Defintition Flashcards
ACHIEVEMENT ORIENTATION
A worldview
that values assertiveness, performance, success,
and competition.
ADMINISTRATIVE MANAGEMENT
The
study of how to create an organizational structure
and control system that leads to high
efficiency and effectiveness
ADMINISTRATIVE MODEL
An approach
to decision making that explains why decision
making is inherently uncertain and risky and
why managers usually make satisfactory rather
than optimum decisions.
AGREEABLENESS
The tendency to get
along well with other people.
AMBIGUOUS INFORMATION
Information
that can be interpreted in multiple and often
conflicting ways.
ARBITRATOR
A third-party negotiator
who can impose what he or she thinks is a
fair solution to a conflict that both parties are
obligated to abide by.
ATTRACTION-SELECTION-ATTRITION
(ASA) FRAMEWORK
A model that
explains how personality may influence organizational
culture.
AUTHORITY
The power to hold people
accountable for their actions and to make
decisions concerning the use of organizational
resources.
B2B MARKETPLACE
An Internet-based
trading platform set up to connect buyers and
sellers in an industry.
B2B NETWORK STRUCTURE
A series of
global strategic alliances that an organization
creates with suppliers, manufacturers, and/or
distributors to produce and market a product
BARRIERS TO ENTRY
Factors that make
it difficult and costly for an organization
to enter a particular task environment or
industry.
BEHAVIORAL MANAGEMENT
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.
BENCHMARKING
The process of comparing
one company’s performance on specific
dimensions with the performance of other
high-performing organizations.
BOTTOM-UP CHANGE
A gradual or evolutionary
approach to change in which managers
at all levels work together to develop a
detailed plan for change.
BOUNDARY SPANNING
Interacting with
individuals and groups outside the organization
to obtain valuable information from the
environment.
BOUNDARYLESS CAREER
A career that is
not attached to or bound to a single organization
and consists of a variety of work experiences
in multiple organizations.
BOUNDARYLESS ORGANIZATION
An
organization whose members are linked by
computers, faxes, computer-aided design
systems, and video teleconferencing and who
rarely, if ever, see one another face-to-face.
BOUNDED RATIONALITY
Cognitive limitations
that constrain one’s ability to interpret,
process, and act on information
BRAND LOYALTY
Customers’ preference
for the products of organizations currently
existing in the task environment.
BUREAUCRACY
formal system of organization
and administration designed to ensure
efficiency and effectivenes
BUREAUCRATIC CONTROL
Control of
behavior by means of a comprehensive system
of rules and standard operating procedures.
BUSINESS-LEVEL PLAN
Divisional managers’
decisions pertaining to divisions’ longterm
goals, overall strategy, and structure.
BUSINESS-LEVEL STRATEGY
A plan that
indicates how a division intends to compete
against its rivals in an industry.
BUSINESS-TO-BUSINESS (B2B) COMMERCE
Trade that takes place between
companies using IT and the Internet to link
and coordinate the value chains of different
companies.
BUSINESS-TO-CUSTOMER (B2C)
COMMERCE
Trade that takes place
between a company and individual
customers using IT and the Internet.
CAFETERIA-STYLE BENEFIT PLAN
A
plan from which employees can choose the
benefits that they want.
CAREER PLATEAU
A position from which
the chances of being promoted or obtaining
a more responsible job are slight.
CENTRALIZATION
The concentration of
authority at the top of the managerial hierarchy.
CHARISMATIC LEADER
An enthusiastic,
self-confident leader who is able to clearly
communicate his or her vision of how good
things could be.
CLAN CONTROL
The control exerted on
individuals and groups in an organization by
shared values, norms, standards of behavior,
and expectations.
CLASSICAL DECISION-MAKING MODEL
A prescriptive approach to decision making
based on the assumption that the decision maker
can identify and evaluate all possible alternatives
and their consequences and rationally choose
the most appropriate course of action.
COERCIVE POWER
The ability of a manager
to punish others.
WHOLLY OWNED FOREIGN SUBSIDIARY
Production operations established in
a foreign country independent of any local
direct involvement.
VICARIOUS LEARNING g.
Learning
that occurs when the learner becomes
motivated to perform a behavior by
watching another person perform it and be
reinforced for doing so; also called observational
learnin
VERTICAL INTEGRATION
Expanding a
company’s operations either backward into
an industry that produces inputs for its products
or forward into an industry that uses,
distributes, or sells its products.
VALENCE I
n expectancy theory, how desirable
each of the outcomes available from a
job or organization is to a person.
VALIDITY
The degree to which a tool or
test measures what it purports to measure.
VALUE CHAIN
The coordinated series
or sequence of functional activities necessary
to transform inputs such as new product
concepts, raw materials, component
parts, or professional skills into the finished
goods or services customers value and want
to buy.
TURNAROUND MANAGEMENT
The creation
of a new vision for a struggling company
based on a new approach to planning and
organizing to make better use of a company’s
resources to allow it to survive and prosper.
UNCERTAINTY AVOIDANCE .
The degree
to which societies are willing to tolerate
uncertainty and risk
TRANSFORMATIONAL LEADERSHIP
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 that motivates
subordinates to work for the good of the
organization.
TRANSACTIONAL LEADERSHIP
Leadership
that motivates subordinates by rewarding
them for high performance and reprimanding
them for low performance.
TRANSACTION-PROCESSING SYSTEM
A management information system designed
to handle large volumes of routine, recurring
transactions.
TRAINING
Teaching organizational members
how to perform their current jobs and
helping them acquire the knowledge and
skills they need to be effective performers
TOP-MANAGEMENT TEAM
A group
composed of the CEO, the COO, the president,
and the heads of the most important
departments.
