Term
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Definition
| getting the most output from the least amount of inputs; concerned with the means |
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Term
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Definition
| "doing the right things" to help the organization reach its goals; concerned with the ends |
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Term
| importance of effectiveness and efficiency to management |
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Definition
| managers coordinate and oversee work activities so that their activities are completed both effectively and efficiently |
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Term
| 4 functions of management |
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Definition
planning
organizing
leading
controlling
to achieve organization's purposes |
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Term
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Definition
| goals, strategies,plans to coordinate activities |
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Term
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Definition
| determining what, how, and who does it |
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Term
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Definition
| motivating, leading, people activities |
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Term
|
Definition
| monitoring to ensure completion |
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Term
| challenges of being a manager |
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Definition
1 hard work
2 clerical
3 personalities
4 limited resources
5 have to motivate workers
6 blend knowledge,skills,etc of diverse
7 success dependent on others performance |
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Term
| rewards of being a manager |
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Definition
1 create work environment for best ability to come through
2 creative and imaginative
3 help others find meaning in work
4 support coach and nurture
5 variety of people
6 recognition and status
7 role in influencing outcomes
8 compensation
9 needed by organizations |
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Term
| successful manager (Luthans) |
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Definition
= speedy promotion...
spend 48% time networking
spend 28% communicating
spend 13% on traditional tasks
spend 11% on HR |
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Term
| effective manager (Luthans) |
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Definition
= work quality/quantity, employee satis
spend 44% time communicating
spend 26% time HR
spend 19% time traditional tasks
spend 11% time networking |
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Term
| 7 dimensions of organization's culture |
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Definition
1.attention to detail
2.outcome orientation
3.people orientation
4.team orientation
5.aggressiveness
6.stability
7.innovation and risk taking |
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Term
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Definition
| degree to which employees are expected to exhibit precision, analysis, and attention to detail |
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Term
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Definition
| focus on results/outcomes vs how they are achieved |
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Term
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Definition
| management decisions, how much effects on people matter |
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Term
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Definition
| teams vs. individuals, degree of |
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Term
|
Definition
| agressive/competitive vs. cooperative |
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Term
|
Definition
| org decisions and actions emphasis on maintaining status quo |
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Term
| 7. innovation and risk taking |
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Definition
| employees encouraged to take risks, be innovative? |
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Term
| impact of strong culture on organizations |
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Definition
greater influence on employees,
benefits:commitment,recruitment/socialization,high performance thru promoting employee initiative
weaknesses:barrier to change,barrier to diversity,barrier to acquistions and mergers |
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Term
| "strong" culture characteristics |
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Definition
values widely shared
consistent messages
company "stories"
strong identification
shared values and behaviors |
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Term
| impact of strong culture on managers |
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Definition
on planning: degree of risk, amount of analysis and empl involvement
on organizing: autonomy, indiv. vs. teams, coordination across depts.
on leading: appropriate styles,how disagreements are handled, priority given to emp concerns
on controlling: employee autonomy,criteria emphasized in perf evaluations, repercussions from mistakes or metric variances |
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Term
| how culture affects managers |
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Definition
| constrains what they can and cannot do and how they manage, and are rarely explicit, so affects how they plan, organize, lead and control (see impact of strong culture on managers...) |
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Term
|
Definition
1 high in risk tolerance
2 low to moderate aggressiveness
3 focus on means as well as outcomes
(low outcome orientation) |
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Term
| innovative culture characteristics |
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Definition
1 challenge and involvement
2 freedom
3 trust and openness
4 idea time
5 playfulness, humor
6 conflict resolution (org vs personal)
7 debates (allowed?)
