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| collections of people who work together and coordinate their actions to achieve a wide variety of goals or desired future outcomes |
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| the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively |
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| Organizational Performance |
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| a measure of how efficiently and effectively a manager uses resources to satisfy customers and achieve organizational goals |
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| a measure of how well or how productively resources are used to achieve a goal |
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| a measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals |
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| identifying and selecting appropriate goals: one of the four principal tasks of management |
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| a cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals |
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| structuring working relationships so organizational members work together to achieve organizational goals; one of the four principal tasks of management |
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| a formal system of task and reporting relationships that coordinates and motivates organizational members so they work together to achieve organizational goals |
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| Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in achieving organizational goals, one of the four principal tasks of management |
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| Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance; one of the four principal tasks of management |
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| a group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their jobs |
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| a manager who is responsible for the daily supervision of nonmanagerial employees |
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| a manager who supervises first line managers and is responsible for finding the best way to use resources to achieve organizational goals |
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| a manager who establishes organizational goals, decides how departments should interact, and monitors the performance of middle managers |
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| a group composed of the CEO, the COO, and the VPs of the most important departments of a company |
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| the ability to analyze and diagnose a situation and to distinguish between cause and effect |
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| the ability to understand, alter, lead, and control the behavior of other individuals and groups |
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| the job-specific knowledge and techniques required to perform an organizational role |
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| the specific set of departmental skills, knowledge, and experience that allos one organization to outperform another |
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| downsizing an organization by eliminating the jobs of large numbers of top, middle, and first-line managers and nonmanagerial employees |
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| contracting with another company, usually abroad, to have it perform an actiivity the organization previously performed itself |
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| the expansion of employees' knowledge, tasks, and decision-making responsibilities |
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| a group of employees who assume responsibility for organizing, controlling, and supervising their own activities and monitoring the quality of the goods and services that they provide |
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| organizations that operate and compete in more than one country |
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| the ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than they do |
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| the creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company's resources and allow it to survive and prosper |
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| the process of creating new or improved goods and services or developing better ways to produce or provide them |
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| the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency |
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| a formal sustem of organization and administration designed to ensure efficiency and effectiveness |
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| the power to hold people accountable for their actions and to make decisions concerning the use of organizational resources |
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| Standard Operating Procedures (SOPs) |
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| specific sets of written instructions about how to perform a certain aspect of a task |
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| unwritten, informal codes of conduct that prescribe how people should act in specific situations |
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| suggests that the attitudes of workers toward their managers affect the level of workers performances |
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| advocates that supervisors be behaviorally trained to manage subordinates in ways that elicit their cooperation and increase their productivity |
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| the system of behavioral rules and norms that emerge in a group, when they try to manage or change behavior in organizaionts |
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| the study of factors that have an impact on how individuals and groups respond to and act in organizations |
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| Theory X: the average worker is lazy, dislikes work, and will try to do as little as possible thus managers must supervise closely and control their behavior with rewards and punishment (carrot and a stick) |
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| assumes that workers are not inherently lazy do not dislike work and, if given the opportunity, will do what is good for the organization |
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| particular tendencies to feel, think, and act in certain ways that can be used to describe the personality of an individual |
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| the tendency to experience positive emotions and moods and feel good about oneself and the rest of the world. Managers like this tend to be sociable, affectionate, outgoing, and friendly |
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| the tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others |
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| the tendency to get along well with others |
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| the tendency to be original, have broad interests, be open to a wide range of stimuli, be daring, and take risks |
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| Internal Locus of Control |
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Definition
| the tendency to locate responsibility for one's fate within oneself |
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| External Focus of Control |
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| the tendency to locate responsibility for one's fate in outside forces and to believe ones own behavior has little impact on outcomes |
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| the degree to which individuals feel good about themselves and their capabilities |
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| the tendency to be careful, scrupulous, and persevering |
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| the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence |
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| the extent to which an individual is concerned about establishing and maintaining good interpersonal relations, behing liked, and having other people get along |
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| the extent to which an individual desires to control or influence others |
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| a lifelong goal or objective that an individual seeks to achieve |
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| a mode of conduct that an individual seeks to follow |
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| the terminal and instrumental values that are guiding principles in an individual's life |
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| a collection of feelings and beliefs |
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| the collection of feelings and beliefs that managers have about their current jobs |
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| Organizational Citizenship Behaviors |
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| behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage |
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| Organizational Commitment |
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| the collection of feelings and beliefs that managers have about their organization as a whole |
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Mood: a feeling or state of mind
emotions: intense, relatively short-lived feelings |
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| the ability to understand and manage one's own moods and emotions and the moods and emotions of other people |
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| the shared set of beliefs, expectations, values, norms, and work routines that influence how individuals, groups, and teams interact with one another and cooperate to achieve organizational goals |
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| Attraction-Selection-Attrition Framework (ASA) |
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Definition
a model that explains how personality may influence organizational culture
(managers tend to be attracted to and choose employees whose personalities are similar to their own) |
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| Organizational Socialization |
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Definition
| the process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively |
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| the quandary people find themselves in when they have to decide if they should act in a way that might help another person or group even though doing so might go against their own self-interest |
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| the inner guiding moral principles, values, and beliefs that people use to analyze or interpret a situation and then decide what is the right or appropriate way to behave |
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| the people and groups that supply a company with the productive resources and so have a claim on and stake in the company |
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| an ethical decision is a decision that produces the greatest good for the greatest number of people |
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| an ethical decision is one that best maintains and protects the fundamental or inalienable rights and privileges of the people affected by it |
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| an ethical decision distributes benefits and harms among people and groups in a fair, equitable, or impartial way |
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| an ethical decision is one that a manager has no reluctance about communicating to people outside the company because the typical person in a society would think it is acceptable |
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| the willingness of one person or group to have faith or confidence in the goodwill of another person, even though this puts them at risk |
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| the esteem of high repute that individuals or organizations gain when they behave ethically |
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| standards that govern how members of a society are to deal with each other on issues such as fairness, justice, poverty, and the rights of the individual |
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| standards that govern how members of a profession are to make decisions when the way they should behave is not clear cut |
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| perosnal values and attitudes that govern how individuals interact with other people |
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| an ethics officer who monitors an organization's practices and procedures to be sure that they are ethical |
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