BUS230 - Test #3 Study Flashcards
informally agreed-on standards that regulate team behavior
norms
Minnesota Vikings’ Donut Club
An example of a positive team norm
a small number of people with complementary skills who hold themselves mutually accountable for pursuing a common purpose, achieving performance goals, and improving interdependent work processes
work team
training team members to do all or most of the jobs performed by the other team members
cross-training
behavior in which team members withhold their efforts and fail to perform their share of the work
social loafing
a group composed of two or more people who work together to achieve a shared goal
traditional work group
team that provides advice or makes suggestions to management concerning specific issues
employee involvement team
a group that has the authority to make decisions and solve problems related to the major tasks of producing a product or service
semi-autonomous work group
a team that has the characteristics of self-managing teams but also controls team design, work tasks, and team membership
self-designing team
a team that manages and controls all of the major tasks of producing a product or service
self-managing team
a team composed of employees from different functional areas of the organization
cross-functional team
a team composed of geographically and/or organizationally dispersed coworkers who use telecommunication and information technologies to accomplish an organizational task
virtual team
a team created to complete specific, onetime projects or tasks within a limited time
project team
the extent to which team members are attracted to a team and motivated to remain in it
cohesiveness
the first stage of team development, in which team members meet each other, form initial impressions, and begin to establish team norms
forming
the second stage of development, characterized by conflict and disagreement, in which team members disagree over what the team should do and how it should do it
storming
the third stage of team development, in which team members begin to settle into their roles, group cohesion grows, and positive team norms develop
norming
the fourth and final stage of team development, in which performance improves because the team has matured into an effective, fully functioning team
performing
a reversal of the norming stage, in which team performance begins to decline as the size, scope, goal, or members of the team change
de-norming
a reversal of the storming phase, in which the team’s comfort level decreases, team cohesion weakens, and angry emotions and conflict may flare
de-storming
a reversal of the forming stage, in which team members position themselves to control pieces of the team, avoid each other, and isolate themselves from team leaders
de-forming
the ability to change organizational structures, policies, and practices in order to meet stretch goals
structural accomodation
the ability to make changes without first getting approval from managers or other parts of an organization
bureaucratic immunity
the degree to which a person believes that people should be self-sufficient and that loyalty to one’s self is more important than loyalty to team or company
individualism-collectivism
the average level of ability, experience, personality, or any other factor on a team
team level
the variances or differences in ability, experience, personality, or any other factor on a team
team diversity
skills, such as listening, communicating, questioning, and providing feedback, that enable people to have effective working relationships with others
interpersonal skills
compensation system that pays employees for learning additional skills or knowledge
skill-based pay
a compensation system in which companies share the financial value of performance gains, such as increased productivity, cost savings, or quality, with their workers
gainsharing
the set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal
motivation
the physical or psychological requirements that must be met to ensure survival and well-being
needs
a reward that is tangible, visible to others, and given to employees contingent on the performance of specific tasks or behaviors
extrinsic reward
a natural reward associated with performing a task or activity for its own sake
instrinsic reward
a theory that states that people will be motivated when they perceive that they are being treated fairly
equity theory
in equity theory, the contributions employees make to the organization
inputs
in equity theory, the rewards employees receive for their contributions to the organization
outcomes
in equity theory, others with whom people compare themselves to determine if they have been treated fairly
referents
in equity theory, an employee’s perception of how the rewards received from an organization compare with the employee’s contributions to that organization
Outcome/input (O/I) ratio
a form of inequity in which you are getting fewer outcomes relative to inputs than your referent is getting
underreward
a form of inequity in which you are getting more outcomes relative to inputs than your referent
overreward
the perceived degree to which outcomes and rewards are fairly distributed or allocated
distributive justice
the perceived fairness of the process used to make reward allocation decisions
procedural justice
the theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards
expectancy theory
the attractiveness or desirability of a reward or outcome
valence
the perceived relationship between effort and performance
expectancy
the perceived relationship between performance and rewards
instrumentality
the process of influencing others to achieve group or organizational goals
leadership
a leadership theory that holds that effective leaders possess a similar set of traits or characteristics
trait theory
relatively stable characteristics, such as abilities, psychological motives, or consistent patterns of behavior
traits
the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks
initiating structure
the extent to which a leader is friendly, approachable, and supportive and shows concern for employees
consideration
behaves toward followers
leadership style
