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| PROJECTION |
Attributing to others our own traits and motives. |
| SNAP JUDGEMENTS |
Instant evaluation without the benefit of fact or experience. |
| HALO EFFECT |
Assuming because a person is good at one thing, he or she will be good at something else. |
| FALLACY OF COMPOSITION |
Assuming what is true of a part is true of the whole. |
| FALLACY OF DIVISION |
Assuming what is true for the whole is true for each of the parts. |
| POST HOC, ERGO PROPTER HOC |
After this, therefore because of this. The fallcy of false cause assumes that when one event precedes another. The first event is the cause of the second event. |
| FALLACY OF WISHING IT WERE SO |
Ignoring reality to hold onto assumptions. |
| TWO-VALUED REASONING |
Viewing a situation as good or bad; right or wrong; no other possibilities. |
| MULTIVALUED REASONING |
Recognizing there maybe more than two sides to a situation. |
| What are the nine steps to decision making? |
Problem Recognition; Problem Definition; Setting Objectives; Group Identification; Generating Options; Evaluating Options; Option Selection; Option Implementation; Decision Evaluation. |
| INTUITION |
Reaching conclusions from feelings rather than from logic. |
| What are some pitfalls to Decision making? |
Making unnescessary decision; not considering the cost; procrastination; environmental changes. |
| PERCEPTION |
Directly becoming aware through any of the senses |
| MENTAL SET |
Perceiving what we want, regardless of reality |
| PERCEPTUAL FILTERS |
Attitudes about people and things. |
| FACT |
Anything we all agree to be true. |
| INFERENCE |
A conclusion reached from information we know or assume to be true. |
| OPINION |
A belief or conclusion not proven. |
| DISTRIBUTIVE JUSTICE |
Employees receive rewards or outcomes fairly. |
| NEUTRALIZERS |
Attributes of subordinates, tasks or organizations that interfere with or diminishes a leader's attempt to influence employees. |
| LEADERSHIP |
The ability to influence the activities of others through communication, to reach a goal. |
| What is the difference between leadership and management? |
Leadership is concerned with moving people towards a vision and managements concern is focused on the present and day-to-day running of an organization. (See more differences on pg. 367, The Human Side of Organizations - 9th Edition) |
| MANAGEMENT |
The process of planning, controlling, organizing and directing resources. |
| FORMAL LEADERSHIP |
Leadership arising from an organization (through promotion or recruitment) to accomplish organizational objectives. |
| AUTHORITY |
Power given to make decisions and direct others. |
| ACCOUNTABILITY |
Answering to ones boss. |
| RESPONSIBILITY |
An obligation to perform a required task or to make sure someone else does the task in a prescribed way. |
| POWER |
The ability to command resources. |
| PERSONAL POWER |
An individual's power. |
| INSTITUTIONAL POWER |
Power from an organization. |
| EXPERT POWER |
Power from knowledge. |
| COERCIVE POWER |
Power from the threat of physical harm. |
| REWARD POWER |
Power to give people what they want. |
| COERCIVE INSTITUTIONAL POWER |
Power from nonphysical threats. |
| LEGITIMATE POWER |
Power from one's position in an organization. |
| TRANSFORMATIONAL LEADERS |
are defined by their achievements. They help others to reach their goals/ self actualization (see Maslow's theory). |
| CHARISMATIC LEADERS |
have the ability to inspire trust and confidence. Followers tend to indentify with them. |
| CONTIGENCY AND SITUATIONAL LEADERS |
belive that leadership may need to change based on the situation. |
| FIELDER'S CONTINGENCY THEORY |
The leader's style cannot change. Assign the leader to a situation that needs or matches that style. |
| HERSHEY-BLANCHARD SITUATIONAL MODEL |
Leaders can change their leadership methods. |
| PATH-GOAL THEORY |
Robert House's theory that states that a manager can and should adapt a leadership style based on the circumstance. |
| THEORY X |
Douglas Macgregor's theory on the atttitudes of employees who need to be motivated. Most employees dislike work and will avoid it when they can. |
| THEORY Y |
Macgregor's theory on self-motivated employees. Most employees find work as natural as play. |
