Term
Frederick Taylor's 4 principles of Management
|
|
Definition
1. study the way workers perform their tasks to increase efficiency. 2. Put the new methods of performing tasks into written work rules. 3. Select workers so that their skills & abilities match the demands of the job. 4. Establish an acceptable level of performance & develop a pay system that rewards performance above this level. |
|
|
Term
Gilbreth's Time/Motion studies |
|
Definition
Goal was to maximize the efficiency w/ which tasks were performed, adding up to big savings of time & effort. They forcused on the study of fatigue and how physical characteristics of the work place contributed to job stress. What happened?: jobs became repetitive and workers became dissatisfied. |
|
|
Term
| Weber's Bureaucratic Management |
|
Definition
Goal: create an organizational setting to maximize efficiency & effectiveness Idea that power should be tied to position rather than connections. -Position relationships to each other should be well-defined and specified. -Positions should be arranged hierarchically. -Jobs should beheld based on performance rather than social level or personal contacts. -There should be a well-defined system of rules
|
|
|
Term
| Behavioral Management Theory: Mary Follett |
|
Definition
Said that scientific management was ignoring the human side of work. -proposed radical ideas such as: 1. workers know the most about their jobs & should be involved in analyzing them. 2. Authority should go w/ knowledge...whether it is up or down. 3. Knowledge & expertise and not managers' formal authority should decide who would lead at any moment. 4. Power should be fluid -Her work was ignored
|
|
|
Term
| Behavioral Management Theory: Hawthorne Studies |
|
Definition
-Experiments conducted at Hawthorne Electric company -Studied the effects of lighting changes on productivity -Found that productivity went up simply b/c the employees liked the attention
|
|
|
Term
| 3 Attributes of Organizations |
|
Definition
1. Mission: organization's purpose or reason for being, identifies primary goods or services of the organization, helps hold the organization together by giving members a shared sense of direction 2. Division of Labor: how work is broken into smaller tasks 3. Hierarchy of Authority: what people at what levels have authority (president, VP, eboard, etc)
|
|
|
Term
|
Definition
Process of influencing behavior in organizations such that common purposes are identifie, worked toward, and achieved. -managers check, confirm, and monitor employees
|
|
|
Term
|
Definition
1. Planning: decide on goals & use resources to achieve those goals 2. Organizing: establish rules and reporting relationships that allow people to achieve organizational goals. 3. Directing (leading): encourage and coordinate individuals/groups so that they work toward organizational goals. 4. Controlling: evaluate how well the organization is achieving goals and take action to maintain, improve, and correct performance.
|
|
|
Term
|
Definition
1. Interpersonal Roles: figurehead (represent company), leader (motivate to achieve goals), liaison (connection to outside world)
2. Informational Roles: monitor (research ideas for improvement), disseminator (share info), spokesperson (represent company externally) 3. Decisional Roles: entrepeneur (initiates change), disturbance handler (helping ppl adapt), resource allocator (how things are divided), negotiator (acquire resources to continue company's survival)
|
|
|
Term
|
Definition
Type of conditioning in which desired voluntary behavior leads to a reward or prevents a punishment. ex: you must have rewards or different rewards that will accommodate everyone -reflexive (unlearned) behavior, conditioned (learned) behavior, reinforcement
|
|
|
Term
|
Definition
Systemically reinforcing each successive step that moves an individual closer to the desired response. ex: step by step positive and negative reinforcements -reinforcement is required to change behavior, some rewards are more effective than others, the timing of reinforcement affects learning speed and permanence.
