Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
722 Cards in this Set
- Front
- Back
|
Operatives-
|
People who work directly on a job or task and have no responsibility for overseeing the work of others.
|
|
|
Managers-
|
Individuals in an organization who direct the activities of others.
|
|
|
First-line managers
|
Supervisors responsible for directing the day-to-day activities of operative employees.
|
|
|
Middle Managers-
|
Individuals at a level of management between the first line manager and top management.
|
|
|
Top managers-
|
Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members.
|
|
|
Management-
|
The process of getting thing done, effectively and efficiently, through and with other people
|
|
|
Efficiently-
|
Means doing the task correctly: refers to the relationship between inputs and outputs; seeks to minimize resource costs.
|
|
|
Effectiveness-
|
Means doing the right task; goal attainment.
|
|
|
Management Process-
|
Planning, organizing, leading, and controlling
|
|
|
Planning-
|
Includes defining goals, establishing strategy, and developing plans to coordinate activities.
|
|
|
Organizing-
|
Includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
|
|
|
Leading-
|
Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflict.
|
|
|
Interpersonal
|
Figurehead: Leader: Liaison
|
|
|
Informational
|
"Monitor: Disseminator:
|
|
|
Decisional
|
"Entrepreneur:
|
|
|
Small Business
|
Any independently owned and operated profit-seeking enterprise that has fewer than 500 employees.
|
|
|
Conceptual Skill-
|
A manager's mental ability to coordinate all of the organization's interests and activities.
|
|
|
Interpersonal skills-
|
A manager's ability to work with, understand, mentor, and motivate others, both individually and in groups
|
|
|
Technical Skills-
|
A manager's ability to use the tools, procedures, and techniques of a specialized field.
|
|
|
Political Skills-
|
a manager's ability to build a power base and establish the right connections.
|
|
|
Management competencies-
|
A cluster of knowledge, skills, and attitudes related to effective managerial performance.
|
|
|
Division of Labor--
|
The breakdown of jobs into narrow, repetitive tasks
|
|
|
Industrial Revolution-
|
The advent of machine power, mass production, and efficient transportation begun in the late eighteenth century in Great Britain.
|
|
|
Classical approach-
|
The term used to describe the hypotheses of the scientific management theorists and the general administrative theorists.
|
|
|
Scientific management-
|
The use of scientific method to define the one best way for a job to be done.
|
|
|
Adam Smith-
|
Wealth of nations: Division of Labor
|
|
|
Fredrick Taylor-
|
Scientific Management: Father of the scientific management: To motivate workers, he favored incentive wage planes
|
|
|
Frank and Lillian Gilbreth
|
designed and use of the proper tool for work performance: Reducing the number of motions in bricklaying
|
|
|
Henri Fayol
|
planning, organizing, commanding, coordinating, and controlling
|
|
|
Principles of management-
|
Fayol's fundamental or universal principles of management practice.
|
|
|
Bureaucracy
|
Weber's ideal type of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.
|
|
|
General administrative theorists-
|
Writers who developed general theories of what managers do and what constitutes good management practices.
|
|
|
Process Approach
|
- the performance of planning, leading, and controlling activities, seen as circular and continuous.
|
|
|
Systems Approach-
|
defines a system as a set of interrelated and interdependent parts arranged in a manner that produces a unified whole.
|
|
|
Closed System-
|
A system that is not influenced by and does not interact with its environment.
|
|
|
Open System-
|
A system that dynamically interacts with its environment.
|
|
|
Stakeholder-
|
Any group that is affected by organizational decisions and policies.
|
|
|
Contingency approach-
|
The situational approach to management that replaces more simplistic systems and integrates much of management theory.
|
|
|
Knowledge Workers-
|
Workers whose jobs are designed around the acquisition and application of information.
|
|
|
Global Village-
|
Refers the concept of a boundary less world; the production and marketing of goods and services worldwide.
|
|
|
Multinational corporations-
|
Companies that maintain significant operations in two or more countries simultaneously but are based in one home country.
|
|
|
Transnational corporations-
|
A company that maintains significant operations in more than one country simultaneously and decentralizes decision making in each operation to the local country.
|
|
|
Borderless organization
|
management structures in which internal arrangements that impose artificial geographic barriers are broken down.
|
|
|
Strategic alliances
|
domestic and foreign firms share the cost of developing new products or building production facilities in a foreign country.
|
|
|
Parochialism
|
Refers to a narrow focus in which one sees things solely through one's own view and from one's one perspective.
|
|
|
Global leadership and Organizational behavior effectiveness (GLOBE)
|
Research program started in 1993 that is an ongoing cross cultural investigation of leadership and national culture.
|
|
|
Technology-
|
Ant equipment, tools, or operating methods that are designed to make work more efficient.
|
|
|
e-commerce-
|
Any computer transaction that occurs when data are processed and transmitted over the internet.
|
|
|
e-business-
|
The full breadth of activities included in a successful internet based enterprise.
|
|
|
Telecommuting-
|
A system of working at home on a computer that is linked to the office.
|
|
|
Social responsibility-
|
A firm's obligation, beyond that required by law and economics, to pursue long term goals that are beneficial to society.
|
|
|
Social obligation-
|
The obligation of a business to meets its economic and legal responsibilities and no more.
|
|
|
Social responsiveness-
|
The ability of a firm to adapt to changing societal conditions.
|
|
|
Ethics-
|
A set of rules or principles that define right and wrong conduct.
|
|
|
Code of ethics-
|
A formal document that states an organization's primary values and the ethical rules it expects managers and operatives to follow
|
|
|
Entrepreneurship-
|
The process of initiating a business venture, organizing the necessary resources, and assuming the risks and rewards.
|
|
|
Entrepreneurs-
|
Persons within an organization who demonstrate entrepreneurial characteristics.
|
|
|
Workforce diversity-
|
The varied background of organizational members in terms of gender, race, age, sexual orientation, and ethnicity.
|
|
|
Downsizing-
|
An activity in an organization designed to create a more efficient operation through extensive layoffs.
|
|
|
Rightsizing-
|
Linking staffing levels to organizational goals.
|
|
|
Outsourcing-
|
An organization's use of outside firms to provide necessary products and services.
|
|
|
Contingent workforce-
|
Part-time, temporary, and contract workers who are available for hire on an as needed basis.
|
|
|
Core Employees-
|
The small group of full time employees of an organization who provide some essential job tasks for the organization.
|
|
|
Empowerment-
|
The redesigning of jobs in order to increase the decision-making discretion of workers.
|
|
|
Continuous improvement-
|
Organizational commitment to constantly improving the quality of a product or service.
|
|
|
Kaizen-
|
The Japanese term for an organization committed to continuous improvement.
|
|
|
Work process engineering-
|
Radical or quantum change in an organization.
|
|
|
Strategic plans-
|
Plans that are organization-wide, establish overall objectives, and position an organization in terms of its environment
|
|
|
Tactical plans-
|
plans that specify the details of how an organization’s overall objectives are to be achieved
|
|
|
Short term plans-
|
plans that cover less than one year
|
|
|
Long term plans-
|
plans that cover more than one year.
|
|
|
Specific plans-
|
Plans that have a clear defined objectives and leave no room for misinterpretation.
|
|
|
Directional plans-
|
Flexible plans that set out general guidelines
|
|
|
Single-use plan-
|
A plan that is used to meet the needs of a particular or unique situation.
|
|
|
Standing plans-
|
A plan that is ongoing and provides guidance for repeatedly performing actions in an organization.
|
|
|
Management by Objectives (MBO)
|
a system which specific performance objectives are jointly determined by subordinates and their supervisors, progress toward objectives is periodically reviewed and rewards are allocated on the basis of that progress.
|
|
|
Strategic management process-
|
a nine step process that involves strategic planning, implementation, and evaluation (page 81)
|
|
|
Mission statement-
|
the purpose of an organization
|
|
|
Environmental scanning-
|
Screening large amounts of information to detect emerging trends and create a set of scenarios
|
|
|
Competitive intelligence-
|
Accurate information about competitors that allows managers to anticipate competitor’s actions rather than merely react to them.
|
|
|
Opportunities-
|
Positive external environmental factors.
|
|
|
Threats-
|
Negative external environmental factors.
|
|
|
Strengths (strategic) -
|
Internal resources that are available or things that an organization does well.
|
|
|
Core competency-
|
any of the strengths that represent unique skills or resources that can determine the organizations competitive edge.
|
|
|
Weakness-
|
Resources that an organization lacks or activities that it does not do well.
|
|
|
SWOT analysis-
|
Analysis of an organization’s strengths, weaknesses, opportunities, and threats in order to identify a strategic niche that the organization can exploit.
|
|
|
Grand strategies-
|
the four primary types of strategies: growth, stability, retrenchment, and combination.
|
|
|
Growth strategy-
|
A strategy in which an organization attempts to increase the level of its operations, can take the form of increasing sales revenue, number of employees, or market share.
|
|
|
Merger-
|
Occurs when two companies usually of similar size, combine their resources to form a new company.
|
|
|
Acquisition-
|
occurs when a larger company buys a smaller one and incorporates the acquired company’s operations into its own.
|
|
|
Stability strategy-
|
a strategy that is characterized by an absence of significant change.
|
|
|
Retrenchment strategy-
|
A strategy characteristic of a company that is reducing its size, usually in an environment of decline.
|
|
|
Combination strategy-
|
The simultaneous pursuit by an organization of two or more of growth, stability, and retrenchment strategies.
|
|
|
Competitive strategy-
|
a strategy to position an organization in such a way that it will have a distance advantage over its competition; three types are cost leadership, differentiation, and focus strategies.
|
|
|
Cost leadership strategy-
|
The strategy an organization follows when it wants to be the lowest-cost producer in its industry.
