Mgmt 405 Ch 10-14

Front 1

HUMAN RESOURCE MANAGEMENT

Back 1

Is the process of attracting, developing, and maintaining a talented and energetic workforce.

Front 2

DISCRIMINATION

Back 2

Occurs when someone is denied a job or job assignment for reasons not job relevant.

Front 3

EQUAL EMPLOYMENT OPPORTUNITY

Back 3

is the right to employment and advancement without regard to race, gender, religion, color, or national origin.

Front 4

AFFIRMATIVE ACTION

Back 4

Is an effort to give preference in employment to women and minority groups.

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BONA FIDE OCCUPATIONAL QUALIFICATIONS

Back 5

Are EEO exceptions justified by individual capacity to perform a job. (i.e. Women at Hooters)

Front 6

SEXUAL HARASSMENT

Back 6

Occurs as behavior of a sexual nature that affects a person's employment situation.

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COMPARABLE WORTH

Back 7

Holds that persons performing jobs of a similar importance should be paid at comparable levels.

Front 8

INDEPENDENT CONTRACTOR

Back 8

Are hired on temporary contracts and are not part of the organization's official workforce.

Front 9

STRATEGIC HUMAN RESOURCE PLANNING

Back 9

Analyzes staffing needs and identifies actions to fill those needs.

Front 10

REALISTIC JOB PREVIEWS

Back 10

Provide all pertinent information about a job and the organization.

Front 11

ASSESSMENT CENTER

Back 11

Examines candidates' handling of simulated job situations.

Front 12

SOCIALIZATION

Back 12

Is the process of systematically changing the expectations, behavior, and attitudes of a new employee.

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ORIENTATION

Back 13

Makes new employees familiar with their jobs, co-workers, and organizational context.

Front 14

TRAINING

Back 14

Provides opportunities to acquire and improve job skills.

Front 15

MENTORING

Back 15

Occurs when senior employees coach and advise newer ones.

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PERFORMANCE APPRAISAL

Back 16

Is the process of formally evaluating performance and providing feedback.

Front 17

CAREER PLANNING

Back 17

Is the process of systematically matching goals and capabilities with opportunities.

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BASE COMPENSATION

Back 18

Is a salary or hourly wage paid to an individual.

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FRINGE BENEFITS

Back 19

Are non monetary forms of compensation (e.g. health & retirement plans)

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FLEXIBLE BENEFITS

Back 20

Program allows employees to choose a range of benefit options.

Front 21

LABOR UNIONS

Back 21

Is an organization to which workers belong and that deals with employers on their collective behalf.

Front 22

COLLECTIVE BARGAINING

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Is the process of negotiating, administering, and interpreting a labor contract.

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LEADERSHIP

Back 23

Is the process of inspiring others to work hard to accomplish important tasks.

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VISION

Back 24

Is a term used to describe a clear sense of the future.

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POWER

Back 25

Is the ability to get someone else to do something you want done or to make things happen the way you want.

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REWARD POWER

Back 26

Offers something of value as a means of influencing other people.

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COERCIVE POWER

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Uses punishment as a means of influencing other people.

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LEGITIMATE POWER

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Influences other people by formal authority, or the rights of office.

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EXPERT POWER

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Influences other people by specialized knowledge.

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REFERENT POWER

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Influences other people because of their desire to identify personally with you.

Front 31

LEADERSHIP STYLE

Back 31

Is the recurring pattern of behaviors exhibited by a leader.

Front 32

EMOTIONAL INTELLIGENCE

Back 32

Is the ability to understand and deal well with emotions at work.

Front 33

INTEGRITY

Back 33

In leadership integrity is honesty, credibility, and consistency in putting values into action.

Front 34

MORAL LEADERSHIP

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Sets high ethical standards for others to follow.

Front 35

MOTIVATION

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Accounts for the level, direction, and persistence of effort expended at work.

Front 36

LOWER ORDER NEEDS

Back 36

Are physiological, safety, and social needs in Maslow's hierarchy.

Front 37

HIGHER ORDER NEEDS

Back 37

Are esteem and self actualization needs in Maslow's hierarchy.

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SATISFIER FACTOR

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Is found in job content, such as a sense of achievement, recognition, responsibility, advancement, or personal growth.

Front 39

HYGIENE FACTOR

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Is found in job context, such as working conditions, interpersonal relations, organizational policies, and salary.

Front 40

NEED FOR ACHIEVEMENT

Back 40

Is the desire to do something better, to solve problems, or to master complex tasks.

Front 41

NEED FOR POWER

Back 41

Is the desire to control, influence, or be responsible for other.

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NEED FOR AFFILIATION

Back 42

Is the desire to establish and maintain good relations with people.

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EXPECTANCY

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Is a person's belief hat working hard will result in high task performance.

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INSTRUMENTALITY

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Is a person's belief that various outcomes will occur as a result of task performance.

Front 45

VALENCE

Back 45

Is the a person assigns to work-related outcomes.

Front 46

TASK GOALS

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Are performance targets for individuals and groups.

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LAW OF EFFECT

Back 47

States that behavior followed by pleasant consequences is likely to be repeated; behavior followed by unpleasant consequences is not.

Front 48

JOB DESIGN

Back 48

Is the allocation of specific work tasks to individuals and groups.

Front 49

JOB PERFORMANCE

Back 49

Is the quantity and quality of task accomplishment by an individual or group.

