Defintition Flashcards
1
Q
ACHIEVEMENT ORIENTATION
A
A worldview
that values assertiveness, performance, success,
and competition.
2
Q
ADMINISTRATIVE MANAGEMENT
A
The
study of how to create an organizational structure
and control system that leads to high
efficiency and effectiveness
3
Q
ADMINISTRATIVE MODEL
A
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.
4
Q
AGREEABLENESS
A
The tendency to get
along well with other people.
5
Q
AMBIGUOUS INFORMATION
A
Information
that can be interpreted in multiple and often
conflicting ways.
6
Q
ARBITRATOR
A
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.
7
Q
ATTRACTION-SELECTION-ATTRITION
(ASA) FRAMEWORK
A
A model that
explains how personality may influence organizational
culture.
8
Q
AUTHORITY
A
The power to hold people
accountable for their actions and to make
decisions concerning the use of organizational
resources.
9
Q
B2B MARKETPLACE
A
An Internet-based
trading platform set up to connect buyers and
sellers in an industry.
10
Q
B2B NETWORK STRUCTURE
A
A series of
global strategic alliances that an organization
creates with suppliers, manufacturers, and/or
distributors to produce and market a product
11
Q
BARRIERS TO ENTRY
A
Factors that make
it difficult and costly for an organization
to enter a particular task environment or
industry.
12
Q
BEHAVIORAL MANAGEMENT
A
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.
13
Q
BENCHMARKING
A
The process of comparing
one company’s performance on specific
dimensions with the performance of other
high-performing organizations.
14
Q
BOTTOM-UP CHANGE
A
A gradual or evolutionary
approach to change in which managers
at all levels work together to develop a
detailed plan for change.
15
Q
BOUNDARY SPANNING
A
Interacting with
individuals and groups outside the organization
to obtain valuable information from the
environment.
16
Q
BOUNDARYLESS CAREER
A
A career that is
not attached to or bound to a single organization
and consists of a variety of work experiences
in multiple organizations.
17
Q
BOUNDARYLESS ORGANIZATION
A
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.
18
Q
BOUNDED RATIONALITY
A
Cognitive limitations
that constrain one’s ability to interpret,
process, and act on information
19
Q
BRAND LOYALTY
A
Customers’ preference
for the products of organizations currently
existing in the task environment.
20
Q
BUREAUCRACY
A
formal system of organization
and administration designed to ensure
efficiency and effectivenes
21
Q
BUREAUCRATIC CONTROL
A
Control of
behavior by means of a comprehensive system
of rules and standard operating procedures.
22
Q
BUSINESS-LEVEL PLAN
A
Divisional managers’
decisions pertaining to divisions’ longterm
goals, overall strategy, and structure.
23
Q
BUSINESS-LEVEL STRATEGY
A
A plan that
indicates how a division intends to compete
against its rivals in an industry.
24
Q
BUSINESS-TO-BUSINESS (B2B) COMMERCE
A
Trade that takes place between
companies using IT and the Internet to link
and coordinate the value chains of different
companies.
25
BUSINESS-TO-CUSTOMER (B2C)
| COMMERCE
Trade that takes place
between a company and individual
customers using IT and the Internet.
26
CAFETERIA-STYLE BENEFIT PLAN
A
plan from which employees can choose the
benefits that they want.
27
CAREER PLATEAU
A position from which
the chances of being promoted or obtaining
a more responsible job are slight.
28
CENTRALIZATION
The concentration of
| authority at the top of the managerial hierarchy.
29
CHARISMATIC LEADER
An enthusiastic,
self-confident leader who is able to clearly
communicate his or her vision of how good
things could be.
30
CLAN CONTROL
The control exerted on
individuals and groups in an organization by
shared values, norms, standards of behavior,
and expectations.
31
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.
32
COERCIVE POWER
The ability of a manager
| to punish others.
33
WHOLLY OWNED FOREIGN SUBSIDIARY
Production operations established in
a foreign country independent of any local
direct involvement.
34
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
35
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.