|
|
|
Differentiation strategy-
|
The strategy an organization follows when it wants to be unique in its industry within a broad market
|
|
|
Focus strategy-
|
The strategy that an organization follows when it wants to establish an advantage in a narrow market segment.
|
|
|
Benchmarking-
|
the search for the best practices among competitors or non competitors that lead to their superior performance.
|
|
|
ISO 9000 series-
|
Designed by the international Organization for standardization, these standards reflect a process whereby independent auditors attest that the company’s factory, laboratory, or office has met quality management standards.
|
|
|
Six Sigma-
|
a philosophy and measurement process that attempts to design in quality as a product is being made.
|
|
|
Decision making process-
|
A set of eight steps that includes identifying a problem, selecting a solution, and evaluating the effectiveness of the solution.
|
|
|
Problem-
|
a discrepancy between an existing and a desired state of affairs
|
|
|
Decision criteria-
|
Factors that are relevant in a decision.
|
|
|
Decision implementation-
|
Putting a decision into action; includes conveying the decision to the person who will be affected by it and getting their commitment to it.
|
|
|
Rational-
|
describes choices that are consistent and value maximizing within specified constraints.
|
|
|
Certainty-
|
The implication that, in making a decision, the decision maker knows the outcome of every possible alternative.
|
|
|
Risk-
|
the probability that a particular outcome will result from a given decision
|
|
|
Uncertainty-
|
Conditions in 9which managers do not have full knowledge of the problems they face and cannot determine even a reasonable probability of alternative outcomes.
|
|
|
Satisfice-
|
making a good-enough decision.
|
|
|
Bounded rationality-
|
behavior that is rational within the parameters of a simplified model that captures the essential features of a problem.
|
|
|
Heuristics-
|
judgmental shortcuts
|
|
|
Availability heuristic-
|
The tendency for people to base their judgments on information that is readily available to them.
|
|
|
Representative heuristic-
|
The tendency for people to base judgments of probability on things which they are familiar.
|
|
|
Escalation of commitment-
|
an increased commitment to a previous decision despite negative information.
|
|
|
Well-structured problems-
|
Straightforward, familiar, easily defined problems.
|
|
|
Ill-structured problems-
|
New problems in which information is ambiguous or incomplete.
|
|
|
Programmed decision-
|
a repetitive decision that can be handled by routine approach.
|
|
|
Procedure-
|
a series of interrelated sequential steps that can be used to respond to a well-structured problem.
|
|
|
Rule-
|
an explicit statement that tells managers what they ought or ought not to do.
|
|
|
Policy-
|
a general guide that establishes parameters for making decisions.
|
|
|
Nonprogrammed decisions-
|
decisions that must be custom- made to solve unique and nonrecurring problems.
|
|
|
Expert systems-
|
software that acts like an expert in analyzing and solving ill-structured problems.
|
|
|
Neural networks-
|
software that is designed to imitate the structure of the brain cells and connections among them.
|
|
|
Group think-
|
The withholding by group members of different views in order to appear to be in agreement.
|
|
|
Brainstorming-
|
an idea generating process that encourages alternatives while withholding criticism.
|
|
|
Electronic meeting-
|
a type of nominal group technique in which participants are linked by computers.
|
|
|
Decision tree-
|
useful quantitative tool to analyze decisions that involve a progression of decisions.
|
|
|
Break even analysis-
|
a technique for identifying the point at which total revenue is just sufficient to cover total costs.
|
|
|
Linear programming-
|
a mathematical technique that solves resource allocation problems.
|
|
|
Queuing theory-
|
that technique that balances the cost of having a waiting line against the cost of service to maintain that line.
|
|
|
Fixed point reordering system-
|
a pre established point at which inventory is replenished.
|
|
|
Economic order quantity (EOQ) -
|
a technique for balancing purchase, ordering, carrying, and stock out costs to derive the optimum quantity.
|
|
|
Organization design-
|
a process in which managers develop or change their organization’s structure.
|
|
|
Work specialization-
|
A component of organization structure that involves having each discrete step of a job done by a different individual rather than having one individual do the whole job.
|
|
|
Chain of command-
|
The continuous line of authority that extends from the highest levels in an organization to the lowest levels and clarifies who reports to whom.
|
|
|
Unity of Command-
|
the management principle that no person should report to more than one boss.
|
|
|
Span of control-
|
The number of subordinates a manager can direct efficiently and effectively.
|
|
|
Responsibility-
|
An obligation to perform assigned activities.
|
|
|
Line authority-
|
The authority that entitles a manager to direct the work of an employee.
|
|
|
Staff authority-
|
positions that have some authority but that are created to support, assist, and advise the holders of line authority.
|
|
|
Power-
|
an individual’s capacity to influence decisions.
|
|
|
Centralization-
|
a function of how much decision making authority is pushed down to lower levels in an organization; the more centralized an organization, the higher the level at which decisions are made.
|
|
|
Decentralization-
|
the pushing down of decision making authority to the lowest levels of the organization
|
|
|
Functional departmentalization-
|
the grouping of activities by function
|
|
|
Product departmentalization-
|
the grouping of activities by product produced.
|
|
|
Customer departmentalization-
|
the grouping of activities by common customers.
|
|
|
Geographic departmentalization-
|
the grouping of activities by territory.
|
|
|
Process departmentalization-
|
the grouping of activities by process.
|
|
|
Mechanistic organization-
|
the bureaucracy; a structure that is high in specialization, formalization, and centralization.
|
|
|
Organic organization-
|
a structure that is low in specialization, formalization, and centralization.
|
|
|
Unit production-
|
production in terms of units or small batches
|
|
|
Mass production-
|
production in terms of large-batch manufacturing.
|
|
|
Process production-
|
production in terms of continuous processing.
|
|
|
Simple structure-
|
and organization that is low in specialization and formalization but high in centralization.
|
|
|
Functional structure-
|
an organization that structures work by grouping similar and related occupational activities.
|
|
|
Divisional structure-
|
an organization made up of self-contained units or divisions.
|
|
|
Matrix structure-
|
an organization in which specialists from functional departments are assigned to work on one or more projects led by a project manager.
|
|
|
Team based structure-
|
an organization that consists entirely of work groups or teams.
|
|
|
Boundaryless organization-
|
an organization that is not defined or limited by boundaries or categories imposed by traditional structures.
|
|
|
Learning organization-
|
an organization that has developed the capacity to continuously adapt and change because all members take an active role in identifying and resolving work-related issues.
|
|
|
Organization culture-
|
a system of shared meaning within an organization that determines, to a large degree, how employees act.
|
|
|
Human resource management-
|
the management function concerned with getting, training, motivating, and keeping competent employees
|
|
|
Affirmative action programs-
|
programs that ensure that the decisions and practices enhance the employment, upgrading, and retention of members of a protected group.
|
|
|
Work councils-
|
nominated or elected employees who must be consulted when management makes decisions involving personnel.
|
|
|
Board representative-
|
employees who sit on a company’s board of directors and represent the interests of employees.
|
|
|
Employment planning-
|
the process by which management ensures it has the right number and kinds of people in the right places at the right time, who are capable of helping the organization achieve its goals.
|
|
|
Human resource inventory-
|
a report listing the name, education, training, prior employer, languages spoken and other information about each employee in the organization.
|
|
|
Job analysis-
|
an assessment of the kinds of skills, knowledge, and abilities needed to successfully perform each job in an organization.
|
|
|
Job description-
|
a statement of the minimum acceptable qualifications that an incumbent must possess to perform a given job successfully.
|
|
|
Recruitment-
|
the process of locating identifying, and attracting capable applicants.
|
|
|
Selection process-
|
the process of screening job applicants to ensure that the most appropriate candidates are hired.
|
|
|
Reliability-
|
the degree to which a selection device measures the same thing consistently.
|
|
|
Validity-
|
the proven relationship between a selection device and some relevant criterion.
|
|
|
Performance-simulation tests-
|
selection devices that are based on actual job behaviors; work sampling and assessment centers.
|
|
|
Realistic job preview (RJP)-
|
providing both positive and negative information about the job and the company during the job interview.
|
|
|
Orientation-
|
the introduction of a new employee to the job and the organization.
|
|
|
Performance management system-
|
a process of establishing performance standards and evaluating performance in order to arrive at objective human resources decisions and to provide documentation to support personnel actions.
|
|
|
360 degree appraisal-
|
an appraisal device that seeks feedback form a variety of sources for the person being rated.
|
|
|
Discipline-
|
actions taken by a manager to enforce an organization’s standards and regulations.
|
|
|
Employee counseling-
|
a process designed to help employees overcome performance related problems.
|
|
|
Compensation administration-
|
the process of determining the cost effective pay structure that will attract and retain competent employees, provide an incentive for them to work hard, and ensure that pay levels will be perceived as fair.
|
|
|
Employee benefits-
|
membership based rewards. Designed to enrich employee’s lives.
|
|
|
Sexual harassment-
|
sexually suggestive remarks, unwanted touching and sexual advances, requests for sexual favors, or other verbal and physical conduct of a sexual nature.
|
|
|
Workplace spirituality-
|
a spiritual culture that recognizes that employees have both a mind and a spirit, seek to find meaning and purpose in their work, and desire to connect with other employees and be part of a community.
|
|
|
Layoff survivor sickness-
|
a set of attitudes, perceptions, and behaviors of employees who remain after involuntary employee reductions; includes insecurity, guilt, depression, stress, fear, loss of loyalty, and reduced effort.
|
|
|
Career-
|
a sequence of work positions that a person has held over his or her life.
|
|
|
Change agents-
|
a person who initiates and assumes the responsibility for managing a change in an organization.
