Term
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Definition
| Planning, Organizing, Leading and Controlling |
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Term
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Definition
| Determining goals and objectives and strategies for achieving them |
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Term
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Definition
| Determining resource allocation and relationships among organizational members |
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Term
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Definition
| Motivating organizational members and coordinating their activities |
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Term
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Definition
| Monitoring organizational performance and evaluating goals/objectives attainment |
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Term
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Definition
| Conceptual, Human, Technical |
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Term
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Definition
| the ability to analyze problems and formulate potential solutions, and then choose a particular solution |
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Term
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Definition
| the ability to lead, motivate, and control organizational members’ behavior to achieve organizational goals |
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Term
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Definition
| individuals’ knowledge and skills in their specific functional specialty |
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Term
| Scientific Management-Frederick Taylor |
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Definition
a. Focused on increasing efficiency of jobs:
b. Study jobs and determine the “best” way to do them.
c. Gather detailed time and motion information.
d. Try different methods to see which is best.
e. Establish production rules based upon the best method.
f. Teach to all workers the new method.
g. Select workers who can best perform the new method.
h. Establish performance standards and pay a premium for to employees who exceed standards.
i. Workers should benefit from higher output |
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Term
| PROBLEMS WITH SCIENTIFIC MANAGEMENT |
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Definition
a.Frequently Taylor’s plan was used to raise performance standards, but did not provide pay premiums for employees who out-performed standards.
b.Jobs became too specialized such that they were often very boring, dull.
c. These two factors lead workers to distrust the Scientific Management method.
d. Workers could purposely “under-perform” so that low performance standards would be set. |
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Term
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Definition
| People are lazy, then need to be rewarded, punished, persuaded or controlled--- to get them to do what you want them to do--- more of a task master |
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Term
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Definition
| People are intrinsically motivated the job of leaders is to provide opportunities and ideal conditions for employees to direct their own efforts---- people want challenges, more of a coach then a task master |
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Term
| Bureaucratic Management-Max Weber |
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Definition
| focused on creating bureaucracies so that the organization functioned based upon a set of rules and not on managerial discretion. |
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Term
| Bureaucratic Management-Henry Fayol |
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Definition
| was concerned with making the overall organization more effective and believed that there were rules that all managers should learn and follow. |
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Term
| A Bureaucracy should have |
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Definition
| A set of rules and procedures that all employees should follow, A clear specified hierarchy of authority, Specified roles for each employee and the relationship among those roles, Impersonal fair treatment of all employees for the purposes of selection, evaluation, and rewards. |
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Term
| Problems with Bureaucracies |
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Definition
| Can be impersonal,Can be ineffective, Can be inefficient, Rules can become the focus |
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Term
| Big 5 Personality Factors |
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Definition
| Conscientiousness, Extroversion and Introversion, Openness to Experience, Emotional Stability, Agreeableness |
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Term
| Locus of control (external) |
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Definition
| belief in environment, some higher power, or other people control their decisions and their life |
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Term
| Locus of control (internal) |
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Definition
| Do you believe that what you do is in your control or is not in your control? |
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Term
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Definition
| degree to which an individual attributes control of events to self or external factors |
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Term
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Definition
| The capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships. |
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Term
| Emotional Intelligence (6 personality traits that affect work behavior) |
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Definition
| Emotional Self-Awareness, Managing one’s own emotions, Using emotions to maximize intellectual processing and decision-making, Developing empathy, The art of social relationships (managing emotions in others) |
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Term
| Types of Work Groups (PPT/groups) |
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Definition
| Problem-Solving, Self-Managed, Cross-Functional |
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Term
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Definition
A group that managers establish to
achieve organization goals. |
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Term
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Definition
A group that managers or non-managerial
employees form to help achieve their own goals or
to meet their own needs. |
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Term
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Definition
| Rules/ standards that regulate team behavior. Members conform to norms to obtain rewards, imitate respected members, and because they feel the behavior is right. |
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Term
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Definition
| When a member deviates, other members will try to make them conform, expel the member, or change the group norms to accommodate them |
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Term
| Punctuated Equilibrium model |
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Definition
| Groups go through long periods of inactivity. When they approach deadline, activity becomes “frenzied”, dynamics change |
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Term
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Definition
| Additive, Disjunctive, Conjunctive, Compensatory task |
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Term
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Definition
| Social Facilitation, Social Loafing |
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Term
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Definition
| high interdependence for team members; process of putting things together; order of things have to be done in order for the next group to complete their tasks |
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Term
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Definition
| some solutions are better than others; three ideas- which idea is better |
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Term
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Definition
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Term
| Affects Group Cohesiveness |
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Definition
| Size of the group, mix of the group (diversity) |
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Term
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Definition
| Cohesiveness is a good thing, but TOO much is a bad thing. Not a good thing because you won’t second guess things as much. |
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Term
| Dysfunctional group processes |
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Definition
| Interpersonal, Goal-setting, Role-Definition, Problem-Solving |
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Term
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Definition
| get groups to work through conflicts; communication skills |
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Term
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Definition
| motivation; setting goals for the group; what is expected from you |
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Term
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Definition
| assigning people roles in a group |
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Term
