedures and equipment

Front 510

scheduling model

Back 510

a model used to determine the optimal time or period when each part of a job should be done

Front 511

scientific management

Back 511

a classical management approach that seeks to determine the most efficient method for completing a task through scientifically studying the work process; structuring
tasks; and selecting, training, and motivating employees

Front 512

self-study certification program

Back 512

a training approach that affords employees an opportunity to learn new, industry-related info, to update their skills and knowledge, and to earn professional designations

Front 513

self-managing work group

Back 513

a group of employees who plan, perform, and manage nearly every aspect of their work

Front 514

selling

Back 514

in situational leadership, a leadership style involving a high proportion of both tasks behavior and relationship behavior

Front 515

semivariable costs

Back 515

expenses that have a fixed component as well as additional components that vary with levels of production

Front 516

sender

Back 516

a person who wants to communicate meaning

Front 517

separation

Back 517

a change in employment status that results from resignation, layoff, retirement or discharge

Front 518

sequencing model

Back 518

a specialized type of scheduling model that helps a decision maker to determine the order of the steps or procedures of work

Front 519

sequential interdependence

Back 519

interdependence that results when one subunit must act before another subunit can act

Front 520

sexual harassment

Back 520

unwanted sexual advances or requests, or any sex-related conversation or behavior that could make an employee of either gender feel uncomfortable

Front 521

simple ranking method

Back 521

performance evaluation method that requires a manager to rank every employee from best to worst on a specified behavior or group of behaviors

Front 522

simple structure

Back 522

an organizational form that uses a functional structure and includes on manager, who is usually the owner of the company and who comprises the strategic apex, as well as a few employees in the operating core, the technostructure, support staff and the middle line are absent or not well defined

Front 523

single-strand

Back 523

a grapevine communication pattern that takes the same form as a chain network in a formal org and enables info to flow direcly from one person to another

Front 524

single use plans

Back 524

plans formulated to handle situations that will probably not recur or that are short term

Front 525

situational leadership theory

Back 525

a flexible approach to leadership by which a leader chooses a leadership style that is based on the level of readiness or employees to assume the responsibilities required by a specific work situation

Front 526

skill variety

Back 526

the degree to which a job enables an employee to use numberous skills and abilities

Front 527

skill-based plan

Back 527

a compensation plan in which an employee is paid more for each advancement in skills or training

Front 528

skills inventory

Back 528

a job forecasting tool that contains information concerning the education, abilities, and work experience of each employee within an organization

Front 529

skunkworks

Back 529

an informal group in which employees work without an org's official establishment or encouragement in order to develop new work-related ideas and procedures

Front 530

slack time

Back 530

in a PERT or CPM network, the amount of delay allowed in specific activities without slowing the entire project so much that it cannot be completed by the desired date

Front 531

smoothing

Back 531

a conflict management technique which emphasizes that a conflict is brief or unimportant, points out areas in which the conflicting parities do or could agree, and attempts to talk one side or group into abandoning the conflict

Front 532

socialization

Back 532

the process of learning about the culture of an organization

Front 533

socialized power

Back 533

power that reflects concern for the development and achievement of common goals within a group

Front 534

software

Back 534

programs and instructions that are sent to a computer to direct the performance of the computer's hardware and programs, program documentation, and the standards or techniques used in programming a computer

Front 535

span of control

Back 535

the number of persons who report to one manager

Front 536

specialization

Back 536

assignment of one worker to perform one task

Front 537

specialized staff

Back 537

staff providing expert assistance and counsel in an area of specialization to the entire org, including both line and staff employees

Front 538

speech recognition program

Back 538

a feature of artificial intellegence syterms that enables a computer to recognize and understand the sounds of human speech

Front 539

split-award method

Back 539

compenstation plan in which an employee receives 2 amounts of money: one is base on the employee's personal contribution to the success of the org, and the other is base on the overall performance of the organization

Front 540

sponsor

Back 540

an individual in an org who has the authority and influence needed to direct and implement a planned change

Front 541

revenue budget

Back 541

a financial document showing the forecasted income of an organization

Front 542

revitalization

Back 542

the act of strengthening an org and enabling it to function as a renewed, competitive entity

