Term
| Three characteristics of an organization |
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Definition
| 1) Purpose, 2) People, and 3) Deliberate and systematic structure |
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Term
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Definition
| A systematic arrangement of people brought together to accomplish some specific purpose |
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Term
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Definition
| People who work directly on a job or task and have no responsibility for overseeing the work of others |
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Term
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Definition
| Individuals in the organization who direct the activities of others |
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Term
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Definition
| Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members |
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Term
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Definition
| Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers will see get done |
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Term
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Definition
| The process of getting things done, effectively and efficiently, with and through other people |
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Term
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Definition
| Supervisors responsible for directing the day-to-day activities of Nonmanagerial employees |
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Term
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Definition
| Doing things right, or getting the most output from the least amount of inputs |
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Term
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Definition
| Doing the right things, or completing activities so that organizational goals are attained |
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Term
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Definition
| The use of scientific methods to define the "one best way" for a job to be done |
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Term
| Four Management Functions |
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Definition
| 1) Planning, 2) Organizing, 3) leading, and 4) Controlling |
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Term
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Definition
| Includes defining goals, establishing strategy, and developing plans to coordinate activities |
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Term
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Definition
| Includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and who will make decisions |
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Term
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Definition
| Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts |
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Term
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Definition
| Includes monitoring performance, comparing it with goals, and correcting any significant deviations |
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Term
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Definition
| Specific categories of managerial behavior; often grouped around interpersonal relationships, information transfer, and decision making |
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Term
| Mintzberg's Refined Two Roles for Managers |
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Definition
| 1) Framing, and 2) Scheduling |
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Term
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Definition
| Involving people (subordinates and people outside of the organization) and other duties that are ceremonial or symbolic in nature |
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Term
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Definition
| Involving collecting, receiving, and disseminating information |
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Term
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Definition
| Entailing making decisions or choices |
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Term
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Definition
| A manager's ability to analyze and diagnose complex situations |
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Term
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Definition
| A manager's ability to work with, understand, mentor, and motivate others, both individually and in groups |
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Term
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Definition
| Job-specific knowledge and techniques needed to perform work tasks |
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Term
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Definition
| A manager's ability to build a power base and establish the right connections |
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Term
| Nine Managerial Competencies |
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Definition
| 1) Traditional functions, 2) Task orientation, 3) Personal orientation, 4) Dependability, 5) Open-mindedness, 6) Emotional control, 7) Communication, 8) Developing self and others, and 9) Occupational acumen and concerns |
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Term
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Definition
| When employees are connected to, satisfied with, and enthusiastic about their jobs |
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Term
| External Environment Factors |
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Definition
| 1) Economic, 2) Global, 3) Political / Legal, 4) Sociocultural, 5) Technological, and 6) Demographics |
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Term
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Definition
| Factors, forces, situations, and events outside the organization that affect its performance |
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Term
| Omnipotent view of management |
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Definition
| The view that managers are directly responsible for an organization's success or failure |
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Term
| Symbolic View of Management |
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Definition
| The view that much of an organization's success or failure is due to external forces outside of the managers' control |
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Term
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Definition
| The characteristics of a population used for purposes of social studies |
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Term
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Definition
| Any equipment, tools, or operating methods that are designed to make work more efficient |
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Term
| Environmental Uncertainty |
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Definition
| The degree of change and complexity in an organization's environment |
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Term
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Definition
| The number of components in an organization's environment and the extent of knowledge that the organization has about those components |
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Term
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Definition
| Any constituency in an organization's environment that are affected by that organization's decisions and actions |
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Term
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Definition
| the shared values, principles, traditions, and ways of doing things that influence the way organizational members act |
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Term
| Seven dimensions to corporate culture |
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Definition
| 1) Attention to detail, 2) Outcome orientation, 3) People orientation, 4) Team orientation, 5) Aggressiveness, 6) Stability, and 7) Innovation and risk taking |
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Term
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Definition
| Contain a narrative of significant events or people including such things as the organization's founders, rule breaking, reactions to past mistakes, and so forth |
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Term
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Definition
| Repetitive sequences of activities that express and reinforce the important values and goals of the organization |
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Term
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Definition
| Cultures in which the key values are deeply held and widely shared |
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Term
| Global Strategic Alliance |
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Definition
| A partnership between an organization and a foreign company partners or partners in which both share resources and knowledge in developing new products or building production facilities |
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Term
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Definition
| 1) Global Sourcing, 2) Exporting and Importing, and 3) Licensing or franchising |
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Term
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Definition