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Definition
| sitting down and help them work through problems |
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Term
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Definition
| Fixed-Interval, Variable-Interval, Fixed-Ratio, Variable-Ratio |
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Term
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Definition
| The period of time between the occurrence of each instance of reinforcement is fixed or set.- paying people hourly; the amount of time is fixed but not the amount of hours you can work) |
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Term
| Variable-Interval Schedule |
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Definition
| The amount of time between reinforcements varies around a constant average. (pay you about every hour, 50 minutes of an hour and ten minutes… like promotions, give one one year and then give another five years, then two years.. Isn’t a set fixed amount of time) |
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Term
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Definition
| A certain number of desired behaviors must occur before reinforcement is provided. (based on the number of behaviors; on your third behavior, ill give you a reward. So giving someone a reward after a certain number of behaviors) |
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Term
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Definition
| The number of desired behaviors that must occur before reinforcement varies around a constant average. (sometimes ill reward you after ever 3 reports or 2 reports of 5 reports) |
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Term
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Definition
| Most affective- focuses on the behavior, work hard all the time because you never know when you are going to be rewarded, has the slowest amount of extinction |
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Term
| Problem with Fixed-Ratio Schedule |
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Definition
| Only going to do well on every third report |
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Term
| Problem with Fixed-Interval Schedule |
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Definition
| might not do a lot of work. |
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Term
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Definition
| the removal of a negative consequence followed by a bad behavior- you remove the negative behavior, ex. nagging |
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Term
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Definition
| is the control of behavior by manipulating its consequences. When learner recognizes the connection between behavior & its consequences. |
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Term
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Definition
| An individual’s belief that he or she will be able to perform a specific task in a given situation. Believe your going to do it, and visualize, more likely going to perform better. |
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Term
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Definition
| is a learning theory based on the ideas that people learn by watching what others do and will not do, these processes are central to understanding personality |
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Term
| Corporate-Level Strategies |
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Definition
| approach organizations use interacting with it’s environment. Growth/Diversification (big picture) |
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Term
| Business-Level Strategies |
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Definition
| How a firm competes for success against other organizations in a particular market |
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Term
| Self-efficacy affects learning in three ways |
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Definition
1. Increase our focus on tasks
2. Helps create goals to see what that person does
3. Increasing your willingness to stick with it (self control, learn from others) |
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Term
| Four sources of self-efficacy |
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Definition
1. Others (feedback)
2. Past success
3. How well you do compared to others
4. Do you have the tools to do it?- having the right tools to do it- knowledge and skill level- tools you have to work with ex. Runner, don’t have the right shoes so you think you aren’t going to win the race |
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Term
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Definition
| when you buy somebody who is above or beyond you in the service market chain |
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Term
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Definition
| buying someone who is at the same level at you |
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Term
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Definition
| buy things that are related to the product you do |
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Term
| Unrelated Diversification |
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Definition
| buy unrelated things. Tends not to be successful; skill set might not be able to be used for both companies because they are different |
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Term
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Definition
| selling things off so you can focus more on their product/ primary company |
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Term
| Business-Level Strategies |
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Definition
| How a firm competes for success against other organizations in a particular market (Determines how an organization should compete in each of its businesses) |
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Term
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Definition
| independent businesses that formulate their own strategies– how independent are the business units |
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Term
| Role of Competitive Advantage |
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Definition
sets an organization apart by providing a distinct edge
comes from the organization’s core competencies not every organization can transform core competencies into a competitive advantage once created, must be able to sustain it South west– picky hiring.. Only higher people who fit their culture( certain personality) |
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Term
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Definition
| sharing information between 2 or more people understanding about situation. Sender/Receiver |
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Term
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Definition
| sender translates info into a message. Through a communication channel/medium. Receiver must Decode message. Feedback receiver encodes and sends it back to sender. |
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Term
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Definition
| Information Overload, Noise, Time Pressures, Network Breakdowns, Specialty Area Jargon, Information Distortion, Cross-Cultural Barriers |
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Term
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Definition
| Organization and Individual |
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Term
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Definition
| differing perceptions, semantic differences, status differences, consideration of self interest, personal space, poor listener |
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Term
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Definition
| Noise, Physical Distance, Technology, Timing |
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Term
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Definition
| Jargon, denotations, abstractions |
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Term
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Definition
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Term
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Definition
| opinions, valves, physical appearance, memory, emotions. |
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Term
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Definition
| age, personality, gender, region. |
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Term
| Perceptual filter (Attention Stage->Perception) |
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Definition
| don’t pay attention to everything we encounter, filter things out we don’t think is important, ex. Aren’t going to remember what someone was wearing last week because you don’t think it is important to remember |
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Term
| Schemas (Organization Stage-Perception) |
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Definition
| talk about how people should behave, positive and negative aspects |
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Term
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Definition
| Have an affective component- an emotional component, will have a positive or negative aspect. Make judgments on people by the impressions we have. Activated when the category is activated and difficult to change, especially if a person has had a bad experience. |
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Term
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Definition
| distinctiveness, consensus, consistency, and fundamental attribution error. Managers can only affect internal |
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Term
