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VU OT
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Organization 1 = Collections of people who work together and coordinate their actions to achieve a wide variety of goals or desired future outcomes. Management 1 = The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively. * Organization's resources 1 = Organization's resources include assets (people and their skills, know-how, experience; machinery; raw materials; computers and information technology) and patents, financial capital, and loyal customers and employees. Organizational performance 1 = A measure of how efficiently and effectively a manager uses resources to satisfy customer and achieve organizational goals. Efficiency 1 = A measure of how well or how productively resources are used to achieve a goal. Effectiveness 1 = A measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals. * Appropriateness 1 = Suitability Planning 1 = Identifying and selecting appropriate goals; one of the four principal tasks of management. Strategy 1 = A cluster of decisions about what goals to pursue, what actions to take and how to use resources to achieve goals. * Low-cost strategy 1 = A low-cost strategy is a way of obtaining customers by making decisions that allow an organization to produce goods or services more cheaply than its competitors so it can charge lower prices than they do. * Differentiation 1 = Organizing 1 = Structuring working relationships in a way that allow organizational members to work together tp achieve organizational goals; one of the four principle tasks of management. Organizational structure 1 = A formal system of task and reporting relationships that coordinates and motivates organizational members so the work together to achieve organizational goals. Leading 1 = Articulating a clear vision and energizing an enabling organizational members so they understand the part they play in achieving organizational goals; one of the four principal tasks of management. * Vision 1 = A short, succinct, and inspiring statement of what the organization intends to become and the goals it is seeking to achieve - its desired future state. Controlling 1 = Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance; one of the four principal tasks of management. Department 1 = A group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to preform their jobs. First-line manager 1 = A manager who is responsible for daily supervision of nonmanagerial employees. Middle manager 1 = A manager who supervises first-line managers and is responsible for fining the best way to uses resources to achieve organizational goals. Top manager 1 = A manager who establishes organizational goals, decides how departments should interact, and monitors the performance of middle managers. * Cross-departmental responsibility 1 = Top management team 1 = A group composed of the CEO, the COO, the president and the heads of the most important departments. * CEO 1 = Chief executive officer (CEO) is a company's most senior and important manager, the one all other top managers report to. * COO 1 = Chief operating officer (COO) often refers to the top manager who is being groomed to take over a CEO when the current CEO becomes the chair of the board, retires, or leaves the company. Conceptual skills 1 = The ability to analyze and diagnose a situation and to distinguish between cause and effect. Human skills 1 = The ability to understand, alter, lead, and control the behavior of other individuals and groups. Technical skills 1 = The job-specific knowledge and techniques required to perform an organizational role. Core competency 1 = The specific set of departmental skills, knowledge, and experience that allows one organization to outperform another. Restructuring 1 = Downsizing an organization by eliminating the jobs of larger numbers of top, middle, and fist-line managers and nonmanagerial employees. Global organizations 1 = Organizations that operate and compete in morge than one country. Competitive advantage 1 = The ability of one organization to outperform other organizations because it produces desired goods or services morge effeciently and effectively than they do. Innovation 1 = The process of creating new or improved goods and services or developing better ways to produce or provide them. Turnaround management 1 = The creation of a new vision for struggling company based on a new approach to planning and organizing to make better use of company's resources and allow it to survive and prosper. Job specialization 2 = The process by which a division of labor occurs as different workers specialize in different tasks over time. Scientific management 2 = The systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency. Administrative management 2 = The study of how to create an organizational structure and control system that leads to high efficiency and effectiveness. Bureaucracy 2 = A formal system of organization and administration designed to ensure efficiency and effectiveness. Authority 2 = The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources. Rules 2 = Formal written instructions that specify actions to be taken under different circumstances to achieve specific goals. Standard operating procedures (SOP's) 2 = Specific sets of written instructions about how to preform a certain aspect of a task. Norms 2 = Unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group or organization. Fayol's 14 principles of management 2 = Decision of labor, authority and responsibility, unity of command, line of authority, centralization, unity of direction, equity, order, initiative, discipline, remuneration of personnel, stability of tenure of personnel, subordination of individual interests to the common interest, esprit the corps. * Decision of labor 2 = * Authority and responsibility 2 = Unity of command 2 = A reporting relationship in which an employee receives orders from, and reports to, only one superior. Line of authority 2 = The chain of command extending from the top to the bottom of an organization. Centralization 2 = The concentration of authority at the top of the managerial hierarchy. Unity of directions 2 = The singleness of purpose that makes possible the