8 risk taking (rewarded?) |
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Term
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Definition
| viewing the world solely through one's 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
| 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
| world-oriented view that focuses on using the best approaches and people from around the globe |
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Term
|
Definition
| multi-national corporation: any type of international company that maintains operations in multiple countries |
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Term
| multi-domestic corporation |
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Definition
| one type of MNC...decentralizes management and other decisions to the local country...a polycentric attitude |
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Term
|
Definition
| or "borderless" organization, eliminates artificial geographical barriers, reflects a geocentric attitude (approaches from around the globe) |
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Term
|
Definition
| Global Leadership and Organizational Behavioral Effectiveness program...research program that studies cross cultural leadership behaviors, nine dimensions |
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Term
|
Definition
1 assertiveness
2 future orientation
3 gender differentiation
4 uncertainty avoidance
5 power distance
6 individualism/collectivism
7 in-group collectivism
8 performance orientation
9 humane orientation |
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Term
|
Definition
| expectation that power will be unequally shared |
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Term
|
Definition
| reliance on norms/procedures to alleviate unpredicability |
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Term
|
Definition
| extent of encouragement to be tough/confrontational/competitive vs. modest and tender |
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Term
|
Definition
| encouragement/reward for fairness, altruism, generousity,caring, and kindness |
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Term
|
Definition
| encouragement/reward for future-oriented behavior, i.e. investing, delaying gratification, planning |
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Term
| institutional collectivism |
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Definition
| encouragement degree to be integrated into groups |
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Term
|
Definition
| maximized gender role differences, measured by how much status and decision-making responsibilities women have |
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Term
|
Definition
| extent to which members take pride in membership in small groups, such as family, circle of close friends, and orgs in which they're employed |
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Term
|
Definition
| encourage/reward for performance improvement and excellence |
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Term
| types of workplace diversity |
|
Definition
1 age
2 gender
3 race and ethnicity
4 disability/abilities
5 religion
6 GLBT
7 other:SES,diff functional areas,attractiveness,obesity/thinness,
job seniority,intellectual abilities |
|
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Term
| diversity management initiatives |
|
Definition
1 diversity awareness programs, then
2 diversity skills training...where employees learn specific skills on how to communicate and work effectively in a diverse work environment
3 employee resource groups
4 mentoring
5 top management commitment to diversity
6 laws: Title VII of Civil Rights Act, Americans with Disabilities Act and Age Discrimination in Employment Act |
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Term
| stages of moral development/ethical judgement and intent |
|
Definition
preconventional
a. sticking to rules/avoid punishment
b. following rules/your immed interest
conventional
a. living up to what is expected
b. maintaining conventional order by
fulfilling obligations you made
principled
a. valuing rights of others, upholding
absolute values and rights regardless of majority's opinion
b. following self-chosen ethical principles even if they violate the law |
|
|
Term
individuals and ethical/unethical
behaviors |
|
Definition
values: basic convictions
personality: ego strength(convictions)
locus of control
(internal: indiv control)
(external: luck or chance) |
|
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Term
| structural effect on ethical/unethical behaviors |
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Definition
formal rules and regs (to minimize ambiguity and uncertainty)
goal setting (if not met, may cheat)
performance appraisal(focus on outcome)
reward allocation procedures(close rel) |
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Term
| how managers can encourage/effect ethical behavior |
|
Definition
1 employee selection
2 code of ethics/decision rules
3 lead by example
4 job goals and performance appraisal
5 ethics training
6 independent social audits
7 protective mechanisms |
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Term
|
Definition
| employee who steps forward after witnessing something illegal, immoral or unethical |
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Term
| ways to protect "whistle-blowers" |
|
Definition
1 toll-free ethics hotline
2 culture where bad news can be heard and acted on before it's too late
3 federal legislation: Sarbanes-Oxley offers legal protection, 10 yr jail sentence for manager who retaliates against an employee |
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Term
|
Definition
| Lewin: unfreezing, changing, refreezing, then a return to equilibrium as the desired state...change viewed as a "storm" necessary to deal with a disruption...old view of change |
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Term
|
Definition
| idea that stability and predictability (of the calm-water metaphor)doesn't exist. most managers never get out of the rapids, and face constant change |
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Term
| sources of resistance to change |
|
Definition
1 uncertainty
2 habit
3 concern over personal loss
4 belief that change isn't good idea |
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Term
| overcoming resistance to change |
|
Definition
1 education and communication
2 participation
3 facilitation and support
4 negotiation
5 manipulation and co-optation (covert)
6 coercion (direct threat) |
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Term
|
Definition
| decision-making that's rational but limited by an individual's ability to process information |
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Term
| intuitive decision-making |
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Definition