|
|
|
Term
|
Definition
Positive: providing a reward for a desired behavior Negative: removing an unpleasant consequence when the desired behavior occurs Punishment: applying an undesireable condition to eliminate an undesirable behavior Extinction: withholding reinforcement of a behavior to cause its cessation
|
|
|
Term
|
Definition
reward given after each desired behavior (fast learning of new behavior but rapid extinction) |
|
|
Term
Intermittent Reinforcement Fixed-Interval Schedule |
|
Definition
reward given at fixed time intervals (average & irregular performance w/ rapid extinction)
|
|
|
Term
| Variable-Interval Schedule |
|
Definition
reward given at variable times (moderatly high & stable performance w/ slow extinction)
|
|
|
Term
|
Definition
reward given at fixed amounts of output (high & stable performance attained quickly but also w/ rapid extinction) |
|
|
Term
|
Definition
reward given at avariable amounts of output (very high performance w/ slow extinction)
|
|
|
Term
|
Definition
The application of reinforcement concepts to individuals in the work setting. 5 step Problem-Solving Model: 1. identify critical behaviors 2. develop baseline data 3. identify behavioral consequences 4. develop and apply intervention 5. evaluate performance improvement |
|
|
Term
3 components of Attitude (ABC) |
|
Definition
Affective component: emotional/feeling Behavioral component: intention to behave in ta certain way towards someone Cognitive component: the emotional or feeling segment of an attitude --> evaluative statements or judgments concerning objects, people, or events
|
|
|
Term
| Theory of Cognitive Dissonance |
|
Definition
-any incompatibility b/t 2 or more attitudes or b/t behavior and attitudes. -individuals seek to reduce this gap or 'dissonance' -->Depends on: importance of elements creating dissonance, degree of individual influence over elements, and rewards involved in dissonance "idea that we like balance" ex: your BFF has a BF but you don't like him. what do you do? talk to the BFF to find a way to connect w/ the BF or try to break them up?
|
|
|
Term
|
Definition
Attitudes--> Behavior Moderating variables: -importance of attitude -specificity of attitude -assessibility of attitude -social pressures on the individual -direct experience w/ the attitude
|
|
|
Term
|
Definition
Attitudes are used after the fact to make sense out of an action that has already occurred. B-->A ex: if you wake up grumpy/cranky, SMILING will automatically make you feel happier and better
|
|
|
Term
|
Definition
Job Satisfaction Employee Engagement: degree to which you're satisfied w/ the organization
Job Involvement: degree to which people actively participate and are involved (identify) w/ the job Organizational Commitment: degree to which you're committed to the company Perceived Organizational Support (POS): feeling that the organization cares about its employees
|
|
|
Term
| Responses to Job Dissatisfaction |
|
Definition
Exit: behavior directed toward leaving the job (quit) Voice: active and constructive attempts to improve conditions (talk to boss) Neglect: allowing conditions to worsen Loyalty: passively waiting for conditions to improve (sit back and hope)
|
|
|
Term
|
Definition
set of distinctive traits and characteristics -used to compare/contrast people -determinants: biological, social, cultural, and situational factors
|
|
|
Term
| 4 major perspectives on Personality |
|
Definition
1. Psychoanalytic: unconscious motivations
2. Trait: specific dimensions of personality
3. Humanistic: inner capacity for growth 4. Social-Cognitive: influence of environment
|
|
|
Term
| Freud's Personality structure |
|
Definition
Id: energy constantly striving to satisfy basic drives; pleasure principle Ego: seeks to gratify the Id in realistic ways; Reality principle Super Ego: voice of conscience that focuses on how we ought to behave
|
|
|
Term
| Freud's ideas as Scientific Theory |
|
Definition
-Theories must explain observations and offer testable hypotheses -His theories were based on recollections, interpretations of pt's free associations, dreams, and slip of the tongue -does NOT predict behavior or traits
|
|
|
Term
|
Definition
-people's characteristic behaviors and conscious motives -classified by: type A vs type B or depressed vs cheerful -combination of 2 or 3 genetically determined dimensions--> extraversion/introversion, emotional stability/instability
|
|
|
Term
|
Definition
1. agreeableness 2. conscientiousness 3. extraversion 4. openness to experience 5. negative emotionality
|
|
|
Term
|
Definition
high <--> low gentle <--> irritable good natured <--> short-tempered understanding/forgiving <--> uncooperative/antagonistic |
|
|
Term
|
Definition
High <--> Low few goals <--> many goals systemic/organized <--> careless/disorganized self-disciplined/responsible <--> irresponsible |
|
|
Term
|
Definition
Extraversion <--> Introversion sociable/talkative <--> like being alone assertive <--> reserved/tentative
|
|
|
Term
|
Definition
More <--> Less imaginative/thrill-seeker <--> avoid thrill-seeking curious <--> conservative/dogmatic creative <--> conventional |
|
|
Term
|
Definition
More <--> Less poised/resilient <--> depressed/reactive secure <--> insecure calm <--> anxious
|
|
|
Term
| Myers-Briggs Type Indicator Tests |
|
Definition
