I
Incentives Many organizations offer incentives such as commissions, bonuses, profit-sharing plans and stock options
Incremental Model Where managers take small, short-term steps to alleviate a problem
Informal Communication Channels
Communication that developed outside the formal structure and does not follow the chain of command
Informal Group A group formed by people seeking friendship that has no officially appointed leader, although a leader may emerge from the membership
Informational Roles Managers receive and communicate information with other people inside and outside of the organization as monitors, disseminators, and spokesperson
Innovation Finding ways to deliver new or better
goods or services
Inputs The people, money, information, equipment, and materials required to produce an organization's goods or services
Instrumentality The expectation that successful performance of the task will lead to the outcome desired
Internal Locus of Control The belief that you control your own destiny
Internal Stakeholders Employees, owners, and the hojrld of directors, il any
Interpersonal Roles Mangers interact with people inside and outside of their work units. The three interpersonal roles include figurehead, leader, and liaison activities
Intervention An attempt or correct the diagnosed problem
Intrinsic reward The satisfaction, such as a leeling of accomplishment person received form performing the particular task itself
Intuitive Model This style consist of a manager quickly sizing up a situation and making a decision based on his or her experience or practice
J
Job Analysis The determination, by observation and analysis. of the basic elements of a job
Job Characteristics model This consists ot (I) live core job characteristics that affect (2) three critical psychological states of an employee thai in turn affect (3) work outcomes the employee's motivation, performance, and satisfaction
Job Description A summary of what the holder ot the job does and how and why he or she does it
Job Design The division of an organization's work among its employees and the application of motivational theories to jobs to increase satisfaction and performance
Job Enlargement increasing the number of tasks in a job to increase variety and motivation
Job Enrichment Building into a job such motivating factors as responsibility, achievement, recognition, stimulating work and advancement
Job Involvement The extent to which you identify or are personally involved with your job.
Job Satisfaction The extent to which you feel positively or negatively about various aspects of your Work
Job Specification The minimum qualification a person must have to perform the job successfully
L
M
Management The pursuit of Organizational goals efficiently and effectively by integrating the work of people through planning, organizing, leading and controlling the organizations' resources
Management By Exceptions A control principle that states that managers should be informed of a situation only if data shoes significant deviation from standards
Management by Objectives (MBO) This is a four step process in which (1) manager and employees jointly set objectives for the employee, (2) managers develop action plans, (3) managers and employees periodically review the employee's performance, and (4) the manager makes a performance appraisal and rewards the employee according to results
Management by Wandering Around (MBWA)
A style of management in which a manager literally wanders around the organization and talks with people across all lines of authority
Leadership The ability to influence employees to voluntary pursue organizational goals
Leadership Grid Model The ideal leadership style having a high concern for( I) production, the job aspects of subordinates' behaviour and (2) people, the human aspects of their behaviour
Leading Motivating, directing and otherwise influencing people to work hard to achieve the organization's goals
Learning Organization An organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behaviour to reflect new knowledge
Legitimate Power All managers have this power, which results from their formal position with the organization
Line Manager Manager who have the authority to make decisions an usually have people reporting to them
Locus of Control An indication of how much people believe they control their fate through their own efforts
Matrix Structure Ли organizational ГоггП which combines functional and divisional chains of commands in a grid so thai there are two command structures vertical and mechanistic
Maturity Stage \ stage when the organization becomes very bureaucratic, large and mechanistic
Mechanistic Organization An organization where authority is centralized, tasks and rules are
clearly specified, and employees are closely siiperv ised
Medium I he pathway by which a message travels
Message I he information to be shared
Mission \n organization's mission is it's purpose or reason for being
Motivating factors factors associated with job satisfaction Mich as achievement, recognition, responsibility, and advancement all of which allcci the |ob content or the rewards of work performance
Motivation May be defined as the psychological processes that arouse and direct goal-directed
N
Need - Based Perspectives Also known as convent perspectives, these are theories that emphasize the needs that motivate people
Needs Physiological or psychological deficiencies that arouse behaviour
Noise \nv disturbance that interferes with the
transmission of a message
Nominal Group A group to generate ideas and evaluate solutions by writing down as many ideas a- possible, the ideas arc then listed on a blackboard, then discussed then voted upon
Noiiprograinmed decisions that occur under nonroulinc. unfamiliar circumstances
Nonrational Models of Decision Making A
style that explains how managers make decision; 11 icy assume that decision making is nearly alway s uncertain and risky, making it difficult for managers to make optimum decisions
Nonverbal Communication Messages sent outside of the written or spoken word
Norming The stage in which conflicts are resolved, close relationships develop, unity and harmony emerge
