A
Absenteeism. When an employee doesn't show up lor work
Acquired-Needs Theory This stales that three are three needs achievement, power and affiliation which are the major motives determining people's behaviour in the workplace
Action Plan The course of action needed to achieve the stated goal
Adjourning The stage in which team members prepare lor disbandment
Affective Component of an Attitude The
feelings or emotions one has about a situation
Affirmative Action This focuses on achieveing equality ol opportunity within an organization
Assessment Center DSome companies have management candidates participate in activities for a few days while being assessed by evaluators
Attitude A learned predisposition towards a given object
Authority The right to perform or command
Authority fhe rights inherent m a managerial position to make decisions, give orders, and utilize resources
Availability Bias Where managers use information readily available from memory to make judgments
В
B2B business to business
B2C Business to consumer
Base Pay Consists of the basic wage of salary paid employees in exchange for doing their job Behaviour Actions and judgments
Behavioral Component of an Attitude
Also known as intentional component, this refers i" how one intends or expects to behave towards a situation
Behavioral Leadership Approach Attempts to determine the distinctive styles used by effective leaders
Benchmarking A process by which a company compares its performance with that if high- performing organization
Benefits, Fringe Benefits Additional nonmonetary forms of compensation
Big Five Personality Dimensions They are (I) extroversion, (2) agreeableness,
(3) conscientiousness, (4) emotional stability, (5) openness to experience openness to experience
Black mark A negative evaluation
Bonuses Cash awards given to employees who achieve specific performance objectives
Bounded Rationality A concept that suggests the ability of decision makers to be rational is limited my numerous constraints
Break Even Point The amount of sales revenue at which there is no profit but also no loss to your company
С
Cascading Objectives are structured in a unified hierarchy, becoming more specific at lower levels of the organization
Centralized Authority Where important decision are made by higher level managers
Charismatic Leaders visionaries who challenge people to perform above and beyond what's expected of them - to pursue organizational goals
Code of Ethics A formal written set oi ethical standards guiding an organization's actions
Coercive Power All managers have this power, which results from their authority to punish their subordinates
Cognitive Component of an Attitude The
beliefs and knowledge one has about a situation
Cognitive Dissonance This describes the psychological discomfort a person experiences
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between his or her cognitive attitude and incompatible behavior
С "Immmhi" The tendency of a group or team to Mick together
( ommunlcation rne transfer of information and understanding from one person to another Compensation Composed of three parts: wages or salaries, incentives and benefits
Competitive Advantage The ability of an organization to produce goods or services more effeetivel) than its competitors do . thereby outperforming them
Conceptual Skills Skills thai consist of the ability 10 think analytically, to visualize an organisation as a whole and understand how the parts work together
( onllict The process in which one e party perceives that its interests are being opposed or negdtivel) affected by another party
( ousensus I his occurs where members are able to express their opinions and reach agreement to support the linal decision
( ontingency Approach to leadership The belief thai effective leadership behavior depends on the situation л hand
Contingent^ Leadership Model This determines if a leader's style is (I) task oriented oor (2) relationship oriented and that style is effective for the situation at hand
Controlling Monitoring performance, comparing goals, and taking corrective action as needed
( ross-Kunctional team Л team that ois staffed w ith specialists pursuing a common objective
( ulture A shared set of beliefs, values, knowledge, and patterns ol behavior common to a group Ol people
t ustomer Division A division with group activ ities around common customers or clients
D
36()Degree Assessment A 360 Degree feedback appraisal in which employees are appraised not only by their management superiors but also by peers, subordinate and sometimes clients
Decision A choice made from among available alternatives
Decision Making The process of identifying and choosing alternative courses of action
Decisional Roles Managers use information to make decisions to solve problems or take advantage to opportunities The four decision- making roles are entrepreneur, disturbance handler, resource allocator and negotiator
Decoding Interperting and trying to make sense of a message
Delegation The procees oa assigning managerial authority and responsibility to managers and employees lower in hierarchy
Delphi Croup A group using physically dispersed experts who till our questionnaire to anonymously generate ideas; judgments are combined and in affect averaged to achieve a consensus of expert opinion
Devil's Advocacy The process of assigning someone to play the role of critic
Diagnosis Analyzing the underlying causes
Differentiation Strategy To oiler products or services that are of a unique and superior value compared to those of competitors and to target a wide market
Diversity This represents all the ways people are unlike and alike - the differences and similarities in age, gender, race, religion, ethnicity, sexual orientations, capabilities, and socioeconomic background
Division of Labor Also known as work specialization, th8is is an arrangement of having discrete parts of a task done be different people. The work is divided into particular tasks that are assigned to particular workers
Divisional Structure An organization where people with diverse occupational specialties are put together in formal groups by similar products or services, customers or clients, or geographic regions
Downsizing The process of eliminating managerial and nonmanagerial positions
Downward Communication Communication that flows from a higher level to a lower level
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Е
Effective То achieve results, to make the decisions and successfully carry them out so that they achieve the organization's goals
Efficient To use resources people, money, raw materials the like wisely and cost effectively
Emotional intelligence The ability to cope, empathize with others, and be self- motivated .