| Purchasing materials or labor from around the world, wherever it is cheapest |
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Term
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Definition
| Making products domestically and selling them abroad |
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Term
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Definition
| Acquiring products made abroad and selling them domestically |
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Term
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Definition
| An agreement in which an organization gives another the right, for a fee, to make or sell its products, using its technology or product specifications |
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Term
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Definition
| An agreement in which an organization gives another the right, for a fees, to use its name and operating methods |
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Term
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Definition
| A specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose |
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Term
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Definition
| A direct investment in a foreign country that involves setting up a separate and independent facility or office |
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Term
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Definition
| A narrow focus in which managers see things only through their won eyes and from their own perspective |
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Term
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Definition
| The degree to which people in a country accept that power in institutions and organizations is distributed unequally |
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Term
| Individualism versus Collectivism |
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Definition
| Individualism is the degree to which people in a country prefer to act as individuals rather than as members of a group. Collectivism is the equivalent of low individualism |
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Term
| Quality of Life versus quantity of life |
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Definition
| Quantity of life is the degree to which values such as assertiveness, the acquisition of money and material goods, and competition are important. Quality of life is the degree to which people value relationships and show sensitivity and concern for the welfare of others |
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Term
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Definition
| This dimension assesses the degree to which people in a country prefer structured over unstructured situations and whether people are willing to take risks |
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Term
| Long-term versus Short-term orientation |
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Definition
| People in cultures with long-term orientation look to the future and value thrift and persistence. A short-term orientation values the past and present and emphasizes respect for tradition and fulfilling social obligations |
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Term
| Social responsibility (Corporate Social Responsibility, or CSR) |
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Definition
| A business firm's intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society. |
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Term
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Definition
| When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities |
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Term
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Definition
| When a business firm engages in social actions in response to some popular social need |
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Term
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Definition
| A company's ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies |
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Term
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Definition
| A set of rules or principles that defines right and wrong conduct |
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Term
| Utilitarian view of ethics |
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Definition
| View that says ethical decisions are made solely on the basis of their outcomes or consequences |
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Term
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Definition
| View that says ethical decisions are made in order to respect and protect individuals liberties and privileges |
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Term
| Theory of Justice View of Ethics |
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Definition
| View that says ethical decisions are made in order to enforce rules fairly and impartially |
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Term
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Definition
| A formal document that states and organization's primary values and the ethical rules it expects managers and nonmanagerial employees to follow |
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Term
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Definition
| Ways in which people in a workforce are different from one another in terms of gender, age, race, sexual orientation, ethnicity, cultural background, and physical abilities and disabilities |
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Term
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Definition
| The biological heritage (including physical characteristics, such as skin color and associated traits) that people use to identify themselves |
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Term
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Definition
| Social traits, such as one's cultural background, that are shared by a human population |
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Term
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Definition
| Benefits that provide fro a wide range of scheduling options and allow employees more flexibility at work, accommodating their needs for work-life balance |
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Term
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Definition
| Part-time, temporary, and contract workers who are available for hire on an as-needed basis. |
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Term
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Definition
| A set of eight steps that includes identifying a problem, selecting a solution, and evaluating the effectiveness of the solution. |
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Term
| Eight Steps of Decision Making |
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Definition
| 1) Identification of the problems, 2) Identification of decision criteria, 3) Allocation of weights to criteria, 4) Listing of alternatives that could solve the problem, 5) Appraisal of alternatives against criteria, 6) Choosing the best alternative, 7) Properly implementing the alternative, and 8) Appraisal of the result |
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Term
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Definition
| Putting a decision into action |
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Term
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Definition
| Judgmental shortcuts or "rules of thumb" used to simplify decision making |
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Term
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Definition
| Managers tend to have unrealistically positive views of themselves and their performance |
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Term
| Immediate Gratification Bias |
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Definition
| Decision makes who tend to want immediate rewards and to avoid immediate costs. |
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Term
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Definition
| When decision makers fixate on initial information as a starting point and then, once set, fail to adequately adjust for subsequent information |
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Term
| Selective Perception Bias |
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Definition
| When decisions makers selectively organize and interpret events based on their biased perceptions |
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Term
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Definition
| Decision makers seek out information that reaffirms their past choices and discount information that contradicts pas judgments |
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Term
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Definition
| When decision makers select and highlight certain aspects of a situation while excluding others |
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Term
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Definition
| Occurs when decisions makers tend to remember events that are the most recent and vivid in their memory. |
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Term
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Definition
| When decision makers assess the likelihood of an event based on how closely it resembles other events or sets of events |
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Term
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Definition
| Describes when decisions makers try to create meaning out of random events |
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Term
