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| Chapter 13 | |
| Behavior | The actions of people |
| Organizational Behavior | The study of the actions of people at work |
| attitudes | Evaluative statements concerning objects, people, or events |
| Cognitive component of an attitude | The beliefs, opinions, knowledge or information held by a person |
| affective components of an attitude | the emotion or feeling segment of an attitude |
| Behavioral component of an attitude | An intention to behave in a certain way toward someone or something |
| Job satisfaction | A person's general attitude toward his or her job |
| Job Involvement | The degree to which an employee identifies with his or her job, actively participates in it, and considers his or her hob performance important to his or her self-worth. |
| Organizational commitment | An employee's orientation toward the organization in terms of his or her loyalty to, identification with, and involvement in the organization. |
| Attitude surveys | Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, or the organization |
| Personality | A combination of psychological traits that describes a person |
| Big-Five Model | Five-factor model of personality that includes extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience |
| Focus of control | The degree to which people believe they are masters of their own fate |
| Machiavellianism | A measure of the degree to which people are pragmatic, maintain emotional distance, and believe that ends can justify means |
| Self-esteem | An individual's degree of like or dislike for himself or herself |
| Self-monitoring | A personality trait that measures an individual's ability to adjust his or her behavior to external situational factors |
| Perception | The process of organizing and interpreting sensory impressions in order to give meaning to the environment |
| Attribution theory | A theory used to develop explanations of how be judge people differently depending on the meaning we attribute to a given behavior |
| Fundamental attribution error | The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others |
| Self-serving bias | The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors |
| Selectivity | The process by which people assimilate certain bits and pieces of what they observe, depending on their interests, background, and attitudes |
| Assumed similarity | The belief that others are like oneself |
| Stereotyping | Judging a person on the basis of one's perception of a group to which he or she belongs |
| Halo effect | A general impression of an individual based on a single characteristic |
| Learning | Any relatively permanent change in behavior that occurs as a result of experience |
| Operant conditioning | A type of conditioning in which desired voluntary behavior leads to a reward or prevents a punishment |
| Shaping Behavior | Systematically reinforcing each successive step that moves an individual closer to the desired response |
| Chapter 14 | |
| Group | Two or more INTERACTING AND INTERDEPENDENT individuals who come together to achieve PARTICULAR OBJECTIVES |
| Forming | The first stage in group development, during which people join the group and the define the group's purpose, structure, and leadership; characterized by uncertainty |
| storming | The second stage of group development, characterized by intragroup conflict |
| Norming | The third stage of group development, characterized by close relationships an cohesiveness |
| Performing | The fourth stage in group development, when the group is fully functional |
| Adjourning | The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance |
| Role | A set of behavior patterns expected of someone occupying a given position in a social unit |
| Norms | Acceptable standard shared by a group's members |
| Status | A prestige grading, position, or rank within a group |
| Free rider tendency | The reduction of effort that individual members contribute to the group as it increases in size |
| Group cohesiveness | The degree to which members are attracted to one another and share the group's goals |
| Conflict | Perceived incompatible differences that result in interference or opposition |
| Traditional view of conflict | The view that all conflict is bad and must be avoided |
| Human relations view of conflict | The view that conflict is a natural and inevitable outcome in any group |
| Interactions view of conflict | The view that some conflict is necessary for a group to perform effectively |
| Functional conflicts | Conflicts that support a group's goals |
| Dysfunctional conflicts | Conflicts that prevent a group from achieving it's goals |
| Avoidance | Withdrawal from or suppression of conflict |
| Accommodation | Resolving conflicts by placing another's needs and concerns above one's own |
| forcing | Satisfying one's own needs at the expense of another's |
| Compromise | A solution to conflict in which each party gives up something of value |
| Collaboration | Resolving conflict by seeking a solution advantageous to all parties |
| Informal communication | Communication that exists outside the organization's formally authorized communication channels |
| Grapevine | The informal communication network |
| Groupthink | The withholding by group members of different views in order to appear in agreement |
| Brainstorming | An idea-generating process that encourages alternatives while withholding criticism |
| nominal group techniques | A group decision-making techniques in which group members are physically present but operate independently |
| Delphi Technique | A group decision-making technique in which members never meet face to face |