Encoding Translating a message into understandable symbols or language
Entrepreneur Someone who sees a new opportunity for a product or service and launches a business lo try to realize it
Equity Theory Employee perceptions as to how fairly they think they are being treated compared ю others.
Escalation of Commitment Bias When decision makers increase their commitment to a project despite negative information about it.
Ethical Behaviour Behavior that is accepted as right' as opposed to " wrong' according to those standards
Ethical Dilemma Situation in which you have to decide whether to pursue a course of action that may benefit you or your organization but that is unethical or even illegal
Ethics Standards of right and wrong that influence behaviour
Expectancy The belief that a particular level of effort will lead to a particular level of performance
Expectancy Theory A theory that suggests that people are motivated by two things (I) how much they want something (2) how likely they thinks they are to get it
Expert Power Power resulting from one's specialized information or expertise
External Stakeholders People or groups on the organization's environment that a re affected by it
Extinction The withholding or withdrawal of positive rewards lor desirable behav lour, so that the behaviour is less likely to occur in the future
Extrinsic Reward The payoff, such as money a person receives frorm other for performing a particular task
F
Feedback The receiver expressed his or her reaction to the sender's message The information about the reaction of the environment to the outputs which affects the inputs
First Line Managers Also called supervisory managers. They make the short term operation decisions, directing the daily tasks of nonmanagerial employees
Focused Differentiation Strategy To offer products or services that are of unique and superior value compared to those of competitors and to target a narrow market
Forecast A vision or projection of the future
Formal Group A group established to do something
Four Management Functions Performing the planning, organizing, leading and controlling necessary to get things done
Functional Managers Managers who are responsible for just one organizational activity
Functional Structure An organization where people with similar occupational specialties are put together on formal groups
Freelancers People who work independently of a firm and offer their work to anyone who is willing to pay
G
Gainsharing The distribution of savings or "gains' to groups of employees who reduce costs and increase measurable productivity
Garbage-Can Model In this style of decision making, managers make virtually random decisions
General Managers Managers who are responsible for several organizational activities
Geographic Division A division with activities grouped around defined regional locations
Globalization The (rend of the world economy towards becoming a more interdependent system
(.ual. Objective Л specific commitment to achieve ■ measurable result within a stated period hi time
dual-Setting Theory I he suggestion that employees can be motivated by goals that are specific and challenging but achievable
(.not off (I) to take unauthorized time off from work (?> Doing things at work not associated with the job. such as talking with other ar the dunking fountain
Grapevine I he unofficial communication system of the informal organization
Group I wo or more freely interacting individuals who share collective goals and have common identity
Group Cohesiveness A "we feeling" binding group members together
Groupthink \ cohesive group' blind unwillingness to consider alternatives. This occurs when group members sirisc for agreement among themselves for the sake of unanimity and avoid accurately assessing the decisions situation
Growth Strategy This strategy involves expansion as in sales revenues, market share, number of employees, or number of customers or I for nonproficts) clients served
H
Halo Effect An effect in which wre from a positive impression of an individual based on a single trait
Heuristics Strategies that simplify the process of making decisions
Hierarchy of Authority, Chain of Command
This is a control mechanism for making sure the righl people do the right things at the right time
Hierarch) Of Needs Theory People are
motivated by live levels of needs (I)
physiological. (2) safety. (3) belongingness. (4) esteem. (5) self-actualization
Horizontal Communication Communication that flows within and between work units; its iii.iin purpose is coordination
Human Relations Movement This movement proposed that better human relations could increase worker productivity Human Resource(HR) Management The
activities managers perform to plan for , attract, develop, and retain a workforce
Human Skills Skills (hat consist of the ability to work well in cooperation with other people in order to get things done.
Hybrid Structure An organizational from using functional and divisional structures in different parts of the same organization
Hygiene Factors Factors associated with job dissatisfaction such as salary, working conditions, interpersonal relationships, and company policy all of which affect the job context or environment in which people work
Continuation Glossary