|
|
|
“calm water” metaphor-
|
a description of traditional practices in and theories about organizations that liken the organization to a large ship making a predictable trip across a calm sea and experiencing an occasional storm.
|
|
|
“white water rapids” metaphor-
|
a description of the organization as a small raft navigating a raging river.
|
|
|
Organization development (OD)-
|
an activity designed to facilitate planned, long-term organization-wide change that focuses on the attitude and values of organizational members; essentially an effort to change an organization’s culture.
|
|
|
Survey feedback-
|
a method of assessing employees’ attitudes towards and perceptions of a change they are encountering by asking specific questions.
|
|
|
Process consultation-
|
the use of consultants from outside an organization to help change agents within the organization assess process events such as work flow, informal intra-unit relationships, and formal communications channels.
|
|
|
Team-building-
|
an activity that helps work groups set goals, develop positive interpersonal relationships, and clarify the role and responsibilities of each team member.
|
|
|
Intergroup development-
|
an activity that attempts to make several work groups become more cohesive.
|
|
|
Stress-
|
a force or influence a person feels when he or she faces opportunities, constraints, or demands that he or she perceives to be both uncertain and important.
|
|
|
Karoski-
|
a Japanese term that refers to a sudden death caused by overworking.
|
|
|
Stressors-
|
a factor that causes stress.
|
|
|
Role conflict-
|
work expectations that are hard to satisfy.
|
|
|
Role overload-
|
having more work to accomplish than time permits.
|
|
|
Role ambiguity-
|
when role expectations are not clearly understood.
|
|
|
Type A personality-
|
people who have chronic sense of urgency and an excessive competitive drive.
|
|
|
Type B personality-
|
people who are relaxed and easygoing and accept change easily.
|
|
|
Employee assistant programs (EAPs)-
|
programs offered by organizations to help their employees overcome personal and health-related problems.
|
|
|
Wellness programs-
|
program offered by organizations to help their employees prevent health problems.
|
|
|
Creativity-
|
the ability to produce novel and useful ideas.
|
|
|
Innovations-
|
the process of taking a creative idea and turning it into a useful product, service, or method of operation.
|
|
|
organizational behavior-
|
the study of the actions of people at work
|
|
|
organizational citizenship-
|
behavior that is not directly part of an employee's formal job description
|
|
|
attitudes-
|
valuative statements concerning objects, people, or events.
|
|
|
Cognitive component of an attitude
|
the beliefs, opinions, knowledge, and information held by a person
|
|
|
affective components of an attitude
|
the emotional, or feeling, segment of an attitude.
|
|
|
Behavioral components of an attitude
|
the intention to behave in a certain way toward someone or something
|
|
|
cognitive dissonance-
|
any incompatibility between two or more attitudes or between behavior and attitudes
|
|
|
Myers-Briggs type indicator (MBTI)
|
a method of identifying personality types.
|
|
|
Big five model
|
five factor model of personality that includes extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience.
|
|
|
Extroversion
|
a personality dimension that describes the degree to which someone is sociable, talkative, and assertive.
|
|
|
Agreeableness
|
a personality dimension that describes the degree to which some-one is good-natured, cooperative, and trusting.
|
|
|
Conscientiousness-
|
a personality dimension that describes the degree to which someone is responsible, dependable, persistent, and achievement orientated.
|
|
|
Emotional stability-
|
a personality dimension that describes the degree to which someone is calm, enthusiastic, and secure (positive), or tense, nervous, depressed, and insecure. (Negative)
|
|
|
Emotional intelligence (EI)
|
an assortment on non cognitive skills, capabilities, and competencies that influences a person's ability to cope with environmental demands and pressures.
|
|
|
Locus of control-
|
a personality attribute that measures the degree to which people believe that they are masters of their own fate
|
|
|
Machiavellianism (“Mach”)
|
a measure of the degree to which people are pragmatic, maintain emotional distance, and believe that the ends can justify means.
|
|
|
Self-esteem (SE)
|
an individual's degree of like or dislike for himself or herself.
|
|
|
Self-monitoring-
|
a measure of an individual's ability to adjust his or her behavior to external, situational factors.
|
|
|
Proactive personality
|
describes those individuals who are more prone to take actions to influence their environment.
|
|
|
Perception-
|
the process of organizing and interpreting sensory impressions in order to give meaning to the environment
|
|
|
attribution theory-
|
a theory based on the premise that we judge people differently depending on the meaning we attribute to a given behavior.
|
|
|
Fundamental attribution error-
|
the tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors when making judgments about the behavior of others.
|
|
|
Self-serving bias-
|
The tendency for individual's to attribute their own successes to internal factors while putting the blame for failures on external factors.
|
|
|
Learning-
|
any relatively permanent change in behavior that occurs as a result of experience.
|
|
|
Operant conditioning
|
A behavior theory that argues that voluntary, or learned. Behavior is a function of its consequences.
|
|
|
Social learning theory-
|
the theory that people can learn through observation and direct experience.
|
|
|
Shaping behavior-
|
the process of guiding an individual's learning through graduated steps.
|
|
|
Group-
|
two or more interacting and interdependent individuals who come together to achieve particular objectives.
|
|
|
Role-
|
a set of expected behavior patterns attributed to someone who occupies a given position in a social unit.
|
|
|
Norms-
|
acceptable standards shared by the members of a group.
|
|
|
Status-
|
a prestige grading, position, or rank within a group.
|
|
|
Social loafing-
|
the tendency of an individual in a group to decrease his or her effort because responsibility and individual achievement cannot be measured.
|
|
|
Group cohesiveness-
|
the degree to which members of a group are attracted to each other and share goals.
|
|
|
forming-
|
the first stage of the team development process, characterized by a great deal of uncertainty about the group's purpose, structure, and leadership.
|
|
|
Storming-
|
the second stage of the team development process, characterized by intragroup conflict.
|
|
|
Norming-
|
the third stage of the team development process in which the team structure solidifies and members assimilate a common set of expectations for appropriate work behavior.
|
|
|
Performing-
|
in this fourth stage of the team development process, the structure is fully functional and accepted by team members and their energy is focused on performing the necessary tasks.
|
|
|
Adjourning-
|
in the fifth and final stage of the team development process, the team wraps up its activities and prepares for disbandment.
|
|
|
Work group-
|
two or more individuals who have come together to share information and make decisions in order to achieve certain objectives.
|
|
|
Work team-
|
individuals who come together to generate positive synergy through a coordinated effort; individual efforts result in a level of performance that is greater than the sum of those individual parts.
|
|
|
Functional teams-
|
a team composed of a manager and the employees in his or her unit who are often involved in efforts to improve work activities or to solve specific problems within a particular function of the unit.
|
|
|
Operatives-
|
People who work directly on a job or task and have no responsibility for overseeing the work of others.
|
|
|
Problem-solving teams-
|
a team in which members share ideas or offer suggestions on how work process and methods can be improved.
|
|
|
Managers-
|
Individuals in an organization who direct the activities of others.
|
|
|
Quality circles-
|
work teams of 8 to 10 employees and supervisors who share an area of responsibility by meeting regularly to discuss their quality problems, investigating causes of the problems, recommending solutions and taking corrective actions.
|
|
|
First-line managers
|
Supervisors responsible for directing the day-to-day activities of operative employees.
|
|
|
Self managed work team-
|
a formal group of employees that operate without a manager and is responsible for a complete work process or segment that delivers a product or service to an external or internal customer.
|
|
|
Middle Managers-
|
Individuals at a level of management between the first line manager and top management.
|
|
|
Cross-functional work teams-
|
"a group of workers consisting of employees from about the same hierarchical
|
|
|
Top managers-
|
Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members.
|
|
|
Virtual teams-
|
teams that use computer technology to link physically dispersed members in order to achieve a common goal.
|
|
|
Management-
|
The process of getting thing done, effectively and efficiently, through and with other people
|
|
|
Motivation-
|
the willingness to exert high levels of effort to reach organizational goals, conditioned by the effort's ability to satisfy some individual need.
|
|
|
Efficiently-
|
Means doing the task correctly: refers to the relationship between inputs and outputs; seeks to minimize resource costs.
|
|
|
Need-
|
an internal state that makes certain outcomes appear attractive.
|
|
|
Effectiveness-
|
Means doing the right task; goal attainment.
|
|
|
Management Process-
|
Planning, organizing, leading, and controlling
|
|
|
Hierarchy of needs theory-
|
Maslow's theory that there is five human needs: physiological, safety, social, esteem, and self actualization; the next need becomes dominant.
|
|
|
Planning-
|
Includes defining goals, establishing strategy, and developing plans to coordinate activities.
|
|
|
Theory X-
|
McGregor's term for the assumption that employees dislike work, are lazy, seek to avoid responsibility, and must be coerced to perform.
|
|
|
Organizing-
|
Includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
|
|
|
Theory Y-
|
McGregor's term for the assumption that employees are creative, seek responsibility, and can exercise self direction.
|
|
|
Leading-
|
Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflict.
|
|
|
Motivation-hygiene theory-
|
Herzberg's theory that intrinsic factors are related to job satisfaction and extrinsic factors are related to job dissatisfaction.
|
|
|
Interpersonal
|
Figurehead: Leader: Liaison
|
|
|
Hygiene factors-
|
Herzberg's term for factors, such as working conditions and salary, that when adequate, may eliminate job dissatisfaction but do not necessarily increase job satisfaction.
|
|
|
Informational
|
"Monitor: Disseminator:
|
|
|
Motivators-
|
Herzberg's term for factors, such as recognition and growth, that increase job satisfaction.
|
|
|
Decisional
|
"Entrepreneur:
|
|
|
Three-needs theory-
|
McClelland's theory that needs for achievement, power, power and affiliation are major motives in work.
