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Definition
| key values, beliefs, understandings, and norms shared by members of an organization |
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| culture that can be seen at the surface level such as office layout, symboles, slogans and ceremonies |
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| expressd values- underlying assumptions and deep beliefs |
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| an object act or event that conveys meaning to others |
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| narrative based on true events and is repeated frequently and shared among organizational employees |
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| a figure who exemplifies the deeds, character, and attributes of a strong culture |
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| phrase or sentence that succinctly expresses a key corporte value |
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| planned activity at a special event that is conducted for the benefit of an audience |
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| influences internal corporate culure |
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| adaptability, consistency, involvement, and achievement |
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| fast response, high risk decision making-- external strategic focus, flexibility in the environment |
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| concerned with serving specific customers in the external environment with out the need for flexibility and rapid change-- external stategic focus, stable environment |
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| high value on meeting the needs of employees and values cooperation of employees -- internal strategic focus, and flexible environment |
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| rewards a methodical, rational, orderly way of doing things--internal strategic focus, and stable environment |
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| Low value, high performance |
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| good for short term bottom line |
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| high value, hig performance |
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Definition
| bottom line results and inspiration |
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| low values, low performance |
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Definition
| may be going out of business; little emphasis on results or values |
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| high values, low performance |
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| good for moral, but not good results |
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Definition
1) based on a solid organizational mission or purpose
2) emobodies shared adaptive values that guide decisions and bisiness practices
2) encouragees indiviual employee ownership of both bottom line results and the organizations values |
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| defines and uses signals and symbols to influence corporate culture |
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| a choice made from available alternatives |
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| a decision made in response to a situation that has occured often enough to enable decision rules to be developed and applied in the future |
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| a desicion made in response to a situation that is unique, poorly defined and largel unstructured, and has important consequence for the organization |
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| the decision in which all the information the decision maker needs is fully availabe |
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| a decision has clear cut goals and good info available, but the future outcomes associated with each alternative are subject to chance. |
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| managers know which goals they wish to achieve but information about alternatives is and future outcome is incomplete |
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| the goals to be achieved, or the problem to be solved are unclear (most difficult decision situation |
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| classical, administrative, or political |
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| based on economic decisions - normative |
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| an approach that defines how a decision maker should make descisions and provides guiedelines for reaching an ideal outcome for the organization |
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| describes how managers actually makes decisions in situation described by nonprogrammed decisions, uncertainty, and ambiguity |
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| proposed two conepts that were instrumental in shaping the adinstrative model: bounded rationality and satisficing |
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Definition
| people have thie time and cognitive ability to process only a limited amount of information on which to base decisions. (people have limits or boundries on how rational they can be) |
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| decision makers choose the first solution alternative that satisfies minimal descision criteria |
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| describing the adminstrative model and how managers actually make decisions instead of how they should |
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| the immediate comprehension of a decision situation based on past experience but without conscious thought |
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Definition
| useful for making nonprogrammed decisions when conditions are uncertain, information is limited, and managers may disagree about what goals to pursue or what cours of action to take. |
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| an informal alliane among managers who support a specific goal |
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Definition
1) recognition of decision requirement
2) diagnosis and analysis of causes
3) development of alternatives
4) selection of desired alternative
5) implementation of chosen alternatives
6) evaluation and feedback |
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Term
| recognition of decision requirement |
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Definition
| a problem occurs when organizational accomplishment is less than established goals. An opportunity exists when managers see potential accomplishment that exceedds specified current goals. |
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| diagnoses and analysis of causes |
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Definition
| diagnosis is when managers analyze underlying causal factors associated with the decision situation |
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| development of alternatives |
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Definition
| after the problem or opportunity has been recognized and analyzed,decision makers begin to consider taking action |
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| selection of desired alternative |
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Definition
| the best alternative is one in which the solution best fits the overall goals and values of the organization and archieves the desired results using the fewest resources. |
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Definition
| the willingness to undertake risk with the opportunity of gaining an increased payoff |
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| implementation of chosen alternative |
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Definition
| the use of mangerial, administrative, and persuasive abilities to ensure that the chosen alternative is carried out |
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Definition
| in the evaluation stage of the desicion process, decision makers gather information that tells them how well the decision was implemented and whether it was effective in achieving its goals. |
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| differences among peopl with respect to how they perceive problems and make decisions. (directive, analytical, conceptual, and behavioral) |
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| used by people who prefer simple clear cut solutions to problems. (quick decision, considers only a couple alternatives) |