TOP-DOWN CHANGE
A fast, revolutionary approach to change in which top managers identify what needs to be changed and then move quickly to implement the changes throughout the organization.
360-DEGREE APPRAISAL
A performance
appraisal by peers, subordinates, superiors,
and sometimes clients who are in a position to
evaluate a manager’s performance.
THEORY Y
A set of positive assumptions
about workers that lead to the conclusion
that a manager’s task is to create a work setting
that encourages commitment to organizational
goals and provides opportunities
for workers to be imaginative and to exercise
initiative and self-direction.
THEORY X
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
T ERMINAL VALUE
A lifelong goal or
objective that an individual seeks to achieve.
TASK ENVIRONMENT
The set of forces
and conditions that originate with suppliers,
distributors, customers, and competitors
and affect an organization’s ability to obtain
inputs and dispose of its outputs because they
influence managers on a daily basis.
SYNERGY
Performance gains that result
when individuals and departments coordinate
their actions.
SWOT ANALYSIS
A planning exercise
in which managers identify organizational
strengths (S) and weaknesses (W) and environmental
opportunities (O) and threats (T).
SPAN OF CONTROL
The number of subordinates
who report directly to a manager
STAKEHOLDERS
The people and groups
that supply a company with its productive
resources and so have a claim on and stake in
the company.
STANDARD OPERATING PROCEDURES
SOPS
Specific sets of written instructions
about how to perform a certain aspect
of a task.
STRATEGY
cluster of decisions about
what goals to pursue, what actions to take,
and how to use resources to achieve goals.
STRATEGIC HUMAN RESOURCE MANAGEMENT
The process by which managers
design the components of an HRM system
to be consistent with each other, with other
elements of organizational architecture, and
with the organization’s strategy and goals.
SPIRAL CAREER
A career consisting of
a series of jobs that build on each other but
tend to be fundamentally different.
SOCIAL LOAFING
The tendency of individuals
to put forth less effort when they work
in groups than when they work alone
SOCIAL LEARNING THEORY
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.
SKUNKWORKS
A group of intrapreneurs
who are deliberately separated from the normal
operation of an organization to encourage
them to devote all their attention to
developing new products.
SHORT-TERM ORIENTATION
A worldview
that values personal stability or happiness and
living for the present.
SERVANT LEADER
leader who has a
strong desire to serve and work for the benefit
of others
SEQUENTIAL TASK INTERDEPENDENCE
The task interdependence that
exists when group members must perform
specific tasks in a predetermined order.
SENDER
The person or group wishing to
share information.
SELF-REINFORCER
Any desired or attractive
outcome or reward that a person gives to
himself or herself for good performance.
SELF-MANAGED WORK TEAM
A group of
employees who supervise their own activities
and monitor the quality of the goods and services
they provide.
SELF-MANAGED TEAM
A group of
employees who assume responsibility for
organizing, controlling, and supervising their
own activities and monitoring the quality of
the goods and services they provide.
SELF-EFFICACY
A person’s belief about
his or her ability to perform a behavior
successfully.
RECIPROCAL TASK INTERDEPENDENCE
The task interdependence that
exists when the work performed by each
group member is fully dependent on the
work performed by other group members
PRODUCT DEVELOPMENT
The management
of the value chain activities involved in
bringing new or improved goods and services
to the market.
PRODUCT LIFE CYCLE
The way demand
for a product changes in a predictable pattern
over time.
PRODUCT STRUCTURE
An organizational
structure in which each product line or
business is handled by a self-contained
division.
PRODUCT TEAM STRUCTURE
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.
PRODUCTION BLOCKING
A loss of productivity
in brainstorming sessions due to the
unstructured nature of brainstorming.
PRODUCTION SYSTEM
The system that
an organization uses to acquire inputs, convert
the inputs into outputs, and dispose of
the outputs.
PROFESSIONAL ETHICS
Standards that
govern how members of a profession are to
make decisions when the way they should
behave is not clear-cut.
PROGRAMMED DECISION MAKING
Routine,
virtually automatic decision making that
follows established rules or guidelines.
PROSOCIALLY MOTIVATED BEHAVIOR
Behavior that is performed to benefit or help
others.
QUID PRO QUO SEXUAL HARASSMENT
Asking for or forcing an employee to perform
sexual favors in exchange for receiving some
reward or avoiding negative consequences.
REALISTIC JOB PREVIEW (RJP)
An
honest assessment of the advantages and disadvantages
of a job and organization.
REASONED JUDGMENT
A decision that
takes time and effort to make and results
from careful information gathering, generation
of alternatives, and evaluation of
alternatives.
PRODUCT CHAMPION
A manager who
takes “ownership” of a project and provides
the leadership and vision that take a product
from the idea stage to the final customer.
PROCESS REENGINEERING
The fundamental
rethinking and radical redesign
of business processes to achieve dramatic
improvement in critical measures of performance
such as cost, quality, service, and speed
PROCEDURAL JUSTICE
A moral principle
calling for the use of fair procedures to determine
how to distribute outcomes to organizational
members.
PROACTIVE APPROACH
Companies and
their managers actively embrace socially
responsible behavior, going out of their way
to learn about the needs of different stakeholder
groups and utilizing organizational
resources to promote the interests of all
stakeholders.
PRACTICAL RULE
An ethical decision is
one that a manager has no reluctance about
communicating to people outside the company
because the typical person in a society
would think it is acceptable.
POWER DISTANCE
The degree to which
societies accept the idea that inequalities in
the power and well-being of their citizens are
due to differences in individuals’ physical and
intellectual capabilities and heritage
POTENTIAL COMPETITORS
Organizations
that presently are not in a task environment
but could enter if they so choose.