|
|
|
Small Business
|
Any independently owned and operated profit-seeking enterprise that has fewer than 500 employees.
|
|
|
Need for achievement-
|
the drive to excel, to achieve in relation to a set of standards, and to strive to succeed.
|
|
|
Conceptual Skill-
|
A manager's mental ability to coordinate all of the organization's interests and activities.
|
|
|
Need for power-
|
the need to make others behave in a way that they would not have behaved otherwise.
|
|
|
Interpersonal skills-
|
A manager's ability to work with, understand, mentor, and motivate others, both individually and in groups
|
|
|
Need for affiliation-
|
the desire for friendly and close interpersonal relationships.
|
|
|
Technical Skills-
|
A manager's ability to use the tools, procedures, and techniques of a specialized field.
|
|
|
Equity theory-
|
Adam's theory that employees perceive what they get from a job situation (outcomes) in relation to what they put into it (inputs) and then compare their input-outcome ratio with the input-outcomes ratios of relevant others.
|
|
|
Political Skills-
|
a manager's ability to build a power base and establish the right connections.
|
|
|
Referent-
|
in equity theory, the other persons, the systems, or the personal experiences against which individuals compare themselves to assess equity.
|
|
|
Job Characteristics Model (JCM)-
|
Hackman and Oldhams job description model: the five core job dimensions are skill variety, task identity, task significance, autonomy, and feedback.
|
|
|
Management competencies-
|
A cluster of knowledge, skills, and attitudes related to effective managerial performance.
|
|
|
Job enrichment-
|
vertically expanding a job by adding planning and evaluation responsibilities.
|
|
|
Division of Labor--
|
The breakdown of jobs into narrow, repetitive tasks
|
|
|
Expectancy theory-
|
Vroom's theory that an individual tends to act in a certain way, in the expectation that the act will be followed by a given outcome, and according to the attractiveness of that outcome.
|
|
|
Industrial Revolution-
|
The advent of machine power, mass production, and efficient transportation begun in the late eighteenth century in Great Britain.
|
|
|
Classical approach-
|
The term used to describe the hypotheses of the scientific management theorists and the general administrative theorists.
|
|
|
Pay-for-performance programs-
|
Compensation plans such as piece-rate plans, profit sharing, and the like that pay employees on the basis of some performance measure.
|
|
|
Scientific management-
|
The use of scientific method to define the one best way for a job to be done.
|
|
|
Competency-based programs-
|
a program that pays and rewards employees on the basis of skills, knowledge, and behaviors they possess.
|
|
|
Adam Smith-
|
Wealth of nations: Division of Labor
|
|
|
Broad-banding-
|
Preset pay level, based on the degree competencies exist.
|
|
|
Fredrick Taylor-
|
Scientific Management: Father of the scientific management: To motivate workers, he favored incentive wage planes
|
|
|
Stock options-
|
a program that allows employees to purchase company stock at a fixed price.
|
|
|
Frank and Lillian Gilbreth
|
designed and use of the proper tool for work performance: Reducing the number of motions in bricklaying
|
|
|
Flextime-
|
a scheduling option that allows employees to select what their work hours will be within some specified parameters.
|
|
|
Henri Fayol
|
planning, organizing, commanding, coordinating, and controlling
|
|
|
Job sharing-
|
a type of part-time work that allows two ore more workers to split traditional 40-hr a week job.
|
|
|
Principles of management-
|
Fayol's fundamental or universal principles of management practice.
|
|
|
Telecommuting-
|
a system of working at home on a computer that is linked to the office.
|
|
|
Trait theories of leadership-
|
theories that isolate characteristics that differentiate leaders form non leaders.
|
|
|
Bureaucracy
|
Weber's ideal type of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.
|
|
|
Behavioral theories of leadership-
|
theories that isolate behaviors that differentiate effective leaders form ineffective leaders.
|
|
|
General administrative theorists-
|
Writers who developed general theories of what managers do and what constitutes good management practices.
|
|
|
Autocratic style of leadership-
|
the term used to describe a leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation.
|
|
|
Process Approach
|
- the performance of planning, leading, and controlling activities, seen as circular and continuous.
|
|
|
Democratic style of leadership-
|
the term used to describe a leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees.
|
|
|
Systems Approach-
|
defines a system as a set of interrelated and interdependent parts arranged in a manner that produces a unified whole.
|
|
|
Laissez-faire style of leadership-
|
the term used to describe a leader who generally gives his or her employees complete freedom to make decisions and to complete the work in whatever way they see fit.
|
|
|
Closed System-
|
A system that is not influenced by and does not interact with its environment.
|
|
|
Open System-
|
A system that dynamically interacts with its environment.
|
|
|
Stakeholder-
|
Any group that is affected by organizational decisions and policies.
|
|
|
Contingency approach-
|
The situational approach to management that replaces more simplistic systems and integrates much of management theory.
|
|
|
Knowledge Workers-
|
Workers whose jobs are designed around the acquisition and application of information.
|
|
|
Global Village-
|
Refers the concept of a boundary less world; the production and marketing of goods and services worldwide.
|
|
|
Multinational corporations-
|
Companies that maintain significant operations in two or more countries simultaneously but are based in one home country.
|
|
|
Transnational corporations-
|
A company that maintains significant operations in more than one country simultaneously and decentralizes decision making in each operation to the local country.
|
|
|
Borderless organization
|
management structures in which internal arrangements that impose artificial geographic barriers are broken down.
|
|
|
Strategic alliances
|
domestic and foreign firms share the cost of developing new products or building production facilities in a foreign country.
|
|
|
Parochialism
|
Refers to a narrow focus in which one sees things solely through one's own view and from one's one perspective.
|
|
|
Global leadership and Organizational behavior effectiveness (GLOBE)
|
Research program started in 1993 that is an ongoing cross cultural investigation of leadership and national culture.
|
|
|
Initiating structure-
|
the extent to which a leader defines and structures his or her role and the role of employees to attain goals.
|
|
|
Technology-
|
Ant equipment, tools, or operating methods that are designed to make work more efficient.
|
|
|
Consideration-
|
The extent to which a leader job relationships characterized by mutral trust, respect for employees', ideas, and regard for their feelings.
|
|
|
e-commerce-
|
Any computer transaction that occurs when data are processed and transmitted over the internet.
|
|
|
Employee oriented-
|
a leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences.
|
|
|
e-business-
|
The full breadth of activities included in a successful internet based enterprise.
|
|
|
Production-oriented-
|
a leader who emphasizes the technical or task aspects of a job, is concerned mainly with accomplishing tasks, and regards group members as a means to accomplishing goals.
|
|
|
Telecommuting-
|
A system of working at home on a computer that is linked to the office.
|
|
|
Managerial grid-
|
a two dimensional view of a leadership style that is based on concern people verses concern for production.
|
|
|
Social responsibility-
|
A firm's obligation, beyond that required by law and economics, to pursue long term goals that are beneficial to society.
|
|
|
Least-preferred coworker (LPC)questionnaire-
|
a questionnaire that measures whether a person is task or relationship oriented.
|
|
|
Fiedler contingency model-
|
the theory that effective group pereformance depends on the proper match between the leader's style of interacting with employees and the degree to which the situation gives control and influence to the leader.
|
|
|
Path-goal theory-
|
the theory that it is a leader's job to assist followers in attaining their goals and to provide the necessary direction and support.
|
|
|
Leader-participation model-
|
a leadership theory that provides a sequential set of rules for determining the form and amount of participation a leader should exercise in decision making according to different types of situations.
|
|
|
Situational Leadership-
|
a model of leadership behavior that reflects how a leader should adjust his or her leadership style in accordance with the readiness of followers.
|
|
|
Readiness-
|
the extent to which people have the ability and the willingness to accomplish a specific task.
|
|
|
Charismatic leadership theory-
|
the theory that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.
|
|
|
Visionary leadership-
|
the ability to create and articulate a realistic, credible, attractive version of the future that grows out of and improves upon the present.
|
|
|
Transactional leaders-
|
leaders who guide or motivate their followers toward established goals by clarifying role and task requirements.
|
|
|
Social obligation-
|
The obligation of a business to meets its economic and legal responsibilities and no more.
|
|
|
Transformational leaders-
|
leaders who inspire followers to transcend their own self-interests for the good of the organization and are capable of having a profound and extraordinary effect on followers.
|
|
|
Social responsiveness-
|
The ability of a firm to adapt to changing societal conditions.
|
|
|
Trust-
|
the belief in the integrity, character, and ability of a leader.
|
|
|
Ethics-
|
A set of rules or principles that define right and wrong conduct.
|
|
|
Code of ethics-
|
A formal document that states an organization's primary values and the ethical rules it expects managers and operatives to follow
|
|
|
Deterrence-based trust-
|
trust based on fear of reprisal if the trust is violated.
|
|
|
Entrepreneurship-
|
The process of initiating a business venture, organizing the necessary resources, and assuming the risks and rewards.
|
|
|
Knowledge-based trust-
|
trust based on the behavioral predictability that comes from a history of interactions.
|
|
|
Entrepreneurs-
|
Persons within an organization who demonstrate entrepreneurial characteristics.
|
|
|
Identification-based trust-
|
trust based on an emotional connection between the parties.
|
|
|
Workforce diversity-
|
The varied background of organizational members in terms of gender, race, age, sexual orientation, and ethnicity.
|
|
|
Encoding-
|
the conversion of a message into symbolic form.
|
|
|
Downsizing-
|
An activity in an organization designed to create a more efficient operation through extensive layoffs.
|
|
|
Message-
|
a purpose to be conveyed.