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Definition
| Takes place when decision makers forget that current choices can't correct the past. They incorrectly fixate on past expenditures of time, money, or effort in assessing choices rather than on future consequences |
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Term
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Definition
| Manager who are quick to take credit for success and to blame failure on outside factors |
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Term
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Definition
| The tendency for decision makers to falsely believe that they would have accurately predicted the outcome of an event once that outcome is actually known. |
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Term
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Definition
| Describes choices that are consistent and value-maximizing within specified constraints |
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Term
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Definition
| Making decisions that are rational within the limits of a manager's ability to process information |
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Term
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Definition
| Accepting solutions that are "good enough" |
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Term
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Definition
| An increased commitment to a previous decision despite evidence that it may have been a poor decision |
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Term
| Intuitive Decision Making |
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Definition
| Making decisions on the basis of experience, feelings, and accumulated judgment |
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Term
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Definition
| A straightforward, familiar, and easily defined problem |
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Term
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Definition
| A problem that is new or unusual for which information is ambiguous or incomplete |
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Term
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Definition
| A repetitive decision that can be handled using a routine approach |
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Term
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Definition
| A series of interrelated, sequential steps used to respond to a structured problem |
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Term
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Definition
| An explicit statement that tells employees what can and cannot be done |
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Term
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Definition
| A guideline for making decisions |
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Term
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Definition
| A unique and nonrecurring decision that requires a custom-made solution |
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Term
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Definition
| A situation in which a decision maker can make accurate decisions because all outcomes are known |
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Term
| Advantages to group decisions |
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Definition
| 1) Group decisions provide more complete information than do individual ones, 2) Group decision making increases acceptance of a solution, and 3) Group decision making increases legitimacy. |
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Term
| Disadvantages to group decisions |
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Definition
| 1)Time-consuming, 2) Minority domination, 3) may yield to pressures to conform, 4) Groupthink, and 5) Ambiguous responsibility |
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Term
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Definition
| An idea-generating process that encourages alternatives while withholding criticism |
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Term
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Definition
| A decision-making technique in which group members are physically present but operate independently |
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Term
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Definition
| A type of nominal group technique in which participants are linked by computer |
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Term
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Definition
| The ability to produce novel and useful ideas |
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Term
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Definition
| Japanese consensus-forming group decisions |
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Term
| Individual Creativity Requires |
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Definition
| 1) Expertise, 2) Creative-thinking skills, and 3) Intrinsic task motivation |
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Term
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Definition
| A Diagram used to analyze a progression of decisions |
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Term
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Definition
| Total Fixed Costs divided by (Unite price of item minus Variable cost of item) BE=[TFC/(P-VC)] |
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Term
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Definition
| A measure of the organization's ability to convert assets into cash in order to meet its debt obligations |
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Term
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Definition
| The organization's current assets divided by its current liabilities |
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Term
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Definition
| same as Current ratio but inventory held is subtracted from current assets |
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Term
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Definition
| A technique for identifying the point at which total revenue is just sufficient to cover total costs |
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Term
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Definition
| A mathematical technique that solves resource allocation problems |
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Term
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Definition
| Also known as waiting line theory, it is a way of balancing the cost of having a waiting line versus the cost of maintaining the line. Managemet wants to have as few stations open to minimize costs without testing the patience of customers |
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Term
| Fixed-point Reordering System |
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Definition
| A method for a system to "flag" the need to reorder inventory at some pre-established point in the process |
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Term
| Economic Order Quantity (EOQ) |
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Definition
| A model that seeks to balance the costs involved in ordering and carrying inventory, thus minimizing total costs associated with carrying and ordering costs |
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Term
| Why should managers formally plan |
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Definition
| 1) It reduces uncertainty, 2) It clarifies the consequences of the actions managers might take, 3) It reduces overlapping and wasteful activities, and 4) Planning establishes the goals or standards that facilitate control |
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Term
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Definition
| What managers do to develop and organization's strategies |
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Term
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Definition
| Plans for how the organization will do what it's in business to do, how it will compete successfully, and how it will attract its customers in order to achieve its goals |
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Term
| Strategic Management Process |
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Definition
| A six-step process that encompasses strategy planning, implementation, and evaluation |
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Term
| Six Steps In the Strategic Management Process |
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Definition
| 1) Identifying the organization's current mission, goals, and strategies, 2) Doing and external analysis, 3) Doing and internal analysis, 4) Formulating strategies, 5) Implementing strategies, and 6) Evaluating results |
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Term
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Definition
| A statement of an organization's purpose |
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Term
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Definition
| Positive trends in the external environment |
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Term
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Definition
| Negative trends in the external environment |
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Term
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Definition
| An organization's assets that it uses to develop, manufacture, and deliver products to its customers |
