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| The adoption of new idea or behaviro by an organization |
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| Innovation in products, services or processes that are appropriate for both the creative impulse and for the systematic implantation of innovation |
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| Incorporating structures and processes that are appropriate for both creative impulse and for the systematic implantation of innovation |
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| Organization's product or service outputs |
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| Organization's production process how the organization does its work |
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| To the generation of novel ideas that might meet perceived needs or respond to opporutnities for the orgnaizaiton |
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| Another popular way to encourage new ideas within the organizaiton |
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| That the research, manufacturing and sales and marketing departments within an organization simulataneously contribute to new products and technologies |
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| Multifunctional, and sometimes multinational team that works under stringent timelines and is provided with high levels of resources and empowerment to accomplish an accelerated product development project |
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| Extending the search for an commercialization of new ideas beyond the boundaries of the orgnaiztion and even beyond the boundaries of the industry |
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| Person who sees the need for the organization that is responsible for developing and initiationg a major innovation |
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| Separate small, informal, highly autonomous, and often secretive group that focuses on break through ideas for the business |
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| Provides resources from whcih individuals and groups can draw to develop new ideas, products, or business |
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| Pertains to the organization as a whole |
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| Organization Development (OD) |
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| Is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization's health and effectiveness through its abiility to adapt to the environment, improve internal relationship and increase learning and problem solving capabilities |
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| Approach brings together participants from all parts of the organization; often including key stakeholders from outside the organization as well to discuss problems or opportunities and plan for change |
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| Make people throughout the organization aware of problems and the need for change |
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| An Organization Development specialist who perform a systematic diagnosis of the organization and identifies work-related problems |
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| Occurs when individuals experiment with new behavior and learn new skills to be used in the workplace |
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| Occurs when individuals acquire new attitudes or values and are reward for them by the organization |
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| Disparity between existing and desired performance levels |
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| Grew from the work of Kurt Lewin, who proposed that change was a result for the competition between driving and restraining force |
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| Companies that successfully innovate usually have the following |
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1. People in marketing have a good understanding of customer needs
2. Technical specialists are aware of recent technological development and make effective use of new technology.
3. Members from key departments--research, manufacturing, marketing--cooperate in the development of the new product or service |
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| Organization Development can help managers address at least three types of current problems |
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1. Mergers and Acquistions
2. Organizaitonal Decline and Revitalization
3. Conflict Management |
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| 3 of the most popular and effective are following |
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1. Team building activities
2. Survey feedback activities
3. Large-group intervention |
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| Organizaiton Development propose 3 distinct stage for achieving behavioral and attitudinal changes |
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1. Unfreezing
2 Changing
3. Refreezing |
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| Manufacturing company management's analysis showed that the driving force (opportunities associated with the implementation of Just In Time were |
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1. The large cost saving from reduced inventories
2. Saving from needing fewer workers to handle the inventory
3. A quicker, more competitive market repsonse for the company |
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| Restraining Force (barriers) discovered by managers were |
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1. A frieght systems that was too slow to deliver inventory on time
2. A facility layout that emphasized inventory maintenance over a new deliveries
3. Worker skills in appropriate for handling reapid inventory deployment
4. Union resistance to loos jobs |
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| Involves designing the organization to encourage creativity and the initiation of new ideas |
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| Creating conditions and systems to facilitate internal and external coordination and knowledge sharing |
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| Managers put in place processes and structures to ensure that new ideas are carried forward for acceptance and implementation |
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| The internet has a made it possible for companies to tap into ideas, from around the world and let hundreds of thousands of people contribute to the innovation process, which is why some approaches to open innovation |
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| Comes up with a new idea and understands its technical value but has neither the ability nor the interest to promote it for acceptance within the organization |
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| Believes in the ideas, confronts the organizational realisities of costs and benefits and gains the political and financial support needed to bring it to reality |
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| Is a high-level manager who approves the idea, protects the idea, and removes major organizational barriers to acceptance |
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| Counterbalance the zeal of the champion by challenging the concept and providing a reality test against hard nosed criteria |
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| Communication and Education |
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| Used when solid information about the change is needed by users and others who may resist implementation |
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| Users and potential resisters in desinging the change; Time consuming, but it pays off because users understand and become committed to the change |
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Is a more formal means of achieving cooperation
Uses formal bargaining to wind acceptance and approval of desired change |
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| Managers use formal power to force employees to change |
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| Symbolizes to all employees that the change is important for the organization |
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| Human Resource Management |
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| Design and applicantion of formal systems in an organization to ensure the effective and efficient use of human talent to accomplish organizaitonal goals |
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| The economic value of the combined knowledge, experience, skills and capabilities of employees |
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| Occurs when some applications are hired or promoted based on criteria that are not job relevant |
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| Requries that an employers that positive steps to guarantee equal employment opportunities for people within protected groups |
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| People who work for an organization, but not on a permanent or full time basis |
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| Using computers and telecommunications equipment to do work without going to an office |
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| Underlying the organization's effort to attract employees is a matching model; the organization and the individual attempt to match the needs, interests, and values that they offer each other |
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| Forecasting human resource needs and the projected matching of individuals with expected vacanices |
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| Activities or practices that define the characteristics of applicants to whom selection producedures are ultimately applied |
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| Systematic process of gathering and interpereting information about the essential duties, tasks, and responsibilities of a job as well as about the context wihtin which the job is performed |
