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92 Cards in this Set
- Front
- Back
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control systems
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formal target-setting, monitoring, evaluation, and feedback systems that provide managers with information about how well the organization's strategy and structure are working
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feedforward control
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control that allows managers to anticipate problems before they arise
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concurrent control
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control that gives managers immediate feedback on how efficiently inputs are being transformed into outputs so that managers can correct problems as they arise
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feedback control
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control that gives managers information about customers' reactions to goods and services so that corrective action can be taken if necessary
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operating budget
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a budget that states how managers intend to use organizational resources to achieve organizational goals
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management by objectives (MBO)
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a goal-setting process in which a manager and each of his or her subordinates negotiate specific goals and objectives for the subordinate to achieve and then periodically evaluate the extent to which the subordinate is achieving those goals
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bureaucratic control
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control of behavior by means of a comprehensive system of rules and standard operating procedures
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organizational culture
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the set of values, norms, standards of behavior, and common expectations that controls the ways in which individuals and groups in an organization interact with one another and work to achieve organizational goals
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clan control
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the control exerted on individuals and groups in an organization by shared values, norms, standards of behavior, and expectations
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organization change
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the movement of an organization away from its present state and toward some desired future state to increase its efficiency and effectiveness
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top-down change
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a fast, revolutionary approach to change in which top managers identify what needs to be changed and then move quickly to implement the changes throughout the organization
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bottom-up change
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a gradual or evolutionary approach to change in which managers at all levels work together to develop a detailed plan for change
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benchmarking
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the process of comparing one company's performance on specific dimensions with the performance of other, high-performing organizations
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entrepreneurs
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people who notice opportunities and take responsibility for mobilizing the resources necessary to produce new and improved goods and services
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intrapreneurs
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employees of existing organizations who notice opportunities for product or service improvements and are responsible for managing the development process
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entrepreneurship
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the mobilization of resources to take advantage of an opportunity to provide customers with new or improved goods and services
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motivation
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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
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intrinsically motivated behavior
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behavior that is performed for its own sake
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extrinsically motivated behavior
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behavior that is performed to acquire material or social rewards or to avoid punishment
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outcome
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anything a person gets from a job or organization
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input
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anything a person contributes to his or her job or organization
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expectancy theory
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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
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expectancy
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in expectancy theory, a perception about the extent to which effort results in a certain level of performance
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instrumentality
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in expectancy theory, a perception about the extent to which performance results in the attainment of outcomes
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valence
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in expectancy theory, how desirable each of the outcomes available from a job or organization is to a person
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need
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a requirement or necessity for survival and well-being
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need theories
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theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs
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Maslow's hierarchy of needs
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an arrangement of five basic needs that, according to Maslow, motivate behavior. Maslow proposed that the lowest level of unmet needs is the prime motivator and that only one level of needs is motivational at a time
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Herzberg's motivator-hygiene theory
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a need theory that distinguishes between motivator needs (related to the nature of the work itself) and hygiene needs (related to the physical and psychological context in which the work is performed) and proposes that motivator needs must be met for motivation and job satisfaction to be high
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need for achievement
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the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence
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need for affiliation
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the extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her get along with each other
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need for power
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the extent to which an individual desires to control or influence others
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equity theory
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a theory of motivation that focuses on people's perceptions of the fairness of their work outcomes relative to their work inputs
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equity
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the justice, impartiality, and fairness to which all organizational members are entitled
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inequity
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lack of fairness
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underpayment inequity
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the inequity that exists when a person perceives that his or her own outcome-input ratio is less that the ratio of a referent
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overpayment inequity
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the inequity that exists when a person perceives that his or her own outcome-input ratio is greater than the ratio of a referent
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goal-setting theory
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a theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these effects
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learning theories
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theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviors and the attainment of goals
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learning
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a relatively permanent change in knowledge or behavior that results from practice or experience
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operant conditioning theory
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the theory that people learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences
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positive reinforcement
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giving people outcomes they desire when they perform organizationally functional behaviors
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negative reinforcement
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eliminating or removing undesired outcomes when people perform organizationally functional behaviors
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extinction
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curtailing the performance of dysfunctional behaviors by eliminating whatever is reinforcing them
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punishment
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administering an undesired or negative consequence when dysfunctional behavior occurs
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social learning theory
