TEMO Flashcards
1
Q
decision making
A
The process by which managers respond to opportunities and threats by analyzing options and making determinations about specific organizational goals and courses of action.
2
Q
programmed decision
making
A
Routine, virtually
automatic decision making
that follows established rules
or guidelines.
3
Q
nonprogrammed decision
making
A
Nonroutine decision making that occurs in response to unusual, unpredictable opportunities and threats.
4
Q
intuition
A
Feelings, beliefs, and hunches that come readily to mind, require little effort and information gathering, and result in on-the-spot decisions.
5
Q
reasoned judgment
A
A decision that requires time and effort and results from careful information gathering, generation of alternatives, and evaluation of alternatives.
6
Q
classical decision-making
model
A
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.
7
Q
optimum decision
A
The most appropriate decision in light of what managers believe to be the most desirable consequences for the organization.
8
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.
9
Q
bounded rationality
A
Cognitive limitations that
constrain one’s ability to
interpret, process, and act on
information.
10
Q
risk
A
The degree of probability
that the possible outcomes
of a particular course of
action will occur.
11
Q
uncertainty
A
Unpredictability.
12
Q
ambiguous information
A
Information that can be interpreted
in multiple and often
conflicting ways.
13
Q
satisficing
A
Searching for and choosing an acceptable, or satisfactory, response to problems and opportunities, rather than trying to make the best decision.
14
Q
heuristics
A
Rules of thumb
that simplify decision making
15
Q
systematic errors
A
Errors
that people make over and
over and that result in poor
decision making.
16
Q
prior hypothesis bias
A
A cognitive bias resulting from the tendency to base decisions on strong prior beliefs even if evidence shows that those beliefs are wrong.
17
Q
representativeness bias
A
A cognitive bias resulting from the tendency to generalize inappropriately from a small sample or from a single vivid event or episode.
18
Q
illusion of control
A
source of cognitive bias resulting from the tendency to overestimate one’s own ability to control activities and events.
19
Q
escalating commitment
A
A source of cognitive bias resulting from the tendency to commit additional resources to a project even if evidence shows that the project is failing.
20
Q
groupthink
A
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.
21
Q
devil’s advocacy
A
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.
22
Q
dialectical inquiry
A
Critical analysis of two preferred alternatives in order to find an even better alternative for the organization to adopt.
23
Q
organizational learning
A
The process through which managers seek to improve employees’ desire and ability to understand and manage the organization and its task environment.
24
Q
learning organization
A
An organization in which managers try to maximize the ability of individuals and groups to think and behave creatively and thus maximize the potential for organizational learning to take place.
25
creativity
```
A decision maker’s
ability to discover original
and novel ideas that lead to
feasible alternative courses of
action.
```
26
production blocking
```
A
loss of productivity in brainstorming
sessions due to
the unstructured nature of
brainstorming.
```
27
nominal group technique
```
A decision-making technique
in which group members write
down ideas and solutions,
read their suggestions to the
whole group, and discuss and
then rank the alternatives.
```
28
delphi 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.
```
29
entrepreneur
```
An individual
who notices opportunities
and decides how to mobilize
the resources necessary to
produce new and improved
goods and services.
```
30
social entrepreneur
```
An
individual who pursues initiatives
and opportunities
and mobilizes resources to
address social problems and
needs in order to improve
society and well-being
through creative solutions.
```
31
intrapreneur
```
A manager,
scientist, or researcher who
works inside an organization
and notices opportunities
to develop new or improved
products and better ways to
make them.
```
32
entrepreneurship
```
The
mobilization of resources to
take advantage of an opportunity
to provide customers
with new or improved goods
and services.
```
33
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.
```
34
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.
```
35
control systems
```
Formal
target-setting, monitoring,
evaluation, and feedback
systems that provide managers
with information about
how well the organization’s
strategy and structure are
working.
```
36
feedforward control
Control that allows managers
to anticipate problems before
they arise.
37
concurrent control
```
Control that gives managers
immediate feedback on how
efficiently inputs are being
transformed into outputs so
managers can correct problems
as they arise.
```
38
feedback control
```
Control
that gives managers information
about customers’ reactions
to goods and services
so corrective action can be
taken if necessary.
```
39
operating budget
```
A budget
that states how managers
intend to use organizational
resources to achieve organizational
goals.
```
40
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.
```
41
bureaucratic control
Control of behavior by means
of a comprehensive system of
rules and standard operating
procedures.