Front 543

reward

Back 543

the material or psychological consequences for accomplishment

Front 544

reward system

Back 544

the incentives and approaches by which employees' work performance is defined, measured, and compensated

Front 545

reward power

Back 545

power derived from the ability of a leader to give a reward to another person

Front 546

risk

Back 546

a condition which indicates that a decision maker has access to clear objectives and reasonably accurate, complete information about alternatives, but that the outcomes of the alternatives cannot be accurate predicted

Front 547

role ambiguity

Back 547

conflict that occurs when a person receives vague or insufficient info concerning a work-related task or responsiblity

Front 548

role overload

Back 548

conflict which can result when one person or group receives work assignments from several sources to the extent that all the work cannot be successfully accomplished

Front 549

role playing

Back 549

an off-the-job training technique which engages learners in a simulation of technique so that they can act out specified roles, such as that of manager interviewer, supervisor, or employee

Front 550

routine reports

Back 550

routine info that is usually disseminated on a regular basis - hourly, daily, weekly, monthly, and so forth - depending on the need for that type of information

Front 551

rule

Back 551

a designation of a required action

Front 552

satisficing

Back 552

choosing the first alternative that appears to fulfill the minimal criteria established for a decision rather than taking the time to collect every piece of available data, analyze it carefully, and apply logic and rationality in reaching an optimal decision

Front 553

scalar chain

Back 553

a hierarchy of authority extending from top to bottom positions in an organization

Front 554

Scanlon Plan

Back 554

a specific type of profit sharing plan which enables employees to share directly in any profits that an org makes as the result of the employees' suggestions for cost-cutting procedures and equipment

Front 555

scheduling model

Back 555

a model used to determine the optimal time or period when each part of a job should be done

Front 556

scientific management

Back 556

a classical management approach that seeks to determine the most efficient method for completing a task through scientifically studying the work process; structuring tasks; and selecting, training, and motivating employees

Front 557

self-study certification program

Back 557

a training approach that affords employees an opportunity to learn new, industry-related info, to update their skills and knowledge, and to earn professional designations

Front 558

self-managing work group

Back 558

a group of employees who plan, perform, and manage nearly every aspect of their work

Front 559

selling

Back 559

in situational leadership, a leadership style involving a high proportion of both tasks behavior and relationship behavior

Front 560

semivariable costs

Back 560

expenses that have a fixed component as well as additional components that vary with levels of production

Front 561

sender

Back 561

a person who wants to communicate meaning

Front 562

separation

Back 562

a change in employment status that results from resignation, layoff, retirement or discharge

Front 563

sequencing model

Back 563

a specialized type of scheduling model that helps a decision maker to determine the order of the steps or procedures of work

Front 564

sequential interdependence

Back 564

interdependence that results when one subunit must act before another subunit can act

Front 565

sexual harassment

Back 565

unwanted sexual advances or requests, or any sex-related conversation or behavior that could make an employee of either gender feel uncomfortable

Front 566

simple ranking method

Back 566

performance evaluation method that requires a manager to rank every employee from best to worst on a specified behavior or group of behaviors

Front 567

simple structure

Back 567

an organizational form that uses a functional structure and includes on manager, who is usually the owner of the company and who comprises the strategic apex, as well as a few employees in the operating core; the technostructure, support staff and the middle line are absent or not well defined

Front 568

single-strand

Back 568

a grapevine communication pattern that takes the same form as a chain network in a formal org and enables info to flow direcly from one person to another

Front 569

single use plans

Back 569

plans formulated to handle situations that will probably not recur or that are short-term

Front 570

situational leadership theory

Back 570

a flexible approach to leadership by which a leader chooses a leadership style that is base on the level of readiness of employees to assume the responsibilities required by a specific work situation

Front 571

skill variety

Back 571

the degree to which a job enables an employee to use numerous skills and abilities

Front 572

skill-based plan

Back 572

a compensation plan in which an employee is paid more for each advancement in skills or training

Front 573

skills inventory

Back 573

a job forecasting tool that contains info concerning the education, abilities, and work experience of each employee within an organization