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a theory that takes into account how learning and motivation are influenced by people's thoughts and beliefs and their observations of other people's behavior
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vicarious learning
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learning that occurs when the learner becomes motivated to perform a behavior by watching another person perform it and be reinforced for doing so; also called observational learning
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self-reinforcer
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any desired or attractive outcome or reward that a person gives to himself or herself for good performance
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self-efficacy
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a person's belief about his or her ability to perform a behavior successfully
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merit pay plan
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a compensation plan that bases pay on performance
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employee stock option
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a financial instrument that entitles the bearer to buy shares of an organization's stock at a certain price during a certain period of time or under certain conditions
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leadership
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the process by which an individual exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals
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leader
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an individual who is able to exert influence over other people to help achieve group or organizational goals
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legitimate power
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the authority that a manager has by virtue of his or her position in an organization's hierarchy
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reward power
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the ability of a manager to give or withhold tangible and intangible rewards
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coercive power
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the ability of a manger to punish others
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expert power
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power that is based on the special knowledge, skills, and expertise that a leader possesses
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referent power
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power that comes from subordinates' and coworkers' respect, admiration, and loyalty
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empowerment
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expanding employees' tasks and responsibilities
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consideration
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behavior indicating that a manager trusts, respects, and cares about subordinates
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initiating structure
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behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective
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relationship-oriented leaders
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leaders whose primary concern is to develop good relationships with their subordinates and to be liked by them
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task-oriented leaders
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leaders whose primary concern is to ensure that subordinates perform at a high level
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leader-member relations
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the extent to which followers like, trust, and are loyal to their leader; a determinant of how favorable a situation is for leading
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task structure
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the extent to which the work to be performed is clear-cut so that a leader's subordinates know what needs to be accomplished and how to go about doing it; a determinant of how favorable a situation is for leading
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position power
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the amount of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an organization; a determinant of how favorable a situation is for leading
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path-goal theory
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a contingency model of leadership proposing that leaders can motivate subordinates by identifying their desired outcomes, rewarding them for high performance and the attainment of work goals with these desired outcomes, and clarifying for them the paths leading to the attainment of work goals
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leadership substitute
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a characteristic of a subordinate or of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary
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transformational leadership
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leadership that makes subordinates aware of the importance of their jobs and performance to the organization and aware of their own needs for personal growth and that motivates subordinates to work for the good of the organization
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charismatic leader
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an enthusiastic, self-confident leader who is able to clearly communicate his or her vision of how good things could be
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intellectual stimulation
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behavior a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leader's vision
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developmental consideration
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behavior a leader engages in to support and encourage followers and help them develop and grow on the job
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transactional leadership
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leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance
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group
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two or more people who interact with each other to accomplish certain goals or meet certain needs
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team
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a group whose members work intensely with one another to achieve a specific common goal or objective
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synergy
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performance gains that result when individuals and departments coordinate their actions
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formal group
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a group that managers establish to achieve organizational goals
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informal group
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a group that managers or nonmanagerial employees form to help achieve their own goals or meet their own needs
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top-management team
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a group composed of the CEO, the president, and the heads of the most important departments
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research and development team
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a team whose members have the expertise and experience needed to develop new products
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command group
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a group composed of subordinates who report to the same supervisor; also called department or unit
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task force
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a committee of managers or nonmanagerial employees from various departments or division who meet to solve a specific, mutual problem; also called ad hoc committee
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self-manage work team
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a group of employees who supervise their own activities and monitor the quality of the goods and services the provide
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virtual team
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a team whose members rarely or never meet face-to-face but, rather, interact by using various forms of information technology such as e-mail, computer networks, telephone, fax, and videoconferences
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friendship group
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an informal group composed of employees who enjoy one another's company and socialize with one another
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interest group
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an informal group composed of employees seeking to achieve a common goal related to their membership in an organization
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division of labor
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splitting the work to be performed into particular tasks and assigning tasks to individual workers
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group role
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a set of behaviors and tasks that a member of a group is expected to perform because of his or her position in the group
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role making
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taking the initiative to modify an assigned role by assuming additional responsibilities
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group norms
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shared guidelines or rules for behavior that most group members follow
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group cohesiveness
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the degree to which members are attracted to or loyal to their group
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social loafing
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the tendency of individuals to put forth less effort when they work in groups than when they work alone
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