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90 Cards in this Set

  • Front
  • Back
Organizational Culture
The shared set of beliefs, expectations, values, norms, and work routines that influence the ways in which individuals, groups, and teams interact with one another and cooperate to achieve organizational goals.
Terminal Value
A lifelong goal or objective that an individual seeks to achieve.
Instrumental Values
A mode of conduct that an indivdual seeks to follow.
Organizational Socialization
The process by which newcomers learn an organization's values and norms and acquire work behavior's necessary to perform jobs effectivelly.
Strategy Formulation
The development of a set of corporate-, business and functional-level strategies that allow an organization to accomplish its mission and achieve its goals.
SWOT analysis
A planning exercise in which managers identify organizational strengths (S) and weaknesses (W) and environmental oppurtunities (O) and threats (T).
Low-Cost Strategy
Driving the organization's costs down below the costs of its rivals.
Differentiation Strategy
Distinguishing anorganization's products from the products of competitors on dimensions such as product design, quality, or after-sales service.
Focused Differentiation Strategy
Serving only one segment of the overall market and trying to be the most differentiated organization serving that segment.
Focused Low Cost Strategy
Serving only one segment of the overall market and trying to be the lowest cost organization serving that segment.
Concentration on a Single Industry
Reinvesting a company's profits to strengthen its competitive position in its current industry.
Vertical Integration
Expanding a company's operations either backward into an industry that produces inputs for its products or forward into an industry that uses, distributes, or sells its products.
Diversification
Expanding a company's business operations into a new industry in order to produce new kinds of valuable goods or services.
Synergy
Performance gains that result when individuals and departments coordinate their actions.
Related Diverisfication
Entering a new business or industry to create a competitive advantage in one or more of an organizations's exsisting divisions or businesses.
Unrelated Diversification
Entering a new industry or buying a company in a new industry that is not related in anywat to an organization's current businesses or industries.
Global Strategy
Selling the same standardized product and using the same basic marketing approach in each national market.
Multidomestic Strategy
Customizing products and marketing strategies to specific national conditions.
Exporting
Making products at home and selling them abroad
Importing
Selling products at home that are made abroad.
Licensing
Allowing a foreign organization to take charge of maufactoring and distributing a product in its country or world region in return for a negotiated fee.
Franchising
Selling to a foreign organization the rights to use a brand name and operating know-how in return for a lump-sum payment and a share of the profits.
Joint Venture
A strategic Alliance among two or moe companies that agree to jointly establish and share the ownership of a new business.
Strategic Alliance
An agreement in which managers pool pool or share their organization's resources and know-how with a foreign company, and thew two organizations share the rewards and risks of starting a new venture.
Organizational Architecture
The organizational structure, control systems, culture, and human resoucre management systems that together determine how efficently and effectively organizational resources are used.
Organizational Structure
A formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizatinal goals.
Organizatinal Design
The process by which managers make specific organizing choices that result in a particular kind of organizational structure.
Job deisgn
The process by which managers decide how to divide tasks into specific jobs.
Job simplification
The process of reducing the numbers of tasks that each worker performs.
Job enlargement
Increasing the number of different tasks in a given job by changing the division of labor.
Job enrichment
Increasing the degree of responsibilty a worker has over his or her job
Functional Structure
An organizational structure composed of all the departments that an organization requires to produce goods or services.
Divisional Structure
An organizational structure composed of seperate business units within which arethe functions that work together to produce a specfic product for a specific customer.
Product Structure
An organizational structure in which each product line or business is handled by a self contained division.
Geographic Structure
An organizational Strucute in which each region of a country or area of the world is served by a self contained divsion.
Market Structure
An organizational structure in which each kind of customer is served by a self-contained division; also called customer structure.
Matrix Structure
An organizational structure that simultaneosly groups people and resources by function and by product.
Authority
The power to hold people accountable for their actions and to make decions concerning the use of organizational resources.
Hierarchy of Authority
An organization's chain of command, specifying the relative authority of each manager.
Span of Control
The number of subordinates who report directly to a manager.
Decentralizing Authority
Giving lower-level managers and non-managerial employees the right to make important decisions about how to use organizational resources.
Human Resources Management
Activites that managers engage in in to attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishment of organizational goals.
Strategic human resources management
The process by which managers design the components of an HRM system to be consistent with each other, with other elements of organizational architechture, and with the organization's strategy and goal.