42
clan control
```
The control
exerted on individuals and
groups in an organization
by shared values, norms,
standards of behavior, and
expectations.
```
43
organizational change
```
The movement of an organization
away from its present
state and toward some
preferred future state to
increase its efficiency and
effectiveness.
```
44
evolutionary change
Change that is gradual, incremental,
| and narrowly focused.
45
revolutionary change
Change that is rapid, dramatic,
| and broadly focused.
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
bottom-up change
```
A gradual
or evolutionary approach
to change in which managers
at all levels work together to
develop a detailed plan for
change.
```
48
benchmarking
```
The process
of comparing one
company’s performance on
specific dimensions with the
performance of other highperforming
organizations.
```
49
global organization
An
organization that operates
and competes in more than
one country.
50
global environment
```
The
set of global forces and conditions
that operates beyond an
organization’s boundaries but
affects a manager’s ability to
acquire and utilize resources.
```
51
task environment
```
The
set of forces and conditions
that originates with suppliers,
distributors, customers, and
competitors and affects an
organization’s ability to obtain
inputs and dispose of its outputs.
These forces and conditions
influence managers daily.
```
52
general environment
```
The
wide-ranging global, economic,
technological,
sociocultural, demographic,
political, and legal forces that
affect an organization and its
task environment.
```
53
suppliers
```
Individuals and
organizations that provide an
organization with the input
resources it needs to produce
goods and services.
```
54
global outsourcing
```
The
purchase or production of
inputs or final products from
overseas suppliers to lower
costs and improve product
quality or design.
```
55
distributors
Organizations
that help other organizations
sell their goods or services to
customers.
56
customers
Individuals and
groups that buy the goods
and services an organization
produces.
57
competitors
```
Organizations
that produce goods and services
that are similar to a particular
organization’s goods
and services.
```
58
potential competitors
Organizations that presently
are not in a task environment
but could enter if they so
choose.
59
barriers to entry
```
Factors
that make it difficult and costly
for an organization to enter a
particular task environment or
industry.
```
60
economies of scale
Cost
advantages associated with
large operations.
61
brand loyalty
Customers’
preference for the products of
organizations currently existing
in the task environment.
62
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.
```
63
technology
```
The combination
of skills and equipment that
managers use in designing,
producing, and distributing
goods and services.
```
64
technological forces
Outcomes of changes in the
technology managers use to
design, produce, or distribute
goods and services.
65
sociocultural forces
```
Pressures
emanating from the
social structure of a country
or society or from the national
culture.
```
66
social structure
The traditional
system of relationships
established between people
and groups in a society.
67
national culture
```
The set of
values that a society considers
important and the norms
of behavior that are approved
or sanctioned in that society.
```
68
demographic forces
```
Outcomes of changes in, or
changing attitudes toward,
the characteristics of a population,
such as age, gender,
ethnic origin, race, sexual orientation,
and social class.
```
69
political and legal forces
```
Outcomes of changes in
laws and regulations, such
as deregulation of industries,
privatization of organizations,
and increased emphasis on
environmental protection.
```
70
globalization
```
The set of
specific and general forces
that work together to integrate
and connect economic,
political, and social systems
across countries, cultures, or
geographical regions so that
nations become increasingly
interdependent and similar.
```
71
tariff
A tax that a government
imposes on imported or,
occasionally, exported goods.
72
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.
```
73
values
Ideas about what a
society believes to be good,
right, desirable, or beautiful.
74
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.
```
75
mores
Norms that are considered
to be central to the
functioning of society and to
social life.
76
folkways
The routine social
| conventions of everyday life.
77
individualism
```
A worldview
that values individual freedom
and self-expression and
adherence to the principle
that people should be judged
by their individual achievements
rather than by their
social background.
```
78
collectivism
```
A 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.
```
79
power distance
```
The
degree to which societies
accept the idea that inequalities
in the power and wellbeing
of their citizens are due
to differences in individuals’
physical and intellectual
capabilities and heritage.
```
80
achievement orientation
A worldview that values
assertiveness, performance,
success, and competition.
81
nurturing orientation
```
A
worldview that values the
quality of life, warm personal
friendships, and services and
care for the weak.
```
82
uncertainty avoidance
The degree to which societies
are willing to tolerate uncertainty
and risk.
83
long-term orientation
A
worldview that values thrift
and persistence in achieving
goals.
