Management 300 Final
1. behavior 2. cognition 3. affect
3 components of attitudes
1. distinctiveness 2. consistency 3. consensus
3 factors that influence whether an attribution will be external or internal
1. unfreezing 2. changing 3. refreezing
3 steps of Organizational Development
1. people in marketing have a good understanding of customer needs 2. technical specialists are aware of recent technological developments and make effective use of new technology 3. members from key departments -research, manufacturing, and marketing- cooperate in the development of the new product or service
3 things that most successful companies have
1. self-interest 2. lack of understanding and trust 3. uncertainty 4. different assessments and goals
4 common resistances to change
1. communication and education 2. participation 3. negotiation 4. coercion 5. top management support
5 common implementation tactics
chief ethics officer
A company executive who oversees ethics and legal compliance
political risk
A company's risk of loss of assets, earning power, or managerial control due to politically based events or actions by host governments
job description
A concise summary of the specific tasks and responsibilities of a particular job
application form
A device for collecting information about an applicant's education, previous job experience, and other background characteristics
performance gap
A disparity between existing and desired performance levels
code of ethics
A formal statement of ethical principles and rules of conduct
cross-functional team
A group of employees from various functional departments that meet as a team to resolve mutual problems
ethics committee
A group of executives assigned to oversee the organization's ethics by ruling on questionable issues and disciplining violators
permanent teams
A group of participants from several functions who are permanently assigned to solve ongoing problems of common interest
flat structure
A management structure characterized by an overall broad span of control and relatively few hierarchical levels
tall structure
A management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels
Goal-setting theory
A motivation theory in which specific, challenging goals increase motivation and performance when the goals are accepted by subordinates and these subordinates receive feedback to indicate their progress toward goal achievement
enterprise resource planning systems
A networked information system that collects, processes, and provides information about an organization's entire enterprise from identification of customer needs and receipt of orders to distribution of products and receipt of payments
idea champion
A person who sees the need for and champions productive change within the organization
cultural intelligence (CQ)
A person's ability to use reasoning and observation skills to interpret unfamiliar gestures and situations and devise appropriate behavioral responses.
affirmative action
A policy requiring employers to take positive steps to guarantee equal employment opportunities for people within protected groups.
realistic job preview
A recruiting approach that gives applicants all pertinent and realistic information about the job and the organization
international human-resource management
A subfield of human resource management that addresses the complexity that results from recruiting, selecting, developing, and maintaining a diverse workforce on a global scale
market expansion
A systematic attempt to increase sales through adding target groups
task force
A temporary team or committee formed to solve a specific short-term problem involving several departments
Focus
A type of competitive strategy that emphasizes concentration on a specific regional market or buyer group
halo effect
A type of rating error that occurs when an employee receives the same rating on all dimensions regardless of his or her performance on individual ones
uncertainty avoidance
A value characterized by people's intolerance for uncertainty and ambiguity and resulting support for beliefs that promise certainty and conformity
human-resource management
Activities undertaken to attract, develop, and maintain an effective workforce within an organization
organizational environment
All elements existing outside the organization's boundaries that have the potential to affect the organization
large-group intervention
An approach that brings together participants from all parts of the organization to discuss problems or opportunities and plan for major change
matching model
An employee selection approach in which the organization and the applicant attempt to match each other's needs, interests, and values
corporate university
An in house training and education facility that offers broad-based learning opportunities for employees
idea incubator
An in-house program that provides a safe harbor where ideas from employees throughout the organization can be developed without interference from company bureaucracy or politics
Type B Behavior Pattern
Behavior pattern that lacks Type A characteristics and includes a more balanced, relaxed lifestyle
Douglas McGregor
Created a theory with two types of people: theory x people- how to manage people people who are motivated by lower-order needs (safety and physiological needs). theory Y- how to manage people who are motivated by higher-order needs (social, esteem, self-actualization)
managing diversity
Creating a climate in which the potential advantages of diversity for organizational or group performance are maximized while the potential disadvantages are minimized
decision styles
Differences among people with respect to how they perceive problems and make decisions
1. Greater change and uncertainty in the environment are usually associated with decentralization 2. the amount of centralization or decentralization should fit the firm's strategy 3. in times of crisis or risk of company failure, authority may be centralized at the top
Factors that influence centralization or decentralization
Frederick Winslow Taylor
Father of scientific management
peer-to-peer file sharing
File sharing that allows PCs to communicate directly with one another over the Internet, bypassing central databases, servers, control points, and Web pages.
