Term
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Definition
| viewing the world solely through your own perspectives, leading to an inability to recognize differences between people. |
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Term
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Definition
| the parochialistic belief that the best work approaches and practices are those of the home country. |
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Term
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Definition
| the view that the managers in the host country know the best work approaches and practices for running their business. |
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Term
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Definition
| a world-oriented view that focuses on using the best approaches and people from around the globe. |
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Term
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Definition
| a union of 27 European nations created as a unified economic and trade entity |
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Term
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Definition
| a trading alliance of 10 Southeast Asian nations. |
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Term
| North American Free Trade Agreement (NAFTA) |
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Definition
| an agreement among the Mexican, Canadian, and U.S. governments in which certain barriers to trade have been eliminated. |
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Term
| World Trade Organization (WTO) |
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Definition
| a global organization of 153 countries that deals with the rules of trade among nations. |
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Term
| International Monetary Fund (IMF) |
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Definition
| an organization of 185 countries that promotes international monetary cooperation and provides advice, loans, and technical assistance. |
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Term
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Definition
| a group of five closely associated institutions that provides financial and technical assistance to developing countries. |
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Term
| Organization for Economic Cooperation and Development (OECD) |
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Definition
| an international economic organization that helps its 30 member countries achieve sustainable economic growth and employment. |
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Term
| Multinational Corporation (MNC) |
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Definition
| a broad term that refers to any and all types of international companies that maintain operations in multiple countries |
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Term
| Multidomestic Corporation |
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Definition
| an MNC that decentralizes management and other decisions to the local country. |
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Term
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Definition
| an MNC that centralizes management and other decisions in the home country. |
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Term
| Transnational or Borderless Organization |
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Definition
| an MNC in which artificial geographical barriers are eliminated. |
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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 organization gives another organization the right to make or sell its products using its technology or product specifications. |
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Term
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Definition
| an organization gives another organization the right to use its name and operating methods. |
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Term
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Definition
| a partnership between an organization and one or more foreign company partner(s) 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
| 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
| directly investing in a foreign country by setting up a separate and independent production facility or office. |
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Term
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Definition
| an economic system in which resources are primarily owned and controlled by the private sector. |
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Term
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Definition
| an economic system in which economic decisions are planned by a central government. |
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Term
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Definition
| the values and attitudes shared by individuals from a specific country that shape their behavior and beliefs about what is important. |
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Term
| Global Leadership and Organizational Behavior Effectiveness (GLOBE) program |
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Definition
| a research program that studies cross-cultural leadership behaviors. |
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Term
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Definition
| cultural awareness and sensitivity skills. |
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Term
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Definition
| attributes that allow a leader to be effective in cross-cultural environments. |
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Term
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Definition
| the ways in which people in an organization are different from and similar to one another. |
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Term
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Definition
| the biological heritage (including 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 cultural background or allegiance) that are shared by a human population. |
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Term
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Definition
| Both Title VII of the Civil Rights Act of 1964 and the Age Discrimination in Employment Act of 1967 prohibit age discrimination |
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Term
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Definition
| Women (49.8%) and men (50.2%) now each make up almost half of the workforce. |
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Term
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Definition
| judging a person based on a prejudicial perception of a group to which that person belongs. |
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Term
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Definition
| when someone acts out their prejudicial attitudes toward people who are the targets of their prejudice |
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Term
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Definition
| the invisible barrier that separates women and minorities from top management positions. |
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Term
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Definition
| a tendency or preference toward a particular perspective or ideology. |
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Term
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Definition
| a pre-conceived belief, opinion, or judgment toward a person or a group of people. |
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Term
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Definition
| The Americans With Disabilities Act of 1990 prohibits discrimination against persons with disabilities. |
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Term
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Definition
| Title VII of the Civil Rights Act prohibits discrimination on the basis of religion. |
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Term
| GLBT: Sexual Orientation and Gender Identity |
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Definition
| U.S. federal law does not prohibit discrimination against employees on the basis of sexual orientation. |
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Term
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Definition
| a process whereby an experienced organizational member (a mentor) provides advice and guidance to a less-experienced member (a protégé). |
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Term
| Diversity Skills Training |
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Definition
| specialized training to educate employees about the importance of diversity and to teach them skills for working in a diverse workplace. |
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Term
| multicultural teams the pro’s |
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Definition
Multicultural teams perform much better (or much worse) than monocultural teams
Well managed heterogeneous teams regularly outperform homogeneous teams
A mix of profiles allows for a balance of roles for better overall performance
Multicultural teams perform much better in identifying problem perspectives and generating alternatives |
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Term
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Definition
Lewin’s description of the change process as a break in the organization’s equilibrium state.
