Term
|
Definition
The planning, organizing, leading,
and controlling of human and other
resources to achieve organizational
goals effectively and efficiently |
|
|
Term
|
Definition
planning, organizing, leading,
and controlling |
|
|
Term
|
Definition
Collections of people who work together
and coordinate their actions to achieve a
wide variety of goals |
|
|
Term
|
Definition
people, skills, knowhow,
machinery, raw materials,
computers and IT,
and financial capital |
|
|
Term
| Organizational Performance |
|
Definition
A measure of how efficiently and
effectively managers use organizational
resources to satisfy customers and
achieve goals |
|
|
Term
|
Definition
A measure of how well or productively
resources are used to achieve a goal |
|
|
Term
|
Definition
Process of identifying and selecting
appropriate goals and courses of action |
|
|
Term
Steps in the planning process
Deciding how to allocate
organizational resources
Deciding what courses of action to
adopt
Deciding which goals to pursue |
|
Definition
1. Deciding which goals to pursue
2. Deciding what courses of action to
adopt
3. Deciding how to allocate
organizational resources |
|
|
Term
|
Definition
cluster of decisions about what goals to
pursue, what actions to take, and how
to use resources to achieve goals (used for Planning) |
|
|
Term
|
Definition
structuring working relationships in a
way that allows organizational members
to interact and cooperate to achieve
organizational goals |
|
|
Term
|
Definition
A formal system of task and reporting
relationships that coordinates and
motivates organizational members so
that they work together to achieve
organizational goals |
|
|
Term
|
Definition
Articulating a clear vision and energizing
and enabling organizational members so
they understand the part they play in
attaining organizational goals |
|
|
Term
|
Definition
Evaluating how well an organization is
achieving its goals and taking action to
maintain or improve performance |
|
|
Term
| The outcome of the control process? |
|
Definition
the ability to measure performance
accurately and regulate efficiency
and effectiveness |
|
|
Term
|
Definition
A group of people who work together
and possess similar skills or use the
same knowledge, tools, or techniques to
perform their jobs |
|
|
Term
|
Definition
Responsible for the daily supervision of
non-managerial employees |
|
|
Term
|
Definition
Supervise first-line managers and is
responsible for finding the best way to
use resources to achieve organizational
goals |
|
|
Term
|
Definition
establish organizational goals, decide
how departments should interact, and
monitor the performance of middle
managers |
|
|
Term
| who spends most time planning? |
|
Definition
|
|
Term
| who spends most time leading? |
|
Definition
|
|
Term
|
Definition
Conceptual skills
Human skills
Technical skills |
|
|
Term
|
Definition
The ability to analyze and diagnose a
situation and distinguish between cause
and effect. |
|
|
Term
|
Definition
The ability to understand, alter, lead, and
control the behavior of other individuals
and groups. |
|
|
Term
|
Definition
The specific knowledge and techniques
required to perform an organizational role. |
|
|
Term
|
Definition
Technical skills. Specific set of skills, abilities, and
experiences that allows one organization
to outperform its competitors |
|
|
Term
| Two recent changes in MGT prcatices? |
|
Definition
| Restructuring and outsourcing |
|
|
Term
|
Definition
downsizing an organization by
eliminating the jobs of large numbers of
top, middle, or first-line managers and
non-managerial employees |
|
|
Term
|
Definition
contracting with another company,
usually in a low cost country abroad, to
perform an activity the company
previously performed itself
Promotes efficiency by reducing costs
and allowing an organization to make
better use of its remaining resources |
|
|
Term
|
Definition
Expansion of employees’ knowledge,
tasks, and decision-making
responsibilities |
|
|
Term
|
Definition
a group of employees with the
responsibility for organizing, controlling,
and supervising their own activities and
for monitoring the quality of the goods
and services they provide |
|
|
Term
Challenges for Management in
a Global Environment?? |
|
Definition
Rise of Global Organizations.
Maintaining Ethical and Socially
Responsible Standards.
Managing a Diverse Workforce.
Practicing Global Crisis Management.
Building a Competitive Advantage.
