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Management & Organizational Behavior 330 > Final Exam Review > Flashcards

Final Exam Review Flashcards

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1
Q

Management

A

having the right people, in the right place, at the right time, doing the right thing the right way.

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2
Q

Efficiency

A

getting work done with a minimum of effort, expense, or waste

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3
Q

Leading

A

inspiring and motivating workers to work hard to achieve organizational goals

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4
Q

Planning

A

determining organizational goals and a means for achieving them

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5
Q

Controlling

A

monitoring progress toward goal achievement and taking corrective action when needed

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6
Q

Conceptual skills

A

the ability to see the organization as a whole, understand how the different parts affect each other, and recognize how the company fits into or is affected by its environment

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7
Q

Strategic Plans

A

overall company plans that clarify how the company will serve customers and position itself against competitors over the next two to five years

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8
Q

Tactical Plans

A

plans created and implemented by middle managers that specify how the company will use resources, budgets, and people over the next six months to two years to accomplish specific goals within its mission

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9
Q

Organizing

A

deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom

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10
Q

Effectiveness

A

accomplishing tasks that help fulfill organizational objectives

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11
Q

Ethics

A

the set of moral principles or values that defines right and wrong for a person or group

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12
Q

Ethical Behavior

A

behavior that conforms to a society’s accepted principles of right and wrong

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13
Q

Ethical Responsibility

A

a company’s social responsibility not to violate accepted principles of right and wrong when conducting its business

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14
Q

Workplace deviance

A

unethical behavior that violates organizational norms about right and wrong

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15
Q

Satisficing

A

choosing a “good-enough” alternative

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16
Q

C-Type conflict (Cognitive conflict)

A

disagreement that focuses on problem and issue related differences of opinion

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17
Q

A-Type conflict (affective conflict)

A

disagreement that focuses on individuals or personal issues

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18
Q

normative decision theory

A

a theory that suggests how leaders can determine an appropriate amount of employee participation when making decisions

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19
Q

leadership style

A

the way a leader generally behaves toward followers

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20
Q

leadership

A

the process of influencing others to achieve group or organizational goals

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21
Q

contingency theory

A

a leadership theory that states that in order to maximize work group performance, leaders must be matched to the situation that best fits their leadership style

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22
Q

transformation leadership

A

leadership that generates awareness and acceptance of a group’s purpose and mission and gets employees to see beyond their own needs and self-interests for the good of the group

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23
Q

Bona Fide Occupational Qualification (BFOQ)

A

An exception in employment law that permits sex, age, religion, and the like to be used when making employment decision, but only if they are “reasonably necessary to the normal operation of that particular business.” BFOQs are strictly monitored by the Equal Employment Opportunity Commission.

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24
Q

Performing

A

The fourth and final stage of team development, in which performance improves because the team has matured into an effective, full functioning team.