|
|
|
Rightsizing-
|
Linking staffing levels to organizational goals.
|
|
|
Channel-
|
a receiver’s translation of a sender’s message.
|
|
|
Outsourcing-
|
An organization's use of outside firms to provide necessary products and services.
|
|
|
Feedback-
|
the degree to which carrying out the work activities required by a job resulting in the individual’s obtaining direct and clear information about the effectiveness of his or her performance.
|
|
|
Grapevine-
|
An unofficial channel of communication.
|
|
|
Contingent workforce-
|
Part-time, temporary, and contract workers who are available for hire on an as needed basis.
|
|
|
Body language-
|
nonverbal communication cues such as facial expressions, gestures, and other body movements.
|
|
|
Core Employees-
|
The small group of full time employees of an organization who provide some essential job tasks for the organization.
|
|
|
Verbal intonation-
|
an emphasis given to words or phrases that convey meaning.
|
|
|
Empowerment-
|
The redesigning of jobs in order to increase the decision-making discretion of workers.
|
|
|
Filtering-
|
the deliberate manipulation of information to make it appear more favorable to the receiver.
|
|
|
Selective perception-
|
selective hearing of communications based on one’s needs, motivations, experiences, or other personal characteristics.
|
|
|
Continuous improvement-
|
Organizational commitment to constantly improving the quality of a product or service.
|
|
|
Kaizen-
|
The Japanese term for an organization committed to continuous improvement.
|
|
|
Work process engineering-
|
Radical or quantum change in an organization.
|
|
|
Information overload-
|
the result of information exceeding capacity.
|
|
|
Jargon-
|
technical language.
|
|
|
Strategic plans-
|
Plans that are organization-wide, establish overall objectives, and position an organization in terms of its environment
|
|
|
Active listening-
|
listening for the full meaning without making premature judgment of interpretations.
|
|
|
Tactical plans-
|
plans that specify the details of how an organization’s overall objectives are to be achieved
|
|
|
Knowledge management-
|
includes cultivating a learning culture in which organizational members systematically gather knowledge and share it with others.
|
|
|
Short term plans-
|
plans that cover less than one year
|
|
|
Delegation-
|
the assignment of authority to another person to carry out specific activities.
|
|
|
Long term plans-
|
plans that cover more than one year.
|
|
|
Conflict-
|
perceived differences resulting in interference or opposition.
|
|
|
Traditional view of conflict-
|
the view that all conflict is bad and must be avoided.
|
|
|
Specific plans-
|
Plans that have a clear defined objectives and leave no room for misinterpretation.
|
|
|
Human relations view of conflict-
|
the view that conflict is natural and inevitable and has the potential to be a positive force.
|
|
|
Directional plans-
|
Flexible plans that set out general guidelines
|
|
|
Single-use plan-
|
A plan that is used to meet the needs of a particular or unique situation.
|
|
|
Interactionist views of conflict-
|
the view that some conflict is necessary for an organization to perform effectively.
|
|
|
Standing plans-
|
A plan that is ongoing and provides guidance for repeatedly performing actions in an organization.
|
|
|
Functional conflicts-
|
conflict that supports an organization’s goals.
|
|
|
Management by Objectives (MBO)
|
a system which specific performance objectives are jointly determined by subordinates and their supervisors, progress toward objectives is periodically reviewed and rewards are allocated on the basis of that progress.
|
|
|
Dysfunctional conflicts-
|
conflict that prevents an organization from achieving its goals.
|
|
|
Strategic management process-
|
a nine step process that involves strategic planning, implementation, and evaluation (page 81)
|
|
|
Devil’s advocate-
|
a person who purposely presents arguments that run counter to those proposed by the majority or against current practices.
|
|
|
Mission statement-
|
the purpose of an organization
|
|
|
Negotiation-
|
a process in which two or more parties who have different preferences must make a joint decision and come to an agreement.
|
|
|
Distributive bargaining-
|
negotiations under zero-sum conditions, in which any gain made by one party involves a loss to the other party.
|
|
|
Environmental scanning-
|
Screening large amounts of information to detect emerging trends and create a set of scenarios
|
|
|
Integrative bargaining-
|
Negotiations in which there is at least one settlement that involves no loss to either party.
|
|
|
Competitive intelligence-
|
Accurate information about competitors that allows managers to anticipate competitor’s actions rather than merely react to them.
|
|
|
Control-
|
the process of monitoring activities to ensure that they are being accomplished as planned and correcting any significant deviations.
|
|
|
Opportunities-
|
Positive external environmental factors.
|
|
|
Market control-
|
an approach to control that emphasizes the use of external market mechanisms such as price competition and market share.
|
|
|
Threats-
|
Negative external environmental factors.
|
|
|
Bureaucratic control-
|
an approach to control that emphasizes authority and relies on administrative rules, regulations, procedures, and policies.
|
|
|
Strengths (strategic) -
|
Internal resources that are available or things that an organization does well.
|
|
|
Clan control-
|
an approach to designing control systems in which employee behaviors are regulated by the shared values, norms, traditions, rituals, beliefs, and other aspects of the organization’s culture.
|
|
|
Core competency-
|
any of the strengths that represent unique skills or resources that can determine the organizations competitive edge.
|
|
|
Management by walking around (MBWA)-
|
a phrase used to describe when a manager is out in the work area interacting with employees.
|
|
|
Weakness-
|
Resources that an organization lacks or activities that it does not do well.
|
|
|
SWOT analysis-
|
Analysis of an organization’s strengths, weaknesses, opportunities, and threats in order to identify a strategic niche that the organization can exploit.
|
|
|
Range of variation-
|
the acceptable parameters of variance between actual performance and the standard.
|
|
|
Immediate corrective action-
|
correcting a problem at once to get performance back on track.
|
|
|
Grand strategies-
|
the four primary types of strategies: growth, stability, retrenchment, and combination.
|
|
|
Basic corrective action-
|
determining how and why performance has deviated and then correcting the source of the deviation.
|
|
|
Growth strategy-
|
A strategy in which an organization attempts to increase the level of its operations, can take the form of increasing sales revenue, number of employees, or market share.
|
|
|
Merger-
|
Occurs when two companies usually of similar size, combine their resources to form a new company.
|
|
|
Feedforward control-
|
control that prevents anticipated problems.
|
|
|
Concurrent control-
|
control that takes place while an activity is in progress.
|
|
|
Acquisition-
|
occurs when a larger company buys a smaller one and incorporates the acquired company’s operations into its own.
|
|
|
Feedback control-
|
control that takes place after an action.
|
|
|
Stability strategy-
|
a strategy that is characterized by an absence of significant change.
|
|
|
Employee theft-
|
any unauthorized taking of company property by employees for their personal use.
|
|
|
Retrenchment strategy-
|
A strategy characteristic of a company that is reducing its size, usually in an environment of decline.
|
|
|
Boiling frog phenomenon-
|
a classical psychological response experiment.
|
|
|
Combination strategy-
|
The simultaneous pursuit by an organization of two or more of growth, stability, and retrenchment strategies.
|
|
|
Harvesting-
|
when an entrepreneur hopes to cash out on the investment he or she has made in the business.
|
|
|
Operations management-
|
the study and application of the transformation process.
|
|
|
Competitive strategy-
|
a strategy to position an organization in such a way that it will have a distance advantage over its competition; three types are cost leadership, differentiation, and focus strategies.
|
|
|
Transformation process-
|
the process through which an organization creates value by turning inputs (people, capital, equipment, materials) into outputs (goods or services).
|
|
|
Cost leadership strategy-
|
The strategy an organization follows when it wants to be the lowest-cost producer in its industry.
|
|
|
Differentiation strategy-
|
The strategy an organization follows when it wants to be unique in its industry within a broad market
|
|
|
Manufacturing organizations-
|
an organization that produces physical outputs.
|
|
|
Focus strategy-
|
The strategy that an organization follows when it wants to establish an advantage in a narrow market segment.
|
|
|
Service organization-
|
an organization that produces nonphysical outputs such as educational, medical, or transportation services.
|
|
|
Benchmarking-
|
the search for the best practices among competitors or non competitors that lead to their superior performance.
|
|
|
Productivity-
|
Outputs (labor + capital + materials)
|
|
|
ISO 9000 series-
|
Designed by the international Organization for standardization, these standards reflect a process whereby independent auditors attest that the company’s factory, laboratory, or office has met quality management standards.
|
|
|
Six Sigma-
|
a philosophy and measurement process that attempts to design in quality as a product is being made.
|
|
|
Value-
|
the performance characteristics, features, and attributes, or any other aspects of goods and services for which the customers are willing to give up resources.
|
|
|
Decision making process-
|
A set of eight steps that includes identifying a problem, selecting a solution, and evaluating the effectiveness of the solution.
|
|
|
Value chain-
|
the entire series of organizational work activities that add value at each step beginning with the processing of raw materials and ending with a finished product in the hands of end users.
|
|
|
Problem-
|
a discrepancy between an existing and a desired state of affairs
|
|
|
Value chain management-
|
management of facilities, functions, and activities involved in producing and delivering a product or service from suppliers to customers.
|
|
|
Decision criteria-
|
Factors that are relevant in a decision.
|
|
|
Business model-
|
a strategic design for how a company intends to profit from its broad array of strategies, processes, and activities.
|
|
|
Organizational process-
|
the way organizational work is done.
|
|
|
Decision implementation-
|
Putting a decision into action; includes conveying the decision to the person who will be affected by it and getting their commitment to it.
|
|
|
Intellectual property-
|
proprietary information that is critical to a firm’s efficient and effective operation.
|
|
|
Rational-
|
describes choices that are consistent and value maximizing within specified constraints.