Front 574

skunkworks

Back 574

an informal group in which employees work without an org's official establishment or encouragement in order to develop new work-related ideas and procedures

Front 575

slack time

Back 575

in a PERT or CPM network, the amount of delay allowed in specific activities without slowing the entire project so much that it cannot be completed by the desired date

Front 576

smoothing

Back 576

a conflict management technique which emphasizes that a conflict is brief or unimportant, points out areas in which the conflicting parties do or could agree, and attempts to talk one side or group into abandoning the conflict

Front 577

socialization

Back 577

the process of learning about the culture of an organization

Front 578

socialized power

Back 578

power that reflects concern for the development and achievement of common goals within a group

Front 579

software

Back 579

programs and instructions that are sent to a computer to direct the performance of the computer's hardware and programs, program documentation, and the standards or techniques used in programming a computer

Front 580

span of control

Back 580

the number of persons who report to one manager

Front 581

specialization

Back 581

assignment of one worker to perform one task

Front 582

specialized staff

Back 582

staff providing expert assistance and counsel in an area of specialization to the entire organization, including both line and staff employees

Front 583

speech recognition program

Back 583

a feature of artificial intelligence systems that enables a computer to recognize and understand the sounds of human speech

Front 584

split-award method

Back 584

compensation plan in which an employee receives 2 amounts of money: one is based on the employee's personal contribution to the success of the org, and the other based on the overall performance of the organization

Front 585

sponsor

Back 585

an individual in an org who has the authority and influence needed to direct and implement a planned change

Front 586

stabilization

Back 586

the identification of specific areas of organizational strength and weakness on which to base possible new growth and reorganization, and the maintenance of an org's production at reduced levels while that planning is taking place

Front 587

staff authority

Back 587

authority used to advise other employees and to make recommendations about work tasks

Front 588

staff positions

Back 588

positions held by persons who provide advice and services to persons in line positions

Front 589

stagnation

Back 589

a type of organizational decline in which an org does not produce well in a favorable business environment because of unintentional failures in the org's managerial judgement or performance

Front 590

standard hour plan

Back 590

compensation plan that states an incentive in time units rather than in monetary units

Front 591

standardization

Back 591

the establishment of the same work activities to be accomplished by all subordinates and the institution of the same rules and procedures for all employees

Front 592

standing plans

Back 592

plans formulated to organize activities that occur repeatedly or that are long-term

Front 593

star

Back 593

a communication network that is similar to the circle, but in which each member of the network can communicate with every other member of the network

Front 594

stockout costs

Back 594

the expenses associated with production delays and other problems resulting from inadequate supplies or materials

Front 595

strategic apex

Back 595

top management and their supporting staff

Front 596

strategic control

Back 596

a level of control which involves making sure that all units of an org focus their activities on fulfilling the org's goals

Front 597

strategic goals

Back 597

general statements of an org's future position, relating to the org as a whole, not just its distinct areas or departments

Front 598

strategic plan

Back 598

a formal, long-range plan designed to fulfill organizational goals

Front 599

strategy

Back 599

an org's overall program for specifying and achieving its organizational objectives as well as its response to its environment

Front 600

structural changes

Back 600

revising any of the basic organizational elements or changing an org's overall design

Front 601

structural elaboration stage

Back 601

the stage of the org life cycle that establishes increasingly formal, elaborate controls, including detailed budgets and regulations, and other control mechanisms

Front 602

structural plateau

Back 602

the career level of an employee's last possible promotion

Front 603

structured interview

Back 603

a type of interviewing in which a list of questions that are based on a job description are prepared and are used in interviewing every applicant

Front 604

superordinate goals

Back 604

an org's guiding values that are usually unwritten and that provide a broad concept of the org's ideal direction for the future

Front 605

support staff

Back 605

employees who provide support outside the production of good or services - for instance, maintenance, clerical, legal, consultant, and mailrooms services

Front 606

suppression

Back 606

a conflict management technique that involves invoking specific rules or using authoritarian rule to stifle a conflict

Front 607

survey feedback

Back 607

an information-gathering tool in which each employee takes part in a personal interview or responds to a questionnaire designed to evaluate attitudes, values, and perceptions about work-related topics

