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FSOT Flashcards

1
Q

Performance Objectives

A

established quality and time goals for accomplishments of task

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2
Q

Delegation

A

Distribution of responsibility and authority to subordinates

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3
Q

Decision Making Process

A 
Identify the Problem
Note criteria related to the problem
Generate Options to solve problem
Make a decision
Receive feedback
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4
Q

Individual Decision Making

A

Depends on a number of different factors, some enhance decision making while other are obstacles

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5
Q

Risk Tolerance

A

Degree to which a manager can afford to make a risky decision

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6
Q

Cognitive Dissonance

A

Difference between the situation as it is and the manager’s perception of the situation

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7
Q

Directive Decision Maker

A

Assembles important information but emphasizes the necessity of making a quick decision

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8
Q

Conceptual Decision Maker

A

Tends to create a mental model of the situation and then to base his or her decisions on this mode’s predictions

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9
Q

Behavorial Decision Making

A

Concentrates on the effects of the decisions on other people

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10
Q

Managerial Decision Making

A

Increase information leads to better decisions
Bring creativity , experience and knowledge to the process of decision making
Attempt to minimize risk

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11
Q

Analytical Decision Makers

A

Take a rational, measured approach that relies on receiving as much information as possible

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12
Q

Intuitive Decision Making

A

A Decision is based on his or her beliefs or emotions

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13
Q

Systematic Decision Making Model

A

Decision maker uses all of the available data to select the most logical option
Best for programmed decisions
Very little risk

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14
Q

Administrative Decision Model

A

Perfect information is never available and no person is perfect analysis
Better for complex issues

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15
Q

Political Decision

A

Primary determinant is the anticipated reaction from those affected by the decision
Best for decisions that need to create consensus and minimize conflict
Good for decisions involving large stakeholders and ambiguous information

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16
Q

Availability Heuristic

A

Relying on memory rather than available information

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17
Q

Representative Heuristic

A

use of similar precedents to determine a decision

rather than attention to facts as they are

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18
Q

PDCA Cycle

A

Plan, Do, Check, Act

4 Step Process planning cycle
Identifies needed quality improvement changes
Tests changes in small sample
Employees determine success
Can lead to larger implementation
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19
Q

Strategic Planning Process

A

1) Identify purpose of organization
2) Determine Goals/Objectives for long/short term
3) Perform detailed analysis of business environment
4) Create Strategy for departments & Organization as a whole
5) Implement plan and review outcomes

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20
Q

SWOT Analysis

A

Strength, Weakness, Opportunity & Threat

Used for assessing current health of a business

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21
Q

Recruitment

A

Use of recruitment tactics to attract job applicants and manage their personnel neads

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22
Q

Hiring Process

A

1) Preliminary Screening: interviewing or phone call
2) In Person interview
3) Reference/Drug Test

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23
Q

Workplace Compensation

A

compensation is not solely financial and can included vacation days, use of company resources, insurance and indirect financial compensation

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24
Q

Differential Piece Rate Payment

A

employer pays one rate for a low level of production and higher rate as incentive for greater production