Equal Employment Oppurtunity (EEO)
The equal right of all citizens to the oppurtunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilites.
Recruitment
Activities that managers engage in to develop a pool of qualified candidates for open positions.
Selection
The process that mamagers use to detemine the relative qualifications of job applicants and their potential for performing well in a particular job.
Human Resource Planning
Activities that managers engage in to forecast their current and future needs for human resources.
Outsource
To use outside suppliers and manufactor to produce goods and services.
Job analysis
Identifying the tasks, duties, and responsibilites that make up a job and the knowledge, skills, and abilities needed to perform the job.
Realistic Job Preview (RJP)
An honest assesment of the advantages and disadvantages of a job and organization.
Reliability
The degree to which a tool or test measures the same thing each time it is used.
Validity
The degree to which a tool or test measures what it purports to measure.
Training
Teaching organizational members how to perform their current jobs and helping them aquire the knowledge and skills they need to be effective performers.
Performance Appraisal
The evaluation of of employee's job performance and contributions to the organization.
Performance Feedback
The proccess through which managers share performance appraisal information with subordinates, give subordinates an oppurtunity to reflect on their own performance, and develop, with subordinates, plans for the future.
Objective Appraisal
An appraisal that is based on facts and is likely to be numerical
Development
Building the knowledge and skills of organizational members so that they are prepared to take on new responsibilites and challenges.
Needs Assesment
An assesment of which employees need training or development and what type of skills or knowledge they need to aquire.
On-the-Job Training
Training that takes placein the work setting as employees perform the their job tasks.
Performance Appraisal
The evaluation of employees' job performance and contributions to their organization.
Subjective Appraisal
An appraisal that is based on perceptions of traits, behaviors, or results.
360 degree appraisal
A performance appraisal by peers, subordinates, superiors, and sometimes clients who are in a position to evaluate manager's performance
Formal Appraisal
An appraisal that conducted at a set time during the year and based on performance dimensions and measures that were specifed in advance.
Informal Appraisal
An unscheduled appraisal of ongoing progress and areas for improvement.
Pay Level
The relative position of an organization's pay incentives in comparison with those who of other organizations in the same industry employing similar kinds or workers.
Pay Structure
The arrangement of jobs into categories reflecting their relative importance to the organization and its goals, level of skills required, and other characterhistics.
Cafeteria-Style Benefit Plan
A plan from which employees can choose the benfits that they want
Labor Relations
The activities that managers engage in to ensure that they have effective working relationships with the labor unions that represent their employees' interests.
Collective Bargaining
Negotiations between labor unions and managers to resolve conflicts and disputes about issues such as working hours, wages, benefits, working conditions, and job security.
Motivation
Psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence.
Intristically Motivated Behavior
Behavior that is performed for its own sake.
Extrinsitcally Motivated Behavior
Behavior that is performed to aquire material or social rewards or to avoid punishment.
Outcome
Anything a persons gets from a job or organization.
Input
Anything a person contributes to his or her job or organization.
Expectancy Theory
The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.
Expectancy
In Expectancy theory, a perception about the extent to which effort results in a certain level of performance.
Instrumentality
In expectancy theory, a perception about the extent ti which performance results in the attainment of outcomes.
Valence
In expectancy theory, how desirable each of the outcomes available from a job or organization is to a person.
Need Theories
Theories of motivation that focus on what needs people are trying to satisy at work and what outcomes will satisy those needs.
Need
A requirement or necessity for surval and well-being.
Equity
The justice, impartiality, and fairness to which all organizational members are entitled.
Inequity
Lack of fairness.
Learning
A relatively permanent change in knowledge or behavior that results from practice or experience
Positive Reinforcement
Giving people outcomes they desire when they perform organizationally functional behaviors.
Negative Reinforcement
Eliminating or removing undesired outcomes when people perform organizationally functional behaviors.
Extinction
Curtailing the performance of dysfunctional behaviors by eliminating whatever is reinforcing them.
Punishment
Adminstering an undesired or negative consequence when dysfunctional behavior occurs.
Vicarious Learning
Learning that occurs when the learner becomes motivated to perform a behavior by watching another person perform it and reinforced for doing so; also called obervational learning.
Self-Reinforcer
Any desired or attractive outcome or reward that a person gives to himself or herself for good performance.
Merit Pay Plan
A compensation plan that bases pay on performance