36
VALENCE I
n expectancy theory, how desirable
each of the outcomes available from a
job or organization is to a person.
37
VALIDITY
The degree to which a tool or
| test measures what it purports to measure.
38
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.
39
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.
40
UNCERTAINTY AVOIDANCE .
The degree
to which societies are willing to tolerate
uncertainty and risk
41
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.
42
TRANSACTIONAL LEADERSHIP
Leadership
that motivates subordinates by rewarding
them for high performance and reprimanding
them for low performance.
43
TRANSACTION-PROCESSING SYSTEM
A management information system designed
to handle large volumes of routine, recurring
transactions.
44
TRAINING
Teaching organizational members
how to perform their current jobs and
helping them acquire the knowledge and
skills they need to be effective performers
45
TOP-MANAGEMENT TEAM
A group
composed of the CEO, the COO, the president,
and the heads of the most important
departments.
46
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.
```
47
360-DEGREE APPRAISAL
A performance
appraisal by peers, subordinates, superiors,
and sometimes clients who are in a position to
evaluate a manager’s performance.
48
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.
49
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
50
T ERMINAL VALUE
A lifelong goal or
| objective that an individual seeks to achieve.
51
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.
52
SYNERGY
Performance gains that result
when individuals and departments coordinate
their actions.
53
SWOT ANALYSIS
A planning exercise
in which managers identify organizational
strengths (S) and weaknesses (W) and environmental
opportunities (O) and threats (T).
54
SPAN OF CONTROL
The number of subordinates
| who report directly to a manager
55
STAKEHOLDERS
The people and groups
that supply a company with its productive
resources and so have a claim on and stake in
the company.
56
STANDARD OPERATING PROCEDURES
| SOPS
Specific sets of written instructions
about how to perform a certain aspect
of a task.
57
STRATEGY
cluster of decisions about
what goals to pursue, what actions to take,
and how to use resources to achieve goals.
58
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.
59
SPIRAL CAREER
A career consisting of
a series of jobs that build on each other but
tend to be fundamentally different.
60
SOCIAL LOAFING
The tendency of individuals
to put forth less effort when they work
in groups than when they work alone
61
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.
```
62
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.
63
SHORT-TERM ORIENTATION
A worldview
that values personal stability or happiness and
living for the present.
64
SERVANT LEADER
leader who has a
strong desire to serve and work for the benefit
of others
65
SEQUENTIAL TASK INTERDEPENDENCE
The task interdependence that
exists when group members must perform
specific tasks in a predetermined order.
66
SENDER
The person or group wishing to
| share information.
67
SELF-REINFORCER
Any desired or attractive
outcome or reward that a person gives to
himself or herself for good performance.
68
SELF-MANAGED WORK TEAM
A group of
employees who supervise their own activities
and monitor the quality of the goods and services
they provide.
69
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.
70
SELF-EFFICACY
A person’s belief about
his or her ability to perform a behavior
successfully.
71
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
72
PRODUCT DEVELOPMENT
The management
of the value chain activities involved in
bringing new or improved goods and services
to the market.
73
PRODUCT LIFE CYCLE
The way demand
for a product changes in a predictable pattern
over time.
74
PRODUCT STRUCTURE
An organizational
structure in which each product line or
business is handled by a self-contained
division.
75
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.
76
PRODUCTION BLOCKING
A loss of productivity
in brainstorming sessions due to the
unstructured nature of brainstorming.
77
PRODUCTION SYSTEM
The system that
an organization uses to acquire inputs, convert
the inputs into outputs, and dispose of
the outputs.
78
PROFESSIONAL ETHICS
Standards that
govern how members of a profession are to
make decisions when the way they should
behave is not clear-cut.
79
PROGRAMMED DECISION MAKING
Routine,
virtually automatic decision making that
follows established rules or guidelines.
80
PROSOCIALLY MOTIVATED BEHAVIOR
Behavior that is performed to benefit or help
| others.
81
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.
82
REALISTIC JOB PREVIEW (RJP)
An
honest assessment of the advantages and disadvantages
of a job and organization.
