BUS230 - Test #3 Study Flashcards

(146 cards)

1
Q

informally agreed-on standards that regulate team behavior

A

norms

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2
Q

Minnesota Vikings’ Donut Club

A

An example of a positive team norm

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3
Q

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

A

work team

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4
Q

training team members to do all or most of the jobs performed by the other team members

A

cross-training

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5
Q

behavior in which team members withhold their efforts and fail to perform their share of the work

A

social loafing

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6
Q

a group composed of two or more people who work together to achieve a shared goal

A

traditional work group

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7
Q

team that provides advice or makes suggestions to management concerning specific issues

A

employee involvement team

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8
Q

a group that has the authority to make decisions and solve problems related to the major tasks of producing a product or service

A

semi-autonomous work group

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9
Q

a team that has the characteristics of self-managing teams but also controls team design, work tasks, and team membership

A

self-designing team

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10
Q

a team that manages and controls all of the major tasks of producing a product or service

A

self-managing team

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11
Q

a team composed of employees from different functional areas of the organization

A

cross-functional team

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12
Q

a team composed of geographically and/or organizationally dispersed coworkers who use telecommunication and information technologies to accomplish an organizational task

A

virtual team

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13
Q

a team created to complete specific, onetime projects or tasks within a limited time

A

project team

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14
Q

the extent to which team members are attracted to a team and motivated to remain in it

A

cohesiveness

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15
Q

the first stage of team development, in which team members meet each other, form initial impressions, and begin to establish team norms

A

forming

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16
Q

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

A

storming

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17
Q

the third stage of team development, in which team members begin to settle into their roles, group cohesion grows, and positive team norms develop

A

norming

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18
Q

the fourth and final stage of team development, in which performance improves because the team has matured into an effective, fully functioning team

A

performing

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19
Q

a reversal of the norming stage, in which team performance begins to decline as the size, scope, goal, or members of the team change

A

de-norming

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20
Q

a reversal of the storming phase, in which the team’s comfort level decreases, team cohesion weakens, and angry emotions and conflict may flare

A

de-storming

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21
Q

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

A

de-forming

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22
Q

the ability to change organizational structures, policies, and practices in order to meet stretch goals

A

structural accomodation

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23
Q

the ability to make changes without first getting approval from managers or other parts of an organization