|
|
|
Just in time (JIT)-
|
system in which inventory items arrive when needed in the production process instead of being stored in stock.
|
|
|
Certainty-
|
The implication that, in making a decision, the decision maker knows the outcome of every possible alternative.
|
|
|
Kanban-
|
Japanese for “Card” or “Signal”; refers to a system of cards in a shipping containers that use the just in time concept (a card orders a shipment when a container is opened).
|
|
|
Risk-
|
the probability that a particular outcome will result from a given decision
|
|
|
Quality control-
|
ensuring that what is produced meets some pre established standard.
|
|
|
Uncertainty-
|
Conditions in 9which managers do not have full knowledge of the problems they face and cannot determine even a reasonable probability of alternative outcomes.
|
|
|
Project-
|
one-time-only set of activities with a definite beginning and ending point in time.
|
|
|
Satisfice-
|
making a good-enough decision.
|
|
|
Project management-
|
task of getting the activities done on time, within budget, and according to specifications.
|
|
|
Bounded rationality-
|
behavior that is rational within the parameters of a simplified model that captures the essential features of a problem.
|
|
|
Gantt chart-
|
a planning tool that shows in bar graph form when tasks are supposed to be done and compares that with the actual progress on each.
|
|
|
Heuristics-
|
judgmental shortcuts
|
|
|
Availability heuristic-
|
The tendency for people to base their judgments on information that is readily available to them.
|
|
|
Load chart-
|
a modified version of the Gantt chart, the load chart lists either whole departments or specific resources.
|
|
|
Representative heuristic-
|
The tendency for people to base judgments of probability on things which they are familiar.
|
|
|
PERT network analysis-
|
a flow-chart like diagram that depicts the sequence of activities needed to complete a project and time or costs associated with each activity.
|
|
|
Escalation of commitment-
|
an increased commitment to a previous decision despite negative information.
|
|
|
Events-
|
End points that represent the completion of major activities.
|
|
|
Well-structured problems-
|
Straightforward, familiar, easily defined problems.
|
|
|
Activities-
|
actions that take place
|
|
|
Ill-structured problems-
|
New problems in which information is ambiguous or incomplete.
|
|
|
Critical path-
|
the longest or most time consuming sequence of events and activities required to complete a project in the shortest amount of time.
|
|
|
Programmed decision-
|
a repetitive decision that can be handled by routine approach.
|
|
|
Slack time-
|
the time
|
|
|
Procedure-
|
a series of interrelated sequential steps that can be used to respond to a well-structured problem.
|
|
|
Rule-
|
an explicit statement that tells managers what they ought or ought not to do.
|
|
|
Policy-
|
a general guide that establishes parameters for making decisions.
|
|
|
Nonprogrammed decisions-
|
decisions that must be custom- made to solve unique and nonrecurring problems.
|
|
|
Expert systems-
|
software that acts like an expert in analyzing and solving ill-structured problems.
|
|
|
Neural networks-
|
software that is designed to imitate the structure of the brain cells and connections among them.
|
|
|
Group think-
|
The withholding by group members of different views in order to appear to be in agreement.
|
|
|
Brainstorming-
|
an idea generating process that encourages alternatives while withholding criticism.
|
|
|
Electronic meeting-
|
a type of nominal group technique in which participants are linked by computers.
|
|
|
Decision tree-
|
useful quantitative tool to analyze decisions that involve a progression of decisions.
|
|
|
Break even analysis-
|
a technique for identifying the point at which total revenue is just sufficient to cover total costs.
|
|
|
Linear programming-
|
a mathematical technique that solves resource allocation problems.
|
|
|
Queuing theory-
|
that technique that balances the cost of having a waiting line against the cost of service to maintain that line.
|
|
|
Fixed point reordering system-
|
a pre established point at which inventory is replenished.
|
|
|
Economic order quantity (EOQ) -
|
a technique for balancing purchase, ordering, carrying, and stock out costs to derive the optimum quantity.
|
|
|
Organization design-
|
a process in which managers develop or change their organization’s structure.
|
|
|
Work specialization-
|
A component of organization structure that involves having each discrete step of a job done by a different individual rather than having one individual do the whole job.
|
|
|
Chain of command-
|
The continuous line of authority that extends from the highest levels in an organization to the lowest levels and clarifies who reports to whom.
|
|
|
Unity of Command-
|
the management principle that no person should report to more than one boss.
|
|
|
Span of control-
|
The number of subordinates a manager can direct efficiently and effectively.
|
|
|
Responsibility-
|
An obligation to perform assigned activities.
|
|
|
Line authority-
|
The authority that entitles a manager to direct the work of an employee.
|
|
|
Staff authority-
|
positions that have some authority but that are created to support, assist, and advise the holders of line authority.
|
|
|
Power-
|
an individual’s capacity to influence decisions.
|
|
|
Centralization-
|
a function of how much decision making authority is pushed down to lower levels in an organization; the more centralized an organization, the higher the level at which decisions are made.
|
|
|
Decentralization-
|
the pushing down of decision making authority to the lowest levels of the organization
|
|
|
Functional departmentalization-
|
the grouping of activities by function
|
|
|
Product departmentalization-
|
the grouping of activities by product produced.
|
|
|
Customer departmentalization-
|
the grouping of activities by common customers.
|
|
|
Geographic departmentalization-
|
the grouping of activities by territory.
|
|
|
Process departmentalization-
|
the grouping of activities by process.
|
|
|
Mechanistic organization-
|
the bureaucracy; a structure that is high in specialization, formalization, and centralization.
|
|
|
Organic organization-
|
a structure that is low in specialization, formalization, and centralization.
|
|
|
Unit production-
|
production in terms of units or small batches
|
|
|
Mass production-
|
production in terms of large-batch manufacturing.
|
|
|
Process production-
|
production in terms of continuous processing.
|
|
|
Simple structure-
|
and organization that is low in specialization and formalization but high in centralization.
|
|
|
Functional structure-
|
an organization that structures work by grouping similar and related occupational activities.
|
|
|
Divisional structure-
|
an organization made up of self-contained units or divisions.
|
|
|
Matrix structure-
|
an organization in which specialists from functional departments are assigned to work on one or more projects led by a project manager.
|
|
|
Team based structure-
|
an organization that consists entirely of work groups or teams.
|
|
|
Boundaryless organization-
|
an organization that is not defined or limited by boundaries or categories imposed by traditional structures.
|
|
|
Learning organization-
|
an organization that has developed the capacity to continuously adapt and change because all members take an active role in identifying and resolving work-related issues.
|
|
|
Organization culture-
|
a system of shared meaning within an organization that determines, to a large degree, how employees act.
|
|
|
Human resource management-
|
the management function concerned with getting, training, motivating, and keeping competent employees
|
|
|
Affirmative action programs-
|
programs that ensure that the decisions and practices enhance the employment, upgrading, and retention of members of a protected group.
|
|
|
Work councils-
|
nominated or elected employees who must be consulted when management makes decisions involving personnel.
|
|
|
Board representative-
|
employees who sit on a company’s board of directors and represent the interests of employees.
|
|
|
Employment planning-
|
the process by which management ensures it has the right number and kinds of people in the right places at the right time, who are capable of helping the organization achieve its goals.
|
|
|
Human resource inventory-
|
a report listing the name, education, training, prior employer, languages spoken and other information about each employee in the organization.
|
|
|
Job analysis-
|
an assessment of the kinds of skills, knowledge, and abilities needed to successfully perform each job in an organization.
|
|
|
Job description-
|
a statement of the minimum acceptable qualifications that an incumbent must possess to perform a given job successfully.
|
|
|
Recruitment-
|
the process of locating identifying, and attracting capable applicants.
|
|
|
Selection process-
|
the process of screening job applicants to ensure that the most appropriate candidates are hired.
|
|
|
Reliability-
|
the degree to which a selection device measures the same thing consistently.
|
|
|
Validity-
|
the proven relationship between a selection device and some relevant criterion.
|
|
|
Performance-simulation tests-
|
selection devices that are based on actual job behaviors; work sampling and assessment centers.
|
|
|
Realistic job preview (RJP)-
|
providing both positive and negative information about the job and the company during the job interview.
|
|
|
Orientation-
|
the introduction of a new employee to the job and the organization.
|
|
|
Performance management system-
|
a process of establishing performance standards and evaluating performance in order to arrive at objective human resources decisions and to provide documentation to support personnel actions.
|
|
|
360 degree appraisal-
|
an appraisal device that seeks feedback form a variety of sources for the person being rated.
|
|
|
Discipline-
|
actions taken by a manager to enforce an organization’s standards and regulations.
|
|
|
Employee counseling-
|
a process designed to help employees overcome performance related problems.
|
|
|
Compensation administration-
|
the process of determining the cost effective pay structure that will attract and retain competent employees, provide an incentive for them to work hard, and ensure that pay levels will be perceived as fair.
|
|
|
Employee benefits-
|
membership based rewards. Designed to enrich employee’s lives.
|
|
|
Sexual harassment-
|
sexually suggestive remarks, unwanted touching and sexual advances, requests for sexual favors, or other verbal and physical conduct of a sexual nature.
|
|
|
Workplace spirituality-
|
a spiritual culture that recognizes that employees have both a mind and a spirit, seek to find meaning and purpose in their work, and desire to connect with other employees and be part of a community.
|
|
|
Layoff survivor sickness-
|
a set of attitudes, perceptions, and behaviors of employees who remain after involuntary employee reductions; includes insecurity, guilt, depression, stress, fear, loss of loyalty, and reduced effort.
|
|
|
Career-
|
a sequence of work positions that a person has held over his or her life.
|
|
|
Change agents-
|
a person who initiates and assumes the responsibility for managing a change in an organization.