Planning, Organizing, leading, and controlling
Four management functions
two-factor theory
Frederick Herzberg's theory that stated that hygiene and motivators are the two things that influence motivation
Frank B. and Lillian M. Gilbreth
He stressed time and motion study(one best way to complete the job) She pioneered field of industrial psychology and human resource management
1. Mission statement 2. Strategic plans/goals 3. Tactical goals/plans 4. Operational goals/plans
Levels of Goals and Plans and Their Importance (pg143)
compensation
Monetary payments (wages, salaries) and nonmonetary goods/commodities (benefits, vacations) used to reward employees.
Hawthorne Effect
People behave differently when they know they are being studied
contingent workers
People who work for an organization but not on a permanent or full-time basis, including temporary placements, contracted professionals, or leased employees
Myers-Briggs Type Indicator
Personality test that measures a person's preference for introversion versus extroversion, sensation versus intuition, thinking versus feeling, and judging verus perceiving
operational plans
Plans developed at the organization's lower levels that specify action steps toward achieving operational goals that support tactical planning activities
1. potential new entrants 2. beginning power of buyers 3. bargaining power of suppliers 4. threat of substitute products 5. rivalry among competitors
Porter's Five Competitive Forces
international dimension
Portion of the external environment that represents events originating in foreign countries as well as opportunities for U.S. companies in other countries.
analytical style
Prefer complex problems, carefully analyze alternatives, willing to use innovative methods; find best possible option with given information
high-performance culture
Quadrant D organizations that are based on a solid mission or purpose, embody shared adaptive values, and encourage individual employee ownership
operational goals
Specific, measurable results expected from departments, work groups, and individuals within the organization
international stage of globalization
Stage of Development: competitive position Cultural Sensitivity: very important Manager Assumptions: "many good ways"
multinational stage of globalization
Stage of Development: explosions of international operations Cultural Sensitivity: somewhat important Manager Assumptions: "the least cost way"
Global stage of globalization
Stage of Development: global Cultural Sensitivity: critically important Manager Assumptions: "many good ways"
domestic stage of globalization
Stage of Development:initial foreign involvement Cultural Sensitivity:of little importance Manager Assumptions: "one best way"
1. extroversion 2. agreeableness 3. conscientiousness 4. emotional stability 5. openness to experience
The Big Five personality factors
1. Develop the plan 2. Translate the plan 3. Plan operations 4. Execute the plan 5. Monitor and learn
The Organizational Planning Process
recruiting
The activities or practices that define the desired characteristics of applicants for specific jobs.
organizational development
The application of behavioral science techniques to improve and organization's health and effectiveness through its ability to cope with environmental changes, improve internal relationships, and increase learning and problem-solving capabilities
departmentalization
The basis on which individuals are grouped into departments and departments into the total organization
authoritarianism
The belief that power and status differences should exist within the organization
equal employment opportunity
The condition in which all individuals have an equal chance fore employment, regardless of their race, color, religion, sex, age, disability, or national origin.
power distance
The degree to which people accept inequality in power among institutions, organizations, and people
legal-political dimension
The dimension of the general environment that includes federal, state, and local government regulations and political activities designed to influence company behavior.
technological dimension
The dimension of the general environment that includes scientific and technological advancements in the industry and society at large
human capital
The economic value of the knowledge, experience, skills, and capabilities of employees
justice approach
The ethical concept that moral decisions must be based on standards of equity, fairness, and impartiality
1. self-awareness 2. self-management 3. social awareness 4. relationship management
The four basic components of Emotional Intelligence (EQ)
international management
The management of business operations conducted in more than one country
delegation
The process managers use to transfer authority and responsibility to positions below them in the hierarchy
job analysis
The systematic process of gathering and interpreting information about the essential duties, tasks, and responsibilities of a job.
locus of control
The tendency to place the primary responsibility for one's success or failure either within oneself (internally) or on outside forces (externally).
chain of command
The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom
vertical structure
What type of structure is a functional structure?
Henri Fayol
a French mining engineer who worked his way up to become head of a major mining group known as Comambault by advocating: unity of command, division of work, unity of direction, and scalar chain
Max Weber
a German theorist who helped create bureaucratic organizations
wiki
a Web site that allows anyone with access, inside or outside the organization, to create, share, and edit content through a simple, browser-based user interface
mission statement
a broadly stated definition of the organization's basic business scope and operations that distinguish it from similar types of organizations
core competence
a business activity that an organization does particularly well in comparison to competitors
product change
a change in the organization's product or service outputs
technology change
a change that pertains to the organization's production process
decision
a choice made from available alternatives
employer of choice
a company that is highly attractive to potential employees because of human-resources practices that focus not just on tangible benefits such as pay and profit sharing but also on intangible
management information system
a computer-based system that provides information and support for effective managerial decision making
total quality management
a concept that focuses on managing the total organization to deliver quality to customers; four significant elements: employee involvement, focus on the customer, benchmarking, and continuous improvement
knowledge
a conclusion drawn from information after it is linked to other information and compared to what is already known
ambiguity
a condition in which the goals to be achieved or the problem to be solved is unclear, alternatives are difficult to define, and information about outcomes is unavailable
cognitive dissonance
a condition in which two attitudes or behavior and an attitude conflict
infrastructure
a country's physical facilities that support economic activities
intelligence team
a cross-functional group of managers and employees who work together to gain a deep understanding of a specific competitive issue and offer insight and recommendations for planning.