84
short-term orientation
A
worldview that values personal
stability or happiness
and living for the present.
85
planning
```
Identifying and
selecting appropriate goals
and courses of action; one
of the four principal tasks of
management.
```
86
strategy
```
A cluster of decisions
about what goals to
pursue, what actions to take,
and how to use resources to
achieve goals.
```
87
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.
```
88
corporate-level plan
```
Top
management’s decisions pertaining
to the organization’s
mission, overall strategy, and
structure.
```
89
corporate-level strategy
A plan that indicates in which
industries and national markets
an organization intends
to compete.
90
business-level plan
```
Divisional
managers’ decisions
pertaining to divisions’ longterm
goals, overall strategy,
and structure.
```
91
business-level strategy
```
A
plan that indicates how a
division intends to compete
against its rivals in an
industry.
```
92
functional-level plan
```
Functional managers’ decisions
pertaining to the goals
that they propose to pursue
to help the division attain its
business-level goals.
```
93
functional-level strategy
```
A plan of action to improve
the ability of each of an
organization’s functions to
perform its task-specific
activities in ways that add
value to an organization’s
goods and services.
```
94
time horizon
The intended
| duration of a plan.
95
strategic leadership
```
The
ability of the CEO and top
managers to convey a compelling
vision of what they
want the organization to
achieve to their subordinates.
```
96
strategy formulation
```
The
development of a set of corporate,
business, and functional
strategies that allow an
organization to accomplish its
mission and achieve its goals.
```
97
SWOT analysis
```
A planning
exercise in which managers
identify organizational
strengths (S) and weaknesses
(W) and environmental opportunities
(O) and threats (T).
```
98
hypercompetition
```
Permanent,
ongoing, intense
competition brought about
in an industry by advancing
technology or changing customer
tastes.
```
99
low-cost strategy
Driving
the organization’s costs down
below the costs of its rivals.
100
differentiation strategy
```
Distinguishing an organization’s
products from the
products of competitors on
dimensions such as product
design, quality, or after-sales
service.
```
101
focused low-cost strategy
Serving only one segment of
the overall market and trying
to be the lowest-cost organization
serving that segment.
102
focused differentiation strategy
```
Serving only one
segment of the overall market
and trying to be the most differentiated
organization serving
that segment.
```
103
concentration on a single
| industry
Reinvesting a company’s
profits to strengthen
its competitive position in its
current industry.
104
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.
```
105
diversification
```
Expanding
a company’s business operations
into a new industry in
order to produce new kinds of
valuable goods or services.
```
106
related diversification
```
Entering a new business or
industry to create a competitive
advantage in one or more
of an organization’s existing
divisions or businesses.
```
107
synergy
Performance gains
that result when individuals
and departments coordinate
their actions.
108
unrelated diversification
```
Entering a new industry or
buying a company in a new
industry that is not related
in any way to an organization’s
current businesses or
industries.
```
109
global strategy
```
Selling the
same standardized product
and using the same basic
marketing approach in each
national market.
```
110
multidomestic strategy
Customizing products and
marketing strategies to specific
national conditions
111
exporting
Making products
at home and selling them
abroad.
112
importing
Selling products
at home that are made
abroad.
113
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.
```
114
franchising
```
Selling to a
foreign organization the rights
to use a brand name and
operating know-how in return
for a lump-sum payment and
a share of the profits.
```
115
strategic alliance
```
An
agreement in which managers
pool or share their organization’s
resources and knowhow
with a foreign company,
and the two organizations
share the rewards and risks of
starting a new venture.
```
116
joint venture
```
A strategic
alliance among two or more
companies that agree to
jointly establish and share the
ownership of a new business.
```
117
wholly owned foreign
| subsidiary
Production operations
established in a foreign
country independent of any
local direct involvement.
118
group
Two or more people
who interact with each other
to accomplish certain goals or
meet certain needs.
119
team
A group whose members
work intensely with one
another to achieve a specific
common goal or objective.
120
synergy
Performance gains
that result when individuals
and departments coordinate
their actions.
121
formal group
A group
that managers establish to
achieve organizational goals.
122
informal group
```
A group
that managers or nonmanagerial
employees form to help
achieve their own goals or
meet their own needs.
```
123
top management team
```
A
group composed of the
CEO, the president, and the
heads of the most important
departments.
```
124
research and development
| team
A team whose
members have the expertise
and experience needed to
develop new products.