|
|
|
“calm water” metaphor-
|
a description of traditional practices in and theories about organizations that liken the organization to a large ship making a predictable trip across a calm sea and experiencing an occasional storm.
|
|
|
“white water rapids” metaphor-
|
a description of the organization as a small raft navigating a raging river.
|
|
|
Organization development (OD)-
|
an activity designed to facilitate planned, long-term organization-wide change that focuses on the attitude and values of organizational members; essentially an effort to change an organization’s culture.
|
|
|
Survey feedback-
|
a method of assessing employees’ attitudes towards and perceptions of a change they are encountering by asking specific questions.
|
|
|
Process consultation-
|
the use of consultants from outside an organization to help change agents within the organization assess process events such as work flow, informal intra-unit relationships, and formal communications channels.
|
|
|
Team-building-
|
an activity that helps work groups set goals, develop positive interpersonal relationships, and clarify the role and responsibilities of each team member.
|
|
|
Intergroup development-
|
an activity that attempts to make several work groups become more cohesive.
|
|
|
Stress-
|
a force or influence a person feels when he or she faces opportunities, constraints, or demands that he or she perceives to be both uncertain and important.
|
|
|
Karoski-
|
a Japanese term that refers to a sudden death caused by overworking.
|
|
|
Stressors-
|
a factor that causes stress.
|
|
|
Role conflict-
|
work expectations that are hard to satisfy.
|
|
|
Role overload-
|
having more work to accomplish than time permits.
|
|
|
Role ambiguity-
|
when role expectations are not clearly understood.
|
|
|
Type A personality-
|
people who have chronic sense of urgency and an excessive competitive drive.
|
|
|
Type B personality-
|
people who are relaxed and easygoing and accept change easily.
|
|
|
Employee assistant programs (EAPs)-
|
programs offered by organizations to help their employees overcome personal and health-related problems.
|
|
|
Wellness programs-
|
program offered by organizations to help their employees prevent health problems.
|
|
|
Creativity-
|
the ability to produce novel and useful ideas.
|
|
|
Innovations-
|
the process of taking a creative idea and turning it into a useful product, service, or method of operation.
|
|
|
organizational behavior-
|
the study of the actions of people at work
|
|
|
organizational citizenship-
|
behavior that is not directly part of an employee's formal job description
|
|
|
attitudes-
|
valuative statements concerning objects, people, or events.
|
|
|
Cognitive component of an attitude
|
the beliefs, opinions, knowledge, and information held by a person
|
|
|
affective components of an attitude
|
the emotional, or feeling, segment of an attitude.
|
|
|
Behavioral components of an attitude
|
the intention to behave in a certain way toward someone or something
|
|
|
cognitive dissonance-
|
any incompatibility between two or more attitudes or between behavior and attitudes
|
|
|
Myers-Briggs type indicator (MBTI)
|
a method of identifying personality types.
|
|
|
Big five model
|
five factor model of personality that includes extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience.
|
|
|
Extroversion
|
a personality dimension that describes the degree to which someone is sociable, talkative, and assertive.
|
|
|
Agreeableness
|
a personality dimension that describes the degree to which some-one is good-natured, cooperative, and trusting.
|
|
|
Conscientiousness-
|
a personality dimension that describes the degree to which someone is responsible, dependable, persistent, and achievement orientated.
|
|
|
Emotional stability-
|
a personality dimension that describes the degree to which someone is calm, enthusiastic, and secure (positive), or tense, nervous, depressed, and insecure. (Negative)
|
|
|
Emotional intelligence (EI)
|
an assortment on non cognitive skills, capabilities, and competencies that influences a person's ability to cope with environmental demands and pressures.
|
|
|
Locus of control-
|
a personality attribute that measures the degree to which people believe that they are masters of their own fate
|
|
|
Machiavellianism (“Mach”)
|
a measure of the degree to which people are pragmatic, maintain emotional distance, and believe that the ends can justify means.
|
|
|
Self-esteem (SE)
|
an individual's degree of like or dislike for himself or herself.
|
|
|
Self-monitoring-
|
a measure of an individual's ability to adjust his or her behavior to external, situational factors.
|
|
|
Proactive personality
|
describes those individuals who are more prone to take actions to influence their environment.
|
|
|
Perception-
|
the process of organizing and interpreting sensory impressions in order to give meaning to the environment
|
|
|
attribution theory-
|
a theory based on the premise that we judge people differently depending on the meaning we attribute to a given behavior.
|
|
|
Fundamental attribution error-
|
the tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors when making judgments about the behavior of others.
|
|
|
Self-serving bias-
|
The tendency for individual's to attribute their own successes to internal factors while putting the blame for failures on external factors.
|
|
|
Learning-
|
any relatively permanent change in behavior that occurs as a result of experience.
|
|
|
Operant conditioning
|
A behavior theory that argues that voluntary, or learned. Behavior is a function of its consequences.
|
|
|
Social learning theory-
|
the theory that people can learn through observation and direct experience.
|
|
|
Shaping behavior-
|
the process of guiding an individual's learning through graduated steps.
|
|
|
Group-
|
two or more interacting and interdependent individuals who come together to achieve particular objectives.
|
|
|
Role-
|
a set of expected behavior patterns attributed to someone who occupies a given position in a social unit.
|
|
|
Norms-
|
acceptable standards shared by the members of a group.
|
|
|
Status-
|
a prestige grading, position, or rank within a group.
|
|
|
Social loafing-
|
the tendency of an individual in a group to decrease his or her effort because responsibility and individual achievement cannot be measured.
|
|
|
Group cohesiveness-
|
the degree to which members of a group are attracted to each other and share goals.
|
|
|
forming-
|
the first stage of the team development process, characterized by a great deal of uncertainty about the group's purpose, structure, and leadership.
|
|
|
Storming-
|
the second stage of the team development process, characterized by intragroup conflict.
|
|
|
Norming-
|
the third stage of the team development process in which the team structure solidifies and members assimilate a common set of expectations for appropriate work behavior.
|
|
|
Performing-
|
in this fourth stage of the team development process, the structure is fully functional and accepted by team members and their energy is focused on performing the necessary tasks.
|
|
|
Adjourning-
|
in the fifth and final stage of the team development process, the team wraps up its activities and prepares for disbandment.
|
|
|
Work group-
|
two or more individuals who have come together to share information and make decisions in order to achieve certain objectives.
|
|
|
Work team-
|
individuals who come together to generate positive synergy through a coordinated effort; individual efforts result in a level of performance that is greater than the sum of those individual parts.
|
|
|
Functional teams-
|
a team composed of a manager and the employees in his or her unit who are often involved in efforts to improve work activities or to solve specific problems within a particular function of the unit.
|
|
|
Problem-solving teams-
|
a team in which members share ideas or offer suggestions on how work process and methods can be improved.
|
|
|
Quality circles-
|
work teams of 8 to 10 employees and supervisors who share an area of responsibility by meeting regularly to discuss their quality problems, investigating causes of the problems, recommending solutions and taking corrective actions.
|
|
|
Self managed work team-
|
a formal group of employees that operate without a manager and is responsible for a complete work process or segment that delivers a product or service to an external or internal customer.
|
|
|
Cross-functional work teams-
|
"a group of workers consisting of employees from about the same hierarchical
|
|
|
Virtual teams-
|
teams that use computer technology to link physically dispersed members in order to achieve a common goal.
|
|
|
Motivation-
|
the willingness to exert high levels of effort to reach organizational goals, conditioned by the effort's ability to satisfy some individual need.
|
|
|
Need-
|
an internal state that makes certain outcomes appear attractive.
|
|
|
Hierarchy of needs theory-
|
Maslow's theory that there is five human needs: physiological, safety, social, esteem, and self actualization; the next need becomes dominant.
|
|
|
Theory X-
|
McGregor's term for the assumption that employees dislike work, are lazy, seek to avoid responsibility, and must be coerced to perform.
|
|
|
Theory Y-
|
McGregor's term for the assumption that employees are creative, seek responsibility, and can exercise self direction.
|
|
|
Motivation-hygiene theory-
|
Herzberg's theory that intrinsic factors are related to job satisfaction and extrinsic factors are related to job dissatisfaction.
|
|
|
Hygiene factors-
|
Herzberg's term for factors, such as working conditions and salary, that when adequate, may eliminate job dissatisfaction but do not necessarily increase job satisfaction.
|
|
|
Motivators-
|
Herzberg's term for factors, such as recognition and growth, that increase job satisfaction.
|
|
|
Three-needs theory-
|
McClelland's theory that needs for achievement, power, power and affiliation are major motives in work.
|
|
|
Need for achievement-
|
the drive to excel, to achieve in relation to a set of standards, and to strive to succeed.
|
|
|
Need for power-
|
the need to make others behave in a way that they would not have behaved otherwise.
|
|
|
Need for affiliation-
|
the desire for friendly and close interpersonal relationships.
|
|
|
Equity theory-
|
Adam's theory that employees perceive what they get from a job situation (outcomes) in relation to what they put into it (inputs) and then compare their input-outcome ratio with the input-outcomes ratios of relevant others.
|
|
|
Referent-
|
in equity theory, the other persons, the systems, or the personal experiences against which individuals compare themselves to assess equity.
|
|
|
Job Characteristics Model (JCM)-
|
Hackman and Oldhams job description model: the five core job dimensions are skill variety, task identity, task significance, autonomy, and feedback.
|
|
|
Job enrichment-
|
vertically expanding a job by adding planning and evaluation responsibilities.
|
|
|
Expectancy theory-
|
Vroom's theory that an individual tends to act in a certain way, in the expectation that the act will be followed by a given outcome, and according to the attractiveness of that outcome.