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25
Production Bonus System
employee is given a flat rate payment and bonus whenever their production is greater than a certain amount
26
Workplace Benefits
US Mandates companies pay unemployment insurance, Social Security and workers' compensation benefits
27
Cafeteria or Flexible Benefit Plan
Employees agree to set aside a portion of their they will spend on things like insurance Money not entered into yearly income (ie not taxed
28
Workplace Training and Development
Benefits of continuously training and improving skills of employees
29
Training
Learning how to perform a job for the first time
30
Development
learning how to perform an existing job better
31
Job Analysis
list of all the activities associated with a particular job and the skills required to perform them
32
Job Design
Construction of professional role with aim of increasing employee satisfaction and efficiency
33
Job Redesign
Refinement of an already existing job
34
Job Enrichment
Aims at tackling issues such as; feeling under appreciated, lack of responsibility, not growing professionally that may cause employee to leave job
35
Steps in increase Job Enrichment
1) Skill variety: giving broader range of tasks to complete 2) Task Identity: In charge of task from inception to completion 3) Task Significance: increasing consequential taks 4) Autonomy: given more freedom 5) Feedback: response to their work
36
Evaluating Work Performance
Detail the strengths and weaknesses of an employee's work | Determine employee placement, compensation and training
37
Personality Traits
which an employee will take responsibility for himself 1) Extraversion 2) Emotional Stability 3) Openness to new experience 4) Conscientiousness 5) Agreeableness
38
Selective Perception
conscious or unconscious removal of information that conflicts with a person's values or belief system
39
Stereotyping
Assumption about some other person based upon their gender, ethnicity, religion etc
40
Priming
Excessive emphasis on first impression
41
Recency
excessive emphasis on most recent impression
42
Halo Effect
Excessive emphasis on one trait of a person/situation
43
Leadership
Development of an organization vision, as well as day to day guidance that encourages team to work toward that vision
44
Strategic Leadership
concerned with creating a climate of motivation and optimism in a company
45
James Kouzes and Barry Posner
List the important behaviours in a leader 1) Question conventional beliefs and techniques 2) Inspire others to collective action 3) Provide subordinates with information and autonomy 4) Model organization off of their own behavior 5) Reward and appreciate their subordinates
46
Legitimate Power
Authority of a manger to issue commands to subordinate
47
Reward Power
authority of a manager to offer and distribute incentives
48
Coercive Power
authority of a manager to discipline and punish subordiantes
49
Referent Power
authority of a manger that derives from his or her charisma, style and other personal qualities
50
Expert Power
authority of a manager that derives from his or her exceptional training or knowledge for a certain subject
51
Fair Labor Standards Act (1938)
Divided employees into exempt, who could not receive overtime pay and non exempt who could
52
Equal Pay Act (1963)
Outlawed pay discrimination based on gender
53
Civil Rights Act (1964)
Outlawed employment discrimination based on race, sex, ethnicity, nationality or religion Title VII- outlawed discrimination in recruiting, hiring, termination, promotion, compensation and training
54
Age Discrimination in Employment Act (1967)
Outlawed employment discrimination against those over 40 and limited mandatory training
55
Vocational Rehabilitation Act (1973)
Enforce affirmative action for federal employers and contractors with respect for mandatory retirement
56
Americans with Disability Act (1990)
Outlawed employment discrimination against the disabled; definition of disability expanded to include cancer patients in remission, those affected with AIDs, alcoholics and drug abusers
57
Civil Rights Act (1991)
Strengthened anti discriminatory legislation and redefined punishments for violators
58
Family Medical Leave Act (1991)
Asserted that employees with medical or family needs should receive twelve weeks unpaid leave without threat of termination
59
Occupational Safety and Health Act (OHSA)
Asserts rules for workplace safety, as for instance mandatory onsite inspections and record-keeping related to deaths and injuries
60
National Labour Relations Act/Wagner Act (1935)
legalized labor unions, outlawed several employer practices related to labor and created the national labor relations board
61
Taft-Hartley Act (1947)
Labor-Management Relations Act: protected management by outlawing some labour union practices, allowing workers to decertify their union and reinforced free speech
62
Labor Management Report and Disclosure ACT/ Landrum-Griffin Act (1959)
Created a bill of rights for union members, including union reporting requirements and control over union dues
63
Naturalistic Observation
Pschologists observe people and their natural behavior without interfering
64
Survey Method
Surveys are distributed among a wide range of people and the answers are correlated
65
Case Studies
Specific individuals or groups are studied in depth over a period of time
66
Experimental Method
Involves experimental and control groups and use of specific experiments to prove or disprove a theory
67
Correlational design
Is concerned with relationships between variables, such as whether one factor causes or influences another
68
Johannes P. Muller & Herman L.F. Von Hemholtz
Conducted scientific and organized studies of sensations and perceptions Possible to study actual physical processes that work to produce mental activity
69
William James & William Wundt
First psychology laboratory and psychological journal Separated psychology from philosophy Introspection grew from their work
70
Sigmund Freud
Subconscious to hold numerous repressed experiences and feeling that drove behavior without the individual being aware of it These subconscious motivators could lead to severe personality problems and disorders
71
Freuds Psychoanalytic Theory
Proposed three major components to an individual's psychological make up Id- driven by instinct and basic drives Ego- Most conscious and producing self-awareness Superego- Strives for perfection and appropriate behavior
72
Carl Jung
Developed theories regarding the workings of the human mind in regards to extroversion and introversion proposed existence of the collective unconscious and the occurrence of synchronicity
73
Ivan Pavlop & S.F. Skinner
Built on theories of John B. Watson who developed idea of behavioursim Believed environment influenced individual behaviour Proved existence of conditioned responses Pavlov's dogs experiment
74
Gestalt Psychology
developed by Max Wertheimer where events are not considered individually but as a larger pattern
75
Social Psychology
Study of how social conditions affect individuals
76
Nativism
Theory that states that there is a certain body of knowledge all people are born with
77
Empiricism
Theorizes that all knowledge is acquired through life experiences, impressing inself on a mind that are blank from the time of birth
78
Behaviorism
Theory based on growth, learning, and training would always win out over any possible inborn tendencies Any person could learn to perform any type of craft with sufficient training
79
Divisions of human Life Span
1) Infancy & Childhood: most rapid period of human development (experiencing the world) 2) Adolescence: represents the shift from childhood to adulthood 3) Adulthood: Individuals take on new accountability, become self sufficient, form their own families and social networks 4) Old age: Priorities shift again as children become adults and no longer require support or supervision
80
Types of Learning
Learning as a permanent change in behavior. Classified by 1) Classical Conditioning 2) Operant Conditioning 3) Social Learning
81
Classical conditioning
learning process in which a specific stimulus is associated with a specific response over time
82
Operant conditioning
learning process in which behavior is punished or rewarded leading to desired long term behavior
83
Social Learning
learning based on observation of others and modeling others' behaviors
84
Factors of Social Psychology
Social Psychology states the ways in which people interact as well as why and who they decide to interaction with. Factors are 1) Social Perception 2) Personal Relationships 3) Group Behavior 4) Attitudes
85
Social Perception
how we perceive others and their behavior as we make judgments based on our own experiences and prejudices
86
Personal Relationships
close relationships developed among people for various reasons including the desire to reproduce and form a family unit
87
Group Behavior
People gather into groups with similar beliefs, needs or other characteristics
88
Attitudes
Individual attitudes toward others develop over time based on individual history experience, knowled and other factors

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