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| the willingness to do something conditioned upon the action's ability to satisfy some need for the individual |
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| a physiological or psychological deficiency that makes certain outcomes seem attractive |
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| the source of control over an individual's character |
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| Manipulative behavior based on the belief that ends can justify the means. (individual may seem ruthless-- very motviated when there are substantial rewards for winning) |
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| the degree to which an individual likes or dislikes him/her self |
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| the ability to adjust behavior to external situational factors. High self-motivators adapt easily and are capable of presenting striking contradictions between public personas and private selves; low self motivators tend to display their true feelings and beliefs in almost every situation. |
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| a willingness to take chances, characterized by rapid decision making with the use of less information |
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| hierarchy-of-needs theory |
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Definition
| A theory of Abraham Maslow that states that a satisfied need no longer creates tension and therefore doesn't motivate. Maslow believed that the key to motivation is to determine where an individual is along the needs hierarchy and to focus motivation efforts at the point where needs become essentially unfulfilled. |
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| Hierarchy of Needs (1 through 5) |
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Definition
1.PHYSIOLOGICAL (hunger,thirst,shelter,sex,bodily needs)
2.SAFTY (security, protection from physical or emotional harmd)
3. SOCIAL (affection, belonging, acceptance, friendship)
4. ESTEEM (self-respect, autonomy, achievement, status, recognition, attention)
5. SELF-ACTUALIZATION (The drive to become what one is capable of becoming; includes growth, achieving ones potential, and self fulfillment) |
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| A theory of Douglas McGregor that a supervisor's view of human nature is based on a certain grouping of assumptions and that he or she tends to mold behavior towards subordinates according to those assumptions. |
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| motivation-hygiene theory |
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Definition
| A theory of Frederick Herzberg that the opposite of dissatisfaction is no satisfaction and the opposite of dissatisfaction is not satisfaction but no dissatisfaction. |
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| Herzberg's term for factors, such as working conditions and salary, that, when adequate, may eliminate job dissatisfaction but do not necessarily increase job satisfaction. |
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| a compelling drive to succeed; an intrinsic motivation to do something better or more efficiently than it has done before |
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| the concept that employees perceive what they can get from a job situation (outcomes) in relation to what they put into it (inputs), and then compare their input vs outcome ratio with the input vs outcome ratio of others |
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| a theory that individuals analyze effort-performance, performance-rewards, and rewards- personal goals relationships, and their level of effort depends on the strengths of their expectations that these relationships can be achieved. AKA "If I put in effort, will it be recognized/appraised and do I want these rewards?" |
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Definition
combining tasks to form complete jobs
(skill variety,task identity,task significance,autonomy, feedback) |
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| the degree to which a worker controls planning, execution, and evaluation of his or her work. |
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| competency-based compensation |
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Definition
| payments and rewards to employees on the basis of skills, knowledge, and behaviors. |
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| employee stock ownership (ESOP) |
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Definition
| a compensation program that allows employees to become part owners of an organization by receiving stock as a performance incentive. |
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| a view that requires individuals to impose and enforce rules fairly and impartially so that there is an equitable distribution of benefits and costs |
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| a view that calls on individuals to make decisions consistent with fundamental liberties and privileges as set forth in documents such as the Bill of Rights |
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| Utilitarians view of ethics |
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Definition
| a view in which decisions are made solely on the basis of their outcomes or consequences |
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Definition
| a group decision making technique where participants are positioned in front of computer terminals as issues are presented. Participants type responses onto computer screens as their anonymous comments and aggregate votes are displayed on a projection screen in the room. |
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| a technique that restricts discussion during the decision making process. |
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| a technique for overcoming pressures for conformity that retard the development of creative alternatives; an idea generating process that specifically encourages alternatives while withholding criticisms of those alternatives. |
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| withholding of differing views by group members to appear to be in agreement |
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| a decision that must be custom made to solve a unique non recurring problem |
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Definition
| a repetitive decision that can be handled by a routine approach. |
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| new problems in which information is ambiguous or incomplete. |
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| straight forward, familiar, easily defined problems |
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| in japanese organizations, consensus-forming decision making groups |
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| an increased commitment to a previous decision despite negative information |
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| the tendency of people to match the likelihood of an occurrence with something they are familiar with |
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| the tendency of people to base their judgments on information that is readily available for them |
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Definition
| a method that helps decision makers optimize returns or minimize costs by dealing with the additional cost in a particular decision, rather than the average cost. |
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Definition
| a procedure that permits decision makers to place monetary value on various consequences likely to result from the selection of a particular course of action |
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Definition
| A diagram that analyzes hiring, marketing, investment, equipment purchases, pricing, and similar decisions that involve a progression of decisions. Decision trees assign probabilities to each possible outcome and calculate payoffs for each decision path. |
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Term
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Definition
| a discrepancy between an existing and a desired state of affairs |
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Term
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Definition
1. identify the problem
2.collect relevant information
3. develop alternatives
4. evaluate each alternative
5. select the best alternative
6. implement the decision
7. follow up and evaluate |
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Term
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Definition
2002- Bush
- top management must personally certify the organizations financial reports
-must have in place procedures and guidelines for audit commitees
-ceos must reimburse the organization for bonuses and stock options when required by restatement of corporate profits
-personal loans or lines of credit for execs are now prohibited
(ex: WorldCom, Enron, ImClone) |
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Definition
| a system that ensures that one is not overwhelmed by information on variations from standard. |
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Definition
| identification of mistakes that may have occurred; monitoring quality to ensure that it meets some pre-established standard |
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Definition
| an internally oriented process that focuses on the efficient flow of incoming materials to the organization |
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Definition
| the process of managing the entire sequence of integrated activities and information about product flows from start to finish-- when the product is in the hands of the ultimate user. |
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| a japanese term for a card or sign. Shipped in a container, a kanaban is returned to the supplier when the container is opened, initiating the shipment of a second container that arrives as the first container is finished. |
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Term
| just-in-time inventory system |
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Definition
| a ssytem in which inventory items arrive when they are needed in the production process instead of being stored in stock |
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Definition
| a type of control that takes place while an activity is in progress. |
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Definition
| a type of control that provides feedback after an activity is finished to prevent further deviations. |
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Definition
| a type of control that anticipates and prevents undesirable outcomes. |
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Definition
| action that gets to the source of a deviation and seeks to adjust the differences permanently |
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| immediate corrective action |
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Definition
| action that adjusts something right now and gets things back on track |
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Definition
| a statistical technique used to measure variation in a system to produce an average standard with statistically upper and lower limits |
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Definition
| an illustration of the relationship between two variables that shows correlations and possible cause and effect. |
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| visual representation of the sequence of events for a particular process that clarifies how things are being done so that inefficiencies can be identified and the process can be improved. |
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| a depiction of the causes of a problem that groups the causes according to common catagories such as machinery, methods, personnel, finances, or management. |
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Definition
| variation in performance that cane be expected in all activiteis |
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Definition
a three step process
1. measuring actual performance
2. comparing results with standards
3. taking corrective action |
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