creation of one plan of action to guide managers and workers as they use organizational resources. Equity 2 = The justice, impartiality, and fairness to which all organizational members are entitled. Order 2 = The methodical arrangement of positions to provide the organization with the greatest benefit and to provide employees with career opportunities. Initiative 2 = The ability to act on one's own without direction from a superior. Discipline 2 = Obedience, energy, application, and other outward marks of respect for a superior's authority. * Remuneration of personnel 2 = * Stability of tenure of personnel 2 = * Subordination of individual interest to the common interest 2 = Esprit de corps 2 = Shared feelings of comradership, enthusiasm, or devoting to a common cause among members of a group. Behavioral management 2 = The study of how managers should behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals. Hawthorne effect 2 = The finding that a manager's behavior or leadership approach van affect worker's lever of performance. Human relations movement 2 = A management approach that advocates the idea that supervisors should receive behavioral training to manage subordinates in ways that elicit their cooperation and increase their productivity. Informal organization 2 = The system of behavioral rules and norms that emerge in a group. Organizational behavior 2 = The study of the factors that have an impact on how individuals and groups respond to and act in organizations. Theory X 2 = A set of negative assumptions about workers that lead to the conclusion that a manager's task is to supervise workers closely and control their behavior. Theory Y 2 = A set of positive assumptions about workers that leads to the conclusion that a manager's task is to create work setting that encourages commitment to organizational goals and provides opportunities for workers to be imaginative and to exercise initiative and self-direction. Management science theory 2 = An approach to management that uses rigorous quantitative techniques to help managers make maximum use of organizational resources. Organizational environment 2 = The set of forces and conditions that operate beyond an organization's boundaries but affect a manager's ability to acquire and utilize resources. Open system 2 = A system that takes in resources from its external environment and converts them into goods and services that are then sent back to that environment for purchase by customers. Closed system 2 = A system that is self-contained and thus is not affected by changes occurring in its external environment. Entropy 2 = The tendency of a closed system to lose its ability to control itself and thus to dissolve and disintegrate. Synergy 2 = Performance gains that result when individuals and departments coordinate their actions. Contingency theory 2 = The idea that the organizational structures and control systems managers choose depend on (are contingent on) characteristics of the external environment in which the organization operates. Mechanic structure 2 = An organizational structure in which authority is centralized, tasks and rules are clearly specified, and employees are closely supervised. Organic structure 2 = An organizational structure in which authority is decentralized to middle and first-line managers and tasks and roles are left ambiguous to encourage employees to cooperate and respond quickly to the unexpected. Organizational architecture 10 = The organizational structure, control systems, culture, and human resource management systems that together determine how efficiently and effectively organizational resources are used. Organizational structure 10 = A formal system of task and reporting relationships that coordinates and motivates organizational members so they can work together to achieve organizational goals. Organizational design 10 = The process by which managers make specific organizing choices that result in a particular kind of organizational structure. Job design 10 = The process by which managers decide how to divide tasks into specific jobs. Job simplification 10 = The process of reducing the number of tasks that each worker performs. Job enlargement 10 = Increasing the number of different tasks in a given job by changing the division of labor. Job enrichment 10 = Increasing the degree of responsibility a worker has over his or her job. Functional structure 10 = An organizational structure composed of all the departments that an organization requires to produce its goods or services. Divisional structure 10 = An organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer. Product structure 10 = An organizational structure on which each product line or business is handled by a self contained division. Geographic structure 10 = An organizational structure in which each region of a country of area of the world is served by a self-contained division. Market structure 10 = An organizational structure in which each kind of customer is served by a self-contained division; also called customer structure. * Customer structure 10 = An organizational structure in which each kind of customer is served by a self-contained division; also called market structure. Matrix structure 10 = An organizational structure that simultaneously groups people and resources by function and by product. Product team structure 10 = An organizational structure in which employees are permanently assigned to a cross-functional team and report only to the product team manager or to one of his or her direct subordinates. Cross-functional team 10 = A group of managers brought together from different departments to perform organizational tasks. Hierarchy of authority 10 = An organization's chain of command, specifying the relative authority of each manager. Span of control 10 = The number of subordinates who report to a manager. Decentralizing authority 10 = Giving liver-level managers and nonmanagerial employees the right to make important decisions about how to use organizational resources. Integrating mechanisms 10 = Organizing tools that managers can use to increase communication and coordination among functions and decisions. * Task force 10 = A committee of managers from various functions or