adaptability culture
a culture characterized by values that support the company's ability to interpret and translate signals from the environment into new behavior responses.
high context culture
a culture in which communication is used to enhance personal relationships
low context culture
a culture in which communication is used to exchange facts and information
consistency culture
a culture that values and rewards a methodical, rational, orderly way of doing things
risk
a decision has clear-cut goals and that good information is available, but the future outcomes associated with each alternative are subject to chance
programmed decisions
a decision made in response to a situation that has occured often enough to enable decision rules to be developed and applied in the future
nonprogrammed decision
a decision made in response to a situation that is unique, is poorly defined and largely unstructured, and has important consequences for the organization
administrative model
a decision-making model that describes how managers actually make decisions in situations characterized by nonprogrammed decisions, uncertainty, and ambiguity.
devil's advocate
a decision-making technique in which an individual is assigned the role of challenging the assumptions and assertions made by the group to prevent premature consensus.
point-counterpoint
a decision-making technique in which people are assigned to express competing points of view.
goal
a desired future state an organization attempts to realize
hero
a figure who exemplifies the deeds, character, and attributes of a strong corporate culture
staff authority
a form of authority granted to staff specialists in their area of expertise
line authority
a form of authority in which individuals in management positions have the formal power to direct and control immediate subordinates
new-venture fund
a fund providing resources from which individuals and groups can draw to develop new ideas, products, or businesses
central planning departments
a group of planning specialists who develop plans for the organization as a whole and its major divisions and departments and typically report directly to the president or CEO
process theories
a group of theories that explain how employees select behaviors with which to meet their needs and determine whether their choices were successful
culture change
a major shift in the norms, values, attitudes, and mindset of the entire organization
management science perspective
a management perspective that emerged during WWII and applied mathematics, statistics, and other quantitative techniques to managerial problems
cultural leader
a manager who uses signal and symbols to influence corporate culture
coaching
a method of directing, instructing and training a person with the goal to develop specific management skills.
management by objective (MBO)
a method of management whereby managers and employees define goals for every department, project, and person and use them to monitor subsequent performance
reinforcement theory
a motivation theory based on the relationship between a given behavior and its consequences
fast-cycle team
a multifunctional team that is provided with high levels of resources and empowerment to accomplish an accelerated product development project
story
a narrative based on true events and repeated frequently and shared among organizational employees
ethnocentrism
a natural tendency of people to regard their own culture as superior and to downgrade or dismiss other cultural values (can be found in all countries)
project manager
a person responsible for coordinating the activities of several departments on a full-time basis for the completion of a specific project
organizational development
a philosophy and collection of planned change interventions designed to improve an organization's long-term health and performance (subfield of behavioral sciences)
slogan
a phrase or sentence that succinctly expresses a key corporate value
ceremony
a planned activity at a special event that is conducted for the benefit of an audience
training and development
a planned effort by an organization to help employees learn job related skills and behaviors
job satisfaction
a positive attitude towards one's job
individualism
a preference for a loosely knit social framework in which individuals are expected to take care of themselves
360-degree feedback
a process that uses multiple raters, including self-rating, to appraise employee performance and guide development
equity theory
a process theory that focuses on individuals' perceptions of how fairly they are treated relative to others
expectancy theory
a process theory that proposes that motivation depends on individuals' expectations about their ability to perform tasks and receive desired rewards
behaviorally anchored rating scale (BARS)
a rating technique that relates an employee's performance to specific job-related incidents
stretch goal
a reasonable yet highly ambitious, compelling goal that energizes people and inspires excellence
achievement culture
a results-oriented culture that values competitiveness, personal initiative, and achievement
extrinsic reward
a reward given by another person
skunkworks
a separate, small, informal, highly autonomous, and often secretive group that focuses on breakthrough ideas for a business
Hawthorne Studies
a series of experiments on worker productivity begun in 1924 at the Hawthorne plant of Western Electric in Illinois; attributed employees' increased output to managers' better treatment of them during the study
role
a set of expectations for one's behavior
knowledge management portal
a single point of access for employees to multiple sources of information that provides personalized access on the corporate intranet
ethical dilemma
a situation that arises when all alternative choices or behaviors are deemed undesirable because of potentially negative consequences, making it difficult to distinguish right from wrong
equity
a situation that exists when the ratio of one person's outcomes to inputs equals that of another's
organization
a social entity that is goal directed and deliberately structured
joint venture
a strategic alliance or program by two or more organizations
bureaucratic organizations
a subfield of the classical management perspective that emphasized management on impersonal, rational basis through such elements as clearly defined authority and responsibility, formal recordkeeping, and seperation of management and ownership.