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25
Quid Pro Quo
A form of sexual harassment in which employment outcome, such as hiring, promotion, or simply keeping one's job, depend on whether an individual submits to sexual harassment.
26
Social Loafing
Behavior in which team members withhold their efforts and fail to perform their share of the work.
27
Disparate Treatment
Intentional discrimination that occurs when people are purposely not given the same hiring, promotion, or membership opportunities because of their race, color, sex, age, ethnic group, national origin, or religious beliefs.
28
Adverse Impact
Unintentional discrimination that occurs when members of a particular race, sex, or ethnic group are unintentionally harmed or disadvantaged because they are hired, promoted, or trained at substantially lower rates.
29
Performance Appraisal
The process of assessing how well employees are doing their jobs.
30
Synergy
When two or more subsystems working together can produce more than they can working apart 1 +1 =3
31
Groupthink
A barrier to good decision making caused by pressure within the group for members to agree with each other
32
Social Responsibility
A business's obligation to pursue policies, make decisions, and take actions that benefit society
33
Locus of Control
Is in the individual inherent desire and capacity to grow, choose, learn to take responsibility for learning
34
Employee Shrinkage
Employees theft of company merchandise
35
Courageous Conversation
addressing an issue with an employeee
36
Principle of Distributive Justice
An ethical principle that holds that you hold never take any action that harms the least fortunate among us: the poor, the uneducated, the unemployed
37
Directive leadership
a leadership style in which the leader lets employees know precisely what is expected of them, gives them specific guidelines for performing tasks, schedules work, sets standards of performance, and makes sure that people follow standard rules and regulations
38
Supportive Leadership
a leadership style in which the leader is friendly and approachable to employees, shows concern for employees and their welfare, treats them as equals, and creates a friendly climate.
39
Participative Leadership
a leadership style in which the leader consults employees for their suggestions and input before making decisions
40
Visionary Leadership
leadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting
41
Norms
informally agreed-on standards that regulate team behavior
42
Recruiting
the process of developing a pool of qualified job applicants
43
Job Description
a written description of the basic tasks, duties, and responsibilities required of an employee holding a particular job
44
Validation
the process of determining how well a selection test or procedure predicts future job performance; the better or more accurate the prediction of future job performance, the more valid a test is said to be
45
Needs assessment
the process of identifying and prioritizing the learning needs of employees
46
Dysfunctional turnover
loss of high-performing employees who voluntarily choose to leave a company
47
Functional turnover
loss of poor-performing employees who voluntarily choose to leave a company
48
Consideration
the extent who which a leader is friendly, approachable, and supportive and shows concern for employees
49
Proximity of effect
the social, psychological, cultural, or physical distance between a decision maker and those affected by his or her decision
50
Bureaucratic immunity
the ability to make changes without first getting approval from managers or other parts of an organization
51
Principle of Government Requirements
an ethical principle that holds that you should never take any action that violates the law, for the law represents minimal moral standard
52
Cross-functional Team
a team composed of employees from different functional areas of the organization
53
Team diversity
the variances or differences in ability, experience, personality, or any other factor on a team
54
Finance
Financial Independence is when your passive income equals or exceeds your expenses.
55
Excite
Whatever you get excited about gets excited about you.
56
See things
You don't see things as they are. You see things as you are.
57
Relationships
Relationships are more important than issues.
58
Transition
You don't transition organizations; you transition individuals.
59
Personal
Whatever is most personal is most universal.
60
Digression
Anything left to itself will digress to the next lowest level.
61
Commitment
It is always better to under-commit and over-deliver than to over-commit and under-deliver.
62
Cost
There is always cost associated with change, and always a cost associated with not change.
63
System
A system is perfectly designed to get the results that it gets.
64
Decisions
You are where you are today based on the decisions that you made yesterday. You are where you're going tomorrow based on the decisions you make today.
65
Reactive
You can choose to be proactive or reactive. If you choose neither, you have chosen reactive.
66
No problem can be solved from the same consciousness that created it. We must learn to see the world anew
Albert Einstein
67
We change our behavior when the pain of staying the same becomes greater than the pain of changing
Henry Cloud
68
Any good that I can do or any kindness I can show let me do it now.
Steven Grellet
69
Managers who don't share the values, but deliver the numbers have the power to destroy the culture
Jack Welch
70
The success of the enterprise depends more on the administrative ability of its leaders than on their technical skills
Henri Fayol
71
I'm not discouraged because every wrong attempt is another step forward
Thomas Edison
72
All mankind is divided into three classes. Immovable, moveable, those that move
Benjamin Franklin
73
I know that no university exists that can give you an education. One's education is left up to one's self.
Louis L'Amour
74
If you want something you've never had, you must be willing to do something you've never done.
Thomas Jefferson
75
The real act of discovery consists not in finding new lands, but in seeing with new eyes.
Marcel Proust
76
Diversity is not about how we differ. Diversity is about embracing one another's uniqueness.
Ola Joseph
77
Blessed is the man who does not walk in the counsel of the wicked or stand in the way of sinners or sit in the seat of mockers. But his delight is in the law of the LORD, and on his law he mediates day and night.
Psalms 1:1-2
78
Individual commitment to a group effort -- that is what makes a team work, a company work, a society work, a civilization work.
Vince Lombardi
79
Hold fast to dreams, for if dreams die, life is a broken-winged bird that cannot fly
Langston Hughes
80
There is nothing wrong with change, if it is in the right direction
Winston Churchill
81
If you know the right thing to do and don't do it, then that for you is evil.
James 4:17
82
S.T.A.R
Situation - Task - Action - Result

Management & Organizational Behavior 330 (7 decks)

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