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| considers complex solutions based on as much data as they can gather |
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Definition
| considers a broad amount of information except are more socially oriented than those with an anlytical style |
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Definition
| considers a broad amount of information except are more socially oriented than those with an anlytical style |
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| adopted by managers having a deep concern for others as an individuals |
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Definition
| helps a manager gauge the appropriate amount of participation by subordinates in making a specific decision. Three major components: leader participation styles, a set of diagnostic questions to analyze a decision situation, and a series of decision rules. |
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| leader participation style |
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Definition
| decide, consult individually, consult group, facilitate, delegate |
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Definition
| leaders can analyze the appropriate degree of participation by answering seven diagnostic questions |
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Definition
| how significant is this decision for the project or organization |
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| importance of commmitment |
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Definition
| how important is subordinate commintment to carrying out the decision |
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Definition
| what is the level of the leader's expertise in relation to the problem |
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| if the leader were to make the decision alone, would subordinates have high or low commitment to the decision |
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Definition
| what is the level of group members' knowledge and expertise in relation to the problem |
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Definition
| how skilled and committed are group members to working together as a team to solve problems |
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| a technique that uses face to face group to spontaneously suggest a broad range of alternatives for decision making |
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Definition
| bringing people together in an interactive group over a computer network to suggest alternatives; sometimes called brainwriting |
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Definition
| continuing to invest time and resources in a failing decsion |
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Definition
| a decision making technique in which an individual is assigned the role of challenging the assumptions and assertions made by the group to prevent premature consensus |
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Definition
| a decision making technique in which people are assigned to express competing points of view |
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Term
| human resource magement (HRM) |
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Definition
| activities undertaken to attract, develop, and maintain an effective workforce within an organization |
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| HRM is changing in 3 primary ways |
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Definition
| focusing on building human capital, developing glabl HR strategies, and using information technology |
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Definition
| refers to the economic value of the combined knowledge, experience, skills, ad capabilities of employees |
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| international human resource management |
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Definition
| (IHRM)- a subfield of human resource mangement that addresses the complexity that results from recruiting, selecting, developing,and maintaining a diverse work force on a global scale |
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| human resource information system |
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Definition
| an integrated computer system designed to provide data and information used in HR planning and decision making |
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Definition
| a company that is highly attractive to potential employees becasue of human resources practices |
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Definition
| people who work for an organization but not on a permanent basis or full time basis |
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Definition
| made up entirely of people who are hired on a project by project basis |
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Definition
| using computers and telecommunications equipment to do work without going to an office |
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Definition
| intentional, planned reduction in the size of company's workforce |
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Definition
| an employee selection approach in which the organization and the applicant attempt to match each other's needs, interests, and values |
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Definition
| the forecasting of human resource needs and projected matching of individuals wiht expected vacancies |
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| the activities or practices that define the desired characteristics of applicants for specific jobs |
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Definition
| the systematic process of gathering and interpreting information about the essential duties, tasks, and responsibilities of a job |
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| a concis summary of the specific tasks and responsibilities of a particular job |
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Definition
| an outline of the knowledge, skills, education, and physical abilities needed to do adequately perform a job |
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Definition
| A recruiting approach that gives applicants all pertinent information about the job and the organization |
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Definition
| the process of determining the skills, abilities, and other attributes a person needs to perform a particular job |
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| the relationship between an applicant's score on a selection device and his or her future job performance |
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Definition
| a device for collection information about an applicant's experienc, and other background characteristics |
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Definition
| serves as a two way communication channel that allows both the organization and the aplicant to collect information that would otherwise be difficult to obtain |
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Definition
| include intelligence test, aptitude and ability tests, and personality inventories |
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Definition
| a techniqe for selecting individuals with high managerial potential based on their performance on a series of simulated managerial tasks |
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Term
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Definition
| requires the applicant to play the role of a manager who must decide how to respond to 1- memos in his or her in-basket within a two hour period |
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Term
| on-the-job training (OJT) |
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Definition
| a type of training in which an experienced employee "adopts" a new employee to teach him or her how to perform job duties |
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Term
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Definition
| an in house training and education facility that offers broad based learning opportunities for employees |
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Term
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Definition
| implementing strategies to put the right people in the right jobs, make the best use of employee talent and skills, and develop human capital for the future |
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Definition
| the process of observing and evaluating an employee's performance, recording the assessment, and providing feedback to the employee |
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Definition
