Principles of Management - Second Exam
Equal Employm
a federal agency designed to regulate and enforce the nations fair employment laws
Self Esteem
one's feelings of high or low self-worth
Organizational Design
the process of creating, selecting, or changing the structure of an organization
Performance Appraisal
A formal assessment of how well an employee is doing at his or her job
Employee Engagement
A heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or coworkers that, in turn, influences him/her to apply additional discretionary effort to his/her work
Agreea
A person's ability to get along with others.
Job Specification
A statement of the specific knowledge, skills, and abilities a person who is to perform a job needs to have.
Job Description
A statement of the tasks, duties, and responsibilities of a job to be performed
Organization Change
Any substantive modification to some part of the organization
Job Enrichment
Designing a job to have motivational favors in it
Virtual Organization
Doesn't have many formal organizational rules
Overcome Resistance to Change?
Encourage participation, provide education and communication, only make necessary changes.
Refreezing
Involves reinforcing and supporting the change so that it becomes an integral part of the system.
Openness To Experience
Open to different experiences, associated with high imagination, flexibility, and risk taking.
Equal Employment Opportunity
The treatment of individuals in all aspects of employment—hiring, promotion, training, etc.—in a fair and nonbiased manner
Skill Variety
The variety of skills an employee has
Why People Resist Change?
Uncertainty, threatened self interests, perception, disrupted social netwrok
Age you cannot discriminate against
40
Reactive Change
A change that is a response to a situation as it develops
Chain Of Command
A clear and distinct Line of authority
Internal Forces
Cause the organization to change its structure and strategy.
Planned Change
Change that is designed and implemented for when certain situations come about
Product Innovation
Changes in physical characteristics / performance of existing products or services.
Proccess Innovation
Changes in the way products or services are manufactured, created, or distributed
External Forces
Come from general and task environment, force the organization to alter the way in which it competes.
Rating Method
Compares each employee with a fixed standard. Uses graphic rating scales of job performance dimensions to be rated on a standard scale.
Ranking Method
Compares employees directly with each other and ranks them
Human Resource Management
Comprehensive set of activities that aim at attracting, developing, and retaining employees to contribute to organizational effectiveness.
Learning Organization
Facilities the lifelong learning and development of employees
Internal Recruiting
Filling job oppurtunites with current employees in the organization. - Promoting someone
External Recruiting
Filling job oppurtunities with applicants from outside the organization. - Fresh ideas
Person Group Fit
Fit between an individual and the workgroups work style, skills and goals.
Organizational Structure
Formal system of task, power, and reporting relationships in an organization
Grouping Jobs
Functional, Departmental, Location, Customer
Job Enlargement
Increases the number of tasks in a job
Unfreezing
Individuals must be shown why the change is necessary.
Job Specialization
Jobs are given by task
Flat Organizations
Less Managers, Higher Span of Control
Objective Measure of Performance
Measures employee's actual output
Tall Organizations
More Managers, Narrow Span of Control, More Expensive
Incremental Innovation
New products or services that modify the old ones.
Radical Innovation
New products or services that replace the old ones.
Self Efficacy
One's sense of competence and effectiveness
Authority
Power that has been authorized by the organization
Team Organization
Relies heavy on project like tasks
Selection
Selecting an applicant for a job based on the persons organizational fit, and personal job fit
Responsibilities of HR managers
Strategic advice and counsel, Service, Policy formulation and implementation, employee advocacy
Job Rotation
Systematically moves employees from one task to another
Development
Teaching managers and professionals the skills needed for present and future jobs
Training
Teaching operational employees how to do the job for which they were hired
Machiavellianism
The behavior an individual shows towards gaining power. High - unemotional, manipulative. Low - emotional, loyalty
Implementing Change
The change itself is implemented
Autonomy
The degree of control a worker has over their tasks
Person Organization Fit
The degree to which a person's values, personality, goals, and other characteristics match those of the organization.
Locus of Control
The degree to which an individual believes that his or her behavior has a direct impact on the consequences of that behavior.
Conscient
The extent to which the person can be counted on to get things done. Associated with detail orientated, responsible, persevering, and timely
Feedback
The extent to which workers know how well the job is being performed
Innovation
The managed effort of an organization to develop new products or services or new uses for existing products or services.
Span of Control
The number of employees who report to a certain manager
Selective Perception
The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own beliefs.
Delegation
The process of a manger giving part of their workload to employees
Organizational Commitment
an attitude that reflects an individual's identification with and attachment to an organization
Job Satisfaction
an attitude that reflects the extent to which an individual is gratified by or fulfilled in his or her work
Neuroticism
degree of emotional instability or stability. High - more negative emotions. Low - Calm, less reactive, poised
Extraversion
persons comfort level with relationships.
Recruitment
process of generating a pool of qualified applicants for a particular job.
Task Significance
the degree to which a job is perceived to have a substantial impact on others inside or outside the organization
Task Identity
the degree to which a job requires completion of a whole and identifiable piece of work
Risk Propensity
the degree to which an individual is willing to take chances and make risky decisions
Authoritarianism
the extent to which an individual believes that power and status differences are appropriate within hierarchical social systems like organizations
Person Job Fit
the extent to which the contributions made by the individual match the inducements offered by the organization. Fit between the individuals abilities, and the demands of the job.
The Psychological Contract
the overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return - Contributions, Inducements
Perception
the set of processes by which an individual becomes aware of and interprets information about the environment