125
command group
```
A group
composed of subordinates
who report to the same
supervisor; also called department
or unit.
```
126
task force
```
A committee of
managers or nonmanagerial
employees from various
departments or divisions
who meet to solve a specific,
mutual problem; also called
an ad hoc committee.
```
127
self-managed work
| team
```
A group of employees
who supervise their own
activities and monitor the
quality of the goods and services
they provide.
```
128
virtual team
```
A team whose
members rarely or never meet
face-to-face but, rather, interact
by using various forms
of information technology
such as e-mail, computer
networks, telephone, fax, and
videoconferences.
```
129
friendship group
```
An
informal group composed
of employees who enjoy
one another’s company and
socialize with one another.
```
130
interest group
```
An informal
group composed of
employees seeking to achieve
a common goal related
to their membership in an
organization.
```
131
division of labor
Splitting
the work to be performed into
particular tasks and assigning
tasks to individual workers.
132
task interdependence
```
The
degree to which the work
performed by one member of
a group influences the work
performed by other members.
```
133
pooled task interdependence
```
The task interdependence
that exists when group
members make separate and
independent contributions to
group performance.
```
134
sequential task interdependence
```
The task interdependence
that exists when
group members must perform
specific tasks in a predetermined
order.
```
135
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.
```
136
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.
```
137
role making
Taking the initiative
to modify an assigned
role by assuming additional
responsibilities.
138
group norms
Shared guidelines
or rules for behavior that
most group members follow.
139
group cohesiveness
The
degree to which members are
attracted to or loyal to their
group.
140
social loafing
```
The tendency
of individuals to put forth
less effort when they work in
groups than when they work
alone.
```
141
motivation
```
Psychological
forces that determine the
direction of a person’s
behavior in an organization, a
person’s level of effort, and a
person’s level of persistence.
```
142
intrinsically motivated behavior
Behavior that is
| performed for its own sake.
143
extrinsically motivated
| behavior
Behavior that is
performed to acquire material
or social rewards or to avoid
punishment.
144
prosocially motivated
| behavior
Behavior that is
performed to benefit or help
others.
145
outcome
Anything a
person gets from a job or
organization.
146
input
Anything a person
contributes to his or her job or
organization.
147
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.
```
148
expectancy
```
In expectancy
theory, a perception about
the extent to which effort
results in a certain level of
performance.
```
149
instrumentality
```
In expectancy
theory, a perception
about the extent to which
performance results in the
attainment of outcomes.
```
150
valence
```
In expectancy
theory, how desirable each of
the outcomes available from
a job or organization is to a
person.
```
151
need
A requirement or
necessity for survival and
well-being.
152
need theories
```
Theories
of motivation that focus on
what needs people are trying
to satisfy at work and what
outcomes will satisfy those
needs.
```
153
Maslow’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
time.
```
154
Alderfer’s ERG theory
```
The
theory that three universal
needs—for existence, relatedness,
and growth—constitute
a hierarchy of needs and
motivate behavior. Alderfer
proposed that needs at more
than one level can be motivational
at the same time.
```
155
Herzberg’s motivatorhygiene
| 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.
```
156
need for achievement
```
The
extent to which an individual
has a strong desire to perform
challenging tasks well and to
meet personal standards for
excellence.
```
157
need for affiliation
```
The
extent to which an individual
is concerned about establishing
and maintaining good
interpersonal relations, being
liked, and having the people
around him or her get along
with each other.
```
158
need for power
The extent
to which an individual desires
to control or influence others.
159
equity theory
```
A theory of
motivation that focuses on
people’s perceptions of the
fairness of their work outcomes
relative to their work
inputs.
```
160
equity
The justice, impartiality,
and fairness to which all
organizational members are
entitled.
161
inequity
Lack of fairness.
162
underpayment inequity
```
The inequity that exists when
a person perceives that his
or her own outcome–input
ratio is less than the ratio of a
referent.
```
163
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
referent.
```
164
distributive justice
A
person’s perception of the
fairness of the distribution of
outcomes in an organization
165
procedural justice
```
A person’s
perception of the fairness
of the procedures that
are used to determine how
to distribute outcomes in an
organization.
```
166
interpersonal justice
```
A
person’s perception of the
fairness of the interpersonal
treatment he or she receives
from whoever distributes outcomes
to him or her.