| DERIVED X THEORY |
The "I've been burned theory" is a pessimistic outlook, by managers, on employees. |
| TRADITIONAL LEADERSHIP |
Leadership through fear and intimidation. |
| BEHAVIORAL LEADERSHIP |
The application of positive techniques of leadership. |
| AUTOCRATIC STYLE |
Leadership style where others are simply told what to do. |
| PARTICIPATIVE LEADERSHIP |
Employees share in the decision making process. |
| FREE REIN LEADERSHIP |
Also called laissez-faire leadership; an absence of direct leadership. Group members use their own methods to accomplish goals. |
| TECHNICAL SKILLS |
The knowledge, skills and ability to perform a required task. |
| HR SKILLS |
Behavioral skills; being able to work effectively with and through others. |
| CONCEPTUAL SKILLS |
Being able to think abstractly and analytically; seeing the big picture. |
| What are the four main functions of a manger? |
One who plans, controls, organizes and directs organizational resources. |
| What are the four main organizational resources? |
Financial; Human; Informational; Material. |
| ORGANIZATION OBJECTIVES |
Objectives that must be measurable, they must contain a verb and mention time. |
| PLANNING |
Involves establishing the route that the organization will take. It includes setting goals and objectives to establishing standard operating procedures. |
| CONTROLLING |
Involves supervising, disciplining, evaluating, and managing the change of the four resources. |
| ORGANIZING |
Involves the grouping of the four resources. |
| DIRECTING |
Involves leading and motivating. |
| POLITICALLY POPULAR DECISION |
Decision made in order to satisfy the majority of people involved. |
| PERSONAL POLITICAL DECISION |
A decision that benefits the decision maker. |
| SUPERIOR'S POLITICAL DECISION |
A decision to benefit the decision maker's boss. |
| POLITICALLY REWARDING DECISIONS |
Decisions made in order to repay a favor. |
| POLITICALLY PUNISHING DECISIONS |
Decisions made to exact revenge or to penalize. |
| TEMPORAL DECISIONS |
Decisions based on time. |
| EMERGENCY TEMPORAL DECISIONS |
Decisions made during a crisis. |
| QUICK TEMPORAL DECISIONS |
Decisions made in a short time, but not during a crisis. |
| DELAYED DECISIONS |
Decisions taking longer time than is needed. |
| BARRIER DECISIONS |
Decisions that are delayed by adding new conditions or barriers. |
| NONDECISION |
Never making a decision; saying no by saying nothing. |
| EMOTIONAL DECISIONS |
are based on feelings. |
| ANGRY EMOTIONAL DECISIONS |
are based on feelings of rage. |
| AFFECTIVE EMOTIONAL DECISIONS |
are based on sentiment, instinct or gut reaction. |
| ECONOMIC DECISIONS |
are based on concern for money |
| RISK-BASED DECISIONS |
involves the chance of loss or injury. |
| HIGH-RISK DECISIONS |
are based on the strong chance of failure or loss. |
| LOW-RISK DECISIONS |
involves little chance of visible failure. |
| CONFLICT-BASED DECISIONS |
are based on whether the cause or avoid conflict. |
| BUCK-PASSING DECISIONS |
Decisions that are passed on to someone else. |
| What are the three methods of coping with decisions? |
Escapism; Amnesia; Anger |
| AUTHORITY PRINCIPLE |
The manager's right to direct employees to accomplish the organization's goals. |
| UNITY OF COMMAND PRINCIPLE |
Each person should have one employee. |
| UNITY OF DIRECTION PRINCIPLE |
Similar tasks and tasks working towards the same goal should be grouped together. |
| COMMAND SYSTEMS |
Heirarchies with narrow spans of control; an emphasis on downward communication and a strict adherence to rules. |
| TIME-MOTION STUDIES |
A research involves the time and movements required to finish a job. |
| BEHAVIORAL MANAGEMENT |
A system that recognizes the human, social needs in the workplace. |
| THE HAWTHORNE STUDIES |
A study on the effects of productivity as a result of changes in the working environment. This research led to the development of Behavioral Management. |
| TOTAL QUALITY MANAGEMENT (TQM) |
An organization's effort to maximize product and service quality. |
| PLAY IT BY NUMBERS |
Doing what the rule book says. |
| ABDICATION |
Passing authority to others. |
| OBFUSCATION |
Clouding and confusing issues. |
| THE PETER PRINCIPLE |
Being promoted to one's level of incompetence. |
| FRAT |
File it; Refer It; Act on it; Trash it. |