Front 608

SWOT analysis

Back 608

organizational assessment of characteristics - strengths, weaknesses, opportunities, and threats, that are important to the formulation of strategic plans

Front 609

synectic approach to decision making

Back 609

a decision making technique in which a solution to a generalized problem is reached by joining together the ideas of a group of participants

Front 610

synectics

Back 610

a process of combining various elements that apparently have little or no relevance to each other

Front 611

synergism

Back 611

an effect which results when 2 or more people interact cooperatively to produce an effect that is greater than the sum of effects that theose people could have produced alone

Front 612

system

Back 612

a group of related parts or units that operate together to achieve a mutual purpose or goal

Front 613

system 1 organization

Back 613

a type of org that is similar to a bureaucracy and is largely job-centered, with top management making most decisions and using authority forcefully to motivate employees

Front 614

system 4 organization

Back 614

a type of org that encourages an employee-centered, interactive managerial approach in which employees at all levels communicate openly and extensively

Front 615

systems approach to management

Back 615

an approach that views an org as a collection of parts which work interdependently to achieve common purposes

Front 616

tactical objectives

Back 616

statements of goals of distinct areas or departments within an organization

Front 617

tall organization

Back 617

an org in which there are many managerial levels between the top-level employees and the bottom-level employees

Front 618

targets

Back 618

the individuals or divisions that are directly affected by a change

Front 619

task autonomy

Back 619

the degree to which a job allows an employee the freedom to schedule work, to determine the procedures used to perform work, and to make decisions concerning work

Front 620

task behavior

Back 620

in situational leadership, a leader's behavior that defines followers' work roles, explains work procedures, and emphasizes the need to complete a job

Front 621

task force

Back 621

a group of employees temporarily assigned to pool their experience and expertise in handling a problem or job

Front 622

task identity

Back 622

the degree to which a job allows an employee to complete a whole, identifiable unit of work

Front 623

task significance

Back 623

the degree to which a job encourages an employee to feel that the work has a substantial effect on the lives, work and well-being of other people

Front 624

team building

Back 624

using teams of employees in order to enhance interaction, cohesiveness, and effectiveness of an org's units

Front 625

team interdependencee

Back 625

interdependence in which subunits perform work interactively rather than transferring work between subunits

Front 626

technological changes

Back 626

combinations of technological changes and structural changes, often used to improve work performance and employee satisfaction

Front 627

technostructure

Back 627

specialists such as researchers, accountants, planners, human resource personnel, and engineers

Front 628

telecommuting

Back 628

a type of job scheduling that enables an employee to use components of an information system to perform work at a location remote from an org's office - usually in the employee's home - and then to transmit the completed work electronically to the org's office

Front 629

telling

Back 629

in situational leadership, a leadership style involving a high proportion of task behavior and a low proportion of relationship behavior

Front 630

termination

Back 630

the cessation of all of an org's activities; the end of employment by either an employer or an employee

Front 631

territorial departmentalization

Back 631

the grouping of activities according to the location of the org's operations

Front 632

theory

Back 632

a set of principles that are used to explain some class of phenomena

Front 633

theory x

Back 633

the faulty assumptions upon which the traditional management practice of scientific management were based

Front 634

theory y

Back 634

a set of attitudes that management could adopt in designing a workplace in which employees would be self-directed and productive

Front 635

theory z

Back 635

a theory that integrates the typical business practices in the US and Japan

Front 636

third-party peacemaking

Back 636

intervention between 2 or more parties -individuals or groups - who are in conflict

Front 637

three-position plan

Back 637

a work rotation plan in which each worker occupies three job positions simultaneously: the worker holds the present job, prepares for promotion to the next job, and serves as a trainier for the person who will replace the worker in the present job

Front 638

time and motion studies

Back 638

studies undertaken in order to observe and time the separate steps necessay to perform a work task; developed by Taylor

Front 639

time departmentalization

Back 639

the grouping of work tasks according to units of time

Front 640

time series analysis

Back 640

a procedure that examines past data for trends, assumes that those trends will continue, and then predicts future events

Front 641

top-down approach

Back 641

an approach to structural change in which upper-level managers use their expertise to devise changes in an org's structure and then direct lower-level employees to implement the changes