administrative principles
a subfield of the classical management perspective that focuses on the total organization rather than the individual worker, delineating the management functions of planning, organizing, commanding coordinating, and controlling
assessment center
a technique for selecting individuals with high managerial potential based on their performance on a series of simulated managerial tasks
brainstorming
a technique that uses a face-to-face group to spontaneously suggest a broad range of alternatives for decision making
interview
a two-way communication channel that allows both the organization and the applicant to collect information that otherwise might be difficult to obtain
survey feedback
a type of OD intervention in which questionnaires on organizational climate and other factors are distributed among employees and their results reported back to them by a change agent
team building
a type of OD intervention that enhances the cohesiveness of departments by helping members learn to function as a team.
on-the-job-training
a type of training in which an experienced employee "adopts" a new employee to teach him or her how to perform job duties
new-venture team
a unit separate from the mainstream of the organization that is responsible for developing and initiating innovations
strategy map
a visual representation of the key drivers of an organization's success that shows the cause-and-effect relationship among goals and plans
business performance dashboard
a way for executives to keep track of key performance metrics such as sales in relation to targets
employment test
a written or computer-based test designed to measure a particular attribute such as intelligence or aptitude.
eliminate nonbiodegradable plastic bags, improve the efficiency of plants and factories, and invest in cleaner technologies
actions taken by companies in response to concern for the environment
behavioral style
adopted by managers who have deep concern for others as individuals. like to have one on one conversations; concerned with personal development of others
certainty
all information the decision maker needs is fully available
strategic goals
also called official goals that are broad statements describing where the organizations want to be in the future
change agent
an OD specialist who contracts with an organization to facilitate change
descriptive
an approach that describes how managers actually make decisions rather than how they should make decisions according to a theoretical ideal; four assumptions: 1. decision goals often are vague 2. rational procedures are not always used 3. managers' searches for alternatives are limited due to constraints 4. most managers settle for a satisficing rather than a maximized solution
horizontal linkage model
an approach to product change that emphasizes shared development of innovations among several departments
extranet
an external communications system that uses the internet and is shared by two or more organizations
coalition
an informal alliance among managers who support a specific goal
organizational behavior
an interdisciplinary field dedicated to the study of how individuals and groups tend to act in organizations.
intranet
an internal communications system that uses the technology and standards of the Internet but is accessible only to people within the organization
exit interview
an interview conducted with departing employees to determine the reasons for their termination
symbols
an object, act, or event that conveys meaning to others
an organization in which everyone
an organization in which everyone is engaged in identifying and solving problems, which enables the organization to continuously experiment, change, and improve, thus increasing its capacity to grow
divisional structure
an organization structure in which departments are grouped based on similar organizational outputs (also called product structure, program structure, or self-contained unit structure)
virtual network structure
an organization structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization
matrix approach
an organization structure that uses functional and divisional chains of command simultaneously in the same part of the organization
market-entry strategy
an organizational strategy for entering a foreign market
process
an organized group of related tasks and activities that work together to transform inputs into outputs and create value
job specification
an outline of the knowledge, skills, education, and physical abilities needed to adequately perform a job
SWOT analysis
analysis of the strengths, weaknesses, opportunities, and threats that affect organizational performance.
e-business
any business that takes place by digital processes over a computer network rather than in physical space
stakeholder
any group within or outside the organization that has a stake in the organizations performance
reinforcement
anything that causes a given behavior to be repeated or inhibited
normative strategy
based on norms and values to help guide decision making
classical model
based on rational economic assumptions and manager beliefs about what ideal decision making should be; assumptions: 1. decision maker operates to accomplish goals that are known and agreed on 2. decision maker strives for conditions of certainty and gathers complete information 3. criteria for evaluating alternatives are known 4. decision maker is rational and uses logic (193)
human-relations movement
based on the idea that truly effective control comes from within the individual worker rather than from strict, authoritarian control
Type A Behavior Pattern
behavior pattern characterized by extreme competitiveness, impatience, aggressiveness, and devotion to work
electronic brainstorming
bringing people together in an interactive group over a computer network to suggest alternatives; sometimes called brainwriting.
e-commerce
business exchanges or transactions that occur electronically
new work-place
characterized by being free-flowing and flexible
old work-place
characterized by routine, specialized tasks, and standardized control procedures
managers fail to adapt to the rapid pace of the changing world, create a climate of fear, poor communication, failing to listen, treating employees as instruments, failing to clarify direction, suppressing dissenting viewpoints, and being unable to build a management team with trust and respect
common failures of managers
programs and projects
common single-use plans
policies, rules, and procedures
common standing plans
escalating commitment
continuing to invest time and resources in a failing decision.