divisions who meet to solve a specific, mutual problem; also called ad hoc committee. * Ad hoc committee = A committee of managers from various functions or divisions who meet to solve a specific, mutual problem; also task force. Organizational culture 10 = The shared set of beliefs, expectations, value, and norms that influence how members of an organization relate to one another and cooperate to achieve organizational goals. Organizational ethics 10 = The moral values, beliefs, and rules that establish the appropriate way for an organization and its members to deal with people outside the organization. Control systems 11 = Formal target-setting, monitoring, evaluation, and feedback systems that provide manangers with information about how well the organization's strategy and structure are working. Feedforward control 11 = Control that allows managers to anticipate problems before they can arise. Concurrent control 11 = Control that gives managers immediate feedback on how efficiently inputs are being transformed into outputs so managers can correct problems as they arise. Feedback control 11 = Control that gives managers information about customer's reactions to good and service so corrective action can be taken if necessary. Operating budget 11 = A budget that states how managers intend to use organizational resources to achieve organizational goals. Management by objectives (MBO) 11 = A goalsetting process in which a manager and each of his or her subordinates negotiate specific goals and objectives for the subordinate to achieve and then periodically evaluate the extent to which the subordinate is achieving those goals. Bureaucratic control 11 = Control of behavior by means of a comprehensive system of rules and standard operating procedures. Clan control 11 = The control exerted on individuals and groups in an organization by shared values, norms, standards of behavior, and expectations. Organizational change 11 = The movement of an organization away from its present state and toward some preferred future state to increase its efficiency and effectiveness. Evolutionary change 11 = Change that is gradual, incremental, and narrowly focused. Revolutionary change 11 = Change that is rapid, dramatic, and broadly focused. Top-down change 11 = A fast revolutionary approach to change in which top managers identify what needs to be changed and then move quickly throughout the organization. Bottom-up change 11 = A gradual or evolutionary approach to change in which managers at all levels work together to develop a detailed plan for change. Benchmarking 11 = The process of comparing one company's performance on specific dimensions with the performance of other, high performing organizations. Motivation 13 = 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. * Direction of a person’s behavior 13 = Refers to the many possible behaviors a person could engage in. * Effort 13 = Refers to how hard people work. * Persistence 13 = Refers to whether, when faced with roadblocks and obstacles, people keep trying or give up. Intrinsically motivated behavior 13 = Behavior that is performed for its own sake. Extrinsically motivated behavior 13 = Behavior that is performed to acquire material or social rewards or to avoid punishment. Prosocially motivated behavior 13 = Behavior that is performed to benefit or help others. Outcome 13 = Anything a person gets from a job or organization. Input 13 = Anything a person contributes to his or her job or organization. Expectancy theory 13 = The theory that motivation will be high when workers believe that high levels of effort lead to high levels of performance and high levels of performance lead to the attainment of desired outcomes. Expectancy 13 = In expectancy theory, a perception about the extent to which effort results in a certain level of performance. Instrumentality 13 = In expectancy theory, a perception about the extent to which performance results in the attainment of outcomes. Valence 13 = In expectancy theory, how desirable each of the outcomes available from a job or organization is to a person. Need 13 = A requirement or necessity for survival and well-being. Need theories 13 = Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs. Maslow's hierarchy of needs 13 = An arrangement of five basic needs that, according to Maslow, motivate behavior. Maslow proposed that the lowest level of inmet needs is the prime motivator and that only one level of needs is motivational at a time. * Self-actualization needs 13 = * Esteem needs 13 = * Belongingness needs 13 = * Safety needs 13 = * Physiological needs 13 = Alderfer's ERG theory 13 = The theory that three universal needs- for existence, relatedness, and growth- constitute a hierarchy of needs and motivate behavior. Alderfer proposed that needs at more than one level can be motivated at the same time. * Growth needs 13 = * Relatedness needs 13 = * Existence needs 13 = * Need frustration 13 = Unable to satisfy needs at a certain level. Herzberg's motivator hygiene theory 13 = A need theory that distinguishes between motivator needs (related to the nature of the work itself) and hygiene needs (related to physical and psychological context in which the work is performed) and proposes that motivator needs must be met for motivation and job satisfaction to be high. * Motivator needs = Motivator needs are related to the nature of the work itself and how challenging it is. * Hygiene needs = Hygiene needs are related to the physical and pschological context in which the work is performed. Need for achievement 13 = The extent to which an individual had a strong desire to perform challenging tasks well and to meet personal standards for excellence. Need for affiliation 13 = The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her get along with each other. Need for power 13 = Equity theory 13 = Equity 13 = Inequity 13 = Underpayment inequity 13 = Overpayment inequity 13 = Goal-setting theory 13 = * Goal 13 = What a person is trying to accomplish though his or her efforts and behaviors. * Specific goals 13 = Specific goals are often quantitative. * Difficult goals 13 = Difficult goals are hard but not impossible to attain. * Action plans 13 = Action plans can include the strategiesto