Exploring Business Chapters 10, 11 & 12 Review

Apprentice Programs

A trainee works alongside an experience employee to master the skills and procedures of a craft

Secondary Boycott

Attempt by labor to convince others to stop doing business with a firm

Mentor

Corporate manager who supervises, coaches, and guides selected lower-level employees

Injunction

Court order directing someone to do something or to refrain from doing something

Knights of Labor

First Labor organization

Extrinsic Reward

Given to you by someone else as recognition for good work

Orientation

Activity that introduces new employees to the organization

Fringe Benefits

Additional compensation to employees beyond base wages

Open Shop Agreement

Agreement that gives workers the option to join or not join a union

Arbitration

Agreement to bring in a third party to settle a compromise

Training and Development

All attempts to improve productivity by increasing an employee's ability to perform

Lockout

Attempt by management to put pressure on union workers by temporarily closing the business

Hygiene Factors

Job factors that can course dissatisfaction if missing, but do not necessarily motivate employees if increased

On-The-Job Training

Lets the employee learn by doing, or by watching others and intimidating them

Job Sharing

Lets two or more part-time employees share one full-time job

Equity Theory

Looks at how employees' perceptions of fairness affect their willingness to perform

Motivators

Make employees productive and give them satisfaction

Job Rotation

Makes work more interesting by motivating employees from one job to another

Six Steps for Selection

Obtaining Complete Application Forms, Conducting initial and follow-up interviews, Giving employment tests, Conducting Background investigations, Obtaining results from physical exams, and Establishing trial periods

Off-the-Job Training

Occurs away from the workplace and consists of internal or external programs to develop skills

Primary Boycott

Occurs when labor encourages both its members and the general public to not interact with a company

Craft Union

Organization of skilled specialists in a particular craft or trade

Certification

Formal process whereby National Labor Recognitions Board recognizes a labor union as the authorized bargaining agent for a group of employees

Cafeteria-Style Fringe Benefits

Fringe benefits plan that allows employees to choose the benefits they want

Flextime Plan

Gives employees some freedom to choose which hours to work

Right-to-Work Laws

Gives workers the right to join or not to join a union of present

Core Time

Period when all employees are expected to be at their job stations

Intrinsic Reward

Personal satisfaction you feel when you perform well and complete goals

Maslow's Hierarchy of Needs

Physiological, safety, social, esteem, self-actualization

Networking

Process of establishing and maintaining contacts with key managers in your own and other organizations

Selection

Process of gathering information and deciding who should be hired, under legal guidelines, to serve the best interests of the individual and the organization

Management Development

Process of training and educating employees to become good managers

Collective Bargaining

Process whereby union and management representatives negotiate a contract for workers

Bargaining Zone

Range of options between initial and final offers that each party will consider before negotiations stop

Yellow-Dog Contract

Requires employees to agree, as a condition of employment, not to join a union

American Federation of Labor

Rival to Knights of Labor

Recruitment

Set of activities for obtaining the right number of qualified people at the right time

Negotiated Labor-Management Agreement

Sets the tone and clarifies the terms and conditions under which management and the union will function over a specific period

Goal Setting Theory

Setting ambitious but attainable goals can motivate workers and improve performance if the goals are accepted and accompanied by feedback

Five Characteristics that are important in motivation and performance

Skill Variety, Task Identity, Task Significance, Autonomy, Feedback

Job Description

Specifies objectives of the job, type of work, the responsibilities, and the job's relationship to other functions

Job Enrichment

Strategy that motivates workers through the job itself

Time-Motion STudy

Studies of tasks performed in a job and the time needed for each

Job Analysis

Study of what employees do who hold various job titles

Scientific Management

Studying Scientifically the most efficient way to do things, determine the "best way" to perform each task, and then teach people these methods

Management by Objectives

System that includes a cycle of discussion, review, and evaluation of objectives among top and middle-level managers, supervisors, and employees

Hawthorne Effect

The tendency for people to behave differently when they know they are being studied

Shop Stewards

Union officials who work permanently in an organization and represent employee interests

Mediation

Use of a third party in as an attempt to find compromise

Job Simulation

Use of equipment that duplicates job conditions and tasks so trainees can learn skills

Decertification

Workers can take away a union's right to represent them

Union Shop Agreement

Workers do not have to be members of a union to be hired but must agree to join within a certain time period

Strikebreakers

Workers hired to do the jobs of strikers until labor dispute is resolved

Cooling-Off Period

Workers return to their jobs while negotiations continue

Contingent Workers

Workers who do not have the expectation of regular, full-time employment

Job Specifications

Written summary of the minimal education and skills to do a particular job

Theory Z

a management philosophy that stresses employee participation in all aspects of company decision making

Theory Y

assumes people are willing to work, accept responsibility, are self-directed, and are creative

Theory X

assumes that workers are basically lazy, error-prone, and extrinsically motivated by money and, thus, should be directed from above.

Vestibule Training

done in classrooms with equipment similar to that used on the job so that employees learn proper methods and safety procedures before assuming a specific job assignment

Principle of Motion Economy

shows how every job could be broken into a series of elementary motions

Human Resource Management

the process of determining human resource needs and then recruiting, selecting, developing, motivating, evaluating, compensating, and scheduling employees to achieve organizational goals

Congress of Industrial Organizations

union organization of unskilled workers broke away from AFL in 1935 and rejoined in 1955

Sexual Harassment

unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature

Strike

Workers collectively refuse to go to work

Grievance

Charge by employees that management is not abiding by or fulfilling the terms of negotiated agreements

Job Enlargement

Combines a series of tasks into one challenging and interesting assignment

Industrial Unions

Consist of unskilled and semiskilled workers in mass production industries

Online Training

Demonstrates how technology is improving the efficiency of many off-job training programs

Reverse Discrimination

Discrimination against whites or males in hiring or promoting

Performance Appraisal

Education that measures employee performance against established standards in order to make decisions

Expectancy Theory

Employee expectations can affect motivation

Union

Employee organization whose main goal is representing its members in employee-management negotiations

Union Security Clause

Employees who reap union benefits either officially join or at least pay dues to a union

Agency Shop Agreement

Employers may hire workers who are not required to join a union but must pay dues

Affirmative Action

Employment activities designated to increase opportunities for minorities and women