-based on work of Jung -many forms available; dubious validity -classify ppl based on responses to 126 questions -identifies insights into temperament: SJ: (Guardians) practical,organized, value law/order SP: (Artisans) keen observers w/ ability to seize opportunity NF: (Idealists) bring out best in others, motivating NT: (Rationals) excel in strategizing, planning & building
|
|
|
Term
|
Definition
1. Locus of control: degree to which ppl believe they are masters of their own fate (internal vs. external) 2. Self monitoring: measures individual's ability to adjust their behavior to external/situational factors (High=better performance, leaders, less commited) 3.machiavellianism: degree to which an individual is pragmatic, maintains emotional distance, & believes that ends can justify means. (high mach=direct interaction, minimal rules, emotions irritating in workplace) 4. self esteem: individual's degree of liking/disliking themselves 5. tolerance of ambiguity: high risk vs low risk (Risk Propensity= aligning managers' risk taking propensity to job requirements should be beneficial to organizations)
|
|
|
Term
|
Definition
Type A: always moving, walking, eating fast; impatient, strive to do 2 or more things at once, no leisure time, obsessed w/ numbers Type B: never suffer from time urgency, patient, don't display achievements, play for fun/relax, can relax w/o guilt
|
|
|
Term
|
Definition
Identifies opportunities, shows initiative, takes action, & perseveres until meaningful change occurs. Create positive change in the environment, regardless or even in spite of constraints or obstacles. --> managerial jobs
|
|
|
Term
|
Definition
Uncontrollable bad events--> perceived lack of control--> generalized helpless behavior
|
|
|
Term
|
Definition
Mode of conduct or end state is personally or socially preferable (i.e. what is right and good) Value System: hierarchy based on a ranking of an individual's values in terms of their intensity
|
|
|
Term
| Terminal vs. Instrumental values |
|
Definition
Terminal Values: desireable end states (places we want to go, things we want to do, reach high positions at the workplace) Instrumental Values: the ways/means for achieving one's terminal values (steps you take to get to your terminal values-->getting college degree, finding a job,masters, etc)
|
|
|
Term
| Hofstede's 5 Value Dimensions of National Culture |
|
Definition
1. Power distance 2. Individualism vs. Collectivism 3. Masculinity vs. Femininity 4. Uncertainty Avoidance 5. Long-term & Short-term orientation
|
|
|
Term
|
Definition
Extent to which a society accepts that power in institutions & organizations is distributed unequally. Low Distance: equal power b/t those w/ status/wealthy and w/o status/wealth (ex: ireland) High Distance: unequal power distribution b/t those at the top and bottom (ex: russia, US)
|
|
|
Term
| Hofsted: Individualism vs Collectivism |
|
Definition
Individualism: degree to which people prefer to act as individuals rather than a member of groups Collectivism: tight social framework in which ppl expect others in groups of which they are a part to look after them and protect them (ex: n. korea) |
|
|
Term
| Hofstede: Masculinity vs Femininity |
|
Definition
Masculinity: extent to which society values work roles of achievement, power, and control, & where assertiveness & materialism are also valued. (ex: US) Femininity: extent to which there is little differentiation b/t roles for men & women (ex: france)
|
|
|
Term
| Hofstede: Uncertainty Avoidance |
|
Definition
Extent to which a society feels threatened by uncertain & ambiguous situations & tries to avoid them. High: society doesn't like ambiguous situations & tries to avoid them (ex: china) Low: society doesn't mind ambiguous situations & embraces them (ex: US, Australia)
|
|
|
Term
| Hofstede: Long-term vs Short-term Orientation |
|
Definition
Long-term Orientation: national culture attribute that emphasizes the future, thrift, and persistence (ex: germany) Short-term Orientation: national culture attribute that emphasizes the present and the here & now (ex: mexico)
|
|
|
Term
| Holland's Personality-Job Fit Theory |
|
Definition
identifies 6 personality types & proposes that the fit b/t personality type and occupational environment determines satisfaction & turnover Types: realistic,investigative, social, conventional, enterprising, artistic
|
|
|
Term
| Organizational Culture Profile |
|
Definition
-useful for determining person-organization fit -survey that forces choices/rankings of one's personal values -identifies most important values to look for in an organization to find a good fit
|
|
|
Term
|
Definition
Process by which individuals select, organize, store and retrieve info. *Process: 1. Attention= available info is filtered so that some enters the system and other doesn't. 2. Organization= human reveivers further simplify and organize incoming data (schemes, prototypes) 3. Recall= stored for memore for later retrieval, info can be lost in this process (availability vs. hindsight)
|
|
|
Term
|
Definition
Consistency: is the person always repeating mistakes (ex: late to work) Consensus: is there something causing the problem (ex: a train made them late) Distinctiveness: does the person behave the same way in different situations (is the person always late to things?)
