97 Cards in this Set
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Management
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Involves coordinating and overseeing the work activities of others so that their activities are completely efficiently and effectively
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Efficiency
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The ends
Doing things right, or getting the most output from the least amount of inputs
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Effectiveness
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The ends
Doing the right things, or doing those work activities that will result in achieving goals
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First Line Managers
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Manage the work of non-managerial employees
Ex: supervisors, district managers, office managers
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Middle Managers
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Manage the work of first-line managers
Ex: regional manager, store manager
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Top Managers
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Responsible for making organizational-wide decisions
Ex: Vice president, president
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Management Functions
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Henry Fayol
Planning
Organization
Leading
Controlling
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Planning
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Setting goals, establishing strategies, developing plans to integrate/coordinate activities
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Organizing
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Arranging and structuring work to accomplish goals
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Leading
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Working with and through people to accomplish goals
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Controlling
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Monitoring, comparing, and correcting work performance
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Managerial Roles
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Interpersonal
Informational
Decisional
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Interpersonal Roles
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Involve people and other duties
Ex: leader, liaison, figurehead
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Informational Roles
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Collecting, receiving, information
Ex: monitor, disseminator, spokesperson
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Decisional Roles
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Revolve around making choices
Ex: entrepreneur, negotiator
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Managerial Skills
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Technical
Interpersonal
Conceptual/Decisional
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Technical Skills
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Job-specific knowledge and techniques
Front line managers
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Interpersonal Skills
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Ability to work well with other people individually and in a group
Middle managers
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Conceptual/Decisional Skills
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Ability to think and to conceptualize about abstract and complex situations
Top managers
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Sustainability
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Company's ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into business strategies
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Universality of Management
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Management is needed in all types and sizes
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Organizational Behavior
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Actions of people at work
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Goals of organizational behavior
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To explain, predict, and influence
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3 Areas of organizational behavior
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Individual
Group
Organizational
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Goals of organizational behavior
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Employee productivity
Absenteeism
Turnover
Organizational citizen behavior
Workplace misbehavior
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Employee productivity
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A performance measure of both efficiency and effectiveness
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Absenteeism
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The failure to show up for work
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Turnover
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The voluntary and involuntary permanent withdrawal from an organization
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Organizational citizen behavior
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Discretionary behavior that is not part of an employee’s formal job requirements but which promotes the effective functioning of the organization
Ex: bringing cookies to work
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Workplace misbehavior
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Fraud, stealing
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Key psychological factors influencing behaviors
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Attitudes, personality, perception, learning
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Attitude
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Evaluative statements, either favorable or unfavorable, concerning objects, people, or events
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Components of Attitudes
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Cognitive
Affective
Behavioral
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Cognitive
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Made up of the beliefs, opinions, knowledge, or information held by a person
'Discrimination is wrong"
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Affective
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The emotion/feeling part
"I don't like a person who discriminates"
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Behavioral
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Refers to an intention to behave in a certain way toward someone or something
"I don't want to work with someone who discriminates"
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Key attitudes
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Job satisfaction
Job involvement
Organizational commitment
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Job satisfaction
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General attitude towards one's job
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Job Involvement
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The degree to which an employee identifies with his/her job, actively participates in it, and considers his/her job to be important to self-worth
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Organizational Commitment
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The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in that organization
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Employee engagement
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When employees are connected to, satisfied with, and enthusiastic about their jobs
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Cognitive Dissonance
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Any incompatibility or inconsistency between attitudes or between behavior and attitudes
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Personality
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Unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others
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Myers Briggs
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Most widely used personality assessment
Continuums
Extraversion v introversion
Sensing v intuition
Thinking v feeling
Judging v perceiving
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Big Five
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OCEAN
Openness to experience
Conscientiousness
Extroversion
Agreeableness
Emotional stability/neuroticism
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Locus of control
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OCEAN
Belief that life is controlled by oneself (internals), not by outsiders (externals)
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Machiavellianism
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Tendency to manipulate and maintain emotional distance in search of personal gain
Pragmatic, ends justifies means
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Self Esteem
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Extent to which an individual likes themselves
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Self Monitoring
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A personality trait that measures the ability to adjust behavior to external situational factors
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Risk Propensity
