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Definition
| known as the father of scientific management |
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| contingency (situational) approach |
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Definition
| there is no universally applicable set of management principles |
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Term
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Definition
| system of shared meanings and common beliefs held by organizational members that determines how they act towards each other |
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Term
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Definition
| view of the world solely through one's own eyes |
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Term
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Definition
| belief that the best work practices are that of the home country |
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Term
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Definition
| vew that managers in the host country know the best management practices |
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Term
| multinational corporation |
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Definition
| corporation that maintains operations in multiple countries |
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Term
| multidomestic corporation |
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Definition
| multinational corporation that decentralizes management and decisions to the local country |
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Term
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Definition
| multinational corporation that centralizes management and other decisions to the home country |
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Term
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Definition
| perceived fairness of the process used to determine distribution of rewards |
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Term
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Definition
| perceived fairness of the amount and allocation of rewards |
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Term
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Definition
| situation in which a manager is able to estimate the likelihood of outcomes that result from the choice of particular alternatives |
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Term
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Definition
| using rules of thumb to simplify decision making |
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Term
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Definition
| fixating on initial information and ignoring subsequent information |
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Term
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Definition
| seeking out information that reaffirms past choices and discounting contradictory information |
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Term
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Definition
| losing decision making objectivity by focusing on the most recent events |
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Term
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Definition
| drawing analogies and seeing identical situations where none exist |
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Term
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Definition
| creating unfounded meaning out of unrrelated events |
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Term
| mechanistic organizations |
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Definition
| organizational structure with high specializations, departmentalization, clear chain of command and narrow spans of control |
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Term
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Definition
| organizational structure with wide spans of control, low formalization, decentralization and cross-functional teams |
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Term
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Definition
| departmentalization by function; i.e. operations, finance, HR, research and development, etc. |
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Term
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Definition
| composed of separate business units or divisions with limited autonomy under the coordination of the parent company |
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Term
| traditional view of conflict |
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Definition
| conflict is inherently bad and must be avoided |
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Term
| human relations view of conflict |
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Definition
| conflict is a natural and inevitable outcome in any group and should not be discouraged |
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Term
| interactionist view of conflict |
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Definition
| conflict can be a positive force and is necessary for effective group performance |
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Term
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Definition
| how the actions of individuals are perceived by others depens on what meaning we attribute to a given behavior |
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Term
| Herzberg's Two-Factor theory - Hygiene |
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Definition
| environmental (extrinsic) factors create job dissatisfaction |
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Term
| Herzberg's Two-Factor theory - Motivators |
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Definition
| psychological (intrinsic) factors create job satisfaction |
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Term
| McClellend's Acquired Needs theory |
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Definition
| Need for achievemen, power, affiliation |
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Term
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Definition
| employees perceive what they get from a job situation (outcome) in relation to what they put in (input) |
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Term
| Hershey and Blanchard SLT model |
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Definition
| contingency leadership theory |
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Term
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Definition
| leadership effectiveness depends on whether followers accept or reject a leader; part of Hersey and Blanchard's SLT model |
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Term
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Definition
| Extent to which followers have the ability and willingness to accomplish a specific task |
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Term
| Transformational leadership |
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Definition
| leaders who inspire followers to transcend their own self-interests for the good of the organization |
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Term
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Definition
| enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways |
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Term
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Definition
| leaders who guide or motivate their followers in the direction of established goals |
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