| Electronic meetings | Decision-making groups that interact by using linked computers |
| Work teams | Formal groups made up of interdependent individuals, responsible for the attainment of a goal |
| Functional Team | A type of work team that is composed of a manager and his or her subordinates from a particular functional area |
| Self-directed or self-managed team | A type of work team that operates without a manager and is responsible for a complete work process or segment that delivers a product or service to an external or internal customer |
| Cross-functional team | A type of work team in which individuals who are experts in various specialties f(or functions) work together on various organizational l tasks |
| Gainsharing | A group incentive program that shares the gains of the efforts of group members with those group members |
| Quality circles | Work groups that meet regularly to discuss, investigate, and correct quality problems |
| Chapter 15 | |
| Motivation | The willingness to exert high levels of effort to reach organizational goals, conditioned by the effort's ability to satisfy some individual need |
| Need | An internal state that makes certain outcomes appear attractive |
| Three-needs theory | The needs for achievement, power, and affiliation are major motives in work |
| Need for achievement | The drive to excel, to achieve in relation to a set of standards, to strive to succeed |
| Need for Power | The need to make others behave in a way that they would not have behaved otherwise |
| Need for affiliation | The desire for friendly and close interpersonal relationships |
| Motivation | The willingness to exert high levels of effort to reach organizational goals as conditioned by that effort's ability to satisfy some individual need |
| Hierarchy of needs theory | Maslow's theory that there is a hierarchy of five human needs: physiological, safety, social, esteem, and self-actualization. As each need is substantially satisfied, the next becomes dominant |
| Physiological needs | Basic food, drink, shelter, and sexual needs |
| Safety needs | A person's needs for security and protection from physical and emotional harm |
| Social needs | A person's needs for affection, belongingness, acceptance and friendship |
| Esteem needs | Internal factors such as self-respect, autonomy, and achievement and external factors such as status, recognition, and attention |
| self-actualization needs | A person's drive to become what he or she is capable of becoming |
| Theory X | The assumption that employees dislike work, are lazy, seek to avoid responsibility, and must be coerced to perform |
| Theory Y | The assumption that employees are creative, seek responsibility, and can exercise self-direction |
| Motivation-hygiene theory | The theory that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction |
| hygiene factors | Factors that eliminate job dissatisfaction |
| Motivators | Factors that increase job satisfaction |
| Goal -setting Theory | The proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than easy goals. |
| Reinforcement theory | Behavior is a function of its consequences |
| Reinforcer | Any consequence immediately following a response that increases the probability that the behavior will be repeated |
| Job Design | The way tasks are combined to form complete jobs |
| Job Scope | The number of different tasks required in a job and the frequency with which those tasks are repeated |
| Job enlargement | The horizontal expansion of a job; an increase in job scope |
| Job enrichment | Vertical expansion of a job by adding planning and evaluating responsibilities |
| Job depth | The degree of control employees have over their work |
| Job characteristics model (JCM | A framework for analyzing and designing jobs; identifies five primary job characteristics, their interrelationships, and their impact on outcome variables |
| Skill variety | The degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents |
| Task identity | The degree to which a job requires completion of a whole and identifiable piece of work |
| Task significance | The degree to which a job has a substantial impact on the lives or work of other people |
| Autonomy | The degree to which a job provides substantial freedom, independence, and discretion to an individual in scheduling and carrying out his/her work |
| Feedback | The degree to which carrying out the work activities required by a job results in an individual's obtaining direct and clear information about the effectiveness of his or her performance |
| Equity theory | The theory that an employee compares his job's inputs-outcomes ratio with that of relevant others and then corrects any inequity |
| referents | The person's systems, or selves against which individuals compare themselves to assess equity |
| Expectancy theory | The theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome on the attractiveness of that outcome to the individual |
| compressed workwee | A workweek consisting of fou 10-hour days |
| Flexible work hours (Flextime) | A scheduling system in which employees are required to work a certain number of hours a week, but are free, withing limits, to vary the hours of work |
| Job sharing | The practice of having two or more prople split a 40-hour-a-week job |
| Telecommuting | The linking by computer and modem of workers at home with co-workers and management at an office |
| Pay-for-performance programs | Compensation plans that pay employees on the basis of some performance measure |
| Open-book management | A motivational approach in which an orgainization's financial statements (the books) are opened to and shared with all employees |