Front 642

top-down budgeting

Back 642

a budget-setting approach in which all budgets are prepared by upper-level managers; lower-level managers do not take part in the budget-setting process, but accept budgets imposed by their superiors

Front 643

training

Back 643

activity directed toward learning, maintaining, and improving the skills necessary for current job performance

Front 644

traits

Back 644

a person's characteristics or qualities, such as age, judgment, physical size, cooperativeness, decisiveness, and fluency of speech

Front 645

transformation

Back 645

the complete change of an org's activities from one line of business to another

Front 646

uncertainty

Back 646

a condition which indicates that a decision maker has been able to specify objectives, but that the info required to make a decision is incomplete or only partially accurate, difficult to analyze, or difficult to predict

Front 647

unfreezing

Back 647

in the Lewin model of change, informing an individual or institution that will be affected by a change as to the need for the change

Front 648

unit cost

Back 648

in claim handling, the cost to administer one claim

Front 649

upgrading

Back 649

the education, development, and training of a present employee to perform work duties better or to take on new duties

Front 650

valence

Back 650

the strength of a person's preference for the expected outcome of an action or behavior

Front 651

validity

Back 651

the degree to which a test measures the quality or skill that it was designed to measure

Front 652

variable costs

Back 652

expenses that can vary according to the amount of business transacted

Front 653

variable interval schedule of reinforcement

Back 653

a response to behavior at random times

Front 654

variable merit pay (VMP)

Back 654

an employee is awarded a lump-sum payment at predetermined intervals - annual, semiannually, or monthly, for example. the amount depends on the employee's productivity or on the overall productivity of the group of employees or a department of an organization

Front 655

variable ratio schedule of reinforcement

Back 655

a response after a certain number of behaviors, with the number varying - that is, the reinforcement occurs after a random number of desired behaviors have occurrred, regardless of the length of time between reinforcements

Front 656

venture team

Back 656

a group of individuals who are members of an organization, but who work separately from the rest of the organization on a temporary basis

Front 657

vertical communication

Back 657

a type of formal communication that can flow upward, downward, or both upward and downward, and that generally involves transmission of info between superiors and subordinates

Front 658

vertical coodination

Back 658

integration between organizational units separated by hierarchial levels

Front 659

vestibule training

Back 659

training that enables an employee to take part in a simulated work experience without having to risk the consequences of making errors in a real-life situation

Front 660

voice synthesizer

Back 660

a feature of artificial intelligence systems that enables a computer to emulate the sounds of human speech

Front 661

wage level

Back 661

the amount of pay a company generally provides compared to the pay provided for similar jobs by other organizations in the area

Front 662

wage structure

Back 662

the difference in pay from one job to another within an organization

Front 663

wage survey

Back 663

a measure of the wages paid for certain jobs in a specific labor market

Front 664

wheel

Back 664

a communication network which is highly centralized, in that all information flows toward on person who controls communication with each member of the wheel network

Front 665

wide span of control

Back 665

an organizational structure in which a large number of employees report to one manager

Front 666

word processing

Back 666

the creation, storage, retrieval, editing, formatting, and printing of documents by using a computer

Front 667

work flow layout

Back 667

a plan for arranging employees, equipment, storage and maintenance facilities, and the flow of work in a logical, cost-effective, and efficient manner

Front 668

work sample

Back 668

a type of employment test that involves measuring how well a candidate performs on activities that a job requires

Front 669

work sampling

Back 669

the process of checking a portion of an employee's work for specific characteristics and qualities in order to make an objective assessment of the degree to which the employee is or is not attaining specified goals

Front 670

work specialization

Back 670

the division of the overall tasks of an org into smaller tasks, which are then performed by individual units or employees

Front 671

work team

Back 671

a group of employees who serve on an ongoing basis, with the same powers and responsibilities of a task force

Front 672

Y

Back 672

a communication network which is a modification of the chain network and which provides that info be sent from 2 persons to one person, and thence to another person in a single chain

Front 673

zero-base budgeting

Back 673

a budget-setting process in which each manager must justify in detail the reasons that money should be allotted to the future support of a department or unit or an organization