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| emphasizes careful selection and training of workers and supervisory support |
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| the science of reducing a job or task to its basic physical motions |
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| a rational and efficient form of organization founded on logic, order, and legitimate authority |
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| states that organizations should operate with clear and unbroken lines of communication top to bottom |
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| unity of command principle |
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| states that a worker should receive orders from only one boss |
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| the tendency of persons singled out for special attention to perform as expected |
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| a physiological or psychological deficiency that a person wants to satisfy |
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| Maslows progression principle |
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Definition
| states that a need at any level becomes activated only after the next-lower-level need is satisfied |
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| Maslows deficit principle |
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| states that people act to satisfy needs for which a satisfaction deficit exists; a satisfied need doesnt motivate behavior |
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| assumes people dislike work, lack ambition, are irresponsible, and prefer to be led |
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| assumes people are willing to to work, accept responsibility, are self directed, and are creative |
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| self fullfilling prophecy |
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| occurs when a person acts in ways that confirm anothers expectations |
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| the systematic use and analysis of data to solve problems and make informed decisions |
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| management science and operations research |
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| both apply mathematical techniques to solve management problems |
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| the study of how organizations produce goods and services |
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| transforms resource inputs from the environment into product outputs |
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| a smaller component of a larger system |
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| tries to match management practices with situational demands |
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| managing with an organization wide commitment to continuos improvement, product quality, and customer needs |
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| involves always searching for new ways to improve work quality and performance |
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| high performance organization |
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| consistently achieves excellence while creating a high-quality work environment |
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| evidence based management |
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| involves making decisions based on hard facts about what really works |
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| involves identifying and taking action to resolve problems |
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| add value to organizations through their intellectual capabilities |
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| the ability to gather and use information to solve problems |
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| a situations where something is wrong or likely to be wrong |
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| is a situation that offers the possibility of a better future if the right steps are taken |
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| a choice among possible alternative courses of action |
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| applies a solution from past experience to a routine problem |
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| applies a specific solution that has been crafted to address a unique problem |
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| approaches problems in a rational and analytical fashion |
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| approaches problems in a flexible and spontaneous fashion |
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| the way an individual deals with information while making decision |
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| offers complete information on possible action alternatives and their consequences |
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| lacks complete information but offers probabilities of the likely outcomes for possible action alternatives |
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| lacks so much information that it is difficult to assign probabilities to the likely outcomes of the alternatives |
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| involves comparing the costs and benefits of each potential course of action |
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| describes decision making with complete information |
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| chooses the alternative providing the absolute best decision to a problem |
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| behavioral decision model |
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| describes decision making with limited information and bounded rationality |
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| chooses the first satisfactory alternative that presents itself |
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| Lack-of-participation error |
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Definition
| failure to include the right people in the decision-making process |
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| the generation of a novel idea or unique approach that solves a problem or crafts an opportunity |
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| uses readily available information to assess a current situation |
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| representativeness heuristic |
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Definition
| assesses the likelihood of an occurrence using a stereotyped set of similar events |
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| anchoring and adjustment heuristic |
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| adjusts a previously existing value or starting point to make a decision |
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| solving a problem in the context perceived |
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| when we attend only to information that confirms a decision already made |
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| the continuation of a course of action even though it is not working |
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| an unexpected problem that can lead to disaster if not resolved quickly and appropriately |
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| a person who supports and is responsible for the work of others |
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| supervise people who perform non-managerial duties |
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| oversee the work of large departments or division |
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| guide the performance of the organization as a whole or of one of its major parts. ex: CEO |
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| members of a b.o.d are elected by stockholders to represent their ownership interests |
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| oversight of top management by a board of directors or board of trustees |
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| the requirement to show performance results to a supervisor |
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| this view puts customers at the top of the organization being served by workers who are supported by managers below them |
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| planning, organizing, leading, and controlling the use of resources to accomplish performance goals |
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| the process of setting objectives and determining what should be done to accomplish them |
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| the process of assigning tasks, allocating resources, and coordinating work activities |
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| the process of arousing enthusiasm and inspiring efforts to achieve goals |
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| the process of measuring performance and taking action to ensure desired results |
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| identifies important action priorities |
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| involves building and maintaining positive relationships with other people |
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| the capacity to attract support and help from others in order to get things done |
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| the ability to use expertise to perform a task with proficiency |
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| the ability to work well in cooperation with other people |
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| the ability to manage ourselves and our relationships effectively |
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| the ability to think analytically and solve complex problems |
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| continuos learning from daily experiences |
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| the worldwide interdependence of resource flows, product markets, and business competition |
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| involves contracting for work that is performed in other countries |
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| occurs when global outsourcing shifts from one country to another |
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| set moral standards of what is "good" and "right" behavior in organizations and in our personal lives |
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| oversight of a company's management by a board of directors |
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| describes differences among workers in gender, race, ethnicity, religion, sexual orientation, and able-bodiness. |
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| an invisible barrier limiting career advancement of women and minorities |
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| the display of negative, irrational attitudes toward women and minorities |
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| actively denies women and minorities the full benefits of organizational membership |
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| an economy in which people change jobs more often and many work on independent contracts with a shifting mix of employers |
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| operates with a core group of full-time long-term workers supported by others who work on contracts and part time |
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| the collective brainpower or shared knowledge of workforce |
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| use their minds and intellects as critical assets to employers |
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| the ability to understand oneself, exercise initiative, accept responsibility, and learn from experience |
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