83
REASONED JUDGMENT
A decision that
takes time and effort to make and results
from careful information gathering, generation
of alternatives, and evaluation of
alternatives.
84
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.
85
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
86
PROCEDURAL JUSTICE
A moral principle
calling for the use of fair procedures to determine
how to distribute outcomes to organizational
members.
87
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.
88
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.
89
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
90
POTENTIAL COMPETITORS
Organizations
that presently are not in a task environment
but could enter if they so choose.
91
POSITIVE REINFORCEMENT
Giving people
outcomes they desire when they perform
organizationally functional behaviors.
92
POSITION POWER
The amount of
legitimate, reward, and coercive power that a
leader has by virtue of his or her position in
an organization; a determinant of how favorable
a situation is for leading.
93
POOLED TASK INTERDEPENDENCE
The
task interdependence that exists when group
members make separate and independent
contributions to group performance.
94
POLITICAL AND LEGAL FORCES
```
Outcomes of changes in laws and regulations,
such as the deregulation of industries,
the privatization of organizations, and
the increased emphasis on environmental
protection.
```
95
PLANNING
Identifying and selecting
appropriate goals and courses of action; one
of the four principal tasks of management
96
PERSONALITY TRAITS
Enduring tendencies
| to feel, think, and act in certain ways.
97
ORGANIZATIONAL SOCIALIZATION
The process by which newcomers learn an
organization’s values and norms and acquire
the work behaviors necessary to perform jobs
effectively.
98
ORGANIZATIONAL STRUCTURE
A formal
system of task and reporting relationships
that coordinates and motivates organizational
members so that they work together to
achieve organizational goals.
99
ORGANIZING
```
Structuring working relationships
in a way that allows organizational
members to work together to achieve organizational
goals; one of the four principal tasks
of management.
```
100
OVERPAYMENT INEQUITY
The inequity
that exists when a person perceives that his or
her own outcome–input ratio is greater than
the ratio of a referen
101
PATH–GOAL THEORY
A contingency
model of leadership proposing that leaders
can motivate subordinates by identifying their
desired outcomes, rewarding them for high
performance and the attainment of work
goals with these desired outcomes, and clarifying
for them the paths leading to the attainment
of work goals.
102
PAY LEVEL
The relative position of an
organization’s pay incentives in comparison
with those of other organizations in the same
industry employing similar kinds of workers.
103
PAY STRUCTURE
The arrangement of
jobs into categories reflecting their relative
importance to the organization and its
goals, levels of skill required, and other
characteristics.
104
ORGANIZATIONAL LEARNING
```
The process
through which managers seek to improve
employees’ desire and ability to understand
and manage the organization and its task
environment.
```
105
ORGANIZATIONAL ETHICS
The guiding
practices and beliefs through which a particular
company and its managers view their
responsibility toward their stakeholders.
106
ORGANIZATIONAL ENVIRONMENT
The set
of forces and conditions that operate beyond
an organization’s boundaries but affect a manager’s
ability to acquire and utilize resources.
107
ORGANIZATIONAL DESIGN
The process
by which managers make specific organizing
choices that result in a particular kind of
organizational structure.
108
ORGANIZATIONAL CULTURE
The shared
set of beliefs, expectations, values, norms,
and work routines that influence the ways in
which individuals, groups, and teams interact
with one another and cooperate to achieve
organizational goals.
109
ORGANIZATIONAL CITIZENSHIP BEHAVIORS
| OCBS
Behaviors that are not
required of organizational members but that
contribute to and are necessary for organizational
efficiency, effectiveness, and competitive
advantage.
110
ORGANIZATIONAL COMMITMENT
The
collection of feelings and beliefs that managers
have about their organization as a whole.
111
ORGANIZATIONAL BEHAVIOR MODIFICATION
| OB MOD
The systematic application
of operant conditioning techniques to
promote the performance of organizationally
functional behaviors and discourage the performance
of dysfunctional behaviors.
112
ORGANIZATIONAL BEHAVIOR
The study
of factors that affect how individuals and
groups respond to and act in organizations.