|
|
|
Term
| Fundamental Attribution Error |
|
Definition
When it comes to failure, we blame it on external causes when it's ourselves but internal problems when it's someone else. |
|
|
Term
|
Definition
when people attribute their successes to internal or personal factors but attribute their failures to situational factors beyond their control. |
|
|
Term
| Shortcuts in Judging Others |
|
Definition
Selective Perception: we pay attention to the things we want to pay attention to Halo Effect: positive feelings attributed to someone who did good at something (ex: good on ACT--> leader) Contrast Effects: how you look in comparison to others (ex: having an interview after someone who did excellent) Projection: taking attributes from yourself and see them in others Stereotyping ***Heuristic=mental shortcuts
|
|
|
Term
Decision Making Theory: Rational model vs. Bounded-Rationality model |
|
Definition
2 Models: Classical Decision Theory: (economic or rational model) prescriptive model; says what people should do in order to make a decision, make assumptions Behavioral Decision Theory: (administrative model) descriptive model; tries to accurately describe what decision makers should do, bounded-rational perspective |
|
|
Term
| Rational (Classical) Model of Decision Making |
|
Definition
-decisions based on rationality or a careful calculated choice to maximize value given in assessment of alternatives & consequences -describes how a decision Should be made -ties to classic theories of economic behavior -4 step: identify problem, generate solutions, select a solution,implement/evaluate the solution
|
|
|
Term
| Decision Environments: Certain Environments |
|
Definition
-exist when info is enough to predict the results of each alternative in advance of implementation -certainty is the ideal problem solving/decision making environment |
|
|
Term
| Decision Environments: Risk Environments |
|
Definition
-exist when decision makers lack complete certainty regarding the outcomes of various courses of action, but they can assign probabilities of occurrence -probabilities assigned thru objective statistical procedures or personal intuition |
|
|
Term
| Decision Environments: Uncertain Environment |
|
Definition
-exist when managers have little info that they can't even assign probabilites to various alternatives and outcomes. -forces decision makers to rely on individual and group creativity to succeed in problem solving -rapidly changing external conditions, info technology, personnel
|
|
|
Term
|
Definition
Satisfice= evaluate our options until we come to one that is good enough --> satisfactory rather than optimal decision
-characterizes decision making -limited info processing and identity of possible alternatives
-use of judgmental heuristics -lack of time and other resources
|
|
|
Term
| Judgmental Heuristics & Biases |
|
Definition
Heuristics= simplifying strategies or "rules of thumb" used to make decisions. -makes it easier to deal w/ uncertainty & limited info Biases: representative bias, base rate bias, loss-aversion/framing bias, confirmation bias
|
|
|
Term
|
Definition
-People invest more heavily in an apparently losing course of action so as to justify their earlier decisions -decision maker initially makes a decision that results in some kind of loss or negative outcome -instead of changing the course of action, more time money and effort are committed--> resulting in further losses ex: holding on phone for 5 mins--> 5 more minutes--> 5 more minutes...how long do you wait just b/c you've committed? |
|
|
Term
| Creativity in Decision Making |
|
Definition
-new or unusual but effective -neither the rational nor the administrative decision making models deals w/ the issues of producing creative decisions.
|
|
|
Term
| 4 steps to The Creative Process |
|
Definition
1. Preparation: solutions require assembling materials 2. Incubation: period in which it seems decision makers cease to expend effort on the problem 3. Insight: the solution to the problem typically manifests itself in a flash of inspiration or insight 4. Verification: the solution is tested more rigorously to determine its usefulness for solving the problem
|
|
|
Term
|
Definition
-1st writer to investigate the advantages of factory production -found that performance of the factories using specialization was much greater -job specialization and division of labor
|
|
|
