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