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Definition
| relatively permanent change in knowledge or behavior that results from practice or experience. |
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Term
| Trait Approach to Leadership |
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Definition
| traits use to be criticized several reason, no in recent years traits can be developed-Drive, motivation, integrity, self confident, cognitive ability-knowledge of the domain CHARISMA* |
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Term
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Definition
| how distinctive is the behavior? normally internal or external? |
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Term
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Definition
| do most people have that behavior; different people doing the same thing – a more external |
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Term
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Definition
| how often do they repeat the error? |
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Term
| Fundamental Attribution Error |
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Definition
| internal attributions for other peoples behavior (that person was late because they are lazy). tend to make external for our behavior (I was late because of my car not starting) |
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Term
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Definition
| make external excuses for ourselves but not for others |
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Term
| Leader Membership Exchange (LMX) |
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Definition
| Focuses on relationship between leaders and subordinates: the leader-follower dyad (contemporary program) |
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Term
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Definition
| characterized by mutual trust, commitment, and involvement. more likely to be loyal leaders and have higher performance than out-group |
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Term
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Definition
| characterized by impersonal nature, distance, or coldness |
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Term
| Transformational Leadership |
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Definition
| leadership approach that involves motivating followers to do more than expected, to continuously develop and grow, to increase self confidence, and to place interests of the unit or organization before their own |
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Term
| Transformational Leadership |
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Definition
| charisma, intellectual stimulation, and individual consideration |
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Term
| Individual Sources of Power |
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Definition
| legitimate, reward, coercive, expert and referent |
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Term
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Definition
| Power you have because of the position you hold; authority given to you because of your position |
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Term
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Definition
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Term
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Definition
| they are able to deliver you punishment or reward |
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Term
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Definition
| possess certain knowledge/skills that makes you an expert; people listen to you because you are an expert (only power you take with you if you leave workplace) |
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Term
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Definition
| how much do people like you; how likable are you |
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Term
| Sources of Organizational Conflict |
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Definition
| goal, cognitive, procedural |
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Term
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Definition
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Term
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Definition
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Term
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Definition
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Term
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Definition
| Incompatible views on process |
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Term
| Negotiation Resolution Style |
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Definition
| Process by which two INTERDEPENDENT parties agree on or resolve incompatible preferences (wants).- wanting different things |
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Term
| Conflict Resolution Style |
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Definition
| the process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. |
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Term
| Conflict Resolution Style |
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Definition
| Use competition when quick, decisive action is vital, Use collaboration to find an integrative solution, Use avoidance when an issue is trivial, Use accommodation when you find you’re wrong, Use compromise when goals are important |
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Term
| Negotiation Resolution Style |
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Definition
| Distributive and Integative |
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Term
| Negotiation Resolution Style |
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Definition
| Distributive: Diametrically opposed interests. Anything gained by one party is given up by the other party.- need to build alternatives to have power here; alternative options come in handy |
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Term
| Negotiation Resolution Style |
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Definition
| Integrative: Interests may be convergent or congruent but may value certain issues differently. Win/win is possible. Interest can be Intrinsic- things you want because they are important to you and Instrumental- things that are helping you get something else that you want |
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Term
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Definition
| Vroom’s Theory that suggests motivation is a function of an individuals expectancy that a given amount of effort will lead to a particular level of performance, instrumentality judgments that indicate performance will lead to certain outcomes, and the valences of outcomes. |
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Term
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Definition
| subjective probability that a given amount of effort will lead to a particular level of performance |
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Term
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Definition
| Perceived connections between performance and outcomes |
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Term
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Definition
| value associated with an outcome |
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Term
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Definition
| A theory that suggests motivation is based on a person’s assessment of the ratio of outcomes she receives (pay, status) for inputs on the job (effort, ability) compared to the same ratio for a comparison other. |
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Term
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Definition
| The process of making a job more motivating by adding tasks that are similar in complexity relative to the current tasks. Individuals lower growth needs benefit most. Horizontal Job Loading. |
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Term
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Definition
| The process of making a job more motivating by increasing responsibility. Higher growth needs because of variety. Vertical Job Loading. |
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Term
| Job Characteristics Model |
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Definition
| An approach to job design that aims to identify characteristics that make jobs intrinsically motivating and to specify the consequences of those characteristics. |
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Term
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Definition
| associates degree of a variety of skills |
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Term
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Definition
| extent where job performance results in an identifiable piece of work. |
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Term
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Definition
| is the extent to which a job has an impact on the organization. How work contributes to the company. |
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Term
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Definition
| the associate has the independence to schedule his or her own work and influence the procedures with which it is carried out. |
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Term
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Definition
| involves obtaining accurate information about performance. These characteristics effect 3 psychological states, feelings of: Works meaningfulness, Responsibility of work done, Knowledge of results of personal performance on jobs |
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