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