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| The set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal |
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| The physical or psycohological requirements that must be met to ensure survival and well-being |
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| A reward that is tangible, visible to others, and given to employees contingent on the performance of specific tasks of behaviors |
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| A natural reward associated with performing a task or activity for its own sake |
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| A theory that states that people will be motivated when they perceive that they are being treated fairly |
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| In equity theory, the contributions employees make to the organization |
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| In equity theory, the rewards employees receive for their contributions to the organization |
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| In equity theory, an employee's perception of how the rewards received from an organization compare with the employee's contributions to that organization |
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| The theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards |
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| A target, objective, or result that someone tries to accomplish |
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| The theory that people will be motivated to the extend to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement |
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| The process of influencing others to achieve group or organizational goals |
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| A leadership theory that holds that effective leaders possess a similar set of traits or characteristics |
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| The way a leader generally behaves toward followers |
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| A leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment |
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| A leadership sytle in which the leader lets employees know precisely what is expected of them, gives them specific guidelines for performing tasks, schedules work, sets standards of performance, and make sure that people follow standard rules and regulations |
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| A leadership style in which the leader is friendly to and approachable, shows concerns for employees and their welfare, treats them as equals, and creates a friendly climate |
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| A leadership style in which the leader consults employees for their suggestions and input before making decisions |
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| Normative decision theory |
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| A theory that suggests how leaders can determine an appropriate amount of employee participation when making decisions |
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| Leadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting |
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| The behavioral tendencies and personal characteristics of leaders that create and exceptionally strong relationship between them and their followers |
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| Charismatic leaders who provide developmental opportunities for followers, are open to positive and negative feedback, recgonize others' contributions, share information, and have moral standards that emphasize the larger interests of the group, organization, or society |
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| Charismatic leaders who control and manipulate followers, do what is best for themselves instead of their organizations, want to hear only positive feedback, share only information that is beneficial to themselves, and have moral standards that put their interests before everyone else's |
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| The process of transmitting information from one person or place to another |
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| The process by which individuals attend to, organize, interpret, and retain information from their environments |
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The personality-, psychology-. or experience-based differences that influence people to ignore or pay attention to particular stimuli
Filter: Attention, Organization, Interpretation, and Retention |
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| Putting a message into a written, verbal, or symbolic form that can be recognized and understood by the receiver |
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| The process by which the receiver translates the written, verbal, or symbolic form of a message into an understood message |
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| Anything that interferes with the transmission of the intended message |
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| Communicating with someone for the direct purpose of improving the person's on-the-job performance or behavior |
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| Communicating with someone about non-job related issues that may be affecting or interfering with the person's performance |
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| Any communication that doesn't involve words |
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| The act or process of perceiving sounds |
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| Making a conscious effort to hear |
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| Cross-Cultural Communication |
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| Transmitting information from a person in one country or culture to a person from another country or culture |
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| Phone numbers that anyone in the company can call anonymously to leave information for upper management |
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| A regulatory process of establishing standards to achieve organizational goals, comparing actual performance against the standards, and taking corrective action, when necessary |
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| A basis of comparison for measuring the extent to which various kinds of organizational performance are satisfactory or unsatisfactory |
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| The process of identifying outstanding practices, processes, and standards in other companies and adapting them to your company |
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| A mechanism for gathering information about performance deficiencies after they occur |
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| The situation in which behavior and work procedures do not conform to standards |
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| The use of hierarchical authority to influence employee behavior by rewarding or punishing employees for compliance or noncompliance with organizational policies, rules, and procedures |
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| The regulation of workers' behavior and decisions through widely shared organizational values and beliefs |
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| Self-Control (self-management) |
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| A control system in which managers and workers control their own behavior by setting their own goals, monitoring their own progress, and rewarding themselves for goal achievement |
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| Measurement of organizational performance in four equally important areas: finances, customers, internal operations, and innovation and learning |
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| A performance assessment in which companies identify which customers are leaving and measure the rate at which they are leaving |
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| Customer perception that the product quality is excellent for the price offered |
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| The prediction that about every two years, computer-processing power would drop by 50 percent |
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| Useful data that can influence people's choices and behavior |
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| The strategic advantage that companies earn by being the first to use new information technology to substantially lower costs or to make a product or service different from that of competitors |
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| The process of discovering unknown patterns and relationships in large amounts of data |
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| Making sure potential users are who they claim to be |
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| Granting authenticated users approved access to data, software, and systems |
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| Identifying users by unique, measurable body features, such as fingerprint recognition or iris scanning |
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| A program or piece of code that, without your knowledge, attaches itself to other programs on your computer and can trigger anything from a harmless flashing message to the reformatting of your hard drive to a systemwide network shutdown |
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| Executive Information System (EIS) |
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| A data processing system that uses internal and external data sources to provide the information needed to monitor and analyze organizational performance |
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| Private company networks that allow employees to easily access, share, and publish information using internet software |
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| Electronic Data Interchange |
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| When two companies convert their purchase and ordering information to a standardized format to enable the direct electronic transmission of that information from one company's computer system to the other company's computer system |
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