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JOB SATISFACTION

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Is the degree to which an individual feels positively or negatively about a job.

Front 51

JOB SIMPLIFICATION

Back 51

Employs people in clearly defined and very specialized tasks.

Front 52

AUTOMATION

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Is the total mechanization of a job.

Front 53

JOB ROTATION

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Increases task variety by periodically shifting workers between jobs involving different tasks.

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JOB ENLARGEMENT

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Increases task variety combining into one job two or more tasks previously assigned to separate workers.

Front 55

JOB ENRICHMENT

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Increases job depth by adding work planning and evaluating duties normally performed by the supervisor.

Front 56

COMPRESSED WORK-WEEK

Back 56

Allows a full time, 40 hour per week job to be completed n less than five days.

Front 57

FLEXIBLE WORKING HOURS

Back 57

Give employees some choice in the pattern of daily work hours.

Front 58

JOB SHARING

Back 58

Splits one job between two people.

Front 59

TELECOMMUTING

Back 59

Involves working at home or other places using computer links to the office.

Front 60

INDEPENDENT CONTRACTOR

Back 60

Engages outsiders to complete special tasks or projects.

Front 61

CONTINGENCY WORKERS

Back 61

Are employed on a part-time basis to supplement a permanent workforce.

Front 62

TEAM

Back 62

Is a collection of people who regularly interact to pursue common goals.

Front 63

TEAMWORK

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Is the process of people actively working together to accomplish common goals.

Front 64

SOCIAL LOAFING

Back 64

Is the tendency of some people to avoid responsibility by "free-riding" in groups.

Front 65

COMMITTEE

Back 65

Is formal team designated to work on a special task on a continuing basis.

Front 66

TASK FORCE

Back 66

Is a formal team convened for a specific purpose and expected to disband when that purpose is achieved.

Front 67

CROSS-FUNCTIONAL TEAMS

Back 67

Come from different functional units.

Front 68

EMPLOYEE INVOLVEMENT TEAM

Back 68

Meets on a regular basis to use its talents to help solve problems and achieve continuous improvement.

Front 69

QUALITY CIRCLE

Back 69

Is a team of employees who meet periodically to discuss ways of improving work quality.

Front 70

VIRTUAL TEAM

Back 70

Work together and solve problems through computer based interactions.

Front 71

SELF-MANAGING WORK TEAM

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Have the authority to make decisions about how they share and complete their work.

Front 72

EFFECTIVE TEAM

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Achieves high levels of both task performance and membership satisfaction.

Front 73

GROUP PROCESS

Back 73

Is the way team members work together to accomplish tasks.

Front 74

NORM

Back 74

Is a behavior, rule, or standard expected to be followed by team members.

Front 75

COHESIVENESS

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Is the degree to which members are attracted to and motivated to remain part of a team.

Front 76

TASK ACTIVITY

Back 76

Is an action taken by a team member that contributes directly to the group's performance purpose.

Front 77

MAINTENANCE ACTIVITY

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Is an action taken by a team member that supports the emotional life of the group.

Front 78

CENTRALIZED COMMUNICATION NETWORK

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Communication flows only between individual members and a hub or center.

Front 79

DECENTRALIZED COMMUNICATION NETWORK

Back 79

Allows members to communicate directly with one another.

Front 80

GROUP-THINK

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Is a tendency for highly cohesive teams to lose their evaluative capabilities.

Front 81

TEAM BUILDING

Back 81

Is a sequence of collaborative to gather and analyze data on a team and make changes to increase its effectiveness.

Front 82

COMMUNICATION

Back 82

Is the process of sending and receiving symbols with meanings attached.

Front 83

EFFECTIVE COMMUNICATION

Back 83

The intended meaning of the source and the perceived meaning of the receiver are identical.

Front 84

EFFICIENT COMMUNICATION

Back 84

Occurs at minimum costs.

Front 85

NOISE

Back 85

Is anything that interferes with communication effectiveness.

Front 86

COMMUNICATION CHANNEL

Back 86

Is the medium through which a message is sent.

Front 87

NON-VERBAL COMMUNICATION

Back 87

Takes place through gestures and body language.

Front 88

MIXED MESSAGE

Back 88

Results when words communicate one message while actions, body language, or appearance communicate something else.

Front 89

FILTERING

Back 89

Is the intentional distortion of information to make it appear most favorable to the recipient.

Front 90

PERCEPTION

Back 90

Is the process through which people receive, organize, and interpret information from the environment.

Front 91

STEREOTYPE

Back 91

Is when attributes commonly associated with a group are assigned to an individual.

Front 92

HALO EFFECT

Back 92

Occurs when one attribute is used to develop an overall impression of a person or situation.

Front 93

SELECTIVE PERCEPTION

Back 93

Is the tendency to define problems from one's own point of view.

Front 94

PROJECTION

Back 94

Is the assignment of personal attributes to other individuals.

Front 95

ACTIVE LISTENING

Back 95

Helps the source of a message say what he or she really means.

Front 96

FEEDBACK

Back 96

Is the process of telling someone else how you feel about something that person did or said.

Front 97

MANAGEMENT BY WANDERING AROUND

Back 97

Workers at all levels talk with bosses about a variety of work-related matters.

Front 98

360-DEGREE FEEDBACK

Back 98

Involves upward appraisals from subordinates as well as additional feedback from peers, internal and external customers, and higher managers.

Front 99

PROXEMICS

Back 99

Is the use of interpersonal space.