86 Cards in this Set
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First Line Managers
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individuals who manage the work of non-managerial employees
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middle manager
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Manage the work of first-line managers
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top manager
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responsible for making organization-wide decisions and establishing plans an goals that affect the entire organization
CEO, CFO, CIO
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Organization
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people assembled to accomplish a specific purpose
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Management
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overseeing the work activities of others so its completed efficiency and effectively
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Efficiency
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Getting the most output for the least inputs
-low resource waste
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Effectiveness
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degree to which a goal/task is accomplished
-high goal attainment
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Planning
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defining goals, establishing strategies, develop plans to integrate and coordinate activities
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Organizing
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arrange and structure work to accomplish goals
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Leading
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working with and through people
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Controlling
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monitoring, comparing, and correcting work
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Interpersonal Roles
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leader, how manager interacts with others
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Informational Roles
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collect, use, and spread information
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Decisional Roles (3)
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entrepreneur
disturbance handler
negotiator
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Technical Skills
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knowledge in a specific field
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Human Skills
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Ability to work well with other people
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Conceptual Skills
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Ability to think, analyze, and understand abstract and complex ideas
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Wealth of Nations
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Book by Adam Smith
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Division of Labor
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Assignment of different tasks to different people or groups
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Industrial Revolution
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-machine power instead of human
-created organizations in need of management
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Scientific management-- "One Best Way"
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-right worker with right tools on job
-standardized method of doing the job
-economic incentive for worker
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Therbligs
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A classification scheme for labeling 17 basic hand motions.
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Max Weber (Bureaucracy)
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1. Formal Selection (Technically qualified)
2. Division of Labor
3.Detailed defined hierarchy
4. Detailed rules and regulations
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Quantitative Approach (TQM)
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-operations research or management science
-evolved from math and stats
-total quality control- meets customers needs and expectations
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Organizational Behavior (OB)
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The field of study that researches the actions (behavior) of people at work
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Closed System
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Not influenced by and do not interact with envioronment
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Open System
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Interact with environment, takes input, transforms it, distribute outputs
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Contingency
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situational approach to managing. Different managing techniques
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Individual Behavior
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Attitude, perceptions, personality, learning, & motivation
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Group Behavior
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group norms influence behavior
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Cognitive Attitude
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Beliefs, opinions, thoughts about object
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Affective Attitude
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Feelings or emotions about situation
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Behavioral Attitude
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Intention to behave in a certain way
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Job Satisfaction
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-Employee's general attitude towards job
-Linked to customer satisfaction
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Organizational Citizen Behavior (OCB)
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Behavior that goes beyond what is expected
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Job Involvement
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Extent to which employee is immersed in his or her job
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Organizational Commitment
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Loyalty, and involvement in organization
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Employee Engagement
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Passionate and deeply connected with their work
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Cognitive Dissonance Theory
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inconsistency between attitudes or between behavior and attitudes
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Personality
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Individuals characteristic pattern of thinking, feeling, and acting
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Locus of Control
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An individual's generalized belief about internal (self) versus external (situation or others)
Internal: you can control what happens to you
External: circumstance/other people control what will happen to you
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Machiavellianism
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Emotional distance
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Self-Esteem
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individuals degree of like or dislike for him/herself
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Self-Monitoring
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Ability to adjust behavior to external situations
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Risk-Taking
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Willing to gamble on a risky outcome
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Emotional Intelligence
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notice and manage emotional cues and information
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Empathy
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Identify and understand someones feelings
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Introvert vs Extrovert
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-introvert: prefers solitary activities
-extrovert: prefers social and outgoing activities
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sensing vs. intuitive learners
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sensing: like facts, practical, careful, no real world application
intuitive: better at grasping new concepts, tend to work faster, do not like memorization
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Thinking vs. Feeling
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Thinking - reason and logic to handle problems
Feeling - personal values and emotions - oriented toward conformity
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Perceptive or Judgmental
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-perceptive: planful, decisive
- judging: Open to new ideas, flexible
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Fundamental Attribution Error
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underestimatingexternal factor and overestimate internal factors when judging behavior ofothers
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Self-Serving Bias
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A person attributing their own success tointernal factors (themselves) while putting the blame for failure on externalfactors
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Assumed Similarity
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Assumption that others are like oneself
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Halo Effect
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general impression of an individual based on a single characteristic
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Operant Behavior
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Behavior that operates on the environment producing consequences
-mouse pushes lever for food
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Social Learning
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can learn through observation and experience
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Shaping
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guided learning in gradual steps
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Communication Process
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-Message: purpose to be conveyed
-Encoding: message to symbols
-Channel: message travels along
-Decoding: retranslating sender message
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Politically Correct Communication
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Alter what we say to avoid miscommunication and distortion
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Motivation
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Process by which a person’s efforts are energized, directed and sustain towards attaining a goal
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Maslow's Hierarchy of Needs Theory
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-physiological: food drink
-safety: security
-Social: acceptance
-Esteem: attention, respect
-actualization: become what we are capable of becoming
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McGregor's Theory X and Y
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X: employees dislike work, lazy, avoid responsibility
Y: employees are creative, enjoy work, seek responsibility
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Hygiene Theory
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-intrinsic: job satisfaction
-extrinsic: job dissatisfaction
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Need for Achievement
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succeeds the standards
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Need for Power
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Need to have influence over other people
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Need for Affiliation
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friendly and close interpersonal relationships
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Self- Efficacy
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the belief that you can perform a task
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Reinforcement Theory
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Mouse presses lever to get cheese
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Job Design
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tasks are combined to form complete jobs
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ROWE
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R: results
O: oriented
W: work
E: environment
20%: come up with great idea
80%: do what your supposed to do
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Compressed Workweek
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longer hours, fewer days
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Flexible Work Hours
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Budweiser schedule
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Job Share
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2 or more people split a full-time job
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Telecommunicating
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working from home via computers
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Motivating Contingent Workers
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-opportunity for perm. employee
-opportunity for training
-equity in compensation
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Motivating Low-Skilled, Minimum Wage Workers (2)
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1) Employee-recognition programs
2) Provision of sincere praise
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Open-Book
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Managers provide employees with financial info. about company
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Employee Recognition
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personal attention for a job well done
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Pay-for-performance
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pays employees on performance measures
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Leadership
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Influences group to achieve goals
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Trait Theory
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7 traits associated with successful leadership
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Situational Leadership Theory (SLT)
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~R1- unable and unwilling
~R2- unable but willing
~R3- able but unwilling
~R4- able and willing
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Situational Leadership Theory (SLT) (Continued)
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~S1- directing:
~S2- coaching:
~S3- supporting:
~S4- delegating:
High
^
low
Low > High
Bottom right curved to bottom left
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Path-Goal Model
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assist followers in right direction
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Daniel Pink Intrinsic Motivation
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*Autonomic: urge to direct our own lives
*Mastery: desire to get better at something that matter
*Purpose: desire to do something for the greater good
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MGT 305: EXAM 1