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| Clear and conscise summary of the specific tasks, duties and repsonsiblities |
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| Outlines the knowledge, skills, education, physical abilities and other characteristics needed to adequately perform the job |
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| Gives applicants all pertinent and realistic information, positive and negative about the job and the organization |
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| Process, employers assess applicant's characteristic is an attempt to determine the "fit" between the job and applicant characteristics |
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| Used to cleect information about the applicant's education, previous job experience, and other background characteristics |
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| Use a set of standardized questions that are asked of every applicant so comaprisons can easily be made |
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| Allow the applicant a great deal of freedom in determining the course of the conversation, with the interviewer taking care not to influence the person's remarks |
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| Which the candidate meets with several interviewers who take turns asking questions |
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| May include cognitive ability test, physical ability test, personality inventories and other assessments |
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| Present a series of managerial situations to groups of appplications over a two or three day period |
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| Some organizations use this technique for front line employees as well by administering; require an applicants to complete simulated tasks that are a part of the desired job |
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| Experienced employee is ask to take a new employee "under his or her wing" and show the newcomer how to perform job duties |
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| Is an in house training and education faciolity that offers broad-based learning opportunities for employees and frequently for customers, suppliers, and strategic partnerships |
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| Experienced Employees guides and supports a newcomer or less experienced employee |
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| Method of directing, instructing and training a person with the goal to develop specific management skills |
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| Comprises the steps of boserving and assessing employee performance, recording, the assessment, and providing feedback to the employee |
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| A process that use multiple raters, including self-rating as away to increase awareness of strengths and weaknesses and guide employee development |
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| Occurs when a rater places and employee into a class or category based on one or a few traits or characteristics |
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| A managers gives an employee the same rating on all dimensions even if his or her performances is good on some dimensions and poor on others |
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| Behaviorally anchored rating Scale (BARS) |
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| Developed from critical incidents pertaining to job performance |
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1. all monetary payment
2. All goods or commodities used in lieu of money to reward employees |
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| Process of determining the value or worth of jobs within an organization through an examination of job content |
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| That show what others organizations pay incumbents in jobs that match a sample of "key" jobs selected by the organization |
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| Tying at least part of compensation to employee effort and performance, whether it be through merit based pay, bounsues, team incentives, or various gain sharing or profit sharing plans |
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| Intentionally reducing the company's workforce to the point where the number of employees is deemed to be right for the company's current situation |
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| Interview conducted with departnig employees to determine why they are leaving |
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| Title VII of the Civil Right Act |
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| Is a company that is highly attractive to potential employees because human resource practices that focus not just on tangible benefits such as pay and profit sharing, but also intagible (work/life balance, a trust-based work climate, and a healthy corporate culture), and that embrace a long-term view to solving problems |
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| Internal recruiting or promote-from within |
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| Although we frequently think of campus recruiting as a typical recruiting activities many organization |
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| Recruiting newcomers from outside the orgnaization |
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| Refers to the sue of goals, timetable or other methods in recuriting to promote the hiring, development, and retention of protected groups |
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| Applications online, dramatically extends the organization's recruiting reach |
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| IS used as a selection technique in almost every job category in nearly every organization |
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| That ask abouty the person's pervious life and work experiences |
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| Ask people to describe how they performed a certian task or handled a particular problems |
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| That requires people describes how they might handle a hypothetical situation |
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Some organizations also supplement traditional interviewing information
Requires a candidate to answer a series of multiple choice questions tailored to the specific job |
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| Being used by companies tha put premium on innovativeness and problem solving |
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| Requires the applicant to play the role of managers who must decide how to respond to ten memos in his or her in basket wihtin a two hour period |
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| Programs represent a planned effort by an organization to faciliate employee's learning of job-related skills and behaviors |
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Sometimes distinguished from the generl term training
Teaching people brader skills that are not only useful in their present jobs but also prepare them for greater responsiblities in future jobs |
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| Many place an employee in a new position for a short time as a few hours or for as long as year, enabling the individual to develop new skills and giving the organization greater flexibility |
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| Performance Review Ranking Systems |
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| Increasingly coming under fire because it essentially evaluates employees by pitting them against one another |
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| Argue that they are based on subjective judgement produce skewed results, and discriminate against employees who are "different" form the mainstream. |
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The most common approach to employee compensation
Linking compensation to the specific tasks and employee perform |
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| Are becoming increasingly popular in both large and small comanies |
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| Skill-based pay systems encourage people to develop their skills and competencies, thus making them more valueable to the orgaization as well as more employable if they leave their current jobs. |
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| Pay-for-Performance Standards |
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| To raise productivity and cut labor cost in a competitive global environment |
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Cafeteria-Plan Benefits packages
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| That allows employees to select the benefits of greatest value to them |
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| Some current strategic Issues of particular concern to managers include the following |
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1. Right people to become more competitive on global basis
2. Right people for improving quality, innovation and customer services
3. Right people to retain during mergers and acquistions
4. Right people to apply new information technology for e-business |
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| Consider the following list found on a bulletin board at a company undergoing major restructuring |
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We cannot promise you how long we will be in business
We cannot promise you what we won't acquired
We cannot promise that there'll be room for promotion
We cannot promise that your job will exist wheny reach retirement age
We cannot promise that the money will be available for your pension
We cannot expect your undying loyalty and we aren't sure we ant it. |
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| Human resource planning begins with several questions |
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What new technologies are emerging, and how will these affect the work systems?