| Employee stock ownership plan (ESOP) | A compensation program in which employees become part owners of the orgainization by receiving stock as a performance incentive |
| Chapter 16 | |
| Leaders | Persons who are able to influence others and who possess managerial authority |
| Leadership | The abiliyt to influence a group toward the achievement of goals |
| Fiedler contingency model | `The thoery that effective groups depend on a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader |
| Least-preferred co-worker (LPC) questionaire | A questionnaire that measures whether a person is task or relationship oriented |
| Leader-member Relations | The degree of confidence, trust, and respect subordinates have in their leader |
| Task structure | The degree to which the job assignments are procedurized |
| Position power | The degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases |
| Path-goal theory | The theory that a leader's behavior is acceptable to subordinates insofar as they view it as a source of either immediate or future satisfaction |
| Leader participation model | A leadership theory that provides a set of rules to determine the form and amout of participative decision making in different situations |
| Attribution theory of leadership | Proposes that leadership is merely an attribution that people make about other individuals |
| Charismatic leadership | Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors |
| Visioonary leadership | The ability to create and articulate a realistic, credible, attractive vision of the future for an orgainization or organizational unit that grows out of and improves upon the present |
| Transactiona leaders | Leaders who guide or motivate their followers in the direction of established goals by clrifying role and task requirements |
| Transformational leaders | Leaders who provide individualized consideration, intellectual stimulation, and possess charisma |
| Power | The capacity of a leader to influence work actions or decisions |
| Legitimate Power | The power a person has as a result of his or her position in the formal orgainizational hierarchy; also called authority |
| Coercive power | Power that rests on the application, or the threat of application, of physical sanctions such as the infliction of pain; the arousal of frustration through restriction of movement; or the controlling by force of basic physiological or safety needs |
| Reward power | Power that produces positive benefits or reward |
| Expert power | Influence that results from expertise, special skill, or knowledge |
| Referent power | Power that arises from identification with a person who has dwsirable resources or personal traits |
| Credibility | The degree to which followers perceive someone as honest, competent, and able to inspire |
| Trust | The belief in the integrity, character, and ability of a leader |
| Chapter 17 | |
| Control | The process of monitoring activities to ensure that they are being accomplished as planned and of correcting any significant deviations |
| Market control | An approach to designing control systems that emphasizes the use of external market mechanisms to establish the standards used in the control system |
| Bureaucratic Control | An approach to designing control systems that emphasizes orgainizational authority and relies on administrative rules, regulations, procedures, policies, standardization of activities, and other administrative mechanisms to ensure that employees exhibit a |
| Clan control | An apprach to designing control systems in which employee behaviors are regulated by the shared vcalues, norms, traditions, rituals, beliefs, and other aspects of the organization's culture |
| Control process | The process of measuring actual performance, comparing it against a standard, and taking managerial action to correct deviations or inadequate standards |
| Range of variation | The acceptable parameters of variance between actual performance and the standard |
| Immediate corrective action | Correcting an activity at once in order to get performance back on track |
| Basic corrective action | Determining how and why performance has deviated and correcting the source of deviation |
| Feedforward control | Control that prevents anticipated problems |
| Concurrent control | Control that occurs while an activity is in progress |
| Feedback control | Control imposed after an action has occurred |
| Management by walking around (MBWA) | A control technique in which the manager is out in the work areak, interacting directly with employees and exchanging information |
| Chapter 18 | |
| Operations Mangement | The sesign, operation, and control of the transformation process that converts resources into finished goods and services |
| Productivity | The overal output of goods and services produced divided by the inputs needed to generate that output |
| Manufacturing orgainizations | Orgainizations that produce physical goods such as steel, automobiles, textiles, and farm machinery |
| Service orgainizations | Orgainizations that produce nonphysical outputs such as educational, medical, and transportation services that are intangible, cannot be stored in inventory, and incorporate the customer or client into the actual procuction process |
| Deindustrialization | The conversion of an economy from dominance by manufacturing to dominance by service-oriented businesses |
| Customer-driven operations system | An operations system that is designed around meeting and exceeding customers' needs |
| Capacity Plannign | Assessing an operating system's ability to produce a desired number of output units for each type of product during a given time period |
