Exam #1 Review Flashcards
(162 cards)
1
Q
project and development teams
A
Teams that work on long-term projects but disband once the work is completed.
2
Q
corporate diplomacy
A
An umbrella term for attempting to influence external stakeholders through a variety of strategic activities
3
Q
lateral leadership
A
Style in which colleagues at the same hierarchical level are invited to collaborate and facilitate joint problem solving.
4
Q
outplacement
A
The process of helping people who have been dismissed from the company regain employment elsewhere.
5
Q
responsible leadership
A
Style in which leader focuses on decision-making processes and choices that support corporate social responsibility.
6
Q
human capital
A
The knowledge, skills, and abilities of employees that have economic value.
7
Q
norms
A
Shared beliefs about how people should think and behave.
8
Q
organizing
A
The management function of assembling and coordinating human, financial, physical, informational, and other resources needed to achieve goals.
9
Q
trait approach
A
A leadership perspective that attempts to determine the personal characteristics that great leaders share.
10
Q
probing
A
A team strategy that requires team members to interact frequently with outsiders, diagnose their needs, and experiment with solutions.
11
Q
domain selection
A
Entering a new market or industry using an existing expertise.
12
Q
management
A
The process of working with people and resources to accomplish organizational goals.
13
Q
diversity training
A
Programs that focus on identifying and reducing biases against people with differences and developing the skills needed to manage a diversified workforce.
14
Q
relationship-motivated leadership
A
Style in which leader focuses on interpersonal relationships for measuring performance.
15
Q
organizational behavior
A
A contemporary management approach that studies and identifies management activities that promote employee effectiveness by examining the complex and dynamic nature of individual, group, and organizational processes.
16
Q
administrative management
A
A classical management approach that attempted to identify major principles and functions that managers could use to achieve superior organizational performance.
17
Q
employment-at-will
A
The legal concept that an employer can terminate an employee for any reason.
18
Q
controlling
A
The management function of monitoring performance and making needed changes.
19
Q
interpersonal and communication skills
A
People skills; the ability to lead, motivate, and communicate effectively with others.
20
Q
defenders
A
Companies that stay within a stable product domain as a strategic maneuver.
21
Q
team maintenance role
A
Individual who develops and maintains team harmony.
22
Q
organizational climate
A
The patterns of attitudes and behavior that shape people’s experience of an organization.
23
Q
conceptual and decision skills
A
Skills pertaining to abilities that help to identify and resolve problems for the benefit of the organization and its members.
24
Q
competitive intelligence
A
Information that helps managers determine how to compete better.
25
flexible benefit programs
Benefit programs in which employees are given credits to spend on benefits that fit their unique needs.
26
collaboration
A style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties’ satisfaction.
27
competitive environment
The immediate environment surrounding a firm; includes suppliers, customers, rivals, and the like.
28
organization culture
The set of important assumptions about the organization and its goals and practices that members of the company share.
29
adverse impact
When a seemingly neutral employment practice has a disproportionately negative effect on a protected group.
30
roles
Different sets of expectations for how different individuals should behave.
31
sustainability
Minimizing the use of resources, especially those that are polluting and nonrenewable.
32
teaming
A strategy of teamwork on the fly, creating many temporary, changing teams.
33
prospectors
Companies that continuously change the boundaries for their task environments by seeking new products and markets, diversifying and merging, or acquiring new enterprises.
34
Hersey and Blanchard’s situational theory
A life-cycle theory of leadership postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important.
35
divestiture
A firm selling one or more businesses.
36
open systems
Organizations that are affected by, and that affect, their environment.
37
selection
Choosing from among qualified applicants to hire.
38
gatekeeper
A team member who keeps abreast of current developments and provides the team with relevant information.
39
comparable worth
Principle of equal pay for different jobs of equal worth.
40
authentic leadership
A style in which the leader is true to himself or herself while leading.
41
inputs
Goods and services organizations take in and use to create products or services.
42
quality
The excellence of your product (goods or services).
43
empowerment
The process of sharing power with employees, thereby enhancing their confidence in their ability to perform their jobs and their belief that they are influential contributors to the organization.
44
substitutes for leadership
Factors in the workplace that can exert the same influence on employees as leaders would provide.
45
macroenvironment
The general environment; includes governments, economic conditions, and other fundamental factors that generally affect all organizations.
46
orientation training
Training designed to introduce new employees to the company and familiarize them with policies, procedures, culture, and the like.
47
task performance behaviors
Actions taken to ensure that teams, organizations, or individuals achieve their work goals.
48
transformational leader
A leader who motivates people to transcend their personal interests for the good of the group.
49
quantitative management
A contemporary management approach that emphasizes the application of quantitative analysis to managerial decisions and problems.
50
systems theory
A theory stating that an organization is a managed system that changes inputs into outputs.
