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Organization of Buss
Final Exam
| Definition | Term |
|---|---|
| Job Design | The process by which managers decide how to divide tasks onto specific jobs |
| Divisional Structure | An organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer |
| Feedback | The extent to which actually doing a job provides a worker with clear and direct information about how well he or she has performed the job. |
| Functional Structure | An organizational structure composed of all the departments that an organization requires to produce its goods or services |
| Global Geographic Structure | An organizational structure in which each region of a country or area of the world is served by a self-contained division |
| Organizing | Structuring working relationships in a way that allows organizational members to work together to achieve organizational goal; one of the four principals of management |
| Task Variety | The number of new or unexpected problems or situations that a person or function encounters in performing tasks or jobs |
| Task Significance | The degree to which a worker feels his or her job is meaningful because of its effect on people inside the organization, such as coworkers, or on people outside the organization such as customers |
| Behavior Control—Management by Objectives | A goal-setting process in which a manager and each of his or her subordinates negotiate specific goals and objectives for the subordinate to achieve and then periodically evaluate the extent to which the subordinate is achieving those goals |
| Benchmarking | The process of comparing one company’s performance on specific dimensions with the performance of other high-performing organizations |
| Bureaucratic Control (system) | Control of behavior by means of a comprehensive system of rules and standard operating procedures |
| Clan Control | The control exerted on individuals and groups in an organization by shared values, norms, standards of behavior and expectations |
| Control | Evaluating how well an organization I achieving its goals and taking action to maintain or improve performance; one of the group principal tasks or management |
| Control Systems | Formal target-setting, monitoring, evaluation and feedback systems that provide managers with information about how well the organization’s strategy and structure are working |
| Feedforward Control | Control that gives managers information about customers’ reactions to goods and services so that corrective action can be taken if necessary |
| Organizational Culture | The share set of beliefs , expectations, values, norms, and work routines that influence the ways in which individuals, groups, and teams interact with one another and cooperate to achieve organizational goals |
| Top-down change | A fast, revolutionary approach to change in which top managers identify what needs to be changed and then move quickly to implement the changes throughout the organization |
| Bottom-up change | A gradual or evolutionary approach to change in which managers at all levels work together to develop a detailed plan for change |
| Equity Theory | A theory or motivation that focuses on people’s perceptions of the fairness of their work outcomes relative to their work inputs |
| Expectancy Theory | The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes |
| Extrinsically Motivated Behavior | Behavior that is performed to acquire material or social rewards or to avoid punishment |
| Intrinsically Motivated Behavior | Behavior that is performed for its own sake |
| Maslow’s Hierarchy of Needs | An arrangement of five basic needs that, according to Maslow, motivate behavior. Maslow proposed that the lowest level of unmet needs is the prime motivator and that only one level of needs is motivational at a time |
| Maslow’s Hierarchy of Needs (all levels) | Self-actualization needs, Esteem needs, Belongingness needs, Safety needs, Physiological needs. |
| Self-actualization needs | The needs to realize one’s full potential as a human being |
| Esteem needs | The needs to feel good about oneself and ones capabilities to be respected by others, and to receive recognition and appreciation |
| Belongingness needs | Needs for social interaction, friendship, affection, and love |
| Safety needs | Needs for security, stability, and a safe environment |
| Physiological needs | Basic needs for things such as food, water, and shelter that must be met in order for a person to survive |
| Merit Pay Plan | A compensation plan that bases pay on performance |
| Motivation | Psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence |
| Operant Conditioning Theory | The theory that people learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences |
| Punishment | Administering an undesired or negative consequence when dysfunctional behavior occurs |
| Social Learning Theory | A theory that takes into account how earning and motivation are influenced by people’s thoughts and beliefs and their observations of other people’s behavior |
| Charismatic Leader | An enthusiastic, self-confident leader who is able to clearly communicate his or her vision of how good things could be |
| Coercive Power | The ability of a manager to punish others |
| Expert Power | Power that is based on the special knowledge, skills, and expertise that a leader possesses |
| Leader | An individual who is able to exert influence over other people to help achieve group or organizational goals. |
| Leadership | The process by which an individual exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals |
| Legitimate Power | The authority that a manager has by virtue of his or her position in an organization’s hierarchy |
| Task-oriented Leader | Leaders whose primary concern is to ensure that subordinates perform at a high level |
| Transactional Leadership | Leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance |
| Transformational Leadership | Leadership that makes subordinates aware of the importance of their jobs and performance to the organization and aware of their own needs for personal growth and that motivates subordinates to work for the good of the organization |
| Friendship Group | An informal group composed of employees who enjoy one another’s company and socialize with one another. |
| Group Cohesiveness | The degree to which members are attracted to or loyal to their group |
| Groupthink | A pattern of fault and biased decision making that occurs I groups whose members strive for agreement among themselves at the expense of accurately assessing information relevant to a decision |
| Group Norms | Shared guidelines or rules for behavior that most group members follow |
| Interest Group | An informal group composed of employees seeking to achieve a common goal related to their membership in an organization |
| Social Loafing | The tendency of individuals to put forth less effort when they work in groups than when they work alone |
| Synergy | Performance gains that result when individuals and departments coordinate their actions |
| Team | A group whose members work intensely with one another to achieve a specific common goal or objective |
| Top-Management Team | A group composed of the CEO, the COO, the president, and the heads of the most important departments |
| Virtual Team | A team whose members rarely or never meet face-to-face but, rather, interact by using technology such as e-mail, computer networks, telephone, fax, and videoconferences. |
| 306-Degree Feedback | Performance appraisal by peers, subordinates, superiors, and sometimes clients who are in a position to evaluate a managers performance |
| Collective Bargaining | Negotiations between labor unions and managers to resolve conflicts and disputes about issues such as working hours, wages, benefits, working conditions, and job security |
| Development | Building the knowledge and skills of organizational members for that they are prepared to take on new responsibilities and challenges |
| Formal Appraisal | An appraisal conducted at a set time during the year and based on performance dimensions and measure that were specified in advance |
| Job Analysis | Identifying the tasks, duties, and responsibilities that make up job and the knowledge, skills, and abilities needed to perform the job |
| National Labor Relations Act | Makes it legal for workers to organize into unions to protect their rights and interests and declare certain unfair or unethical organizational practices to be illegal |
| Outsource | To use outside supplies and manufactures to produce goods and services |
| Performance Appraisal | The evaluation of employees’ job performance and contributions to their organization |
| Training | Teaching organizational members how to perform their current jobs and helping them acquire the knowledge and skills they need to be effective performers |
| Artificial Intelligence System | Behavior performance by a machine that, if performed by a human being, would be called “intelligent” |
| Information | Data that are organized in meaningful fashion |
| Information Distortion | Changes in the meaning of a message as the message passes through a series of senders and receivers |
| Management by Wandering Around | A face-to-face communication technique in which a manager walks around a work area and talks informally with employees about issues and concerns |
| Noise | Anything that hampers any stage of the communication process |
| Date | Raw, summarized, and unanalyzed facts |
| Information Technology | The set of methods or techniques for acquiring, organizing, storing, manipulating, and transmitting information |
| Management Information Systems | A specific form of IT that managers utilize to generate the specific, detailed information they need to perform their roes effectively |
| Communication | The sharing of information between two or more individuals or groups to reach a common understanding |
| Sender | The person or group wishing to share information |
Created by:
beckster3000
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