a leadership theory states that to maximize work group performance, leaders must be matched to the situation that best fits their leadership style
contingency theory
the degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members
situational favorableness
the degree to which followers respect, trust, and like their leaders
leader-member relations
the degree to which the requirements of a subordinate’s tasks are clearly specified
task structure
the degree to which leaders are able to hire, fire, reward, and punish workers
position power
theory that says leaders need to adjust their leadership styles to match followers’ readiness
situational theory
the ability and willingness to take responsibility for directing one’s behavior at work
performance readiness
a leadership theory states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment
path-goal theory
a leadership style in which the leader lets employees know precisely what is expected of them, gives them specific guidelines for performing tasks, schedules work, sets standards of performance, and makes sure that people follow standard rules and regulations
directive leadership
a leadership style in which the leader is friendly and approachable to employees, shows concern for employees and their welfare, treats them as equals, and creates a friendly climate
supportive leadership
a leadership style in which the leader consults employees for their suggestions and input before making decisions
participative leadership
a leadership style in which the leader sets challenging goals, has high expectations of employees, and displays confidence that employees will assume responsibility and put forth extraordinary effort
achievement-oriented leadership
a theory that suggests how leaders can determine an appropriate amount of employee participation when making decisions
normative decision theory
leadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting
visionary leadership
the behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers
charismatic leadership
charismatic leaders who provide developmental opportunities for followers, are open to positive and negative feedback, recognize others’ contributions, share information, and have moral standards that emphasize the larger interests of the group, organization, or society
ethical charismatics
charismatic leaders who control and manipulate followers, do what is best for themselves instead of their organizations, want to hear only positive feedback, share only information that is beneficial to themselves, and have moral standards that put their interests before everyone else’s
unethical charismatics
leadership that generates awareness and acceptance of a group’s purpose and mission and gets employees to see beyond their own needs and self-interests for the good of the group
transformational leadership
leadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance
transactional leadership
a regulatory process of establishing standards to achieve organizational goals, comparing actual performance against the standards, and taking corrective action when necessary
control
a basis of comparison for measuring the extent to which various kinds of organizational performance are satisfactory or unsatisfactory
standards
the process of identifying outstanding practices, processes, and standards in other companies and adapting them to your company
benchmarking
the process of steering or keeping on course
cybernetic
a mechanism for gathering information about performance deficiencies after they occur
feedback control
a mechanism for gathering information about performance deficiencies as they occur, thereby eliminating or shortening the delay between performance and feedback
concurrent control
a mechanism for monitoring performance inputs rather than outputs to prevent or minimize performance deficiencies before they occur
feedforward control
the situation in which behavior and work procedures do not conform to standards
control loss
the costs associated with implementing or maintaining control
regulation costs
the extent to which it is possible to implement each step in the control process
cybernetic feasibility
the use of hierarchical authority to influence employee behavior by rewarding or punishing employees for compliance or noncompliance with organizational policies, rules, and procedures
bureaucratic control
the use of observable measures of worker behavior or outputs to assess performance and influence behaviorq
objective control
the regulation of the behaviors and actions that workers perform on the job
behavior control
the regulation of workers’ results or outputs through rewards and incentives
output control
the regulation of workers’ behavior and decisions through widely shared organizational values and beliefs
normative control
the regulation of workers’ behavior and decisions through work group values and beliefs
concertive control
a control system in which managers and workers control their own behavior by setting their own goals, monitoring their own progress, and rewarding themselves for goal achievement
self-control (self-management)
measurement of organizational performance in four equally important areas: finances, customers, internal operations, and innovation and learning
balanced scorecard
performance improvement in one part of an organization but only at the expense of decreased performance in another part
suboptimization
a type of analysis that predicts how changes in a business will affect its ability to take in more cash than it pays out
cash flow analysis
accounting statements that provide a snapshot of a company’s financial position at a particular time
balance sheets
accounting statements, also called “profit and loss statements,” that show what has happened to an organization’s income, expenses, and net profit over a period of time
income statements
calculations typically used to track a business’s liquidity (cash), efficiency, and profitability over time compared to other businesses in its industry
finance ratios
quantitative plans through which managers decide how to allocate available money to best accomplish company goals
budgets