51
validity
The degree to which a selection test predicts or correlates with job performance.
52
management teams
Teams that coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits.
53
accommodation
A style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one’s own interests.
54
cohesiveness
The degree to which a group is attractive to its members, members are motivated to remain in the group, and members influence one another.
55
environmental scanning
Searching for and sorting through information about the environment.
56
environmental uncertainty
When managers do not have enough information about the environment to understand or predict the future.
57
scenario
A narrative that describes a particular set of future conditions.
58
task specialist role
An individual who has more advanced job-related skills and abilities than other group members possess.
59
reliability
The consistency of test scores over time and across alternative measurements.
60
assessment center
A managerial performance test in which candidates participate in a variety of exercises and situations.
61
path–goal theory
A theory that concerns how leaders influence subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals.
62
360-degree appraisal
Process of using multiple sources of appraisal to gain a comprehensive perspective on one’s performance.
63
informing
A team strategy that entails making decisions with the team and then informing outsiders of its intentions.
64
democratic leadership
A form of leadership in which the leader solicits input from subordinates.
65
cafeteria benefit program
An employee benefit program in which employees choose from a menu of options to create a benefit package tailored to their needs.
66
autocratic leadership
A form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group.
67
knowledge management
Practices aimed at discovering and harnessing an organization’s intellectual resources.
68
training
Teaching lower-level employees how to perform their present jobs.
69
psychological maturity
An employee’s self-confidence and self-respect.
70
structured interview
Selection technique that involves asking all applicants the same questions and comparing their responses to a standardized set of answers.
71
demographics
Measures of various characteristics of the people who make up groups or other social units.
72
arbitration
The use of a neutral third party to resolve a labor dispute.
73
transnational teams
Teams composed of multinational members whose activities span multiple countries. Such teams differ from other work teams by being multicultural and by often being geographically dispersed, being psychologically distant, and working on highly complex projects having considerable impact on company objectives.
74
compromise
A style of dealing with conflict involving moderate attention to both parties’ concerns.
75
vroom model
A situational model that focuses on the participative dimension of leadership.
76
merger
One or more companies combining with another.
77
speed
Fast and timely execution, response, and delivery of products.
78
middle-level managers
Managers located in the middle layers of the organizational hierarchy, reporting to top-level executives.
79
job maturity
The level of the employee’s skills and technical knowledge relative to the task being performed.
80
diversification
A firm’s investment in a different product, business, or geographic area.
81
team training
Training that provides employees with the skills and perspectives they need to collaborate with others.
82
leading
The management function that involves the manager’s efforts to stimulate high performance by employees.
83
economies of scale
Reductions in the average cost of a unit of production as the total volume produced increases.
84
mediator
A third party who intervenes to help others manage their conflict.
85
autonomous work groups
Groups that control decisions about and execution of a complete range of tasks.
86
self-designing teams
Teams with the responsibilities of autonomous work groups, plus control over hiring, firing, and deciding what tasks members perform.
87
psychological safety
When employees feel they can speak up honestly and freely without fear.
88
top-level managers
Senior executives responsible for the overall management and effectiveness of the organization.
89
parading
A team strategy that entails simultaneously emphasizing internal team building and achieving external visibility.
90
performance appraisal (PA)
Assessment of an employee’s job performance.
91
leader–member exchange (LMX) theory
Highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis.
92
strategic leadership
Behavior that gives purpose and meaning to organizations, envisioning and creating a positive future.
93
intermediate consumer
A customer who purchases raw materials or wholesale products before selling them to final customers.
94
Level 5 leadership
A combination of strong professional will (determination) and humility that builds enduring greatness.
95
recruitment
The development of a pool of applicants for jobs in an organization.
96
management by objectives (MBO)
A process in which objectives set by a subordinate and a supervisor must be reached within a given time period.
97
systematic management
A classical management approach that attempted to build into operations the specific procedures and processes that would ensure coordination of effort to achieve established goals and plans.
98
parallel teams
Teams that operate separately from the regular work structure and are temporary.
99
self-managed teams
Autonomous work groups in which workers are trained to do all or most of the jobs in a unit, have no immediate supervisor, and make decisions previously made by frontline supervisors.
100
cost competitiveness
Keeping costs low to achieve profits and be able to offer prices that are attractive to consumers.
101
team
A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable; see also groups.
102
innovation
The introduction of new goods and services; a change in method or technology; a positive, useful departure from previous ways of doing things.
103
boundary-spanning
Interacting with people in other groups, thus creating linkages between groups.
104
service
The speed and dependability with which an organization delivers what customers want.
105
transactional leaders
Leaders who manage through transactions, using their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered.
106
acquisition
One firm buying another.
107
switching costs
Fixed costs buyers face when they change suppliers.
108
intergroup leader
A leader who leads collaborative performance between groups or organizations.