113
ORGANIZATION CHANGE
The movement
of an organization away from its present
state and toward some desired future state to
increase its efficiency and effectiveness.
114
ORGANIC STRUCTURE
An organizational
structure in which authority is decentralized
to middle and first-line managers and tasks
and roles are left ambiguous to encourage
employees to cooperate and respond quickly
to the unexpected.
115
OPERATIONS MANAGEMENT
The management
of any aspect of the production
system that transforms inputs into finished
goods and services.
116
OPERATING BUDGET
A budget that states
how managers intend to use organizational
resources to achieve organizational goals
117
OPERANT CONDITIONING THEORY
The
theory that people learn to perform behaviors
that lead to desired consequences and
learn not to perform behaviors that lead to
undesired consequences.
118
OBJECTIVE APPRAISAL
An appraisal that
| is based on facts and is likely to be numerical.
119
NURTURING ORIENTATION
A worldview
that values the quality of life, warm personal
friendships, and services and care for the weak.
120
NORMS
```
Unwritten, informal codes of conduct
that prescribe how people should act
in particular situations and are considered
important by most members of a group or
organization
```
121
NEGATIVE REINFORCEMENT
Eliminating
or removing undesired outcomes when people
perform organizationally functional behaviors.
122
NETWORK STRUCTURE
A series of strategic
alliances that an organization creates with
suppliers, manufacturers, and distributors to
produce and market a product.
123
NOISE
Anything that hampers any stage of
| the communication process.
124
NOMINAL GROUP TECHNIQUE
A decisionmaking
technique in which group members
write down ideas and solutions, read their
suggestions to the whole group,
125
NONPROGRAMMED DECISION MAKING
Nonroutine decision making that occurs in
response to unusual, unpredictable opportunities
and threats.
126
MULTIDOMESTIC STRATEGY
Customizing
products and marketing strategies to
specific national condition
127
MORES
Norms that are considered to be
central to the functioning of society and to
social life.
128
MISSION STATEMENT
A broad declaration
of an organization’s purpose that
identifies the organization’s products and
customers and distinguishes the organization
from its competitors.
129
MIDDLE MANAGER
A manager who supervises
first-line managers and is responsible
for finding the best way to use resources to
achieve organizational goals.
130
MERIT PAY PLAN
A compensation plan
| that bases pay on performance.
131
MECHANISTIC STRUCTURE
An organizational
structure in which authority is centralized,
tasks and rules are clearly specified, and
employees are closely supervised.
132
MATRIX STRUCTURE
An organizational
structure that simultaneously groups people
and resources by function and by product.
133
M ASLOW’S HIERARCHY OF NEEDS
```
An arrangement of five basic needs that,
according to Maslow, motivate behavior.
Maslow proposed that the lowest level of
unmet needs is the prime motivator and
that only one level of needs is motivational
at a tim
```
134
MARKET STRUCTURE
An organizational
structure in which each kind of customer is
served by a self-contained division; also called
customer structure.
135
MANAGEMENT BY WANDERING
| AROUND
A face-to-face communication
technique in which a manager walks around
a work area and talks informally with employees
about issues and concerns.
136
MANAGEMENT BY OBJECTIVES (MBO)
A goal-setting process in which a manager
and each of his or her subordinates negotiate
specific goals and objectives for the subordinate
to achieve and then periodically evaluate
the extent to which the subordinate is achieving
those goals.
137
MANAGEMENT
The planning, organizing,
leading, and controlling of human and other
resources to achieve organizational goals efficiently
and effectively.
138
LONG-TERM ORIENTATION
A worldview
that values thrift and persistence in achieving
goals.
139
LINE MANAGER
Someone in the direct line
or chain of command who has formal authority
over people and resources at lower levels
140
LINEAR CAREER
A career consisting of
a sequence of jobs in which each new job
entails additional responsibility, a greater
impact on an organization, new skills, and
upward movement in an organization’s
hierarchy.
141
LICENSING
Allowing a foreign organization
to take charge of manufacturing and
distributing a product in its country or world
region in return for a negotiated fee.
