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we have a basic need to understand and explain the causes of other people's behavior We need to know why people do what they do General reasons to explain behavior: Internal Attribution-voluntary or under their control External Attribution-involuntary or beyond their control |
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(workers) the tendency for people to perceive themselves as personally and situationally similar to someone who is having difficulty or trouble. (use external attributions) |
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fundamental attribution error |
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(managers) the tendency to ignore external causes of behavior and to attribute other people's actions to internal causes |
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the tendency to overestimate our value by attributing successes to ourselves (internal causes) and attributing failures to others or the environment (external causes) |
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informal communication channels |
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transmitting messages from employee to employee outside the formal communication channels "The Grapevine" 75-95% accurate, Highly Accurate, information is timely, senders seek feedback, accuracy can be verified |
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communicating with someone for the direct purpose of improving the person's on the job performance or behavior |
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communicating with someone about non job related issues that may be affecting or interfering with a persons performance. |
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any communication that doesn't involve words. 93% of any message is transmitted nonverbally, with 55% coming from body language and facial expressions and 38% coming from tone and pitch of voice. 1) Kinesics-movement of the body and face (eye contact, hand gestures, crossing legs) 2) Paralanguage- the pitch, tone, rate, volume, and speaking pattern of a persons voice (silences, pauses, or hesitations). When people are unsure what to say, they tend to speak softly, When people are nervous they tend to speak faster and louder. |
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When employees believe that telling management about problems won't make a difference or that they'll be punished or hurt in some way for sharing such information Company Hotlines, Survey Feedback, Informal Meetings, Surprise Visits, Blogs |
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Bureaucratic Control-Top-down control,Use rewards and punishment to influence employee behaviors,Use policies and rules to control employees,Often inefficient and highly resistant to change Objective Control-Use of observable measures of workerbehavior or outputs to assessperformance and influence behavior 1.BehavoirRegulation of the behaviors andactions that workers perform on the job 2.Outputs-Regulation of workers’ results oroutputs through rewards and incentives Normative Control-careful selection of employees observing experienced employees & listening to stories they tell about the company |
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Monitoring customer defections: identify which customers are leaving the company measuring the rate at which they are leaving Obtaining a new customer costs ten times as much as keeping a current one Customers who have left are likely to tell you what you are doing wrong Understanding why a customer leaves can help fix problems and make changes |
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3 strategies for waste prevention and reduction |
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Good housekeeping – regularly scheduled preventive maintenance for offices, plants, and equipment Material/product substitution – replacing toxic or hazardous materials with less harmful materials Process modification – changing steps or procedures to eliminate or reduce waste |
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4 levels of waste minimization |
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Waste Prevention & Reduction Recycle & Reuse Waste Treatment Waste Disposal |
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useful data that influences choices and behaviors Characteristics-Accurate, Reliable, Valid, Complete, Sufficent, Relevant, Timely, Available Cost Acquisition Cost - cost of obtaining data that you don’t have Processing Cost - cost of turning raw data into usable information Storage Cost - cost of physically or electronically archiving information for later use and retrieval Retrieval Cost - cost of accessing already stored and processed information Communication Costs - cost of transmitting information from one place to another |
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process of ensuring that data are reliably and consistently retrievable in a usable format for authorized users, but no one else Authentication Authorization Two-factor authentication (biometrics) Firewalls Antivirus software Data encryption Virtual private networks Secure Sockets Layer (SSL) encryption |
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Understanding that one gains from information |
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Affinity Patterns-Two or more database elementsoccur together significantly Sequence Patterns- one of the elements preceds the other Predictive Patterns-Helps identify database elementsthat are different Data Clusters- Three or more database elementsoccur together |
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Measure of performance that indicates how many inputs it takes to produce or create an output Productivity = Outputs/Inputs |
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Why productivity matters? |
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Higher Productivity=Lower Cost=Lower Prices=Higher Martket Share=Higher Profits=Higher Standard of Living Increased wages and new jobs More donations to charities More affordable and better products |
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how much of a particular kind of input it takes to produce an output Outputs/Single Kind of Output |
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how much labor, capital, materials, and energy it takes to produce an output Outputs/(Labor+Capital+Materials+Energy) |
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quality related product characteristics |
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Breakdown – occurs when a product quits working or doesn’t do what it was designed to do Reliability-average time between breakdowns Product failure – products can’t be repaired Durability-mean time to failure Servicablilty-how easy or difficult it is to fix a product |
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Reliablity-ability to consistently perform a service well Tangibles-appearance of the offices, equipment, and personnel involved with the delivery of a service Responsiveness-promptness and willingness with which service providers give good service
Assurance-The confidence that service providers are knowledgeable, courteous, and can be trusted Empathy-Extent to which service providers give individual attention and care to customers’ concerns and problems |
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Given to U.S. companies to recognize achievement in quality and business performance Raises awareness about the importance of quality and performance excellence as a competitive edge
Indicates the extent to which companies have actually achieved world-class quality Leadership Strategic Planning Customer Focus Measurement, Analysis, & Knowledge Management Workforce Focus Process Management Results (account for 450pts) |
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Average business keeps only 70-90% of existing customers each year New customers typically buy only 20% as much as established customers Business could double their profits by simply keeping 5% more customers each year |
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Amount of Prossesing- Make-to-order operations (more processing) manufacturing doesn’t begin until an order is placed Assemble-to-order operations used to create semi-customized products order parts and assemble modules ahead of customer orders Make-to-stock operations (less processing) manufacture standardized products Starts ordering parts and assembling finished products before receiving customer orders degree to which manufacturing operations can easily and quickly Flexibility-change the number, kind, and characteristics of products they produce Continous Flow Production-Produces products continuously, like oil drilling Line Flow Production-Uses predetermined, linear steps, like beverage bottling Batch Production-Produces specific quantities of different items, like a bakery or commissary Job Shops- Handles small, specialty batches |
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Average Aggregate Inventory-the average overall inventory for a certain time period Weeks of Supply-the number of weeks it would take for a company to run out of current inventory Stockout – running out of inventory Inventory Turnover-the number of times a year that a company sells or turns over its average inventory |
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cost of (1) downtime and (2) lost efficiencywhen a machine is changed to producedifferent kinds of inventory |
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cost when a company runs out of a product 2 kinds: transaction costs & the loss of customers’ goodwill |
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