| a process that uses multiple raters, including self rating, as a way to increase awareness of strengths and weaknesses and guide employee development |
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Definition
| placing an employee into a class or category based on one or a few traits or characteristics |
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Definition
| a type of rating error that occurs when an employee receives the same rating on all dimensions regardless of his or her performance on individual ones |
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| behaviorally anchored rating scale (BARS) |
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Definition
| a rating technique that relates an employee's performance to specific job related incidents |
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Definition
| monetary payments (wages and salaries), and nonmonetary goods/commodities (benefits, vacations) used to reward employees |
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Definition
| the process of determining the value of jobs within an organization through an examination of job content |
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Definition
| an interdisciplinary field dedicated to the study of how individuals and groups tend to act in organizations |
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| organizational citizenship |
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Definition
| work behavior that goes beyond job requirements and contributes as needed to the organization's success |
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Definition
| a cognitive and affective evaluation that predisposes a person to act in a certain way |
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Term
| behavioral scientists consider attitudes to have 3 components: |
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Definition
| cognitions (thoughts), affect (feelings), and behavior |
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| high performance attitudes |
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Definition
| satisfaction with ones job and commitment to the organization |
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Definition
| a positive attitude towards one's job |
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| organizational commitment |
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Definition
| loyalty to an heavy involvement in one's organization |
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Definition
| a condition in which two attitudes or a behavior and an attitude conflict |
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Definition
| the cognitive process people use to make sense out of the environment by selecting, organizing, and interpreting information |
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Definition
| the process by which individuals screen and select the various stimuli that vie for their attention |
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Definition
| errors in perceptual judgement that arise from inaccurcies in any part of the perceptual process |
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Definition
| the tendency to assign an individual to a group or broad category and then attribute generalizations about the group to the individual |
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Definition
| observing information via the senses--> screening the information and selecting what to process--> organizing the selected data into patterns for interpretation and response |
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Definition
| an overall imprssion of a person or situation based on one characteristic, either favorable or unfavorable |
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Definition
| the tendency to see one's own personal traits in other people |
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| judgements about what caused a person's behavior-- either characteristics of the perosn or of the situation |
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Definition
| characteristics of the person led to the behavior |
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Definition
| something about the situation caused the persons behavior |
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Definition
| the tendency of pereivers to protect themselves by disregardig ideas, objects, or people that are threatening to them |
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Definition
| whether the behavior is unusual for that person. (if distinctive then perceiver will make an external attribution) |
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Definition
| whether the person being observed has history of behaving the same way. (internal attributions about consistent behavior) |
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Definition
| whether other people tend to respond to similar situations in the same way (external attribute) |
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| fundamental attribution error |
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Definition
| the tendency to underestimate the influence of external factors on another's behavior and to overestimate the influence of internal factors |
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Definition
| the tendenc to overestimate the contribution of internal factors to one's successes and the contribution of external factors to one's failures |
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Definition
| the set of characteristics that underlie a relatively stable pattern of behavior in repsonse to ideas, objects, or peopl in the environment |
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| Big Five personality factors |
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Definition
| describe an individual's extorversion, agreeableness, conscientiousness, emotional, stability, and openness to experience |
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Definition
| self awareness, self management, social awareness, relationship awareness |
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Definition
| the tendency to place the primary responsibilty for one's success or failure either within oneself (internally) or on outside forces(externally) |
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Definition
| the belief that power and status and dfferences should exist ini the organization |
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Definition
| the tendency to direct much of one's behavior toward the acquisition of power and the manipulation of other people for personal gain |
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Definition
| emphasizes details, facts, certainty |
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| prefers dealing with theoretical or technical problems |
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Definition
| shows concern for current real life human problems |
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Definition
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| Myers-Briggs Type Indicator (MBTI) |
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Definition
| personality test that measures a person's preference for introversion vs. extroversion, sensation vs. intuition, thinking vs. feeling, and judging vs. perceiving |
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Definition
| the extent to which a person's ability and personality match the requirements of a job |
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Definition
| the ability to influence people toward the attainment of organizational goals |
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Definition
| being unpretentious and modest rather than arrogant and prideful |
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Definition
| a leadership style characterized by values such as inclusion, collaboration, relationship, building, and caring |
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Definition
| distinguishing perssonal characteristics, such as intelligence, values, and appearance |
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Definition
| a type of behavior that describes the extent to which the leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust |
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Definition
| a type of leader behviour that descrives the extent to which the leader is task oriented and directs subordinate work activites toward goal attainment |
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Definition
| a two dimensional leadership theory that measures the leader's concern for people and for production |
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