A

bureaucratic immunity

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24
Q

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

A

individualism-collectivism

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25
the average level of ability, experience, personality, or any other factor on a team
team level
26
the variances or differences in ability, experience, personality, or any other factor on a team
team diversity
27
skills, such as listening, communicating, questioning, and providing feedback, that enable people to have effective working relationships with others
interpersonal skills
28
compensation system that pays employees for learning additional skills or knowledge
skill-based pay
29
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
30
the set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal
motivation
31
the physical or psychological requirements that must be met to ensure survival and well-being
needs
32
a reward that is tangible, visible to others, and given to employees contingent on the performance of specific tasks or behaviors
extrinsic reward
33
a natural reward associated with performing a task or activity for its own sake
instrinsic reward
34
a theory that states that people will be motivated when they perceive that they are being treated fairly
equity theory
35
in equity theory, the contributions employees make to the organization
inputs
36
in equity theory, the rewards employees receive for their contributions to the organization
outcomes
37
in equity theory, others with whom people compare themselves to determine if they have been treated fairly
referents
38
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
39
a form of inequity in which you are getting fewer outcomes relative to inputs than your referent is getting
underreward
40
a form of inequity in which you are getting more outcomes relative to inputs than your referent
overreward
41
the perceived degree to which outcomes and rewards are fairly distributed or allocated
distributive justice
42
the perceived fairness of the process used to make reward allocation decisions
procedural justice
43
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
44
the attractiveness or desirability of a reward or outcome
valence
45
the perceived relationship between effort and performance
expectancy
46
the perceived relationship between performance and rewards
instrumentality
47
the process of influencing others to achieve group or organizational goals
leadership
48
a leadership theory that holds that effective leaders possess a similar set of traits or characteristics
trait theory
49
relatively stable characteristics, such as abilities, psychological motives, or consistent patterns of behavior
traits
50
the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks
initiating structure
51
the extent to which a leader is friendly, approachable, and supportive and shows concern for employees
consideration
52
behaves toward followers
leadership style
53
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
54
the degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members
situational favorableness
55
the degree to which followers respect, trust, and like their leaders
leader-member relations
56
the degree to which the requirements of a subordinate’s tasks are clearly specified
task structure
57
the degree to which leaders are able to hire, fire, reward, and punish workers
position power
58
theory that says leaders need to adjust their leadership styles to match followers’ readiness
situational theory
59
the ability and willingness to take responsibility for directing one’s behavior at work
performance readiness
60
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
61
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
62
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
63
a leadership style in which the leader consults employees for their suggestions and input before making decisions
participative leadership
64
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
65
a theory that suggests how leaders can determine an appropriate amount of employee participation when making decisions
normative decision theory
66
leadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting
visionary leadership
67
the behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers
charismatic leadership
68
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
69
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
70
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
71
leadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance
transactional leadership
72
a regulatory process of establishing standards to achieve organizational goals, comparing actual performance against the standards, and taking corrective action when necessary
control
73
a basis of comparison for measuring the extent to which various kinds of organizational performance are satisfactory or unsatisfactory
standards
74
the process of identifying outstanding practices, processes, and standards in other companies and adapting them to your company
benchmarking
75
the process of steering or keeping on course
cybernetic
76
a mechanism for gathering information about performance deficiencies after they occur
feedback control
77
a mechanism for gathering information about performance deficiencies as they occur, thereby eliminating or shortening the delay between performance and feedback
concurrent control
78
a mechanism for monitoring performance inputs rather than outputs to prevent or minimize performance deficiencies before they occur
feedforward control
79
the situation in which behavior and work procedures do not conform to standards
control loss
80
the costs associated with implementing or maintaining control
regulation costs
81
the extent to which it is possible to implement each step in the control process
cybernetic feasibility
82
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
83
the use of observable measures of worker behavior or outputs to assess performance and influence behaviorq
objective control
84
the regulation of the behaviors and actions that workers perform on the job
behavior control
85
the regulation of workers’ results or outputs through rewards and incentives
output control
86
the regulation of workers’ behavior and decisions through widely shared organizational values and beliefs
normative control
87
the regulation of workers’ behavior and decisions through work group values and beliefs
concertive control
88
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)
89
measurement of organizational performance in four equally important areas: finances, customers, internal operations, and innovation and learning
balanced scorecard
90
performance improvement in one part of an organization but only at the expense of decreased performance in another part
suboptimization
91
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
92
accounting statements that provide a snapshot of a company’s financial position at a particular time
balance sheets
93
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
94
calculations typically used to track a business’s liquidity (cash), efficiency, and profitability over time compared to other businesses in its industry
finance ratios
95
quantitative plans through which managers decide how to allocate available money to best accomplish company goals
budgets
96
a budgeting technique that requires managers to justify every expenditure every year
zero-based budgeting
97
the amount by which company profits (revenues minus expenses minus taxes) exceed the cost of capital in a given year
economic value added
98
a performance assessment in which companies identify which customers are leaving and measure the rate at which they are leaving
customer defections
99
customer perception that the product quality is excellent for the price offered
value
100
Partial Productivity =
Outputs divided by Single Kind of Input
101
managing the daily production of goods and services
operations management
102
a measure of performance that indicates how many inputs it takes to produce or create an output
productivity
103
a measure of performance that indicates how much of a particular kind of input it takes to produce an output
partial productivity
104
an overall measure of performance that indicates how much labor, capital, materials, and energy it takes to produce an output
multifactor productivity
105
machines or programs capable of completing complex tasks
robots
106
using robots to automate routine, highly repetitive, low-complexity, or single-purpose tasks
process automation
107
using automation programming to recognize and react to patterns of speech, written language, images, and other items
intelligent recognition
108
automation using robots to automate tasks while working directly with or near people
collaborative/social
109
a product or service free of deficiencies, or the characteristics of a product or service that satisfy customer needs
quality
110
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
111
a series of international standards for managing, monitoring, and minimizing an organization’s harmful effects on the environment
ISO 14000
112
a series of 12 international standards for managing and monitoring security techniques for information technology
ISO 12000
113
an integrated, principle-based, organizationwide strategy for improving product and service quality
total quality management
114
an organizational goal to concentrate on meeting customers’ needs at all levels of the organization
customer focus
115
an organizational goal to provide products or services that meet or exceed customers’ expectations
customer satisfaction
116
an organization’s ongoing commitment to constantly assess and improve the processes and procedures used to create products and services
continuous improvement
117
a deviation in the form, condition, or appearance of a product from the quality standard for that product
variation
118
collaboration between managers and nonmanagers, across business functions, and between companies, customers, and suppliers
teamwork
119
the quality of treatment employees receive from management and other divisions of a company
internal service quality
120
restoring customer satisfaction to strongly dissatisfied customers
service recovery
121
a manufacturing operation that does not start processing or assembling products until a customer order is received
make-to-order operation
122
a manufacturing operation that orders parts and assembles standardized products before receiving customer orders
make-to-stock operation
123
a manufacturing operation that divides manufacturing processes into separate parts or modules that are combined to create semicustomized products
assemble-to-order operation
124
the degree to which manufacturing operations can easily and quickly change the number, kind, and characteristics of products they produce
manufacturing flexibility
125
a manufacturing operation that produces goods at a continuous, rather than a discrete, rate
continuous-flow production
126
manufacturing processes that are preestablished, occur in a serial or linear manner, and are dedicated to making one type of product
line-flow production
127
a manufacturing operation that produces goods in large batches in standard lot sizes
batch production
128
manufacturing operations that handle custom orders or small-batch jobs
job shops
129
the amount and number of raw materials, parts, and finished products that a company has in its possession
inventory
130
the basic inputs in a manufacturing process
raw material inventories
131
the basic parts used in manufacturing that are fabricated from raw materials
component parts inventories
132
partially finished goods consisting of assembled component parts
work-in-progress inventories
133
the final outputs of manufacturing operations
finished goods inventories
134
average overall inventory during a particular time period
average aggregate inventory
135
the point when a company runs out of finished product
stockout
136
the number of times per year that a company sells, or “turns over,” its average inventory
inventory turnover
137
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
138
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
139
the cost of keeping inventory until it is used or sold, including storage, insurance, taxes, obsolescence, and opportunity costs
holding costs
140
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
141
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)
142
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
143
a ticket-based JIT system that indicates when to reorder inventory
kanban
144
a production and inventory system that determines the production schedule, production batch sizes, and inventory needed to complete final products
materials requirement planning (MRP)
145
an inventory system in which the level of one kind of inventory does not depend on another
independent demand system
146
an inventory system in which the level of inventory depends on the number of finished units to be produced
dependent demand system