attain the foals and timetables or schedules for the different activities crucial to goal attainment. Learning theory 13 = Theories that focus on increasing employee motivation and performance of desired behaviors and the attainment of goals. Learning 13 = A relatively permanent change in knowledge of behavior that results from practice or experience. Operant conditioning theory 13 = The theory that people learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences. * Specific behaviors 13 = * Organizationally functional behaviors 13 = Behavior that contribute to organizational effectiveness. * Specific outcomes 13 = Positive reinforcement 13 = Giving people the outcomes they desire when they perform organizationally functional behaviors. Positive reinforcers = Negative reinforcement 13 = Eliminating or removing undesired outcomes when people perform organizationally functionally behaviors. Negative reinforcers = Extinction 13 = Curtailing the perdormance of dysfunctional behaviors by eliminating whatever is reinforcing them. Punishment 13 = Administering an undesired or negative consequence when dysfunctional behavior occurs. * Removal 13 = * Administration 13 = Organizational behavior modification (OB MOD) 13 = The systematic application of operant conditioning techniques to promote the performance of organizationally functional behaviors and discourage the performance of dysfunctional behaviors. Social learning theory 13 = A theory that takes into account how learning and motivation are influenced by people's thoughts and beliefs and their observations of other people's behavior. Vicarious learning 13 = Learning that occurs when the learner becomes motivated to perform a behavior by whatching another persons performing It and being reinforced for doing so (also called observational learning). * Observational learning 13 = Learning that occurs when the learner becomes motivated to perform a behavior by whatching another persons performing It and being reinforced for doing so (also called vicarious learning). Self-reinforcer 13 = Any desired or attractive outcome or reward that a person gives himself or herself for good performance. Self-efficacy 13 = A person's belief about jis or her ability to perform a behavior succesfully. Merit pay plan 13 = A compensation plan that bases pay on performance. Employees stock option 13 = A financial instrument that entitles the bearer to buy shares of an organization's stock at a certain price during a certain period under certain conditions. * Piece-rate pay 13 = An individual-based merit plan, managers base employee's pay on the number of units each employee produces (whether televisions, computers components, or welded auto parts). * Commission pay 13 = An individual-based merit plan, managers base pay on a percentage of sales. * The Scalon plan 13 = * Profit sharing 13 = Leadership 14 = The process by which individual experts influence over other people and inspires, motivates, and direct their activities to help achieve group or organizational goals. Leader 14 = An idividual who is able to exert influence over other people to help achieve group or organizational goals. Servant leader 14 = A leader who has a strong desire to serve and woek for the benefit of others. Legitimate power 14 = The authority that a manaer has by virtue of his or her position in an organization's hyarchy. Reward power 14 = The ability of a manager to give or withhold tangible and intangible rewards. Coercive power 14 = The ability of a manager to punish others. Expert power 14 = Power that is based on the special knowledge, skills and expertise that a leader possesses. Referent power 14 = Power that comes from subordinates' and coworkers' respect, administration, and loyalty. Empowerment 14 = The expansion of employees' knowledge, tasks and decision-making responsibilities. Consideration 14 = Behavior indicating that a manager trust, respects, and cares about subrodinates. Initiating structure 14 = Behavior that managers engage in to ensure that work gets done, subordniates perform their jobs acceptably, and the organizaion is efficient and effective. Relationship-oriented leaders 14 = Leaders whose primary concern is to develop good relationships whith their subordinates and to be liked by them. Task-oriented leaders 14 = Leaders whose primary concern is to ensure that subordinates perform at a high level. Leader-member relations 14 = The extent to which followers like, trust, and are loyal to their leader; a determinant of how favorable a situation is for leading. Task structure 14 = The extent to which the work to be performed is clear-cut so that leader's subordinates know what needs to be accomplished and how to go about doing it; a determinant of how favorable a situation is for leading. Position power 14 = The amount of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an organization; a determinant of how favorable a situation is for leading. Path-goal theory 14 = A contingency model of leadership proposing that leaders can motivate subordinates by identifying their desired outcomes, rewarding them for a high performance and the attainment of work goals with these desired outcomes, and clarifying for them paths leading to the attainment of work goals. Leadership substitute 14 = A characteristic of a subordinate or of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary. Transformational leadership 14 = Leadership that makes subordinates aware of the importance of their jobs and performance to the organization and aware of their own needs for personal growth and motivates subordinates to work for the good of the organization. Charismatic leader 14 = An enthusuastic, self-confident leader who is able to clearly communicate his or her vision of how good things could be. Intellectual stimulation 14 = Behavior of a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leader's vision. Developmental consideration 14 = Behavior a leader engages in to support and encourage followers and help them develop and grow on the job. Transactional leadership 14 = Leadership that motivates subordinates by rewarding theb for high performance and reprimanding them for low performance.
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