Hyper Rate of Change in the
Environment. |
|
|
Term
|
Definition
organizations that operate and compete
in more than one country |
|
|
Term
|
Definition
Ability of one organization to outperform
other organizations because it produces
desired goods or services more
efficiently and effectively than they do |
|
|
Term
| building blocks of competitive advantage |
|
Definition
| Efficiency, quality, innovation and responsiveness to customers all pointing at competitive advantage |
|
|
Term
|
Definition
process of creating new or improved
goods and services or developing better
ways to produce or provide them |
|
|
Term
Crisis management involves making
important choices about how to: |
|
Definition
1. Create teams to facilitate rapid
decision making and communication
2. Establish the organizational chain of
command
3. Recruit and select the right people
4. Develop bargaining and negotiating
strategies to manage conflicts |
|
|
Term
|
Definition
tendencies to feel, think, and act
in certain ways that can be used to
describe the personality of every individual |
|
|
Term
|
Definition
Tendency to experience positive emotions
and moods and feel good about oneself and
the rest of the world
–Managers high in extraversion tend to be
sociable, affectionate, outgoing and friendly
–Managers low in extraversion tend to be less
inclined toward social interaction and have a
less positive outlook |
|
|
Term
|
Definition
Tendency to experience negative emotions
and moods, feel distressed, and be critical of
oneself and others |
|
|
Term
|
Definition
–Tendency to get along well with others
–Managers high in agreeableness are likable,
affectionate and care about others
–Managers with low agreeableness may be
distrustful, unsympathetic, uncooperative and
antagonistic |
|
|
Term
|
Definition
–Tendency to be careful, scrupulous, and
persevering
–Managers high in this trait are organized and
self-disciplined
–Managers low in this trait lack direction and
self-discipline |
|
|
Term
|
Definition
–Tendency to be original, have broad interests,
be open to a wide range of stimuli, be daring
and take risks |
|
|
Term
|
Definition
–Tendency to be original, have broad interests,
be open to a wide range of stimuli, be daring
and take risks |
|
|
Term
| Internal locus of control |
|
Definition
Tendency to locate responsibility for one’s fate
within oneself
Own actions and behaviors are major and
decisive determinants of job outcomes |
|
|
Term
| External locus of control |
|
Definition
Tendency to locate responsibility for one’s
own fate in outside forces and to believe that
one’s own behavior has little impact on
outcomes |
|
|
Term
|
Definition
The degree to which people feel good about
themselves and their capabilities.
High self-esteem causes a person to feel
competent, and capable.
Persons with low self-esteem have poor
opinions of themselves and their abilities. |
|
|
Term
|
Definition
The degree to which people feel good about
themselves and their capabilities.
High self-esteem causes a person to feel
competent, and capable.
Persons with low self-esteem have poor
opinions of themselves and their abilities. |
|
|
Term
|
Definition
The extent to which an individual has a strong
desire to perform challenging tasks well and to
meet personal standards for excellence |
|
|
Term
|
Definition
The extent to which an individual is concerned
about establishing and maintaining good
interpersonal relations, being liked, and
having other people get along |
|
|
Term
|
Definition
The extent to which an individual desires to
control or influence others |
|
|
Term
| Five components of emotional intelligence |
|
Definition
Self Management: Self-awareness, Self-regulation, Motivation
Managing Relationship: Empathy, Social skill |
|
|
Term
|
Definition
The ability to recognize
and understand your
moods, emotions, and
drives, as well as their
effect on others.
Self-confidence
• Realistic self-assessment
• Self-deprecating sense of
humor |
|
|
Term
|
Definition
The ability to control or
redirect disruptive
impulses and moods.
• The propensity to suspend
judgment—to think before
acting.
Trustworthiness and
integrity
• Comfort with ambiguity
• Openness to change |
|
|
Term
|
Definition
A passion to work for
reasons that go beyond
Strong drive to achieve
• Optimism, even in the
face of failure
• Organizational commitment
commitment
money or status.
• A propensity to pursue
goals with energy and
persistence. |
|
|
Term
|
Definition
• The ability to understand
the emotional makeup of
other people.
• Skill in treating people
according to their
emotional reactions.
Expertise in building and
retaining talent
• Cross-cultural sensitivity
• Service to clients and
customers |
|
|
Term
|
Definition
• Proficiency in managing
relationships and building
networks.
• An ability to find common
ground and build rapport.
• Effectiveness in leading
change
• Persuasiveness
• Expertise in building and
leading teams |
|
|
Term
| Fundamental Attribution Error |
|
Definition
• A comparison of causes for positive and
negative outcomes for yourself and for
others |
|
|
Term
|
Definition
–Describe what managers (people) try to achieve
through work and how they think they should
behave. |
|
|
Term
|
Definition
–Capture managers’ thoughts and feelings about
(things like) their specific jobs and organizations.