Unfreezing the status quo
Changing to a new state
Refreezing to make the change permanent |
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Term
| White-Water Rapids Metaphor |
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Definition
| The lack of environmental stability and predictability requires that managers and organizations continually adapt (manage change actively) to survive. |
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Term
| White-Water Rapids Metaphor |
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Definition
| The lack of environmental stability and predictability requires that managers and organizations continually adapt (manage change actively) to survive. |
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Term
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Definition
| any alterations in the people, structure, or technology of an organization. |
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Term
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Definition
| persons who act as catalysts and assume the responsibility for managing the change process. |
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Term
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Definition
Managers: internal entrepreneurs
Nonmanagers: change specialists
Outside consultants: change implementation experts |
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Term
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Definition
Structure
Changing an organization’s structural components or its structural design
Technology
Adopting new equipment, tools, or operating methods that displace old skills and require new ones
Automation - replacing certain tasks done by people with machines
Computerization
People
Changing attitudes, expectations, perceptions, and behaviors of the workforce |
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Term
| Organizational Development (OD) |
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Definition
| techniques or programs to change people and the nature and quality of interpersonal work relationships. |
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Term
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Definition
| OD techniques that work for U.S. organizations may be inappropriate in other countries and cultures. |
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Term
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Definition
The ambiguity and uncertainty that change introduces
The comfort of old habits
A concern over personal loss of status, money, authority, friendships, and personal convenience
The perception that change is incompatible with the goals and interest of the organization |
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Term
| Conditions that facilitate cultural change: |
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Definition
The occurrence of a dramatic crisis
Leadership changing hands
A young, flexible, and small organization
A weak organizational culture |
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Term
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Definition
| the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities. |
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Term
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Definition
| factors that cause stress. |
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Term
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Definition
| work expectations that are hard to satisfy. |
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Term
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Definition
| having more work to accomplish than time permits. |
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Term
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Definition
| when role expectations are not clearly understood. |
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Term
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Definition
| people who have a chronic sense of urgency and an excessive competitive drive. |
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Term
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Definition
| people who are relaxed and easygoing and accept change easily. |
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Term
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Definition
| the ability to combine ideas in a unique way or to make an unusual association. |
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Term
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Definition
| turning the outcomes of the creative process into useful products, services, or work methods. |
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Term
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Definition
| individuals who actively and enthusiastically support new ideas, build support, overcome resistance, and ensure that innovations are implemented. |
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Term
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Definition
Adopt an organic structure
Make available plentiful resources
Engage in frequent inter-unit communication
Minimize extreme time pressures on creative activities
Provide explicit support for creativity |
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Term
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Definition
Accept ambiguity
Tolerate the impractical
Have low external controls
Tolerate risk taking
Tolerate conflict
Focus on ends rather than means
Develop an open-system focus
Provide positive feedback |
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Term
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Definition
Actively promote training and development to keep employees’ skills current
Offer high job security to encourage risk taking
Encourage individuals to be “champions” of change |
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Term
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Definition
The capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes
Exists as a potential or fully actualized influence over a dependent relationship |
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Term
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Definition
B’s relationship to A when A possesses something that B requires
The greater B's dependence, the more power A has |
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Term
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Definition
Focuses on goal achievement
Requires goal compatibility with followers
Focuses influence downward |
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Term
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Definition
Used as a means for achieving goals
Requires follower dependency
Used to gain lateral and upward influence |
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Term
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Definition
Established by an individual’s position in an organization
Three bases:
Coercive Power
A power base dependent on fear of negative results
Reward Power
Compliance achieved based on the ability to distribute rewards that others view as valuable
Legitimate Power
The formal authority to control and use resources based on a person’s position in the formal hierarchy |
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Term
| Bases of Power: Personal Power |
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Definition
Power that comes from an individual’s unique characteristics – these are the most effective
Expert Power
Influence based on special skills or knowledge
Referent Power
Influence based on possession by an individual of desirable resources or personal traits |
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Term
| The General Dependency Postulate |
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Definition
The greater B’s dependency on A, the greater the power A has over B
Possession/control of scarce organizational resources that others need makes a manager powerful
Access to optional resources (e.g., multiple suppliers) reduces the resource holder’s power |
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Term
| Dependency increases when resources are: |
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Definition
Important
Scarce
Nonsubstitutable |
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Term
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Definition
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Term
| Factors Influencing Power Tactics |
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Definition
Choice and effectiveness of influence tactics are moderated by:
Sequencing of tactics
Softer to harder tactics work best
Political skill of the user
The culture of the organization
Culture affects user’s choice of tactic |
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Term
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Definition
Any unwanted activity of a sexual nature that affects an individual’s employment and creates a hostile work environment
Overt actions, like unwanted touching, are relatively easy to spot
Subtle actions, like jokes or looks, can cross over the line into harassment
Sexual harassment isn’t about sex – it is about abusing an unequal power relationship
Harassment can damage the well-being of the individual, work group, and organization |
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Term
| Managerial Actions to Prevent Sexual Harassment |
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Definition
Make sure a policy against it is in place.