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Term
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Definition
| An organization's skills and abilities in doing the work activities needed in its business |
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Term
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Definition
| The major value-creating capabilities of an organization |
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Term
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Definition
| Any activities the organization does well or any unique resources that it has |
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Term
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Definition
| Activities the organization does not do well or resources it needs but does not possess |
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Term
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Definition
| The combined internal and external analysis of the organization's strengths, weaknesses, opportunities and threats |
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Term
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Definition
| An organization's strategy that specifies what business a company is in or wants to be in and what it wants to do with those businesses |
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Term
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Definition
| A corporate strategy in which an organization expands the number of markets served or products offered either through its current business(es) or through new business(es) |
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Term
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Definition
| A corporate strategy in which an organization continues to do what it is currently doing |
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Term
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Definition
| A corporate strategy that address declining organizational performance |
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Term
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Definition
| An organizational strategy for how an organization will compete in its business(es) |
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Term
| Strategic Business Units (SBUs) |
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Definition
| An organization's single businesses that are independent and formulate their own competitive strategies |
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Term
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Definition
| What sets and organization apart; its distinctive edge |
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Term
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Definition
| When an organization competes on the basis of having the lowest cost in its industry |
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Term
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Definition
| When an organization competes on the basis of having unique products that are widely valued by customers |
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Term
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Definition
| When an organization competes in a narrow segment or niche with either a cost focus or a differentiation focus |
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Term
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Definition
| Strategy used in an organization's various functional departments to support the competitive strategy |
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Term
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Definition
| The search for the best practices among competitors or noncompetitors that lead to their superior performance |
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Term
| Two important aspects of planning |
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Definition
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Term
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Definition
| Desired outcomes or targets |
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Term
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Definition
| Documents that outline how goals are going to be met |
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Term
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Definition
| Official statements of what an organization says, and wants its stakeholders to believe, its goals are |
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Term
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Definition
| Those goals an organization actually pursues as shown by what the organization's members are doing |
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Term
| Four Elements of Management by Objectives |
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Definition
| 1) Goal Specificity, 2) Participative decision making, 3) explicit time period, and 4) Performance feedback |
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Term
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Definition
| Goals are set by top managers and flow down through the organization and become subgoals for each organizational area |
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Term
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Definition
| An integrated network of goals in which higher-level goals are linked to lower-level goals, which serve as the means for their accomplishment |
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Term
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Definition
| 1) Review the organization's mission and employee's key job tasks, 2) Evaluate available resources, 3) Determine the goals individually or with input from others, 4) Make sure goals are well written and then communicate them to all who need to know, 5) Build in feedback mechanism to assess goal progress, and 6) Link rewards to goal attainment |
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Term
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Definition
| A process of setting mutually agreed-upon goals and using those goals to evaluate employee performance. |
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Term
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Definition
| Plans that apply to the entire organization and encompass the organization's overall goals |
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Term
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Definition
| Plans that specify the details of how the overall goals are to be achieved |
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Term
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Definition
| Plans with a time frame beyond three years |
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Term
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Definition
| Plans with a time frame of one year or less |
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Term
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Definition
| Plans that are clearly defined and leave no room for interpretation |
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Term
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Definition
| Plans that are flexible and set general guidelines |
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Term
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Definition
| A one-time plan specifically designed to meet the needs of a unique situation |
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Term
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Definition
| Plans that are ongoing and provide guidance for activities performed repeatedly |
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Term
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Definition
| The idea that plans should extend far enough to meet those commitments made when the plans were developed |
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Term
| Formal Planning Department |
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Definition
| A group of planning specialists whose sole responsibility is to help write the various organizational plans |
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Term
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Definition
| An analysis of the external environment, which involves screening large amounts of information to detect emerging trends |
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Term
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Definition
| A type of environmental scanning that gives manager accurate information about competitors |
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Term
| Six key elements in organizational design |
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Definition
| 1) work specialization, 2) departmentalization, 3) Authority, responsibility and power, 4) Sapn of control, 5) Centralization and decentralization, and 6) Formalization |
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Term
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Definition
| Dividing work activities into separate job tasks |
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Term
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Definition
| The function of management that creates the organization's structure |
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Term
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Definition
| When managers develop or change the organization's structure |
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Term
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Definition
| How jobs are grouped together |
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Term
| Five Types of Departmentalization |
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Definition