Abraham Maslow
created the "hierarchy of needs,"--physiological needs, safety & security, love & belonging, self-esteem, self-actualization
1. specific and measurable 2. defined time period 3. cover key result areas 4. choice and clarity 5. challenging but realistic 6. linked to rewards
criteria for effective goals
enhancing existing capabilities
current shift in strategy
information
data that have been converted into a meaningful and useful context for the receiver
strategic plans
define the action steps by which the company intends to attain strategic goals
principle based statements
designed to affect corporate culture; they define fundamental values and contain general language about company responsibilities, quality of products, and treatment of employees
tactical plans
designed to help execute the major strategic plans and to accomplish a specific part of the company's strategy; typically have a shorter time horizon (Ex. cross-training employees)
sustainability
economic development that generates wealth and meets the needs of the current population while preserving the environment for the needs of future generations
classical perspective
emerged during the 19th and 20th centuries; professional managers for the first time; three subfields: scientific management, bureaucratic organizations, and administrative principles
scientific management
emphasized scientifically determined changes in management practices as the solution to improving labor productivity
humanistic perspective
emphasized the importance of understanding human behaviors, needs, and attitudes in the workplace as well as social interactions and group processes
involvement culture
emphasizes an internal focus on the involvement and participation of employees to adapt rapidly to changing needs from the environment
whistle blowing
employee disclosure of illegal, immoral, or illegitimate practices on the employer's part
expatriates
employees who live and work in a country other than their own
two-boss employees
employees who report to two supervisors simultaneously
perceptual distortions
errors in perceptual judgment that arise from inaccuracies in any part of the perceptual process
political instability
events such as riots, revolutions, or government upheavals that affect the operations of an international company
E to P expectancy
expectancy that putting effort into a given task will lead to high performance
P to O expectancy
expectancy that successful performance of a task will lead to the desired outcome
empowered employees
expected to seize opportunities and solve problems as they emerge
open innovation
extending the search for and commercialization of new ideas beyond the boundaries of the organization
long-term orientatoin
fifth Hofstede dimension that shows a greater concern for the future and highly values thrift
stay calm, be visible, put people before business, tell the truth, know when to get back to business
five important manager skills during a crisis
authority
formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes
1. discretionary responsibility 2. ethical responsibility 3. legal responsibility 4. economic responsibility
four criteria of social responsiveness
1. set goals 2. develop action plans 3. review progress 4. appraise overall performance
four major activities that make MBO successful
1. domestic 2. international 3. multinational 4. global
four stages of globalization
1. concrete experience 2. reflective observation 3. abstract conceptualization 4. active experimentation
four stages of learning
Mary Parker Follett
had ideas contrary to scientific management, wanted managers to focus more on the people ("don't hug your blueprints"
pay for performance
incentive pay that ties at least part of compensation to employee effort and performance
ambidextrous approach
incorporating structures and processes that are appropriate for both the creative impulse and for the systematic implementation of innovations
preconventional level
individuals are concerned with external rewards and punishments and obey authority to avoid detrimental personal consequences
postconventional
individuals are guided by an internal set of values based on universal principles of justice and right and will even disobey rules or laws that violate these principles
bounded rational
instrumental in shaping the administrative model; the concept that people have the time and cognitive ability to process only a limited amount of information on which to base decisions
satisficing
instrumental in shaping the administrative model; to choose the first solution alternative that satisfies minimal decision criteria, regardless of whether better solutions are presumed to exist
rightsizing
intentionally reducing the company's workforce to the point where the number of employees is deemed to be right for the company's current situation
pressure groups
interest groups that work within the legal-political framework to influence companies to behave in socially responsible ways
normative
it defines how a decision maker should make decision, not how they necessarily do
attributions
judgements about what caused a person's behavior-either characteristics of the person or of the situation
cultural leadership
key to shaping cultural norms and values to build a high-performance culture
converger
learns best from abstract conceptualization and active experimentation
assimilator
learns best from abstract conceptualization and reflective observation
accomodator
learns best from concrete experience and active experimentation
diverger
learns best from concrete experience and reflective observation
dynamic capabilities
leveraging and developing more from the firm's existing assets, capabilities, and core competencies in a way that will provide a sustained competitive advantage
conceptual style
like to consider a broad amount of information, but are more socially oriented; consider many broad alternatives and like to solve problems creatively
scenario building
looking at trends and discontinuities and imagining possible alternative futures to build a framework within which unexpected future events can be managed.