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Make a decision with little information
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Type A
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Desire achievement in minimum time
Impatient
Create own deadlines
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Proactive Personality
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People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs
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Resilience
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An individual's ability to overcome challenges and turn them into opportunities
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Emotions
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Intense feelings that are directed at someone or something
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Emotional Intelligence (EI)
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Self awareness
Self management
Self motivation
Empathy
Social Skills
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Self awareness
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Aware of what you are feeling
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Self management
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Ability to manage own emotions and impulses
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Self motivation
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Ability to persist in the face of setbacks and failures
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Empathy
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Ability to sense and understand how others are feeling
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Social Skills
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Ability to handle the emotions of others
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Perception
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How we organize and interpret information from our senses in order to give meaning to our environment
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Attribution Theory
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Used to explain how we judge people differently depending on what meaning we attribute to a given behavior
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Fundamental Attribution Error
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The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behaviors of others
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Self-serving bias
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The tendency of individuals to attribute their success to internal factors while blaming personal factors on external factors
"Teacher gave me a D"
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Assumed Similarity
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The assumption that others are like oneself
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Stereotyping
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Judging a person on the basis of one's perception of a group to which he or she belongs
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Halo Effect
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General impression of an individual based on a single characteristic
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Learning
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Relatively permanent change in behavior that occurs as a result of experience
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Social Learning Theory
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People can learn through observation and direct experience
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Operant Conditioning
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Behavior is a function of its consequence
Reward - behavior will be repeated
Punishment - behavior might not be repeated
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Shaping behavior
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Process of guiding learning in graduated steps using reinforcement or lack of reinforcement
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Motivation
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Internal state of being
When a person’s efforts are energized, directed, and sustained toward attaining a goal
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Elements of Motivation
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Energy
Direction
Persistence
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Maslow's Hierarchy of Needs
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Self actualization
Esteem
Social
Safety
Physiological
Each level must be substantially satisfied before the next need becomes dominant
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Herzberg's Two Factor Theory
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Motivation-hygiene - Claims that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction
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Hygiene factors
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Factors that eliminate job dissatisfaction but don't motivate
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Motivators
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Factors that increase job satisfaction and motivation
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Three-Needs Theory
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Says 3 acquired (non-innate) needs are major motives in work
Achievement
Power
Affiliation
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McGregor's Theory
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X - The assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform
Y - The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction
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Goal-Setting Theory
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The proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals
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SMART Goals
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Specific
Measurable
Attainable
Relevant
Timely (deadline)
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Self Efficacy
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An individual's belief that he or she is capable of performing a task
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Reinforcement Theory
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Behavior is a function of its consequences
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Job Design Theory
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Way tasks are combined to complete jobs
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Job Enlargement
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The horizontal expansion of a job that occurs as a result of increasing job scope
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Job Enrichment
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The vertical expansion of a job that occurs as a result of additional planning and evaluation of responsibilities
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Job Characteristics Model (JCM)
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A framework for analyzing and designing jobs that identifies 5 primary core job dimensions, their interrelationships, and their impact on outcomes
Skill variety
Task identity
Task significance
Autonomy
Feedback
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Skill variety
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The degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents
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Task identity
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The degree to which a job requires completion of a whole and identifiable piece of work
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Task significance
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The degree to which a job has a substantial impact on the lives or work of other people
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Autonomy
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The degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling work and determining the procedures to be used in carrying it out
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Feedback
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The degree to which carrying out work activities required by a job results in the individual’s reception of direct and clear information about his or her performance effectiveness
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Equity Theory
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Employee compares his or her job's input-output ratio with that of relevant others and then corrects an inequity
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Referents
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The persons, systems, or selves against which individuals compare themselves to assess equity
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Distributive justice
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Perceived fairness of the amount and allocation of rewards among individuals
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Procedural justice
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Perceived fairness of the process used to determine the distribution of rewards
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Interactional justice
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Playing favorites
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MGT 305: EXAM 1