| 1) Functional, 2) Product, 3) Customer, 4) Geographic, and 5) Process |
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Term
| Functional Departmentalization |
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Definition
| Grouping activities by functions performed |
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Term
| Product Departmentalization |
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Definition
| Grouping activities by major product area |
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Term
| Customer Departmentalization |
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Definition
| Grouping activities by customer |
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Term
| Geographic Departmentalization |
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Definition
| Grouping activities on the basis of geography or territory |
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Term
| Process Departmentalization |
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Definition
| Grouping activities on the basis of work or customer flow |
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Term
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Definition
| Teams made up of individuals from various departments and that cross traditional department lines |
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Term
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Definition
| The line of authority extending from upper organizational levels to lower levels, which clarifies who reports to whom |
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Term
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Definition
| The rights inherent in a managerial position to give orders and expect orders to be obeyed |
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Term
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Definition
| An obligation to perform assigned duties |
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Term
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Definition
| Authority that entitles managers to direct the work of an employee |
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Term
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Definition
| Positions with some authority that have been created to support, assist, and advise those holding line authority |
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Term
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Definition
| Structures in which each employee reports to only one managers |
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Term
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Definition
| An individual's capacity to influence decisions |
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Term
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Definition
| The number of employees a manager can efficiently and effectively supervise |
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Term
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Definition
| The degree to which decision making takes place at upper levels of the organization |
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Term
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Definition
| The degree to which lower-level managers provide input or actually make decisions |
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Term
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Definition
| How standardized an organization's jobs are and the extent to which employees behavior is guided by rules and procedures |
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Term
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Definition
| A bureaucratic organization; a structure that's high in specialization, formalization, and centralization |
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Term
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Definition
| A structure that's low in specialization, formalization, and centralization |
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Term
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Definition
| The production of items in units or small batches |
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Term
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Definition
| Large-batch manufacturing |
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Term
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Definition
| Continuous flow or process production |
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Term
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Definition
| An organizational design with low departmentalization, wide spans of control, authority centralized in a single person, and little formalization |
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Term
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Definition
| An organizational design that groups similar or related occupational specialties together |
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Term
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Definition
| An organizational structure made up of separate business units or divisions |
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Term
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Definition
| A structure in which the entire organization is made up of work teams |
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Term
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Definition
| A structure in which specialists from different functional departments are assigned to work on projects led by a project manager |
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Term
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Definition
| A structure in which employees continuously work on projects |
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Term
| Boundaryless Organization |
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Definition
| An organization whose design is not defined by, or limited to, boundaries imposed by a predefined structure |
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Term
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Definition
| An organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed work on projects |
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Term
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Definition
| An organization that uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components of work processes |
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Term
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Definition
| An organization that has developed the capacity to continuously learn, adapt, and change |
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Term
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Definition
| A work arrangement in which employees work at home and are linked to the workplace by computer |
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Term
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Definition
| A workweek where employees work longer hours per day but fewer days per week |
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Term
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Definition
| A work scheduling system in which employees are required to work a specific number of hours per week but can vary when they work those hours within certain limits |
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Term
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Definition
| When two or more people split a full-time job |
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Term
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Definition
| Temporary, freelance, or contract workers whose employment is contingent upon demand for their services |
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Term
| Human Resources Management |
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Definition
| The management function concerned with getting, training, motivating, and keeping competent employees |
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Term
|
Definition
| Prohibits pay differences for equal work based on gender |
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Term
| Civil Rights Act, Title VII |
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Definition
| Prohibits discrimination based on race, color, religion, national origin (ethnicity), or origin |
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Term
| Age Discrimination in Employment Act |
|
Definition
| Prohibits discrimination against employees 40 years and older |
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|
Term
| Vocational Rehabilitation Act |
|
Definition
| Prohibits discrimination on the basis of physical or mental disabilities |
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|
Term
| Americans With Disabilities Act |
|
Definition
| Prohibits discriminations against individuals who have disabilities or chronic illnesses; also requires reasonable accommodation for these individuals |
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Term
| Worker Adjustment and Retraining Notification Act (WARN) |
|
Definition
| Requires employers with more than 100 employees to provide 60 days' notice before a mass layoff or facility closing |
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|
Term
| Family and Medical Leave Act |
|
Definition
| Gives employees in organizations with 50 or more employees up to 12 weeks of unpaid leave each year for family and medical leave |
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|
Term
| Health Insurance Portability and Accountability Act |
|
Definition
| Permits portability of employees insurance from one employer to another |
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|
