Term
| 4 functions of communications |
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Definition
| control, information, motivation, emotional expression |
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Term
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Definition
| the amount of information that can be transmitted during a communication |
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Term
| Barriers to effective communication |
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Definition
| language, national culture, filtering, emotions, information overload, defensiveness |
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Term
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Definition
| Products, Technology, Strategy/structure/systems, people |
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Term
| Types of change in global competition and markets |
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Definition
| technological changes, international economic integration, maturation of markets in developed countries, fall of communist and socialist regimes, increased scale and scope of terrorism |
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Term
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Definition
| takes place withing existing archetype/paradigm |
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Term
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Definition
| minor changes to what works well--strategy , people, and processes |
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Term
| Forces typically leading to frame-breaking change: (5) |
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Definition
| industry discontinuity, product life-cycle shifts, regulatory pressures, internal organization dynamics, strategic drift-performance gap |
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Term
| External forces of change |
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Definition
| marketplace, gov't laws and regulations, technology, labor market, economic change |
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Term
| Internal forces of change |
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Definition
| changes in organizational strategy, workforce changes, new equipment, employee attitudes |
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Term
| Why do people resist change? (4) |
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Definition
| self-interest, lack of understanding/trust, uncertainty, differing assessments of correct action and/or goals |
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Term
| Strategies for Innovation (3) |
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Definition
| Exploration, Cooperation, Entrepreneurship |
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Term
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Definition
| identification, and commercialization of new ideas beyond organizational boundaries. |
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Term
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Definition
| lots of companies competing in rapidly changing markets |
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Term
| Key roles in innovation process (4) |
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Definition
| inventor, champion, sponsor, critic |
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Term
| 3 factors of internal coherence |
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Definition
| structure, systems, values |
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Term
| 5 principles for leading change |
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Definition
| 1. top management support is vital, 2. communication & education, 3. Participation, 4. Negotiation, 5. Coercion (last resort) |
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Term
| Kotter's 8 Steps for Change Implementation |
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Definition
1. Establish urgency
2. Form a pwerful coalition to lead change
3. Create a vision to direct change
4. Communicate the vision
5. Systems, encouraging risk takin
6. Celebrate short-term improvements, re-assess changes
7. Consolidate improvements, re-asses changes, make necessary adjustments
8. Articulate relationship between new barriers and successes |
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Term
| 3 Ways Human Resource Management is Changing |
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Definition
1. Focus on building human capital
2. Development of global HR strategies
3. The using of information of information technology |
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Term
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Definition
1. Assess current human resources
2. Assessing future needs for human resources
3. Developing a program to meet those future needs |
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Term
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Definition
1. Attraction
2. Selection
3. Attrition (retaining employees that fit in) |
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Term
| Types of Selection Devices |
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Definition
| Application forms, written tests, performance stimulations, interviews, background investigations, references, physical examinations |
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Term
| Performance appraisal steps (3) |
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Definition
1. Observing and assessing performance
2. Recording the assessment
3. Providing feedback to employee |
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Term
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Definition
- Focus on the "darker side" of organizations
- how do organizational structure and systems accommodate and/or promote domination, corruption, exploitation, discrimination, substance abuse, etc. |
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Term
| Psychological Factors Affecting Employee Behavior |
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Definition
1. Attitudes
2. Personality
3. Perception
4. Learning
5. Job Involvement
6. Organizational Commitment
7. Perceived organizational support |
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Term
| Components of an Attitude (2) |
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Definition
| cognitive component, affective component |
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Term
| Cognitive Component of Attitude |
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Definition
| beliefs, opinions, knowledge held by a person |
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Term
| Affective component of Attitude |
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Definition
| emotions or feelings about the object of attitude |
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Term
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Definition
| Defines whether person places primary responsibility within themselves or on the outside. |
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Term
| Cognitive dissonance theory |
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Definition
| inconsistency between attitudes or between attitudes and behaviors |
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Term
| Big 5 personality factors |
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Definition
1. Extroversion
2. Agreeable
3. Conscientiousness
4. Emotional stability
5. Openness to experience |
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Term
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Definition
| ability to adjust behavior to fit situational factors |
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Term
| Dimensions of Emotional Intelligence |
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Definition
1. self-awareness
2. self-management |
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Term
| 3 Factors influencing perception |
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Definition
1. perceivers personal characteristics
2. the target's characteristics
3. the context |
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Term
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Definition
| judgement of what causes a behavior |
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Term
| Fundamental attribution error |
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Definition
| tendency to underestimate influence of external forces and overestimate |
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Term
| 3 Shortcuts used in judging others |
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Definition
1. Assumed similarity
2. Stereotyping
3. Halo effect
- forming general based on a single characteristic of that person |
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Term
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Definition
| The process (act) of influencing the activities of an organized group in its effort toward goal setting and achievement. |
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Term
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Definition
1. Legitimate Power
2. Reward Power
3. Coercive Power
4. Expert Power
5. Referent Power |
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Term
| Are the 5 sources of power mutually exclusive? |
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Definition
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Term
|
Definition
| leaders are born, not made |
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Term
| 7 traits of successful leadership |
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Definition
| drive, desire to lead, honesty/integrity, self-confidence, intelligence, job-relevant knowledge, extraversion |
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Term
| 4 Basic Leadership Styles |
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Definition
1. Telling
2. Selling
3. Participating
4. Delegating |
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Term
| Cutting Edge Leadership approaches |
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Definition
| transactional leaders, transformational leaders, visionary leaders |
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Term
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Definition
| assessment of a leader's honesty, competence, and ability to inspire |
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Term
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Definition
| the belief of followers and others in the integrity and character of a leader |
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Term
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Definition
1. Effort
2. Direction
3. Need |
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Term
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Definition
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Term
| 3 Elements of McClelland's Acquired Needs Theory |
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Definition
1. Need for Power
2. Need for affiliation
3. Need for achievement |
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Term
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Definition
1. Equity Theory
2. Expectancy Theory
3. Goal-setting Theory |
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Term
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Definition
| self belief with regard to the task you are performing. |
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Term
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Definition
| Expense, Revenue, Cash, Capital |
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