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Test #3
| Term | Definition |
|---|---|
| demand forecasting | When a software company developed a new phone, it determined how many production and marketing employees would be required for the launch. The company was involved in. |
| labor supply forecast. | The estimate an organization makes regarding the number and quality of its current employees and the available external source of workers is known a(s) |
| job analysis. | A tool for determining what is done on a given job and what should be done on that job is |
| Outplacement | is helping dismissed workers find employment elsewhere. |
| Employment-at-will | is the legal concept that an employee may be terminated for any reason. |
| Power | is the ability to influence others. |
| authority | Leader with legitimate power has the right, or the __________, to tell others what to do. |
| job rotation | In the context of training methods, job rotation refers to assigning employees to different roles in the organization to broaden their experience and improve their skills. |
| Development | is teaching managers and professional employees broader skills needed for their present and future jobs. |
| Training | refers to teaching lower-level employees how to perform their present jobs. |
| Vision | is best described as a mental image of a possible and desirable future state of an organization. |
| power | In organizations, _________often means the ability to get things done or accomplish one's goals despite resistance from others. |
| reward power | A leader who has _____________ influences others because he or she controls valued benefits; people comply with the leader's wished to receive those benefits. |
| coercive power | A leader with __________ has control over punishments; people comply to avoid those punishments. |
| trait approach | The z___________ is a leadership perspective that focuses on individual leaders and attempt to determine the personal characteristics that great leaders share. |
| Behavioral approach | is a leadership perspective that attempts to identify what good leaders do—that is, what behaviors they exhibit. |
| situational approach | The leadership perspective that proposes that universally important traits and behaviors do not exist and that effective leadership behavior varies from circumstance to circumstance is known as the |
| Fiedler’s contingency model, | According to +________________l, effectiveness depends on two factors: the personal style of the leader and the degree to which a situation gives the leader power, control, and influence over the situation |
| job maturity | According to Hersey and Blanchard's situational theory, ___________________ is the level of the followers' skills and technical knowledge relative to the task being performed. |
| Vroom model | after answering a series of questions, several leader decisions styles may be appropriate, but the model recommends using the one that takes the least amount of time. |
| transactional leader | manages through activities, using his or her legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered. |
| Authentic leadership | refers to a style in which the leader is true to himself or herself while leading. |
| Motivation | refers to forces that energize, direct, and sustain a person’s efforts. |
| Goal setting theory | states that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end. |
| The law of effect | states that behavior that is followed by positive consequences will likely be repeated. |
| Expectancy theory | proposes that people will behave based on their perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome. |
| Instrumentality | is the link between expectancy and performance in expectancy theory. |
| Outcome | is a consequence a person receives for his or her performance. |
| Maslow's need hierarchy, | According to _________________people are motivated to satisfy lower-level needs before higher-level needs. |
| McClelland | According to __________, the most important needs for managers are the needs for, achievement, affiliation, and power. |
| Job enlargement | is the act of giving people additional tasks at the same time to alleviate boredom. |
| Job enrichment | is the act of changing a task to make it inherently more rewarding, motivating, and satisfying for the people concerned. |
| Empowerment | is the process of sharing power with employees, thereby enhancing their confidence in their ability to perform their jobs and their beliefs that they are influential contributors to the organization. |
| Equity theory | states that people assess how fairly they have been treated according to two key factors: outcomes and inputs. |
| quality of life (QWL) program | The general goal of____________________ is to satisfy the full range of employee needs. |
| List and summarize at least 1.1 employment laws. | 1. Fair labor standards 1938- Creates exempt (salaried) and nonexempt (hourly) employee categories, governing overtime and other rules; sets minimum wage, child labor laws. |
| List and summarize at least 1.2 employment laws. | 2. equal pay act 1963 - Prohibits gender-based pay discrimination between two jobs substantially similar in skill, effort, responsibility, and working conditions. |
| List and summarize at least 1.3 employment laws. | 3. Family and Medical Leave Act (1991) - Requires 12 weeks’ unpaid leave for medical or family needs: paternity, maternity, family member illness. |
| List and summarize at least 1.4 employment laws. | Americans with Disabilities Amendments Act (1990 & 2008) - Extends provisions of Vocational Rehabilitation Act to private employers; requires workplace modifications to facilitate disabled employees; prohibits discrimination against disabled. |
| What are Frederick Herzberg's two factor theoryies | Hygiene Factors and Motivation Factors |
| Hygiene factor | Factors can make people unhappy if they are poorly managed. If they are well managed, and viewed as positive by employees, the employees will no longer be dissatisfied. |
| Motivation factor | According to Herzberg, the key to true job satisfaction and motivation to perform lies in this category of factors. When motivators are present, jobs are presumed to be satisfying and motivating for most people. |
| the difference between hygiene factors and motivations factors | • explain the differences The differences: Hygiene factors are characteristics of the workplace, whereas motivation factors describe the job itself—that is, what people do at work. |
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