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| the process of grouping together people and jobs into work units |
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| groups together people with similar skills who perform similar tasks |
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| functional chimneys/ functional silos problem |
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| lack of communication and coordination across functions |
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| groups together people working on the same products, in the same area or with similar customer |
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| groups together people and jobs working on a single product or service. |
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| bring together people and jobs performed in the same location |
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| groups together people and jobs that serve the same customers or clients |
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| combines functional and divisional approaches to emphasize project or program teams |
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| brings together members from different functional departments |
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| uses permanent and temporary cross- functional to improve lateral relations |
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| use IT to link with network of outside suppliers and service contractors |
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| uses information technologies to operate as a shifting network of alliances |
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| is the process of configuring organizations to meet environmental chanllenges |
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| tries to change the behavior of another person or social system |
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| result in a major ad comprehensive redirection of the organization |
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| bends and adjusts existing ways to improve performance |
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| is the phase during which a situation is prepare for change |
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| is the phase where a planned change actually takes place |
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| is the phase at which change is stablized |
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| Human Resource Management(HRM) |
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| is the process of attracting, developing, and maintaining a high quality workforce |
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| economic value of people with job-relevant abilities, knowledge, ideas, energies and commitments |
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| mobilizes human capital to implement organizational strategies |
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| is the match of individual skills, interest, and personal characteristics with the job. |
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| is the match of individuals values, interests and behaviors with organizational culture |
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| set of activities designed to attract a qualified pool of job applicants |
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| provide job candidates with all pertinent information about a job and organization |
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| choosing whom to hire from a pool of qualified job applicants |
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| a selection device fives consistent results over repeated measures |
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| scores on a selection device have demonstrated links with future job performance |
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| examines how job candidates handle simulated work situations |
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| evaluates applicants as they perform actual work tasks |
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| systematically influence the expectations behaviors and attitudes of new employee |
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| familiarize new employees with jobs, co-worker, and organizational policies and services |
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| occurs as an experience person offers performance advice to a less experience person. |
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| assigns early-career employee as proteges to move seniors ones. |
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| younger and newly hired employees mentor senior executives, often on latest development with digital technologies |
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| process of formally evaluating performance and providing feedback to a job holder |
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| uses a checklist of traits or characteristic to evaluate performance. |
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| behaviorally anchored rating scale (BARS) |
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| uses specific descriptions of actual behaviors to rate various levels of performances |
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| critical-incident technique |
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Definition
| keeps a long of someones effective and ineffective job behaviors |
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| include superior, subordinates, peers and even customer is the appraisal process |
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| compares one person's performance with that of others |
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| process of managing how a person grows and progresses in a career |
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| process of matching career goals and individuals capabilities with opportunities for their fulfillment. |
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| develops special leader-follower relationships and inspires follower in extraordinary ways |
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| direct the efforts of others through task, rewards and structures |
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| transformational leadership |
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| in inspirational and arouses extraordinary effort and performance |
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| is the ability to mange our emotions in leadership and social relationship |
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| gender similarities hypothesis |
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Definition
| holds that males and females have similar psychological makeups |
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| strong communicating participation, and dealing with problems by teamwork |
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| integrity and appears to other a "good" or "right" by ethical standards |
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| leadership is honesty, credibility, and consistency in putting values into action |
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| serving others and helping them use their talents to organization best serve society |
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| give people job freedom and power to influence affairs in the organization |
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| accounts for the level, direction, and persistence of effort expended at work |
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| is an unfulfilled physiological or psychological desire. |
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Term
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| physiological, safety, and social needs in Maslow's hierarchy |
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| are esteem and selfactualization needs in Maslow's hierarchy |
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| desired for phsiological and material well-being |
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| desired for satisfying interpersonal relationship |
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| desires for continued psychological growth |
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| desired to do something better, to solve problems, or to master complex tasks |
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| desires to control, influence, or be responsible for other people |
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| desire to establish and maintain good relationship |
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| found in job content, such as a sense of achievement, recognition, responsibility, advancement or personal growth. |
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| found in job content, such as working condition, interpersonal relations, organizational policies, and salary. |
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| allocation of specific work tasks to individuals and groups |
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| increases job content by adding work planning and evaluating duties normally performance by the supervisor |
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| achieve high level of task performance, membership satisfaction, and future viability |
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| is the mix of ability, skills, background, and experiences amoung team members |
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| behavior, rule, or standard expected to be followed by team members |
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| defines the effort and performance contribution expected of team members |
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| degree to which members are attracted to motivated to remain part of the team |
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| is an action taken by a team member that directly contributes to the group's performance purpose |
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| an action taken by a team member that support the emotional life of the group |
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| when any and all members contributes helpful task and maintenance activities to the team |
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| are self serving and cause problem for team effectiveness |
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| decentralized communication network |
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Definition
| allows all members to communicate directly with one another |
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| centralized communication |
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Definition
| communication flows only between individual members and a hub or center point. |
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| restricted communication network |
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Definition
| subgroups that contest one anothers' positions and restrict interaction with one another. |
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| involves activities to father and analyze data on a team and make change to increase its effectiveness |
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| process of making choices among alternative courses of action. |
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| reached when all parties believe they had had their say and been listened to, and agree to support the group's final decision |
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| tendency for highly cohesive teams to lose their evaluative capabilities |
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Definition
| disagreement over issues of substance and/or an emotional antagonism |
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| disagreements over goals, resource, rewards, policies, procedures, and job assignments |
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| results from feelings of anger, distrust, dislike, fear, and resentment as well as from personality clashes |
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| pretends that a conflict doesn't really exist |
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| AKA smoothing, plays down difference and highlight similarities to reduce conflicts |
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| authoritative command, uses force, superior skill, or domination to win a conflict |
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| occurs when each party to the conflict gives up something of value to the other |
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| problem solving, involved working through conflict difference and solving problem so everyone wins |
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Term
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| is the removal of the substantive and/or emotional reason for a conflict. |
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