142
LEARNING THEORIES
Theories that
focus on increasing employee motivation
and performance by linking the outcomes
that employees receive to the performance
of desired behaviors and the attainment of
goals.
143
LEARNING ORGANIZATION
An organization
in which managers try to maximize the
ability of individuals and groups to think
144
LEADING
Articulating a clear vision and
energizing and enabling organizational members
so that they understand the part they
play in achieving organizational goals; one of
the four principal tasks of management.
145
LEADERSHIP SUBSTITUTE
A characteristic
of a subordinate or of a situation or
context that acts in place of the influence of a
leader and makes leadership unnecessary.
146
LEADERSHIP
The process by which an
individual exerts influence over other people
and inspires, motivates, and directs their
activities to help achieve group or organizational
goals.
147
LEADER–MEMBER RELATIONS
The
extent to which followers like, trust, and are
loyal to their leader; a determinant of how
favorable a situation is for leading.
148
LATERAL MOVE
A job change that entails
no major changes in responsibility or authority
levels.
149
LABOR RELATIONS
The activities that
managers engage in to ensure that they
have effective working relationships with the
labor unions that represent their employees’
interests.
150
KNOWLEDGE MANAGEMENT SYSTEM
A company-specific virtual information system
that systematizes the knowledge of its employees
and facilitates the sharing and integrating
of their expertise.
151
JUST-IN-TIME (JIT) INVENTORY SYSTEM
A system in which parts or supplies arrive at
an organization when they are needed, not
before.
152
JOINT VENTURE
strategic alliance
among two or more companies that agree to
jointly establish and share the ownership of a
new business.
153
JOB ENRICHMENT
Increasing the degree of
| responsibility a worker has over his or her job.
154
JOB ENLARGEMENT
Increasing the number
of different tasks in a given job by changing
the division of labor.
155
JOB DESIGN
The process by which managers
| decide how to divide tasks into specific jobs.
156
INTRAPRENEUR
```
manager, scientist,
or researcher who works inside an
organization and notices opportunities
to develop new or improved products and
better ways to make them
```
157
INTERNAL LOCUS OF CONTROL
The
tendency to locate responsibility for one’s fate
within oneself.
158
INTELLECTUAL STIMULATION
Behavior
a leader engages in to make followers aware
of problems and view these problems in new
ways, consistent with the leader’s vision.
159
INTEGRATING MECHANISMS
Organizing
tools that managers can use to increase communication
and coordination among functions
and divisions.
160
INSTRUMENTALITY
In expectancy theory,
a perception about the extent to which performance
results in the attainment of outcomes
161
INSTRUMENTAL VALUE
A mode of conduct
| that an individual seeks to follow.
162
INITIATING STRUCTURE
Behavior that managers
engage in to ensure that work gets done,
subordinates perform their jobs acceptably,
and the organization is efficient and effective
163
INFORMATION TECHNOLOGY
The set of
methods or techniques for acquiring, organizing,
storing, manipulating, and transmitting
information.
164
INFORMATION OVERLOAD
The potential
for important information to be ignored
or overlooked while tangential information
receives attention.
165
INFORMAL ORGANIZATION
The system
of behavioral rules and norms that emerge
in a group.
166
HUMAN RELATIONS MOVEMENT
A management
approach that advocates the idea
that supervisors should receive behavioral
training to manage subordinates in ways that
elicit their cooperation and increase their
productivity.
167
HYBRID STRUCTURE
The structure of
a large organization that has many divisions
and simultaneously uses many different organizational
structures.
168
HYPERCOMPETITION
Permanent, ongoing,
intense competition brought about in an
industry by advancing technology or changing
customer tastes.
169
H ERZBERG’S MOTIVATOR-HYGIENE
| THEORY
A need theory that distinguishes
between motivator needs (related to the
nature of the work itself) and hygiene needs (related to the physical and psychological
context in which the work is performed)
and proposes that motivator needs must
be met for motivation and job satisfaction
to be high
170
GROUPWARE
Computer software that
enables members of groups and teams to
share information with one another.