Ensure that employees will not encounter retaliation if they file a complaint.
Investigate every complaint and include the human resource and legal departments.
Make sure offenders are disciplined or terminated.
Set up in-house seminars and training. |
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Term
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Definition
| Activities that are not required as part of one’s formal role in the organization, but that influence, or attempt to influence, the distribution of advantages or disadvantages within the organization |
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Term
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Definition
Politics is a natural result of resource scarcity
Limited resources lead to competition and political behaviors
Judgments on quality of resource distribution differ markedly based on the observer’s perception
“Blaming others” or “fixing responsibility”
“Covering your rear” or “documenting decisions”
“Perfectionist” or “attentive to detail”
Most decisions are made under ambiguous conditions
Lack of an objective standard encourages political maneuvering of subjective reality |
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Term
| Types of defensive behaviors |
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Definition
Avoiding Action
Overconforming, buck passing, playing dumb, stalling
Avoiding Blame
Bluffing, playing safe, justifying, scapegoating
Avoiding Change
Prevention, self-protection |
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Term
| Impression Management (IM) |
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Definition
The process by which individuals attempt to control the impression others form of them
IM Techniques
Conformity
Excuses
Apologies
Self-Promotion
Flattery
Favors
Association |
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Term
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Definition
Job Interview Success
IM does work and most people use it
Self-promotion techniques are important
Ingratiation is of secondary importance
Performance Evaluations
Ingratiation is positively related to ratings
Self-promotion tends to backfire |
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Term
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Definition
| the process of monitoring, comparing, and correcting work performance. |
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Term
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Definition
| To ensure that activities are completed in ways that lead to the accomplishment of organizational goals. |
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Term
| Why Is Control Important? |
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Definition
As the final link in management functions:
Planning
Controls let managers know whether their goals and plans are on target and what future actions to take.
Empowering employees
Control systems provide managers with information and feedback on employee performance.
Protecting the workplace
Controls enhance physical security and help minimize workplace disruptions. |
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Term
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Definition
| a three-step process of measuring actual performance, comparing actual performance against a standard, and taking managerial action to correct deviations or inadequate standards. |
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Term
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Definition
Measuring actual performance
Comparing actual performance against a standard
Taking action to correct deviations or inadequate standards |
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Term
| Sources of Information (How) |
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Definition
Personal observation
Statistical reports
Oral reports
Written reports |
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Term
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Definition
Employees
Satisfaction
Turnover
Absenteeism
Budgets
Costs
Output
Sales |
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Term
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Definition
| the acceptable parameters of variance between actual performance and the standard. |
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Term
| Immediate corrective action |
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Definition
| corrective action that corrects problems at once in order to get performance back on track. |
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Term
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Definition
| corrective action that looks at how and why performance deviated before correcting the source of deviation. |
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Term
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Definition
| the end result of an activity. |
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Term
| Organizational performance |
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Definition
| the accumulated results of all the organization’s work activities. |
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Term
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Definition
| the amount of goods or services produced divided by the inputs needed to generate that output. |
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Term
| Organizational effectiveness |
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Definition
| a measure of how appropriate organizational goals are and how well those goals are being met. |
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Term
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Definition
| control that takes place before a work activity is done. |
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Term
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Definition
| control that takes place while a work activity is in progress. |
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Term
| Management by walking around |
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Definition
| a term used to describe when a manager is out in the work area interacting directly with employees. |
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Term
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Definition
| control that takes place after a work activity is done. |
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Term
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Definition
Traditional Controls
Ratio analysis
Liquidity
Leverage
Activity
Profitability
Budget Analysis
Quantitative standards
Deviations |
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Term
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Definition
| a performance measurement tool that examines more than just the financial perspective. |
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Term
| Measures a company’s performance in four areas: |
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Definition
Financial
Customer
Internal processes
People/innovation/growth assets |
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Term
| Management information system (MIS) |
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Definition
| a system used to provide management with needed information on a regular basis. |
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Term
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Definition
| an unorganized collection of raw, unanalyzed facts (e.g., an unsorted list of customer names). |
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Term
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Definition
| data that has been analyzed and organized such that it has value and relevance to managers. |
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Term
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Definition
| the search for the best practices among competitors or non-competitors that lead to their superior performance. |
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Term
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Definition
| the standard of excellence to measure and compare against. |
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Term
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Definition
| any unauthorized taking of company property by employees for their personal use. |
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Term
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Definition
| the service sequence from employees to customers to profit. |
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Term
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Definition
| the system used to govern a corporation so that the interests of corporate owners are protected. |
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