organizational commitment
loyalty to and heavy involvement in one's organization
Human-resources perspective
maintained an interest in worker participation and considerate leadership but shifted the emphasis to consider the daily tasks that people perform
uncertainty
managers don't have enough information about environmental factors to understand and predict environmental needs and changes
overcommunicate
managers must do this to ensure that employees understand the new culture values
interim managers
managers not affiliated with a specific organization but work on a project-by-project basis or provide expertise to organizations in a specific area
decentralized planning
managers of divisions work with planning experts to develop their own goals and plans
a conflict between the needs of the part and the needs of the whole
most ethical dilemmas include:
Chester I. Bernard
most significant contribution was the idea of an informal organization that includes cliques and naturally occurring social groups
people and how they are treated
one factor that increases a company's value the most
Cost leadership
one of Porter's competitive strategy characteristics; a type of competitive strategy with which the organization aggressively seeks efficient facilities, cuts costs, and employs tight cost controls to be more efficient than competitors.
Differentiation
one of Porter's competitive strategy characteristics; a type of competitive strategy with which the organization seeks to distinguish its products or services from competitors
standing plans
ongoing plans that are used to provide guidance for tasks performed repeatedly within the organization (Ex. EMAILS)
social networking
online interaction in a community format where people share personal information and photos, produce and share all sorts of information and opinions, or unify activists and raise funds
policy based statements
outline procedures to be used in specific ethical situations
competitors
part of task environment; other organizations in the same industry or type of business that provide goods or services to the same set of customers
customers
part of task environment; people and organizations in the environment that acquire goods or services from the organization
suppliers
part of task environment; people and organizations that provide the raw materials the organization uses to produce its output
labor market
part of task environment; the people available for hire by the organization
acceptance theory of authority
people have free will and can choose whether to follow management orders
conventional level
people learn to conform to the expectations of good behavior as defined by colleagues, family, friends, and society
presenteeism
people who go to work but are too stressed to actually do anything
contingent professionals
people, mostly retirees, who bring needed expertise
stereotyping
placing an employee into a class or category based on one or a few traits or characteristics
export strategy
plans made to sell products in foreign markets
single-use plans
plans that are developed to achieve a set of goals that are unlikely to be repeated in the future
contingency plans
plans that define company responses to specific situations, such as emergencies, setbacks, or unexpected conditions.
acquired needs theory
proposes that certain types of needs are acquired during the individual's lifetime
ethical leadership
providing strategy and being a role model for the organization to make a legal and moral choices and to be a good citizen of the community
Legitimacy, source of motivation and commitment, resource allocation, guides to action, rationale for decisions, and standard of performance
purposes of goals and plans
performance-review ranking system
ranks employees against each other
data
raw, unsummarized, and unanalyzed facts and figures
executive function
responsible for building and coordinating an entire system rather than performing specific tasks
linguistic pluralism
several languages exist
wage and salary survey
shows what other organizations pay incumbents in jobs that match a sample of "key" jobs selected by the organization
1. being influenced by initial impressions 2. justifying past decisions 3. seeing what you want to see 4. perpetuating the status quo 5. being influenced by problem framing 6. overconfidence
six biases that lead to poor decisions
1. the right of free consent 2. the right to privacy 3. the right of freedom of conscience 4. the right of free speech 5. the right to due process 6. the right to life and safety
six moral rights that should be considered during decision making
business intelligence software
software that analyzes data from multiple sources and extracts useful insights, patterns, and relationships, that might be significant
team-based structure
structure in which the entire organization is made up of horizontal teams that coordinate their activities and work directly with customers to accomplish the organization's goals
plan
the act of determining the organization's goals and the means for achieving them
positive reinforcement
the administration of a pleasant and rewarding consequence following a desired behavior
organizational change
the adoption of a new idea or behavior by an organization
efficiency
the amount of resources used to achieve an organizational goal
law of effect
the assumption that positively reinforced behavior tends to be repeated, and unreinforced or negatively reinforced behavior tends to be inhibited
performance
the attainment of organizational goals by using resources in an efficient and effective manner
management
the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources
programmed decisions and to decisions characterized by certainty or risk
the classical model works best with what types of decisions?