Term
| Lilly Leadbetter Fair Pay Act |
|
Definition
| Changes the statute of limitations on pay discrimination to 180 days from each paycheck |
|
|
Term
| Occupational Safety and Health Act (OSHA) |
|
Definition
| Establishes mandatory and health standards in organizations |
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|
Term
|
Definition
| Gives employees the legal right to examine personnel files and letters of reference |
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|
Term
| Consolidated Omnibus Reconciliation Act (COBRA) |
|
Definition
| Requires continued health coverage following terminations (paid by employee) |
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|
Term
| Affirmative Action Programs |
|
Definition
| Programs that ensure that decisions and practices enhance the employment, upgrading, and retention of members of protected groups |
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|
Term
|
Definition
| Groups of nominated or elected employees who must be consulted when management makes decisions involving personnel |
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Term
|
Definition
| Employees who sit on a company's board of directors and represent the interest of employees |
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|
Term
|
Definition
| The process by which managers ensure they have the right numbers and kinds of people in the right places at the right time |
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|
Term
| Human Resources Inventory |
|
Definition
| A report listing important information about employees such as name, education, training, skills, languages spoken, and so forth |
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Term
|
Definition
| An assessment that defines jobs and the behaviors necessary to perform them |
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|
Term
|
Definition
| A written statement that describes a job |
|
|
Term
|
Definition
| A written statement of the minimum qualifications that a person must possess to perform a given job successfully |
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|
Term
|
Definition
| Locating, identifying, and attracting capable applicants |
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|
Term
|
Definition
| Screening job applicants to ensure that the most appropriate candidates are interviewed |
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|
Term
|
Definition
| The degree to which a selection device measures the same thing consistently |
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|
Term
|
Definition
| The proven relationship between a selection device and some relevant criteria |
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|
Term
| Performance-simulation Tests |
|
Definition
| Selection devices based on actual job behaviors |
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|
Term
| Realistic Job Preview (RJP) |
|
Definition
| A preview of the job that provides both positive and negative information about the job and the company |
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|
Term
|
Definition
| Introducing an new employee to the job and the organization |
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|
Term
|
Definition
| A learning experience that seeks a relatively permanent change in employees by improving their ability to perform on the job |
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|
Term
| Performance Management System |
|
Definition
| A system that establishes performance standards that are used to evaluate employee performance |
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|
Term
|
Definition
| An appraisal device that seeks feedback from a variety of sources for the person being rated |
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|
Term
|
Definition
| Actions taken by a manager to enforce an organization's standards and regulations |
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|
Term
|
Definition
| A process designed to help employees overcome performance-related problems |
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|
Term
|
Definition
| A pay system that rewards employees for the job skills they demonstrate |
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|
Term
|
Definition
| A pay system in which an individual's compensation is contingent on performance |
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|
Term
|
Definition
| Membership-based rewards designed to enrich employee's lives |
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|
Term
|
Definition
| The planned elimination of jobs in an organization |
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|
Term
|
Definition
| A set of attitudes, perceptions, and behaviors of employees who survive layoffs |
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|
Term
|
Definition
| Any unwanted action or activity of a sexual nature that explicitly or implicitly affects and individual's employment, performance, or work environment |
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|
Term
|
Definition
| A spiritual culture where organizational values promote a sense of purpose through meaningful work that takes place in the context of community |
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|
Term
|
Definition
| The sequence of work positions held by a person during his lifetime |
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|
Term
|
Definition
| When an individual takes personal responsibility for his or her own career |
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|
Term
|
Definition
| Any alteration of an organization's people, structure, or technology |
|
|
Term
|
Definition
| People who act as change catalysts and assume the responsibility for managing the change process |
|
|
Term
|
Definition
| A description of organizational change that likens that change to a large ship making a predictable trip across a calm sea and experiencing an occasional storm |
|
|
Term
| "White-water Rapids: Metaphor |
|
Definition
| A description of organizational change that likens that change to a small raft navigating a raging river |
|
|
Term
| Kurt Levin's three step description of the change process |
|
Definition
| 1) Unfreezing the status quo, 2) changing to a new state, and 3) freezing the new change to make it permanent |
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|
Term
| Organizational Development (OD) |
|
Definition
| Efforts that assist organizational members with a planned change by focusing on their attitudes and values |
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|
Term
|
Definition
| A method of assessing employees' attitudes toward and perceptions of a change |
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|
Term
|
Definition
| Using outside consultants to assess organizational processes such as workflow, informal intra-unit relationships, and formal communication channels |
|
|
Term
|
Definition
| Using activities to help work group set goals, develop positive interpersonal relationships, and clarify the roles and responsibilities of each team member |
|
|
Term
|
Definition
| Activities that attempt to make several work groups more cohesive |
|
|
Term
|
Definition
| The adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities |
|
|
Term
|
Definition
| A Japanese term that refers to a sudden death caused by overworking |
|
|
Term
|
Definition
| Factors that cause stress |
|
|
Term
|
Definition
| Work expectations that are hard to satisfy |
|
|
Term
|
Definition
| Having more work to accomplish than time permits |
|
|
Term
|
Definition
| When role expectations are not clearly understood |
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|
Term
|
Definition
| People who have a chronic sense of urgency and an excessive competitive drive |
|
|
Term
|
Definition
| People who are relaxed and easygoing and accept change easily |
|
|
Term
| Employee Assistance Programs (EAPs) |
|
Definition
| Programs offered by organizations to help employees overcome personal and health-related problems |
|
|
Term
|
Definition
| Programs offered by organizations to help employees prevent health problems |
|
|
Term
|
Definition
| The process of taking a creative idea and turning it into a useful product, service, or method of operation |
|
|
Term
|
Definition
| Individuals who actively and enthusiastically support new ideas, build support for, overcome resistance to, and ensure that innovations are implements |
|
|
Term
|
Definition
|
|
Term
|
Definition
| The study of the actions of people at work |
|
|
Term
|
Definition
| A performance measure of both work efficiency and effectiveness |
|
|
Term
|
Definition
| The failure to show up for work |
|
|
Term
|
Definition
| Voluntary and involuntary permanent withdrawal from an organization |
|
|
Term
| Organizational Citizenship Behavior |
|
Definition
| Discretionary behavior that's not part of an employee's formal job requirements, but that promotes the effective functioning of the organization |
|
|
Term
|
Definition
| Any intentional employee behavior that is potentially harmful to the organization or individuals within the organization |
|
|
Term
| The three components of attitude |
|
Definition
| 1) Cognition, 2) affect, and 3) Behavior |
|
|
Term
|
Definition
| Evaluative statements, either favorable or unfavorable, concerning objects, people, or events |
|
|
Term
|
Definition
| The part of an attitude made up of the beliefs, opinions, knowledge, and information held by a person |
|
|
Term
|
Definition
| The part of an attitude that's the emotional feeling part |
|
|
Term
|
Definition
| The part of an attitude that refers to an intention to behave in a certain way toward someone or something |
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|
Term
|
Definition
| An employee's general attitude toward his or her job |
|
|
Term
|
Definition