171
GROUPTHINK
A pattern of faulty and
biased decision making that occurs in groups
whose members strive for agreement among
themselves at the expense of accurately assessing
information relevant to a decision
172
GROUP ROLE
A set of behaviors and tasks
that a member of a group is expected to perform
because of his or her position in the group.
173
GROUP NORMS
Shared guidelines or rules
| for behavior that most group members follow
174
GROUP DECISION SUPPORT SYSTEM
An executive support system that links top
| managers so that they can function as a team.
175
GROUP COHESIVENESS
The degree to
which members are attracted to or loyal to
their group.
176
GOAL-SETTING THEORY
A theory that
focuses on identifying the types of goals that
are most effective in producing high levels of
motivation and performance and explaining
why goals have these effects.
177
GLOBAL STRATEGY
Selling the same standardized
product and using the same basic
marketing approach in each national market.
178
GLASS CEILING
metaphor alluding to
the invisible barriers that prevent minorities
and women from being promoted to top corporate
positions.
179
GEOGRAPHIC STRUCTURE
An organizational
structure in which each region of a
country or area of the world is served by a
self-contained division.
180
GATEKEEPING
Deciding what information
to allow into the organization and what information
to keep out.
181
FUNCTIONAL-LEVEL STRATEGY
A plan
of action to improve the ability of each of an
organization’s functions to perform its taskspecific
activities in ways that add value to an
organization’s goods and services.
182
FUNCTIONAL-LEVEL PLAN
Functional
managers’ decisions pertaining to the goals
that they propose to pursue to help the division
attain its business-level goals.
183
FUNCTIONAL STRUCTURE
An organizational
structure composed of all the
departments that an organization requires to
produce its goods or services.
184
FREE-TRADE DOCTRINE
The idea that
if each country specializes in the production
of the goods and services that it can produce
most efficiently, this will make the best use of
global resources.
185
FORMAL APPRAISAL
An appraisal
conducted at a set time during the year and
based on performance dimensions and measures
that were specified in advance.
186
FOCUSED LOW-COST STRATEGY
Serving
only one segment of the overall market and
trying to be the lowest-cost organization
serving that segment
187
FOCUSED DIFFERENTIATION STRATEGY
Serving only one segment of the overall market
and trying to be the most differentiated
organization serving that segment.
188
FLEXIBLE MANUFACTURING
The set of
techniques that attempt to reduce the costs
associated with the product assembly process
or the way services are delivered to customers.
189
FIRST-LINE MANAGER
A manager who is
responsible for the daily supervision of nonmanagerial
employees.
190
FEEDBACK CONTROL
Control that gives
managers information about customers’ reactions
to goods and services so that corrective
action can be taken if necessary.
191
FACILITIES LAYOUT
The strategy of
designing the machine–worker interface to
increase operating system efficiency.
192
EXTRINSICALLY MOTIVATED BEHAVIOR
Behavior that is performed to acquire material
| or social rewards or to avoid punishment
193
EXTRAVERSION
The tendency to experience
positive emotions and moods and to feel
good about oneself and the rest of the world.
194
EXTINCTION
Curtailing the performance
of dysfunctional behaviors by eliminating
whatever is reinforcing them.
195
EXTERNAL LOCUS OF CONTROL
The
tendency to locate responsibility for one’s
fate in outside forces and to believe that one’s
own behavior has little impact on outcomes.
196
EXPERT SYSTEM
A management information
system that employs human knowledge,
embedded in a computer, to solve problems
that ordinarily require human expertise
197
EXPECTANCY THEORY
The theory that
motivation will be high when workers believe
that high levels of effort lead to high performance
and high performance leads to the
attainment of desired outcomes.
198
EXPECTANCY
In expectancy theory, a
perception about the extent to which effort
results in a certain level of performance
199
EXECUTIVE SUPPORT SYSTEM
A sophisticated
version of a decision support system
that is designed to meet the needs of top
managers.