```
167
informational justice
```
A
person’s perception of the
extent to which his or her manager
provides explanations for
decisions and the procedures
used to arrive at them.
```
168
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.
```
169
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.
```
170
learning
A relatively permanent
change in knowledge
or behavior that results from
practice or experience.
171
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.
```
172
positive reinforcement
Giving people outcomes they
desire when they perform
organizationally functional
behaviors.
173
negative reinforcement
Eliminating or removing undesired
outcomes when people
perform organizationally functional
behaviors.
174
extinction
Curtailing the
performance of dysfunctional
behaviors by eliminating
whatever is reinforcing them.
175
punishment
Administering
an undesired or negative consequence
when dysfunctional
behavior occurs.
176
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.
```
177
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.
```
178
vicarious learning
```
Learning
that occurs when the
learner becomes motivated to
perform a behavior by watching
another person performing
it and being reinforced for
doing so; also called observational
learning.
```
179
self-reinforcer
```
Any desired
or attractive outcome or
reward that a person gives
to himself or herself for good
performance.
```
180
self-efficacy
A person’s
belief about his or her ability
to perform a behavior
successfully.
181
merit pay plan
A compensation
plan that bases pay on
performance.
182
employee stock option
```
A financial instrument that
entitles the bearer to buy
shares of an organization’s
stock at a certain price during
a certain period or under
certain conditions.
```
183
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.
```
184
leader
An individual who is
able to exert influence over
other people to help achieve
group or organizational goals.
185
servant leader
A leader
who has a strong desire to
serve and work for the benefit
of others.
186
legitimate power
The
authority that a manager has
by virtue of his or her position
in an organization’s hierarchy.
187
reward power
The ability
of a manager to give or withhold
tangible and intangible
rewards.
188
coercive power
The
ability of a manager to
punish others.
189
expert power
Power that is
based on the special knowledge,
skills, and expertise
that a leader possesses.
190
referent power
Power that
comes from subordinates’
and coworkers’ respect,
admiration, and loyalty.
191
empowerment
The
expansion of employees’
knowledge, tasks, and decision-
making responsibilities.
192
consideration
Behavior
indicating that a manager
trusts, respects, and cares
about subordinates.
193
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.
```
194
relationship-oriented
| leaders
```
Leaders whose
primary concern is to develop
good relationships with their
subordinates and to be liked
by them.
```
195
task-oriented
| leaders
Leaders whose
primary concern is to ensure
that subordinates perform at
a high level.
196
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.
```
197
task structure
```
The extent
to which the work to be performed
is clear-cut so that a
leader’s subordinates know
what needs to be accomplished
and how to go about
doing it; a determinant of how
favorable a situation is for
leading.
```
198
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.
```
199
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.
```
200
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.
```
201
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.
```
202
charismatic leader
```
An
enthusiastic, self-confident
leader who is able to clearly
communicate his or her vision
of how good things could be.
```
203
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.
```
204
developmental
| consideration
```
Behavior a
leader engages in to support
and encourage followers and
help them develop and grow
on the job.
```
205
transactional leadership
```
Leadership that motivates
subordinates by rewarding
them for high performance
and reprimanding them for
low performance.
```
206
human resource
| management (HRM)
```
Activities that managers
engage in to attract and retain
employees and to ensure that
they perform at a high level and
contribute to the accomplishment
of organizational goals.
```
207
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.
```
208
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.
```
209
recruitment
```
Activities
that managers engage in
to develop a pool of qualified
candidates for open
positions.
```
210
selection
```
The process that
managers use to determine
the relative qualifications
of job applicants and their
potential for performing well
in a particular job.
```
211
human resource planning
Activities that managers
engage in to forecast their
current and future needs for
human resources.
212
outsource
To use outside
suppliers and manufacturers
to produce goods and
services.
213
job analysis
```
Identifying the
tasks, duties, and responsibilities
that make up a job and
the knowledge, skills, and
abilities needed to perform
the job.
```
214
lateral move
A job change
that entails no major changes
in responsibility or authority
levels.
215
realistic job preview
| RJP
An honest assessment
of the advantages and
disadvantages of a job and
organization.
216
reliability
The degree to
which a tool or test measures
the same thing each time it
is used.
217
validity
The degree to which
a tool or test measures what
it purports to measure.
218
training
```
Teaching organizational
members how to
perform their current jobs
and helping them acquire
the knowledge and skills
they need to be effective
performers.