| making decisions on the basis of experience, feelings and accumulated judgement |
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Term
| 5 habits of HRO's (highly reliable orgs) |
|
Definition
1 not tricked by success
2 defer to front line experts
3 let unexpected circumstances provide
the solution
4 embrace complexity
5 anticipate, but also anticipate their limits |
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Term
|
Definition
| overconfidence, immediate gratification, anchoring effect, selective perception, confirmation, framing,availability, representation, randomness, sunk costs, self-serving, hindsight (190-191) |
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Term
|
Definition
| first portfolio matrix, Boston Consulting Group, framework for understanding diverse businesses and helps managers establish priorities for allocating resources...a 2x2 matrix |
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Term
| BCG matrix, how it's used |
|
Definition
businesses in org analyzed and plotted along two dimensions (low to high)
1 anticipated growth rate
2 market share
cash cows, stars, question marks, dogs |
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Term
|
Definition
dogs: (low growth, low mkt share)
should be sold off or liquidated
cash cows:(low growth,high mkt share)
milk them, limit investment in them
stars:(high growth,high mkt share)
invest in them, will eventually become cash cows as their market matures
question marks:(high growth,low mkt sh)
invest if strong potential for more mkt |
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Term
|
Definition
concentration
vertical or horizontal integration
diversification |
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Term
|
Definition
| focus on primary line of business, and increase number of products or markets served in this business |
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Term
|
Definition
backward or forward
backward vertical: org becomes its own supplier to control its inputs
forward vertical: org becomes its own distributor to control outputs |
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Term
|
Definition
| company grows by combining with competitors |
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Term
|
Definition
| company grows by combining with different but related industries |
|
|
Term
| Porter's Five Forces Model |
|
Definition
1 threat of new entrants
2 threat of substitutes
3 bargaining power of buyers
4 bargaining power of suppliers
5 current rivalry, how intense is it |
|
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Term
|
Definition
internal analysis of strengths and weaknesses
external analysis of opportunities and threats |
|
|
Term
| identifying and selecting competent employees, tasks |
|
Definition
1 human resource planning
2 recruitment and decruitment
3 selection |
|
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Term
|
Definition
| ensuring that the org has the right number and kinds of capable people in the right places and at the right time |
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Term
|
Definition
| locating, identifying, and attracting capable applicants |
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Term
|
Definition
| reducing an organization's workforce |
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Term
|
Definition
| screening job applicants to ensure that the most appropriate candidates are hired (see slides 12-14 and 17-19 Chapter 12) |
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Term
|
Definition
| any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individual's employment, performance, or work environment |
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Term
| managers and sexual harassment, need-to-know |
|
Definition
1 be aware of what it is, including hostile work environment
2 educate employees on it
3 ensure no retaliatory actions taken
4 policy in place for workplace romances |
|
|
Term
| critical success factors, interviewing |
|
Definition
research
rehearse
relax
relate |
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Term
| interview success factor; relax |
|
Definition
1 arrive 5-10 minutes early
2 interview starts when you enter building
3 sleep/eat for stamina
4 bring what you'll need
5 dress for success
6 handshake protocol
7 establish rapport
8 empathetic body language
9 mirror the interviewer
10 stay positive (enthusiasm, tolerance, teamwork, assertiveness, confidence, initiative, internal locus of control)
11 STAR (situation/task, action, result) |
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|
Term
| 5 stages of group development |
|
Definition
1 forming
2 storming
3 norming
4 performing
5 adjourning |
|
|
Term
| forming stage of group development |
|
Definition
| 2 stages: joining, defining (group's purpose, structure, leadership) |
|
|
Term
| storming stage of group development |
|
Definition
| intragroup conflict in this stage |
|
|
Term
| norming stage of group development |
|
Definition
|
|
Term
| performing stage of group development |
|
Definition
|
|
Term
| adjourning stage of group development |
|
Definition
| final task, in temporary group...group prepares to disband |
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Term
|
Definition
| "dark side of conformity" where norm for consensus overrides realistic appraisal of alternatives |
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Term
|
Definition
Meyers-Briggs Type Indicator
an approach to classifying personality traits, individuals are classified as exhibiting a preference in four categories |
|
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Term
|
Definition
extraversion (E)/introversion (I)
sensing (S)/intuition (N)
thinking (T)/feeling (F)
judging (J)/perceiving (P)
see detailed description on slide Ch 14 |
|
|
Term
| additional personality insights (2) |
|
Definition
locus of control (internal or external)
self-esteem (high or low) |
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|
Term
| The Big 5 Model (of personality) |
|
Definition
1 extraversion
2 agreeableness
3 conscientiousness
4 emotional stability
5 openness to experience |
|
|
Term
| shortcuts used in judging others |
|
Definition
assumed similarity
stereotyping
halo/horn effect |
|
|
Term
| barriers to effective interpersonal communication |
|
Definition
1 filtering
2 emotions
3 information overload
4 defensiveness
5 language
6 national culture |
|
|
Term
| how to overcome barriers to effective interpersonal communication |
|
Definition
1 use feedback
2 simplify language
3 listen actively
4 constrain emotions
5 watch nonverbal cues |
|
|
Term
management implications of the
"grapevine" |
|
Definition
(the informal organizational communication network...)
1 it is possible to analyze
2 what info is being passed
3 how info seems to flow
4 what individuals are key conduits
5 use to id issues of concern to empl.