| Facilities location planning | The design and location of an operations facility |
| Process planning | Determining how a product or service will be produced |
| Facilities layout planning | Accessing and selecting amoung alternative layout options for equipment and work stations |
| Process layout | Arranging manufacturing components together according to similarity of function |
| Product layout | Arranging manufacturing components according to the profressive steps by which a product is made |
| Fixed-position layout | A manufacturing layout in which the product stays in place while tools, equipment, and human skills are brought to it |
| Aggregate planning | Planning overall production activities and their associated operating resources |
| Master schedule | A schedule that specifies quantity and type of items to be produced; hoe, when, and where they should be produced; labor force levels; and inventory |
| Material requirments planning (MRP) | A system that dissects products into the material and parts necessary for purchasing, inventorying, and priority planning purposes |
| Cost center | A unit in which managers are held responsible for all associated costs |
| Direct costs | Costs incurred in proportion to the output of a particular good or service |
| Indirect costs | Costs that are largely unaffected by changes in output |
| Fixed-point reordering system | A system that flags the fact that inventory needs to be relenished when it reaches a certain level |
| Fixed-interval reordering system | A system that uses time as the determining factor for reviewing and reordering inventory items |
| Preventative maintenance | Maintenance performed before a breakdown occurs |
| remedial maintenance | Maintenance that calls for the overhaul, replacement, or repair of equiment when it breaks down |
| Conditional maintenance | Maintenance that calls for an overhaul or repair in response to an inspection |
| Acceptance sampling | A quality control procedure in which a sample is taken and a decision to accept or reject a complete lot is based on a calculation of sample risk error |
| Process control | A quality control procedure in which sampling is done during the transformation process to determine whether the process itself is under control |
| Attribute sampling | A quality control technique that classifies items as acceptable or unacceptable on the basis of a comparison with a standard |
| Variable sampling | A quality control technique in which a measurement is taken to determine how much an item varies from the standard |
| Computer-integrated manufacturing (CIM) | Combines the organization's strategic business plan and manufacturing plan with state-of-the-art computer applications |
| ISO 9000 | Quality management standards established by the International Orgainization of Standardization adhered to by companies around the world |
| Just-in-time (JIT) inventory system | A system in which items arrive in iventory just when they are needed in production rather than geing stored in stock |
| Kanban | The japanese term for JIT systems |
| Flexible manufacturing system | Systems in which custom-made products can be mass-produced by means of computer-aided design, engineering, and manufacturing |
| Chapter 19 | |
| Mangement Information system (MIS) | A system that provides management with needed information on a regular basis |
| Data | Raw, unanalyzed facts |
| Information | Analyzed and processed data |
| Control chart | A mamangement control tool that shows results of measurements overa period of time, with statistically determined upper and lower limits |
| Economic order quantity model (EOQ) | A technique for balancing purchase, ordering, carrying, and stockout costs to derive the optimal quantity for a purchase order |
| Performance appraisal | The evaluation of an individual's work performance in order to arrive at objective personnel decisions |
| Written essay | A performance appraisal technique in which an evaluator writes out a description of an employee's strengths, weeknesses, past perfromance, and potential, and then makes suggestions for improvement |
| Critical incidents | A performance appraisal technique in which an evaluator lists key behaviors that separate effective from ineffective job performance |
| Graphic rating scales | A performance appraisal technique in which an evaluator rates a set of performance factors on an incremental scale |
| Behaviorally anchored rating scales (BARS) | A performance appraisal technique in which an evaluator rates employees on specific job behaviors derived from performance dimensions |
| Multiperson comparisons | A perfromance appraisal technique in which individuals are compared |
| Group order ranking | A performance appraisal approach that groups employees into ordered classification |
| Individual ranking | A perfromance appraisal approach that ranks employees in order from highest to lowest |
| Paired comparison | A performance appraisal apprach in which each employee is compared with every other employee and rated as either the superior ot weaker member of the pair |
| 360 degree feedback | A performance appraisal review that utilizes feedback from supervisors, subordinaates, and co-workers - the full circle of people with whome the manager interacts |
| Discipline | Actions taken by a manager to enforce tha organization's standards and regulations |
| Hot stove rule | Discipline should immediately follow an infraction, provide ample warning, and be consistent and impersonal |
| Employee assistance programs (EAPs) | Company-sponsored programs whose goal is to help employees adjust to and overcome personal problems that are adversely affecting their workplace perfromance |