```
219
development
```
Building
the knowledge and skills of
organizational members so
they are prepared to take
on new responsibilities and
challenges.
```
220
needs assessment
```
An
assessment of which employees
need training or development
and what type of skills
or knowledge they need to
acquire.
```
221
on-the-job training
Training
that takes place in the
work setting as employees
perform their job tasks.
222
performance appraisal
The evaluation of employees’
job performance and contributions
to their organization.
223
performance feedback
```
The process through which
managers share performance
appraisal information with
subordinates, give subordinates
an opportunity to reflect
on their own performance,
and develop, with subordinates,
plans for the future.
```
224
objective appraisal
An
appraisal that is based on
facts and is likely to be
numerical.
225
subjective appraisal
An
appraisal that is based on
perceptions of traits, behaviors,
or results.
226
360-degree appraisal
```
A
performance appraisal by
peers, subordinates, superiors,
and sometimes clients
who are in a position to evaluate
a manager’s performance.
```
227
formal appraisal
```
An
appraisal conducted at a
set time during the year
and based on performance
dimensions and measures
that were specified in
advance.
```
228
informal appraisal
An
unscheduled appraisal of
ongoing progress and areas
for improvement.
229
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.
```
230
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.
```
231
cafeteria-style benefit
| plan
A plan from which
employees can choose the
benefits they want
232
labor relations
```
The activities
managers engage in to
ensure that they have effective
working relationships
with the labor unions that
represent their employees’
interests.
```
233
collective bargaining
```
Negotiations between labor
unions and managers to
resolve conflicts and disputes
about issues such as working
hours, wages, benefits, working
conditions, and job security.
```
234
organizational architecture
```
The organizational structure,
control systems, culture, and
human resource management
systems that together
determine how efficiently
and effectively organizational
resources are used.
```
235
organizational structure
```
A formal system of task and
reporting relationships that
coordinates and motivates
organizational members so
they work together to achieve
an organization’s goals.
```
236
organizational design
```
The
process by which managers
make specific organizing
choices that result in a particular
kind of organizational
structure.
```
237
job design
The process by
which managers decide how
to divide tasks into specific
jobs.
238
job simplification
The process
of reducing the number
of tasks that each worker
performs.
239
job enlargement
Increasing
the number of different
tasks in a given job by changing
the division of labor.
240
job enrichment
Increasing
the degree of responsibility
a worker has over his or her
job.
241
functional structure
```
An
organizational structure composed
of all the departments
that an organization requires
to produce its goods or
services.
```
242
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 customer.
```
243
product structure
```
An
organizational structure in
which each product line or
business is handled by a selfcontained
division.
```
244
geographic structure
```
An
organizational structure in
which each region of a country
or area of the world is
served by a self-contained
division.
```
245
market structure
```
An
organizational structure in
which each kind of customer
is served by a self-contained
division; also called customer
structure.
```
246
matrix structure
```
An organizational
structure that simultaneously
groups people and
resources by function and by
product.
```
247
cross-functional team
```
A
group of managers brought
together from different
departments to perform organizational
tasks.
```
248
product team structure
```
An organizational structure in
which employees are permanently
assigned to a crossfunctional
team and report
only to the product team
manager or to one of his or
her direct subordinates.
```
249
authority
```
The power to hold
people accountable for their
actions and to make decisions
concerning the use of
organizational resources.
```
250
hierarchy of authority
An
organization’s chain of command,
specifying the relative
authority of each manager.
251
span of control
span of control
252
line manager
```
Someone
in the direct line or chain of
command who has formal
authority over people and
resources at lower levels.
```
253
staff manager
Someone
responsible for managing a
specialist function, such as
finance or marketing.
254
decentralizing authority
```
Giving lower-level managers
and nonmanagerial employees
the right to make important
decisions about how to
use organizational resources.
```
255
integrating mechanisms
```
Organizing tools that managers
can use to increase
communication and coordination
among functions and
divisions.
```
256
task force
```
A committee of
managers from various functions
or divisions who meet
to solve a specific, mutual
problem; also called ad hoc
committee.
```
257
organizational culture
```
The shared set of beliefs,
expectations, values, and
norms that influence how
members of an organization
relate to one another and
cooperate to achieve the
organization’s goals.
```
258
organizational ethics
```
The
moral values, beliefs, and
rules that establish the appropriate
way for an organization
and its members to deal with
each other and with people
outside the organization.
```