200
ETHICS OMBUDSMAN
A manager responsible
for communicating and teaching ethical
standards to all employees and monitoring
their conformity to those standards
201
EQUITY THEORY
theory of motivation
that focuses on people’s perceptions of the
fairness of their work outcomes relative to
their work inputs.
202
EQUAL EMPLOYMENT OPPORTUNITY
| EEO
The equal right of all citizens to the
opportunity to obtain employment regardless
of their gender, age, race, country of origin,
religion, or disabilities.
203
ENTREPRENEURSHIP
The mobilization of
resources to take advantage of an opportunity
to provide customers with new or improved
goods and services.
204
(ERP) SYSTEMS
```
Multimodule application
software packages that coordinate the
functional activities necessary to move products
from the product design stage to the
final customer stage.
```
205
EFFICIENCY
A measure of how well or how
productively resources are used to achieve
a goal.
206
EFFECTIVENESS
A measure of the appropriateness
of the goals an organization is
pursuing and of the degree to which the
organization achieves those goals.
207
EFFECTIVE CAREER MANAGEMENT
Ensuring that at all levels in the
organization there are well-qualified workers
who can assume more responsible positions
as needed.
208
ECONOMIC FORCES
Interest rates, inflation,
unemployment, economic growth, and
other factors that affect the general health
and well-being of a nation or the regional
economy of an organization
209
DIVISION OF LABOR
Splitting the work to
be performed into particular tasks and assigning
tasks to individual workers.
210
DIVISIONAL STRUCTURE
An organizational
structure composed of separate business
units within which are the functions that
work together to produce a specific product
for a specific custome
211
DIVERSIFICATION
Expanding a company’s
business operations into a new industry in
order to produce new kinds of valuable goods
or services.
212
DISTRIBUTORS
Organizations that help
other organizations sell their goods or services
to customers.
213
DISTRIBUTIVE JUSTICE
A moral principle
calling for the distribution of pay
raises, promotions, and other organizational
resources to be based on meaningful contributions
that individuals have made and not
on personal characteristics over which they
have no control.
214
DIFFERENTIATION STRATEGY
Distinguishing
an organization’s products from the
products of competitors on dimensions such
as product design, quality, or after-sales service.
215
DEVIL’S ADVOCACY
Critical analysis of
a preferred alternative, made in response to
challenges raised by a group member who,
playing the role of devil’s advocate, defends unpopular or opposing alternatives for the
sake of argument.
216
D ELPHI TECHNIQUE
A decision-making
technique in which group members do not
meet face-to-face but respond in writing to
questions posed by the group leader.
217
DEFENSIVE APPROACH
Companies and
their managers behave ethically to the degree
that they stay within the law and abide strictly
with legal requirements
218
CROSS-FUNCTIONAL TEAM
A group of
managers brought together from different
departments to perform organizational tasks.
219
CORPORATE-LEVEL STRATEGY
A plan
that indicates in which industries and
national markets an organization intends
to compete.
220
CORPORATE-LEVEL PLAN
Top management’s
decisions pertaining to the
organization’s mission, overall strategy, and
structure.
221
CORE MEMBERS
The members of a team
who bear primary responsibility for the
success of a project and who stay with a
project from inception to completion.
222
CORE COMPETENCY
The specific set of
departmental skills, knowledge, and experience
that allows one organization to outperform
another
223
CONTROLLING
Evaluating how well
an organization is achieving its goals and
taking action to maintain or improve performance;
one of the four principal tasks of
management.
224
CONTINGENCY THEORY
The idea that
the organizational structures and control
systems managers choose depend on—are
contingent on—characteristics of the external
environment in which the organization
operates.
225
CONCURRENT CONTROL
```
Control that
gives managers immediate feedback on how
efficiently inputs are being transformed
into outputs so that managers can correct
problems as they arise.
```
226
COMPETITIVE ADVANTAGE
The ability of
one organization to outperform other organizations
because it produces desired goods or
services more efficiently and effectively than
they do.
227
COLLECTIVISM
worldview that values
subordination of the individual to the goals
of the group and adherence to the principle
that people should be judged by their
contribution to the group.