109
social capital
Goodwill stemming from your social relationships; a competitive advantage in the form of relationships with other people and the image other people have of you.
110
termination interview
A discussion between a manager and an employee about the employee’s dismissal.
111
laissez-faire
A leadership philosophy characterized by an absence of managerial decision making.
112
planning
The management function of systematically making decisions about the goals and activities that an individual, a group, a work unit, or the overall organization will pursue; see also strategic planning.
113
barriers to entry
Conditions that prevent new companies from entering an industry.
114
union shop
An organization with a union and a union security clause specifying that workers must join the union after a set period of time.
115
competing
A style of dealing with conflict involving strong focus on one’s own goals and little or no concern for the other person’s goals.
116
job analysis
A tool for determining what is done on a given job and what should be done on that job.
117
smoothing
Leveling normal fluctuations at the boundaries of the environment.
118
participation in decision making
Leader behaviors that managers perform in involving their employees in making decisions.
119
outputs
The products and services organizations create.
120
forecasting
Method for predicting how variables will change the future.
121
behavioral approach
A leadership perspective that attempts to identify what good leaders do—that is, what behaviors they exhibit.
122
flexible processes
Methods for adapting the technical core to changes in the environment.
123
external environment
All relevant forces outside a firm’s boundaries, such as competitors, customers, the government, and the economy.
124
shared leadership
Rotating leadership, in which people rotate through the leadership role based on which person has the most relevant skills at a particular time.
125
supply chain management
The managing of the network of facilities and people that obtain materials from outside the organization, transform them into products, and distribute them to customers.
126
human relations
A classical management approach that attempted to understand and explain how human psychological and social processes interact with the formal aspects of the work situation to influence performance.
127
technical skill
The ability to perform a specialized task involving a particular method or process.
128
contingency perspective
An approach to the study of management proposing that the managerial strategies, structures, and processes that result in high performance depend on the characteristics, or important contingencies, of the situation in which they are applied.
129
situational approach
Leadership perspective proposing that universally important traits and behaviors do not exist and that effective leadership behavior varies from situation to situation.
130
vision
A mental image of a possible and desirable future state of the organization.
131
human resource management (HRM)
Formal systems for the management of people within an organization.
132
labor relations
The system of relations between workers and management.
133
coopetition
Simultaneous competition and cooperation among companies with the intent of creating value.
134
power
The ability to influence others.
135
avoidance
A reaction to conflict that involves ignoring the problem by doing nothing at all or deemphasizing the disagreement.
136
social facilitation effect
Working harder when in a group than when working alone.
137
benchmarking
The process of comparing an organization’s practices and technologies with those of other companies.
138
Hawthorne Effect
People’s reactions to being observed or studied resulting in superficial rather than meaningful changes in behavior.
139
frontline managers
Lower-level managers who supervise the operational activities of the organization.
140
virtual teams
Teams that are physically dispersed and communicate electronically more than face-to-face.
141
charismatic leader
A person who is dominant, self-confident, convinced of the moral righteousness of his or her beliefs, and able to arouse a sense of excitement and adventure in followers.
142
servant–leader
A leader who serves others’ needs while strengthening the organization.
143
supervisory leadership
Behavior that provides guidance, support, and corrective feedback for day-to-day activities.
144
bureaucracy
A classical management approach emphasizing a structured, formal network of relationships among specialized positions in the organization.
145
scientific management
A classical management approach that applied scientific methods to analyze and determine the one best way to complete production tasks.
146
emotional intelligence
Skills of understanding yourself, managing yourself, and dealing effectively with others.
147
task-motivated leadership
Leadership that places primary emphasis on completing a task.
148
value
The monetary amount associated with how well a job, task, good, or service meets users’ needs.
149
independent strategies
Strategies that an organization acting on its own uses to change some aspect of its current environment.
150
right-to-work
Legislation that allows employees to work without having to join a union.
151
contingencies
Factors that determine the appropriateness of managerial actions.
152
Fiedler’s contingency model of leadership effectiveness
A situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation.
153
social loafing
Working less hard and being less productive when in a group.
154
superordinate goals
Higher-level goals taking priority over specific individual or group goals.
155
buffering
Creating supplies of excess resources in case of unpredictable needs.
156
pseudotransformational leaders
Leaders who talk about positive change but allow their self-interests to take precedence over followers’ needs.
157
needs assessment
An analysis identifying the jobs, people, and departments for which training is necessary.
158
final consumer
A customer who purchases products in their finished form.
159
work teams
Teams that make or do things like manufacture, assemble, sell, or provide service.
160
development
Helping managers and professional employees learn the broad skills needed for their present and future jobs.
161
strategic maneuvering
An organization’s conscious efforts to change the boundaries of its task environment.
162
group maintenance behaviors
Actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group.