ethics
the code of moral principles and values that governs the behaviors of a person or group with respect to what is right or wrong
perception
the cognitive process people use to make sense out of the environment by selecting, organizing, and interpreting information
merger
the combination of two or more commercial companies
distributive justice
the concept that different treatment of people should not be based on arbitrary characteristics. in the case of substantive differences, people should be treated differently in proportion to the differences among them
compensatory justice
the concept that individuals should be compensated for the cost of their injuries by the party responsible and also that individuals should not be held responsible for matters over which they have no control
procedural justice
the concept that rules should be clearly stated and consistently and impartially enforced
synergy
the condition that exists when the organization's parts interact to produce a joint effect that is greater than the sum of the parts acting alone
effectiveness
the degree to which the organization achieves a stated goal
sociocultural dimension
the dimension of the general environment representing the demographic characteristics, norms, customs, and values of the population within which the organization operates
economic dimension
the dimension of the general environment representing the overall economic health of the country or region in which the organization operates
natural dimension
the dimension of the general environment that includes all elements that occur naturally on earth, including plants, animals, rocks, and natural resources such as air, water, and climate
responsibility
the duty to perform the task or activity an employee has assigned
responsibility
the duty to perform the task or activity an employee has been assigned
internal environment
the environment that includes the elements within the organization's boundaries
individualism approach
the ethical concept that acts are moral when they promote the individual's best long-term interests, which ultimately leads to the greater good
utilitarian approach
the ethical concept that moral behaviors produce the greatest good for the greatest number
moral-rights approach
the ethical concept that moral decisions are those that best maintain the rights of those people affected by them
person-job fit
the extent to which a person's ability and personality match the requirements of a job
accountability
the fact that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command
human-resource planning
the forecasting of human resource needs and the projected matching of individuals with expected job vacancies.
power distance, uncertainty avoidance, individualism and collectivism, and masculinity and feminism
the four Hofstede Value Dimensions
learning and growth, internal processes, customer service, and financial performance
the four key areas that contribute to a firm's long-term success
1. directive style 2. analytical style 3. conceptual style 4. behavioral style
the four major decision styles
An increased workload, the challenge of supervising former peers, the headache of responsibility for other people, being caught in the middle
the four negative impacts of becoming a manager
1. Leadership 2. Structural design 3. Information and control systems 4. Human resources
the four tools for strategy execution
1. Globalization strategy 2. Transnational strategy 3. Export strategy 4. Multidomestic strategy
the four types of global strategies
creativity
the generation of novel ideas that might meet perceived needs or offer opportunities for the organization
functional structure
the grouping of positions into departments based on similar skills, expertise, and resource use
information technology
the hardware, software, telecommunications, database management, and other technologies used to store, process, and distribute information
discrimination
the hiring or promoting of applicants based on criteria that are not job relevant
bottom-of-the-pyramid concept
the idea that large corporations can both alleviate social problems and make a profit by selling goods and services to the world's poorest people
intuition
the immediate comprehension of a decision situation based on past experience but without conscious though
changing
the intervention stage of organization development in which individuals experiment with new workplace behavior
general environment
the layer of the external environment that affects the organization indirectly
task environment
the layer of the external environment that directly influences the organization's operations and performance (suppliers, competitors, customers, labor market)
Equal Employment Opportunity Commission
the major agency involved with employment discrimination
assertiveness, future orientation, uncertainty avoidance, gender differentiation, power distance, societal collectivism, individual collectivism, performance orientation, and humane orientation
the nine GLOBE project value dimensions
span of management
the number of employees reporting to a supervisor; also called span of control; determines whether the structure is tall or flat
corporate social responsibility
the obligation of organization management to make decisions and take actions that will enhance the welfare and interests of society as well as the organization
mission
the organization's reason for existence
top leader
the overseer of both the product and functional chains of command, responsible for the entire matrix
moral agent
the person who must make an ethical choice
strategy
the plan of action that prescribes resource allocation and other activities for dealing with the environment, achieving a competitive advantage, and attaining organizational goals
modular approach
the process by which a manufacturing company uses outside suppliers to provide large components of the product, which are then assembled into a final product by a few workers
perceptual selectivity
the process by which individuals screen and select the various stimuli that vie for their attention
selection
the process of determining the skills, abilities, and other attributes a person needs to perform a particular job
job evaluation
the process of determining the value of jobs within an organization through an examination of job content
force-field analysis
the process of determining which forces drive and which resist a proposed change
decision making
the process of identifying problems and opportunities and then resolving them
performance appraisal
the process of observing and evaluating an employee's performance, recording the assessment, and providing feedback to the employee
knowledge management
the process of systematically gathering knowledge, making it widely available throughout the organization, and fostering a culture of learning
matrix boss
the product or functional boss, responsible for one side of the matrix
coordination
the quality of collaboration across departments
reengineering
the radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed; also called business process reengineering
refreezing
the reinforcement stage of organization development in which individuals acquire a desired new skill or attitude and are rewarded for it by the organization
intrinsic reward
the satisfaction received in the process of performing an action
strategic management
the set of decisions and actions used to formulate and implement strategies that will provide a competitively superior fit between the organization and its environment so as to achieve organizational goals
culture
the set of key values, beliefs, understandings, and norms that members of an organization share
behavior modification
the set of techniques by which reinforcement theory is used to modify human behavior
1. recognition of decision requirement 2. diagnosis and analysis of causes 3. development of alternatives 4. selection of desired alternative 5. implementation of chosen alternative 6. evaluation and feedback
the six decision-making steps
unfreezing
the stage of organization development in which participants are made aware of problems to increase their willingness to change their behavior
strategy formulation
the stage of strategic development that involves the planning and decision making that lead to the establishment of the organization's goals and of a specific strategy plan
strategy execution
the stage of strategic management that involves the use of managerial and organizational tools to direct resources toward achieving strategic outcomes
drive organizational performance
the strategic role of HRM
groupthink
the tendency of people in groups to suppress contrary opinions.