a budgeting technique that requires managers to justify every expenditure every year
zero-based budgeting
the amount by which company profits (revenues minus expenses minus taxes) exceed the cost of capital in a given year
economic value added
a performance assessment in which companies identify which customers are leaving and measure the rate at which they are leaving
customer defections
customer perception that the product quality is excellent for the price offered
value
Partial Productivity =
Outputs divided by Single Kind of Input
managing the daily production of goods and services
operations management
a measure of performance that indicates how many inputs it takes to produce or create an output
productivity
a measure of performance that indicates how much of a particular kind of input it takes to produce an output
partial productivity
an overall measure of performance that indicates how much labor, capital, materials, and energy it takes to produce an output
multifactor productivity
machines or programs capable of completing complex tasks
robots
using robots to automate routine, highly repetitive, low-complexity, or single-purpose tasks
process automation
using automation programming to recognize and react to patterns of speech, written language, images, and other items
intelligent recognition
automation using robots to automate tasks while working directly with or near people
collaborative/social
a product or service free of deficiencies, or the characteristics of a product or service that satisfy customer needs
quality
a series of five international standards, from ISO 9000 to ISO 9004, for achieving consistency in quality management and quality assurance in companies throughout the world
ISO 9000
a series of international standards for managing, monitoring, and minimizing an organization’s harmful effects on the environment
ISO 14000
a series of 12 international standards for managing and monitoring security techniques for information technology
ISO 12000
an integrated, principle-based, organizationwide strategy for improving product and service quality
total quality management
an organizational goal to concentrate on meeting customers’ needs at all levels of the organization
customer focus
an organizational goal to provide products or services that meet or exceed customers’ expectations
customer satisfaction
an organization’s ongoing commitment to constantly assess and improve the processes and procedures used to create products and services
continuous improvement
a deviation in the form, condition, or appearance of a product from the quality standard for that product
variation
collaboration between managers and nonmanagers, across business functions, and between companies, customers, and suppliers
teamwork
the quality of treatment employees receive from management and other divisions of a company
internal service quality
restoring customer satisfaction to strongly dissatisfied customers
service recovery
a manufacturing operation that does not start processing or assembling products until a customer order is received
make-to-order operation
a manufacturing operation that orders parts and assembles standardized products before receiving customer orders
make-to-stock operation
a manufacturing operation that divides manufacturing processes into separate parts or modules that are combined to create semicustomized products
assemble-to-order operation
the degree to which manufacturing operations can easily and quickly change the number, kind, and characteristics of products they produce
manufacturing flexibility
a manufacturing operation that produces goods at a continuous, rather than a discrete, rate
continuous-flow production
manufacturing processes that are preestablished, occur in a serial or linear manner, and are dedicated to making one type of product
line-flow production
a manufacturing operation that produces goods in large batches in standard lot sizes
batch production
manufacturing operations that handle custom orders or small-batch jobs
job shops
the amount and number of raw materials, parts, and finished products that a company has in its possession
inventory
the basic inputs in a manufacturing process
raw material inventories
the basic parts used in manufacturing that are fabricated from raw materials
component parts inventories
partially finished goods consisting of assembled component parts
work-in-progress inventories
the final outputs of manufacturing operations
finished goods inventories
average overall inventory during a particular time period
average aggregate inventory
the point when a company runs out of finished product
stockout
the number of times per year that a company sells, or “turns over,” its average inventory
inventory turnover
the costs associated with ordering inventory, including the cost of data entry, phone calls, obtaining bids, correcting mistakes, and determining when and how much inventory to order
ordering cost
the costs of downtime and lost efficiency that occur when a machine is changed or adjusted to produce a different kind of inventory
setup cost
the cost of keeping inventory until it is used or sold, including storage, insurance, taxes, obsolescence, and opportunity costs
holding costs
the cost incurred when a company runs out of a product, including transaction costs to replace inventory and the loss of customers’ goodwill
stockout cost
a system of formulas that minimizes ordering and holding costs and helps determine how much and how often inventory should be ordered
economic order quantity (EOQ)
an inventory system in which component parts arrive from suppliers just as they are needed at each stage of production
just-in-time (JIT) inventory system
a ticket-based JIT system that indicates when to reorder inventory
kanban
a production and inventory system that determines the production schedule, production batch sizes, and inventory needed to complete final products
materials requirement planning (MRP)
an inventory system in which the level of one kind of inventory does not depend on another
independent demand system
an inventory system in which the level of inventory depends on the number of finished units to be produced
dependent demand system