|
|
|
Pay-for-performance programs-
|
Compensation plans such as piece-rate plans, profit sharing, and the like that pay employees on the basis of some performance measure.
|
|
|
Competency-based programs-
|
a program that pays and rewards employees on the basis of skills, knowledge, and behaviors they possess.
|
|
|
Broad-banding-
|
Preset pay level, based on the degree competencies exist.
|
|
|
Stock options-
|
a program that allows employees to purchase company stock at a fixed price.
|
|
|
Flextime-
|
a scheduling option that allows employees to select what their work hours will be within some specified parameters.
|
|
|
Job sharing-
|
a type of part-time work that allows two ore more workers to split traditional 40-hr a week job.
|
|
|
Telecommuting-
|
a system of working at home on a computer that is linked to the office.
|
|
|
Trait theories of leadership-
|
theories that isolate characteristics that differentiate leaders form non leaders.
|
|
|
Behavioral theories of leadership-
|
theories that isolate behaviors that differentiate effective leaders form ineffective leaders.
|
|
|
Autocratic style of leadership-
|
the term used to describe a leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation.
|
|
|
Democratic style of leadership-
|
the term used to describe a leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees.
|
|
|
Laissez-faire style of leadership-
|
the term used to describe a leader who generally gives his or her employees complete freedom to make decisions and to complete the work in whatever way they see fit.
|
|
|
Initiating structure-
|
the extent to which a leader defines and structures his or her role and the role of employees to attain goals.
|
|
|
Consideration-
|
The extent to which a leader job relationships characterized by mutral trust, respect for employees', ideas, and regard for their feelings.
|
|
|
Employee oriented-
|
a leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences.
|
|
|
Production-oriented-
|
a leader who emphasizes the technical or task aspects of a job, is concerned mainly with accomplishing tasks, and regards group members as a means to accomplishing goals.
|
|
|
Managerial grid-
|
a two dimensional view of a leadership style that is based on concern people verses concern for production.
|
|
|
Least-preferred coworker (LPC)questionnaire-
|
a questionnaire that measures whether a person is task or relationship oriented.
|
|
|
Fiedler contingency model-
|
the theory that effective group pereformance depends on the proper match between the leader's style of interacting with employees and the degree to which the situation gives control and influence to the leader.
|
|
|
Path-goal theory-
|
the theory that it is a leader's job to assist followers in attaining their goals and to provide the necessary direction and support.
|
|
|
Leader-participation model-
|
a leadership theory that provides a sequential set of rules for determining the form and amount of participation a leader should exercise in decision making according to different types of situations.
|
|
|
Situational Leadership-
|
a model of leadership behavior that reflects how a leader should adjust his or her leadership style in accordance with the readiness of followers.
|
|
|
Readiness-
|
the extent to which people have the ability and the willingness to accomplish a specific task.
|
|
|
Charismatic leadership theory-
|
the theory that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.
|
|
|
Visionary leadership-
|
the ability to create and articulate a realistic, credible, attractive version of the future that grows out of and improves upon the present.
|
|
|
Transactional leaders-
|
leaders who guide or motivate their followers toward established goals by clarifying role and task requirements.
|
|
|
Transformational leaders-
|
leaders who inspire followers to transcend their own self-interests for the good of the organization and are capable of having a profound and extraordinary effect on followers.
|
|
|
Trust-
|
the belief in the integrity, character, and ability of a leader.
|
|
|
Deterrence-based trust-
|
trust based on fear of reprisal if the trust is violated.
|
|
|
Knowledge-based trust-
|
trust based on the behavioral predictability that comes from a history of interactions.
|
|
|
Identification-based trust-
|
trust based on an emotional connection between the parties.
|
|
|
Encoding-
|
the conversion of a message into symbolic form.
|
|
|
Message-
|
a purpose to be conveyed.
|
|
|
Channel-
|
a receiver’s translation of a sender’s message.
|
|
|
Feedback-
|
the degree to which carrying out the work activities required by a job resulting in the individual’s obtaining direct and clear information about the effectiveness of his or her performance.
|
|
|
Grapevine-
|
An unofficial channel of communication.
|
|
|
Body language-
|
nonverbal communication cues such as facial expressions, gestures, and other body movements.
|
|
|
Verbal intonation-
|
an emphasis given to words or phrases that convey meaning.
|
|
|
Filtering-
|
the deliberate manipulation of information to make it appear more favorable to the receiver.
|
|
|
Selective perception-
|
selective hearing of communications based on one’s needs, motivations, experiences, or other personal characteristics.
|
|
|
Information overload-
|
the result of information exceeding capacity.
|
|
|
Jargon-
|
technical language.
|
|
|
Active listening-
|
listening for the full meaning without making premature judgment of interpretations.
|
|
|
Knowledge management-
|
includes cultivating a learning culture in which organizational members systematically gather knowledge and share it with others.
|
|
|
Delegation-
|
the assignment of authority to another person to carry out specific activities.
|
|
|
Conflict-
|
perceived differences resulting in interference or opposition.
|
|
|
Traditional view of conflict-
|
the view that all conflict is bad and must be avoided.
|
|
|
Human relations view of conflict-
|
the view that conflict is natural and inevitable and has the potential to be a positive force.
|
|
|
Interactionist views of conflict-
|
the view that some conflict is necessary for an organization to perform effectively.
|
|
|
Functional conflicts-
|
conflict that supports an organization’s goals.
|
|
|
Dysfunctional conflicts-
|
conflict that prevents an organization from achieving its goals.
|
|
|
Devil’s advocate-
|
a person who purposely presents arguments that run counter to those proposed by the majority or against current practices.
|
|
|
Negotiation-
|
a process in which two or more parties who have different preferences must make a joint decision and come to an agreement.
|
|
|
Distributive bargaining-
|
negotiations under zero-sum conditions, in which any gain made by one party involves a loss to the other party.
|
|
|
Integrative bargaining-
|
Negotiations in which there is at least one settlement that involves no loss to either party.
|
|
|
Control-
|
the process of monitoring activities to ensure that they are being accomplished as planned and correcting any significant deviations.
|
|
|
Market control-
|
an approach to control that emphasizes the use of external market mechanisms such as price competition and market share.
|
|
|
Bureaucratic control-
|
an approach to control that emphasizes authority and relies on administrative rules, regulations, procedures, and policies.
|
|
|
Clan control-
|
an approach to designing control systems in which employee behaviors are regulated by the shared values, norms, traditions, rituals, beliefs, and other aspects of the organization’s culture.
|
|
|
Management by walking around (MBWA)-
|
a phrase used to describe when a manager is out in the work area interacting with employees.
|
|
|
Range of variation-
|
the acceptable parameters of variance between actual performance and the standard.
|
|
|
Immediate corrective action-
|
correcting a problem at once to get performance back on track.
|
|
|
Basic corrective action-
|
determining how and why performance has deviated and then correcting the source of the deviation.
|
|
|
Feedforward control-
|
control that prevents anticipated problems.
|
|
|
Concurrent control-
|
control that takes place while an activity is in progress.
|
|
|
Feedback control-
|
control that takes place after an action.
|
|
|
Employee theft-
|
any unauthorized taking of company property by employees for their personal use.
|
|
|
Boiling frog phenomenon-
|
a classical psychological response experiment.
|
|
|
Harvesting-
|
when an entrepreneur hopes to cash out on the investment he or she has made in the business.
|
|
|
Operations management-
|
the study and application of the transformation process.
|
|
|
Transformation process-
|
the process through which an organization creates value by turning inputs (people, capital, equipment, materials) into outputs (goods or services).
|
|
|
Manufacturing organizations-
|
an organization that produces physical outputs.
|
|
|
Service organization-
|
an organization that produces nonphysical outputs such as educational, medical, or transportation services.
|
|
|
Productivity-
|
Outputs (labor + capital + materials)
|
|
|
Value-
|
the performance characteristics, features, and attributes, or any other aspects of goods and services for which the customers are willing to give up resources.
|
|
|
Value chain-
|
the entire series of organizational work activities that add value at each step beginning with the processing of raw materials and ending with a finished product in the hands of end users.
|
|
|
Value chain management-
|
management of facilities, functions, and activities involved in producing and delivering a product or service from suppliers to customers.
|
|
|
Business model-
|
a strategic design for how a company intends to profit from its broad array of strategies, processes, and activities.
|
|
|
Organizational process-
|
the way organizational work is done.
|
|
|
Intellectual property-
|
proprietary information that is critical to a firm’s efficient and effective operation.
|
|
|
Just in time (JIT)-
|
system in which inventory items arrive when needed in the production process instead of being stored in stock.
|
|
|
Kanban-
|
Japanese for “Card” or “Signal”; refers to a system of cards in a shipping containers that use the just in time concept (a card orders a shipment when a container is opened).
|
|
|
Quality control-
|
ensuring that what is produced meets some pre established standard.
|
|
|
Project-
|
one-time-only set of activities with a definite beginning and ending point in time.
|
|
|
Project management-
|
task of getting the activities done on time, within budget, and according to specifications.
|
|
|
Gantt chart-
|
a planning tool that shows in bar graph form when tasks are supposed to be done and compares that with the actual progress on each.
|
|
|
Load chart-
|
a modified version of the Gantt chart, the load chart lists either whole departments or specific resources.
|
|
|
PERT network analysis-
|
a flow-chart like diagram that depicts the sequence of activities needed to complete a project and time or costs associated with each activity.
|
|
|
Events-
|
End points that represent the completion of major activities.
|
|
|
Activities-
|
actions that take place
|
|
|
Critical path-
|
the longest or most time consuming sequence of events and activities required to complete a project in the shortest amount of time.
|
|
|
Slack time-
|
the time
|
