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Organization and Man
Final Exam
| Term | Definition | Definition | Definition | Definition | |||
|---|---|---|---|---|---|---|---|
| Internal | Drive, decision, effort | ||||||
| External | fate, luck, God | ||||||
| Intelligences | A person’s ability to profit from experience, acquire knowledge, think abstractly, and adapt to changes in the environment. | ||||||
| Emotional intelligence | Self-awareness | Self-management | social awareness | relationship management | |||
| Diversity and hiring | Corporate culture of diversity is required | ||||||
| Goal setting theory | The theory that setting goals that are difficult, but achievable, is a significant motivator of performance. | ||||||
| Servant leader | Servant leaders give away power, ideas, information, recognition, credit, and money | ||||||
| Authentic leader | Help others learn, grow, and develop as leaders | ||||||
| Maslow’s Hierarchy of needs | Self-Actualization | Esteem needs | Beloning needs | Safety needs | Physiological needs | ||
| ERG theory | Individuals are motivated by three primary needs: existence (physical needs), relatedness (connection with others), and growth (personal development). | ||||||
| 2 factor theory | Two conditions, hygiene factors and motivators, simultaneously act as drivers of satisfaction and dissatisfaction. | Lower-order needs are hygiene factors and a potential source for dissatisfaction, while motivators are higher-order needs and a potential source for satisfaction. | |||||
| Hygiene factors | job factors that are potential dissatisfiers that relate to physiological, safety, and belongingness needs. | These factors are the primary components that comprise the makeup of the work environment. | |||||
| Motivators | The direct consequences of doing the job and the primary cause of satisfaction on the job. | ||||||
| Equity theory | People will compare their circumstances with those of similar | ||||||
| Expectancy theory | Motivation = Effort x P x R > S | ||||||
| 4 different management perspective | Bureaucratic – Max Weber – Move away from family loyalty or individual loyalty, Move toward impersonal, rational – formal structure | Humanistic - Emphasizes the Importance of Understanding Behaviors, Needs, and Attitudes in the workplace. | Quantitative – Applies mathematics, statistics and other quantitative techniques | Scientific – Developed standard method for performing each job. Selected workers with appropriate abilities for each job. | |||
| Group | Two or more people who interact with each other to accomplish certain goals or meet certain needs. | ||||||
| Team | A group whose members work intensely with each other to achieve a specific, common goal or objective | ||||||
| Group dynamics | Group size and roles | Group leadership | Group development | Group norms | Group cohesiveness | ||
| Group Leadership | Sometimes managers assume the leadership role in groups and teams | Appoint a member of a group who is not a manager to be group leader or chairperson | Group or team members may choose their own leaders | Leader may emerge naturally as group members work together | |||
| Social loafing | Human tendency to put forth less effort in a group than when they work alone | Can result in lower group performance | May even prevent a group from attaining its goals | ||||
| 4 Laws HRM | Title 7 Civil Right Anti Discrimination - Employers are not required to seek out and hire minorities but they must treat fairly all who apply. | Fair Labor Standards Act (FLSA) - Sets a minimum wage and requires overtime pay for work in excess of 40 hours per week. | Family and Medical Leave Act (FMLA) - Requires employers to provide up to 12 weeks of unpaid leave for family and medical emergencies. | Employee Retirement Income Security Act of 1974 (ERISA) - Sets standards for pension plan management and provides federal insurance if pension plans go bankrupt. | |||
| Follower-ship | Organization does not exist without followers | Understand followers: critical thinking versus dependent uncritical thinking | Alienated follower | Conformist | Pragmatic survivor | Passive follower | Effective follower |
| Can I ask in an interview | |||||||
| Why Diversity | Cost | Resource acquisition | Creativity | Marketing | Systems flexibility | Problem solving | |
| Project Managrement focus | Scope | Schedule | Cost | Quality | |||
| Growth | An individual’s desire to reach full potential, which results in higher esteem and a heightened sense of self-actualization. | ||||||
| McClelland’s Acquired Needs Theory | Need for power | Need for Affiliation | Need for Achievement | ||||
| 5 stages of group development | Forming | Storming | Norming | Performing | Adjusting | ||
| Group norms | Shared guidelines or rules for behavior that most group members follow. | Managers should encourage members of a group to develop norms that contribute to group performance and the attainment of group goals. | |||||
| Locus of control | Intrinsic vs. extrinsic | ||||||
| Existence | Basic primary needs that enable a person to live and function productively. | ||||||
| Relatedness | Individuals’ desires to interact with others and to be a part of a whole. |
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