| The degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance important for self-worth |
|
|
Term
| Organizational Commitment |
|
Definition
| An employee's orientation toward the organization in terms of his or her loyalty to, identification with, and involvement in the organization |
|
|
Term
|
Definition
| Any incompatibility or inconsistency between attitudes or between behavior and attitudes |
|
|
Term
|
Definition
| A unique combination of emotional thought, and behavioral patterns that affect how a person reacts to situations and interacts with others |
|
|
Term
| The Big Five Model of Personality |
|
Definition
| 1) Extraversion, 2) Agreeableness, 3) Conscientiousness, 4) Emotional Stability, and 5) Openness to Experience |
|
|
Term
| Myers-Briggs Type Indicator (MBTI) |
|
Definition
| A personality assessment that uses four dimensions of personality to identify different personality types |
|
|
Term
| Four Myers-Briggs Four Dimensions of Personality |
|
Definition
| 1) Extroversion versus introversion (EI), 2) Sensing versus intuition (SN), 3) Thinking versus feeling (TF), and 4) Judging versus perceiving (JP) |
|
|
Term
|
Definition
| The ability to notice and to manage emotional cues and information |
|
|
Term
|
Definition
| The degree to which people believe they control their own fate |
|
|
Term
|
Definition
| A measure of the degree to which people are pragmatic, maintain emotional distance, and believe that end justify the means |
|
|
Term
|
Definition
| An individual's degree of like or dislike for himself |
|
|
Term
|
Definition
| A personality trait that measures the ability to adjust behavior to external situational factors |
|
|
Term
|
Definition
| A process by which we give meaning to our environment by organizing and interpreting sensory impressions |
|
|
Term
|
Definition
| A theory used to explain how we judge people differently, based on what meaning we attribute to a given behavior |
|
|
Term
| Fundamental Attribution Theory |
|
Definition
| The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behaviors of others. |
|
|
Term
|
Definition
| The tendency of individuals to attribute their success to internal factors while putting plane for failure on external factors |
|
|
Term
|
Definition
| The tendency for people to only absorb parts of what they observe, which allows us to "speed read" others |
|
|
Term
|
Definition
| An observer's perception of others influenced more by the observer's own characteristics than by those of the person observed |
|
|
Term
|
Definition
| When we judge someone on the basis of our perceptions of a group to which that person belongs |
|
|
Term
|
Definition
| When we form a general impression of a person on the basis of a single characteristic |
|
|
Term
|
Definition
| A relatively permanent change in behavior that occurs as a result of experience |
|
|
Term
|
Definition
| A theory of learning that says that behavior is a function of consequences |
|
|
Term
|
Definition
| A theory of learning that says people can learn through observation and direct experience |
|
|
Term
|
Definition
| The process of guiding learning in graduated steps, using reinforcement or lack of reinforcement |
|
|
Term
|
Definition
| Two or more interacting and independent individuals who come together to achieve specific goals |
|
|
Term
| Stages of Group Development |
|
Definition
| 1) Forming, 2) Storming, 3) norming, 4) performing, and 5) adjourning |
|
|
Term
|
Definition
| The first stage of group development in which people join the group and then define the group's purpose, structure, and leadership |
|
|
Term
|
Definition
| The second stage of group development, which is characterized by intragroup conflict |
|
|
Term
|
Definition
| The third stage of group development, which is characterized by close relationships and cohesiveness |
|
|
Term
|
Definition
| The fourth stage in group development, when the group is fully functional and works on the group tasks |
|
|
Term
|
Definition
| The final stage of group development for temporary groups, during which group prepare to disband |
|
|
Term
|
Definition
| Behavior patterns expected of someone who occupies a given position in a social unit |
|
|
Term
|
Definition
| Standards or expectations that are accepted and shared by a group's members |
|
|
Term
|
Definition
| A prestige grading, position, or rank within a group |
|
|
Term
|
Definition
| The tendency for individuals to expend less effort when working collectively than when working individually |
|
|
Term
|
Definition
| The degree to which group members are attracted to one another and share the group's goals |
|
|
Term
|
Definition
| Groups whose members work intensely on specific, common goals using their positive synergy, individual and mutual accountability, and complementary skills |
|
|
Term
|
Definition
| A team from the same department or functional area that's involved in efforts to improve work activities or to solve specific problems |
|
|
Term
|
Definition
| A type of work team that operates without a manager and is responsible for a complete work process or segment |
|
|
Term
|
Definition
| A type of work team that uses technology to link physically dispersed members In order to achieve a common goal |
|
|
Term
|
Definition
| The process by which a person's efforts are energized, directed, and sustained toward attaining a goal |
|
|
Term
|
Definition
| Maslow's theory that there is a hierarchy of five human need: 1) physiological, 2) safety, 3) social, 4) esteem, and 5) self-actualization |
|
|
Term
|
Definition
| The assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to work |
|
|
Term
|
Definition
| The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction |
|
|
Term
| Herzberg's Two-Factor Theory |
|
Definition
| It proposes that intrinsic factors are related to job satisfaction and motivations, whereas extrinsic factors are associated with job dissatisfaction |
|
|
Term
|
Definition
| Factors that eliminate job dissatisfaction but don't motivate |
|
|
Term
|
Definition
| Factors that increase job satisfaction and motivate |
|
|
Term
| McClelland's Three-Needs Theory |
|
Definition
| Three acquired (not innate) need - 1) achievement, 2) power, and 3) affiliation - are major motives at work |
|
|
Term
|
Definition
| The drive to succeed and excel in relation to a set of standards |
|
|
Term
|
Definition
| The need to make others behave in a way that they would not have behaved otherwise |
|
|
Term
|
Definition
| The desire for friendly and close interpersonal relationships |
|
|
Term
|
Definition
| The proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals |
|
|
Term
| Hackman and Oldham Five Core Job Dimensions (Job Characteristics Model) |
|
Definition
| 1) Skill Variety, 2) Task Identity, 3) Task Significance, 4) Autonomy, and 5) Feedback |
|
|
Term
|
Definition
| The degree to which the job requires a variety of activities so the worker can us a number of different skills and talents |
|
|
Term
|
Definition
| The degree to which the job requires completion of a whole and identifiable piece of work |
|
|
Term
|
Definition
| The degree to which the job affects the lives or work of other people |
|
|
Term
|
Definition
| The degree to which the job provides freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures used to carry it out |
|
|
Term
|
Definition
| The degree to which carrying out the work activities required by the job results in the individual's obtaining direct and clear information about the effectiveness of his performance |
|
|
Term
|
Definition
| An individual's belief that he is capable of performing a task |
|
|
Term
|
Definition
| The way tasks are combined to form complete jobs |
|
|
Term
| Job Characteristics Model (JCM) |
|
Definition
| A framework for analyzing and designing jobs that identify five primary core job dimensions, their interrelationships, and their impact on outcomes |
|
|
Term
|
Definition
| The vertical expansion of a job by adding planning and evaluation responsibilities |
|
|
Term
|
Definition
| The theory that an employee compares his or her job's input-to-outcome ratio with that of relevant others and then corrects any inequality |
|
|
Term
|
Definition
| The persons, systems, or selves against which individuals compare themselves to assess equity |
|
|
Term
|
Definition
| Perceived fairness of the amount of allocation of rewards among individuals |
|
|
Term
|
Definition
| Perceived fairness of the process used to determine the distribution of rewards |
|
|
Term
|
Definition
| The theory that an individual tends to act in a certain way, based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual |
|
|
Term
|
Definition
| Someone who can influence other and who has managerial authority |
|
|
Term
|
Definition
| The process of leading a group and influencing that group to achieve goals |
|
|
Term
| Behavioral Theories of Leadership |
|
Definition
| Theories that isolate behaviors that differentiate effective leaders from ineffective leaders |
|
|
Term
| Autocratic Style Of Leadership |
|
Definition
| A leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation |
|
|
Term
| Democratic Style of Leadership |
|
Definition
| A leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods, and uses feedback to coach employees |
|
|
Term
| Laissez-faire Leadership Style |
|
Definition
| A leader who generally gives employees complete freedom to make decisions and to complete their work however they see fit |
|
|
Term
|
Definition
| The extent to which a leader defines and structures his or her role and the roles of employees to attain goals |
|
|
Term
|
Definition
| The extent to which a leader has job relationships characterized by mutual trust, respect for employees' ideas, and regard for their feelings |
|
|
Term
|
Definition
| A leader who emphasizes the people aspects |
|
|
Term
|
Definition
| A leader who emphasizes the technical or task aspects |