A collection of feelings and beliefs |
|
|
Term
|
Definition
Encompass how managers (people) actually feel
when they are managing. |
|
|
Term
|
Definition
A lifelong goal or objective that an individual
seeks to achieve
signify what an organization and its
employees are trying to accomplish |
|
|
Term
|
Definition
A lifelong goal or objective that an individual
seeks to achieve |
|
|
Term
|
Definition
–A mode of conduct that an individual seeks to
follow Usually adjective
guide the ways in which the organization and
its members achieve organizational goals |
|
|
Term
|
Definition
informal rules of conduct for behaviors
considered important by most members of a
group or organization. |
|
|
Term
|
Definition
The terminal and instrumental values that are
guiding principles in an individual’s life. |
|
|
Term
| Organizational Citizenship Behaviors |
|
Definition
Behaviors that are not required of
organizational members but that contribute to
and are necessary for organizational
efficiency, effectiveness, and gaining a
competitive advantage |
|
|
Term
| Organizational Commitment |
|
Definition
The collection of feelings and beliefs that
managers and employees have about their
organization as a whole |
|
|
Term
|
Definition
| –A feeling or state of mind |
|
|
Term
|
Definition
| Intense, relatively short-lived feelings |
|
|
Term
|
Definition
Shared set of beliefs, expectations, values,
norms, and work routines that influence how
members of an organization relate to one
another and work together to achieve
organizational goals
culture can vary from
organization to organization, national culture
can vary across nations.
Organizational culture is analogous to an
organization’s personality |
|
|
Term
| Attraction-Selection-Attrition Framework |
|
Definition
A model that explains how personality may
influence organizational culture.
Founders of firms tend to hire employees
whose personalities that are to their own. |
|
|
Term
| 4 factors that maintain and transmit organizational culture |
|
Definition
1. values of the founder
2. socialization
3. ceremonies and rites
4. stories and language |
|
|
Term
| Organizational socialization |
|
Definition
Process by which newcomer’s learn an
organization’s values and norms and acquire
the work behaviors necessary to perform jobs
effectively |
|
|
Term
|
Definition
Formal events that recognize incidents of
importance to the organization as a
whole and to specific employees
Rites of passage
Rites of integration
Rites of enhancement
7-44
Ceremonies and Rites
• Rites of Passage
–determine how individuals enter, advance
within, or leave the organization
(e.g., induction and basic training)
• Rites of Integration
–build and reinforce common bonds |
|
|
Term
|
Definition
determine how individuals enter, advance
within, or leave the organization
(e.g., induction and basic training) |
|
|
Term
|
Definition
build and reinforce common bonds among
organizational members
(e.g., office holiday party) |
|
|
Term
|
Definition
–let organizations publicly recognize and
reward employees’ contributions and thus
strengthen their commitment to organizational
values (e.g., annual awards ceremonies) |
|
|
Term
|
Definition
Stories reveal behaviors that are valued by the
organization
• Includes how people dress, the offices they
occupy, the cars they drive, and the degree of
formality they use when they address one
another
• Organizational Culture will influence how a
manager performs the four managerial functions
(planning, organizing, leading & controlling) |
|
|
Term
|
Definition
The psychological forces that determine
=the direction of a person’s behavior in an organization,
=a person’s level of effort, and
=a person’s level of persistence |
|
|
Term
| Intrinsically Motivated Behavior |
|
Definition
| Behavior that is performed for its own sake (i.e., things one likes to do, things that are inherent and consistent with one’s values and culture. One may enjoy engaging in the behavior or value the sense of accomplishment) |
|
|
Term
| Extrinsically Motivated Behavior |
|
Definition
| Behavior that is performed to acquire material or social rewards or to avoid punishment |
|
|
Term
|
Definition
Expectancy Theory
Need Theories
Equity Theory
Goal-Setting Theory
Learning Theories |
|
|
Term
Major Factors of Motivation
Expectancy |
|
Definition
| the belief that effort (input) will result in a certain level of performance |
|
|
Term
Major Factors of Motivation
Instrumentality
(expectancy theory) |
|
Definition
| the belief that performance results in the attainment of outcomes |
|
|
Term
Major Factors of Motivation
Valence (expectancy theory) |
|
Definition
| how desirable each of the available outcomes from the job is to a person |
|
|
Term
List Maslow's hierarchy of needs in order
safety
belongingness
physiological
esteen
self-actualization |
|
Definition
1. self actualization -use abilities to the fullest
2. esteem - feel good about oneself, promotion and recognition
3. belongingness - social interaction, love, interpersonal relations
4. safety - security, stability, job secutiy health insurance
5. physiological - food, water, shelter, basic pay level |
|
|