perceptual defense
the tendency of perceivers to protect themselves by disregarding ideas, objects, or people that are threatening to them
machiavellianism
the tendency to direct much of one's behavior toward the acquisition of power and the manipulation of other people for personal gain
projection
the tendency to see one's own personal traits in other people
fundamental attribution error
the tendency to underestimate the influence of external factors on another's behavior and to overestimate the influence of internal factors
1. Maintain an effective workforce 2. Find the right people 3. Manage talent
the three broad HRM activities
1. all managers are involved 2. employees are viewed as assets 3. it's a matching process, integrating the organization's strategy and goals with the correct approach to managing capital
the three key elements of the strategic approach human-resource management
the growing need for computer-literate knowledge workers, the need for continuous investment in human resources, and the effects of international trading blocs, automation, outsourcing, and shifting facility locations on labor dislocations
the three labor-market forces affecting organizations currently
1. preconventional level 2. conventional level 3. postconventional level
the three levels of personal moral development
1. team building 2. survey feedback 3. large-group intervention
the three most popular and effective OD activities
economic, social, and environmental performance
the triple bottom line
valence
the value or attraction an individuals has an outcome
1. authority is vested in organizational positions, not people 2. authority is accepted by subordinates 3. authority flows down the vertical hierarchy
three characteristics that distinguish authority
1. need for achievement 2. need for affiliation 3. need for power
three most frequently studied acquired needs
1. Predict the need for new employees based on the types of vacancies that exist 2. recruiting procedures to communicate with potential applicants 3. select from the applicants those persons believed to be the best potential contributors to the organization
three steps to finding a new employee
1. mergers and acquisitions 2. organizational decline and revitalization 3. conflict management
three types of problems Organization Development addresses
strategic thinking
to take the long-term view and to see the big picture, including the organization and the competitive environment, and consider how they fit together
1. crisis prevention 2. crisis preparation
two essential stages of crisis planning
role ambiguity
uncertainty about what behaviors are expected of a person in a particular role
directive style
used by people who prefer simple clear cut solutions; efficient and rational
political model
useful for making nonprogrammed decisions when conditions are uncertain, information is limited, and there are manager conflicts about what goals to pursue or what course of action to take; closely resembles real world; four basic assumptions: 1. organizations are made up of groups with diverse interests, goals, and values 2. information is ambiguous and incomplete 3. managers do not have the time, resources, or mental capacity to identify all dimensions of the problem and process all relevant information 4. managers engage in the push and pull of debate to decide goals and discuss alternatives
behavioral sciences approach
uses scientific methods and draws from sociology, psychology, anthropology, economics, and other disciplines to develop theories about human behavior and interaction in an organizational setting; in almost every organizational setting
telecommuting
using computers and telecommunications equipment to perform work from home or another remote location
blog
web log that allows individuals to post opinions and ideas
competitive advantage
what sets the organization apart from others and provides it with a distinctive edge for meeting customer needs in the marketplace
the extent to which the external environment requires flexibility or stability and the extent to which a company's strategic focus is internal or external
what the four categories, or types, of culture are based on
mentoring
when an experienced employee guides and supports a less-experienced employee
horizontal
which type of strategy tends to usually work best in the current age
organizational citizenship
work behavior that goes beyond job requirements and contributes as needed to the organization's success