6 use to disseminate info
7 should be "managed" as important |
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|
Term
| importance of knowledge management |
|
Definition
| legal and security issues, lack of personal interaction, |
|
|
Term
| ways for organizations to manage knowledge |
|
Definition
| online information databases that employees can access to share their knowledge with each other, and creating communities of practice as a type of internal collaboration |
|
|
Term
| McClelland's 3 Needs Theory |
|
Definition
1 need for achievement (nAch)
2 need for power (nPow)
3 need for affiliation (nAff) |
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|
Term
| Goal Setting Theory (in relation to employee performance) |
|
Definition
overall conclusion is that the intention to work toward hard and specific goals is a powerful motivating force, and can lead to higher performance...3 requirements
1 individual commitment to goal
2 self-efficacy, belief in capability
3 national culture (works w/ Americans) |
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Term
| equity theory, motivation implications |
|
Definition
| because of effects of equity theory on employee satisfaction, commitment, trust in his/her boss and intentions to quit...managers should openly share how allocation decisions are made, follow consistent,unbiased procedures, and engage in similar practices to increase the perception of procedural justice. This increases positive view of bosses and org, even if dissatisfied with pay, promotions or other personal outcomes |
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|
Term
| Job Characteristics Model (JCM) |
|
Definition
1 skill variety
2 task identity
3 task significance
4 autonomy
5 feedback |
|
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Term
|
Definition
| states that the leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the goals of the group or organization |
|
|
Term
| 5 sources of a leader's power |
|
Definition
1 legitimate power
2 coercive power
3 reward power
4 expert power
5 referent power |
|
|
Term
|
Definition
| process of monitoring, comparing, correcting work performance |
|
|
Term
| control, why is it important? |
|
Definition
1. planning can be done, an organizational structure to facilitate efficient achievement of goals and employees motivated through effective leadership
2 employee empowerment
3 to protect the organization and its assets |
|
|
Term
|
Definition
(most desirable type of control)
prevents problems because it takes place before an actual activity; example: scheduled preventative maintenance on aircraft...key is to take managerial action BEFORE a problem occurs |
|
|
Term
|
Definition
| takes place while a work activity is in progress...best known form is direct supervision, or "management by walking around" which is when a manager is in the work area interacting directly with employees...helps in correcting problems before they become too costly |
|
|
Term
|
Definition
(most popular type of control)which takes place after the activity is done, and has two advantages...
1. gives managers meaningful information on how effective their planning efforts were
2 feedback can enhance motivation, as people want to see how well they're doing |
|
|
Term
| balanced scorecards, use in controlling |
|
Definition
a way to evaluate organizational performance from more than just a financial perspective, looks at four areas that contribute to a companies performance
1. financial
2. customer
3. internal processes
4. people/innovation/growth assets
Managers should develop goals in each of the four areas and then measure whether the goals are being met |
|
|
Term
Workplace Survival (Ch 1)
What can bosses do to avoid bad workers? |
|
Definition
1. Hire the right employees (know what you need,recruit well,evaluate for maximum info)
2 be aware of employees behavior through direct observation and second-hand reports
3 reinforce expectations constantly
4 take action with bad workers promptly
5 provide feedback to employees
6 if employee doesn't correct, assist the exit
7 provide remedial training |
|
|
Term
The World is Flat (Ch 5)
How do knowledge management systems help companies respond to the "triple convergence" and succeed in a flat world? |
|
Definition
Knowledge management systems help companies:
1 take advantage of tools for collaboration
2 collaborate to succeed
3 effective intellectual property protection
4 |
|
|
Term
Who Moved My Cheese? (Ch 6)
Why is Sniff and Scurry's response a better way to deal with change? |
|
Definition
they took a proactive approach, and rather than focus on unfairness or entitlement, they changed when the situation changed and didn't let fear of the unknown paralyze them into inaction
3 important lessons:
1. the biggest thing blocking change is yourself
2. things don't improve until you change yourself
3. there is always "new cheese" out there, whether you believe it or not |
|
|
Term
Blink! (Ch 7)
What are the typical problems associated with rapid cognition? |
|
Definition
1. relevant information may be difficult to decipher quickly
2. individuals may be slow to react due to interpretation problems
3. snap judgements can overlook important information |
|
|
Term
Bad Leadership (Ch 16)
What do leaders gain from being reflective (why is this recommended in the leadership self help section)? |
|
Definition
"Be reflective and develop self-knowledge, self-control, and good habits through quiet contemplation."
As leaders, the insight necessary to examine shortcomings has to be sought out, since followers will not be in a position to identify and articulate what changes may be helpful or necessary. |
|
|
Term
Responsible Restructuring (Ch 18)
What are the alternatives to downsizing (approaches followed by responsible restructurers)? |
|
Definition
1 flatten hierarchal structures
2 create an empowered, team-oriented work environment
3 seek labor-management partnerships
4 share information
5 make extensive use of training
6 demonstrate a culture of continuous learning
7 link compensation to performance and skills |
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