|
|
Term
|
Definition
| A two-dimensional grid for appraising leadership styles |
|
|
Term
| Fiedler Contingency Model |
|
Definition
| Leadership theory proposing that effective group performance depends on the proper match between a leader's style and the degree to which the situation allowed the leader to control and influence |
|
|
Term
|
Definition
| The degree of confidence, trust, and respect employees had for their leaders; rated as either good or poor |
|
|
Term
|
Definition
| The degree to which job assignments were formalized and structured; rated as either high or low |
|
|
Term
|
Definition
| The degree of influence a leader had over activities such as hiring, firing, discipline, promotions, and salary increases; rated as either strong or weak |
|
|
Term
| Least-preferred Coworker (LPC) Questionnaire |
|
Definition
| A questionnaire that measures whether a leader was task or relationship oriented |
|
|
Term
| Situational Leadership Theory (SLI) |
|
Definition
| A leadership theory that focuses on followers' readiness |
|
|
Term
|
Definition
| The extent to which people have the ability and willingness to accomplish a specific task |
|
|
Term
| Leader-participation Model |
|
Definition
| A leadership contingency theory that's based on a sequential set of rules for determining how much participation a leader uses in decision making according to different types of situation |
|
|
Term
|
Definition
| A leadership theory that says the leader's job is to assist followers in attaining their goals and to provide direction or supported needed to ensure that their goals are compatible with the organization's or group's goals |
|
|
Term
| Leader-member exchange (LMX) Theory |
|
Definition
| A leadership theory that says leaders create in-groups and out-groups and those in the in-group will have higher performance ratings, less turnover, and greater job satisfaction |
|
|
Term
|
Definition
| Leaders who lead primarily by using social exchanges (or transactions) |
|
|
Term
|
Definition
| Leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes |
|
|
Term
|
Definition
| Enthusiastic, self-confident leaders whose personalities and actions influence people to behave in certain ways |
|
|
Term
|
Definition
| The ability to create and articulate a realist, credible, and attractive vision of the future that improves on the present situation |
|
|
Term
|
Definition
| The act of increasing the decision-making discretion of worker |
|
|
Term
|
Definition
| The degree to which follower perceive someone as honest, competent, and able to inspire |
|
|
Term
|
Definition
| The belief in the integrity, character, and ability of a leader |
|
|
Term
|
Definition
| A transfer of understanding and meaning from one person to another |
|
|
Term
|
Definition
| The seven-part process of transferring and understanding of meaning: 1) communication source or sender, 2) encoding, 3) the message, 4) the channel, 5) decoding, 6) the receiver, and 7) feedback |
|
|
Term
|
Definition
| Converting a message into symbolic form |
|
|
Term
|
Definition
| A purpose for communicating that's to be conveyed |
|
|
Term
|
Definition
| The medium by which a message travels |
|
|
Term
|
Definition
| Translating a received message |
|
|
Term
|
Definition
| Checking to see how successfully a message has been transferred |
|
|
Term
|
Definition
| An unofficial channel of communication |
|
|
Term
|
Definition
| Nonverbal communication cues such as facial expressions, gestures, and other body movements |
|
|
Term
|
Definition
| An emphasis given to words or phrases that conveys meaning |
|
|
Term
|
Definition
| Deliberately manipulating information to make it appear more favorable to the receiver |
|
|
Term
|
Definition
| Selectively perceiving or hearing communication based on your own needs, motivations, experiences, or other personal characteristics |
|
|
Term
|
Definition
| What results when information exceeds processing capacity |
|
|
Term
|
Definition
| Technical language, specific to a discipline or industry |
|
|
Term
|
Definition
| Listening for full meaning without making premature judgments or interpretations |
|
|
Term
|
Definition
| Cultivating a learning culture in which organizational members systematically gather knowledge and share it with others |
|
|
Term
|
Definition
| Groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise in that area by interacting on an ongoing basis |
|
|
Term
|
Definition
| Presented material that contains all relevant information, is true in every sense, and is not deceptive in any way |
|
|
Term
|
Definition
| Management function that involves monitoring activities to ensure that they're being accomplished as planned and correcting any significant deviations |
|
|
Term
|
Definition
| A three-step process of measuring actual performance, comparing actual performance against a standard, and taking managerial action to correct deviations |
|
|
Term
| Management by Walking Around (MBWA) |
|
Definition
| When a manager is out in the work area interacting with employees |
|
|
Term
| How does a manager measure |
|
Definition
| 1) personal observation, 2) Statistical Reports, 3) oral reports, and 4) written reports |
|
|
Term
|
Definition
| The acceptable parameters of variance between actual performance and a standard |
|
|
Term
| Immediate Corrective Action |
|
Definition
| Corrective action that addresses problems at once to get performance back on track |
|
|
Term
|
Definition
| Corrective action that looks at how and why performance deviated before correcting the source of deviation |
|
|
Term
|
Definition
| Control that takes place before a work activity is done |
|
|
Term
|
Definition
| Control that takes place after a work activity is done |
|
|
Term
| Management Information System (MIS) |
|
Definition
| A system used to provide management with needed information on a regular basis |
|
|
Term
|
Definition
| A performance measure tool that looks at more than just the financial perspective; looks at 4 areas 1) Financial, 2) customer, 3) internal processes, and 4) people/innovation/growth assets |
|
|
Term
|
Definition
| The design, operation, and control of the transformation process that converts such resources as labor and raw materials into goods and services; the study and application of the transformation process |
|
|
Term
|
Definition
| The process that converts resources into finished goods and services |
|
|
Term
| Manufacturing Organization |
|
Definition
| Organizations that produce physical goods |
|
|
Term
|
Definition
| Organizations that produce nonphysical products in the form of services |
|
|
Term
|
Definition
| The performance characteristics, features, attributes, and other aspects of goods and services, for which customers are willing to give up resources |
|
|
Term
|
Definition
| The entire series of work activities that add value at each step from raw materials to finished product |
|
|
Term
|
Definition
| The process of managing the sequence of activities and information along the entire value chain |
|
|
Term
|
Definition
| A strategic design for how a company intends to profit from its broad array of strategies, processes, and activities |
|
|
Term
|
Definition
| The way organizational work is done |
|
|
Term
|
Definition
| A series of international quality standards that set uniform guidelines for processes to ensure that products conform to customer requirements |
|
|
Term
|
Definition
| A quality standard that establishes a goal of no more than 3.4 defects per million units or procedures |
|
|
Term
|
Definition
| A one-time set of activities with a definite beginning and ending point |
|
|
Term
|
Definition
| The task of getting project activities done on time, within a budget, and according to specifications |
|
|
Term
|
Definition
| A planning tool that shows in a bar graph form when tasks are supposed to be done and compares that with the actual progress |
|
|
Term
|
Definition
| A modified version of a Gnatt chart that lists either whole departments or specific resources |
|
|
Term
|
Definition
| A flowchart-like diagram that depicts the sequence of activities needed to complete a project and the time or costs associated with each activity |
|
|
Term
|
Definition
| End points that represent the completion of major activities |
|
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Term
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| The longest or most time-consuming sequence of events and activities required to complete a project in the shortest amount of time |
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| The time difference between the critical path and all other paths |
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| The process of starting new business, generally in response to opportunities |
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| Entrepreneurship Ventures |
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| Organizations that pursue opportunities, are characterized by innovative practices, and have growth and profitability as their main goals |
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| An independent business having fewer than 500 employees that doesn't necessarily engage in any new or innovative practices and that has relatively little impact on its industry |
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| A written document that summarizes a business opportunity and defines and articulates how the identified opportunity is to be seized and exploited |
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| A personality trait describing those individuals who are more prone to take actions to influence their environment |
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| Exiting a venture when an entrepreneur hopes to capitalize financially on the investment of the venture |
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