What is the volume of the business liekly to be in the next five to ten years
What is the turnover rate, and how much, if any, is avoidable? |
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| The responses to these questions are used to formulate specific questions pertaining to Human Resource activities |
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What types of engineers will we need and how many
How many administrative personnel will we needto support the additional engineers
Can we use temporary, part-time or virtual workers to handle some tasks? |
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| Employers should not ask whether the applicant rents or owns his or her own home because |
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An applicant's response might adversely affect his or her chances at the job
Minorities and women may be less likely to own a home
Home ownership is probably unreated to job performance |
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| Human Resource Manager prfessionals concentrate on two things to make perfromance appraisal a positive force in their organization |
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1.The accurate assessment of performance through the development and applicantion of assessment systems such as rating scales.
2. Training manages to effectively use the performance approaisal interview so manager can provide feedback that will reinforce good performance and motivate employee development
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| As all the ways in which people differ |
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| A key management skills in today's global economy, means creating a climate in which the potential advatages of diversity for orgaizational or group performance are maximized while potential disadvatages are minimized |
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| Tendency to view people who are ifferent as being deficient |
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| If someone acts their prejudicial atitudes toward people who are the targets of their prejudice |
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| Rigid, exaggerated, irrational beliefs associated with a partical group of people |
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| Describe the psychological experience of a person who, when engaged in a task is aware of a stereotype about his or her identity group suggesting that he or she will not perform well on that tasks |
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| Belief that one's own group and subculture are inherently superior to other groups and clutures |
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| Culture that acceptes only one way of doing things and on set of values and beliefs, which can causes problem for minority employees. |
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| Beliefs that groups and subcultures are inherently equal |
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| Organization accommodates several subcultures |
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| Invisible barriers that separates women from top management positions |
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| Is the ability to interact effectively with people of different culture |
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| Higher ranking oranizational member who is committed to providing upward mobility and support to a proteges professional career |
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To help people identify their own cultural boundaries, prejudices, and stereotypes, and develop the skills for managing and working in a diverse workplace |
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Teams made up of members from diverse national racial, ethnic and cultural backgrounds provide even greater potential for enhanced creativity, innovation, and value in today’s global market place |
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Are based on social identity such as gender or race, and are organized by employees to focus on concerns of employees from that group |
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A) The following statistics illustrate how the work place is changing and challenging frontline managers who are trying to building cohesive teams:
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1) Three generation workforce
2) Aging Workers
3) Growth in Hispanic and Asian Worker
4) Women Out numbering men
5) Growth in foreign born population
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The dividends of diversity include the following
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1) Better use of employee talent
2) Increased understanding of the marketplace
3) Enhanced breadth of understanding in leadership positions
4) Increased quality of team problem solving
5) Reduced costs associated with high turnover, absenteeism, and lawsuits
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These two different ways of thinking are described below
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1) Stereotypes are often based on folklore, media, portrayals, and other unreliable sources of information
2) Stereotypes contain negative connotations
3) Stereotypes assume that all members of a group have the same characteristic
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Five Steps to Develop Diversity
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1) Uncover diversity problems in the organization
2) Strengthen top management commitments
3) Choose solutions to fit a balanced strategy
4) Demand results and revisit the goals
5) Maintain momentum to change the culture
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| These initiatives may include |
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1) Changing structures and policies
2) Focusing on diversity recruiting
3) Establishing mentor relationships
4) Accommodating special needs
5) Offering training and education
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| Marathon Petroleum created 6 point recruitng strategy to increase diversity |
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1) Recruiting corporate wide and cross functionally
2 ) Building relationships with first and second tiered school to recruit minority students
3) Offering internship for racial and ethnic minorities
4) Offering minority scholarships
5) Establishing informal mentoring program
6) Forming affiliations with minority organizations
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| The following list categoriezes various forms of sexual harassment as defined by one university |
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1) Generalized
2) Inappropriate and offensive
3) Solicitation with promise of reward
4) Coercion with threat of punishment
5) Sexual crimes and misdemeanors
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In recent years, an ongoing discussion concerns something
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To help people learn how to communicate and work effectively in a diverse environment |
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