Norms General guidelines or rules of behaviour that most group or team members follow
О
Open System A system that continually interacts with its environment
Operation Control Monitoring performance to ensure that operational plans - day-to-day goals - are being implemented and taking correctiv4e actions as needed
Operational Goals Goals that are set by and for first-line managers and are concerned with short term matters associated with realizing tactical
goals
Operational Planning Manager determine how to accomplish specific tasks with available resources within the next I-week to 1 -year period
Operations Management Operations management focuses on managing the production and delivery of an organization's products or serv ices more effectively
Opportunities Situations that present possibilities for exceeding existing goals
Organic Organization An organization where authority is decentralized a, there are fewer ruled and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected Tasks
Organization A group of people who work together to achieve some specific purpose A system of consciously coordinated activities or forces of two or more
Organization Chart A box-and-line illustration showing the formal lines of authority and the organization's official positions or division of labour
Organization Development (OD) A sei ol
techniques for implementing planned change to make people and organizations more effective
Organizational Behavior (OB) Behavior thai is dedicated to better understanding and managing people at work
Organizational Culture (OC)Sometimes called corporate culture, this is a system of shared \ alucs and beliefs that develops within an organization and guides the behavior of its members
Organizational Strengths The skills and capabilities that give the organization special competences and competitive advantage in executing strategies in pursuit of its mission
Organizational Threats The environmental factors that hinder an organization/s achieving a competitive advantage
Organizing Arranging tasks, people, and other resources lo accomplish the work
Outsourcing Subcontracting of services and operations to an outside vendor. Using suppliers outside the company to provide goods and serv ices
P
Participative Management (PM) The process of involving employees in (1) setting goals, (2) making decisions, (3) solving problems, and (4) making changes in the organization
Path-Goal Leadership Mode! Contingency approach that holds that the effective leader clarifies paths through whicli subordinates can achieve goals both organizational arid personal
Perception The process of interpreting and understanding one' environment
Performance Appraisal Assessing an employee performance and providing him or her with leedback
Performing The stage in which members concentrate on solving problems and completing the assigned task
Perks Short for perquisites: compensation in addition to salary, such as day care or company car
Personality The stable psychological traits and nehaviourral attributes that give a person his or her identity
Piece Kale Pay based on how much output an employee produces
Pink slip To be fired from a job: derived from the days when employees gave workers written notice (on pink pare) that their jobs were terminated
Planning Setting goals and deciding how to achieve them Also coping with uncertainty by formulating future course of action to achieve specific results
Porter's Four Competitive Strategies (Four generic strategies) (1) Cost-leadership, (2) differentiation, (3) cost-focus, (4) focused- differentiation
Power The extent to which a person is able to influence others as they respond lo orders
Process Perspective Perspectives concerned with the thought processes by which people decide how to act
Product Division A division with activities grouped around similar products or services
Product Life Cycle A model that graphs the four stages of a product or service during the "life " of its marketability; (I) introduction, (2) growth,(3) maturity, (4) decline
Profit Sharing The distribution to employees of a percentage of the company's profits
Program A single-use plan encompassing a range of projects or activities
Programmed decision Decisions that are repetitive and routine
Project A single-use plan of less scope and complexity than a program
Punishment The application of negative consequences to stop or change undesirable behaviour
Q
Quality The total ability of a product or service to meet cusrobmer needs
Quantitative Management This is the application lo management of quantitative techniques, such as statistics and computer simulations. Two branches of Quantitative Management are management science and operations management
K
Sell-Efficacy Personal ability to do a tasks
Rational Model of Decision Making/Classical Model this style ol decision making explains how managers should make decision: it assumes that managers will make logical decisions that will be the optimum in furthering the organization's best interests
Readiness I lie extent to which a follower possesses [lie ability and willingness to complete
Receiver The person for whom a message is intended
Referent Power Power deriving from one' personal attraction
Reinforcement Anything that causes a given beha\ ioi to be repealed or inhibited
Reinforcement Theory An attempt to explain hehav пи change by suggesting that behavior with positive consequences tends to be repeated whereas behavior with negative consequences lends not to be repeated
Responsibility The obligation you have to pet lorn the tasks assigned to you
Reward Power Ml managers have this power, winch results from then authority to reward their subordinates
Rile and Rituals The activities and ceremonies .planned and unplanned, that celebrate important occasions. and accomplishments in an organization s life
Role A socially determined expectations of how an mdiv (dual should behave in a specific position. Sel of behaviors that people expect of occupants ol .1 position
S
Satisficing Model Where managers seek alternatives until they find one that is satisfactory, no! optimal
Scientific Management Scientific Management emphasizes the scientific study of work methods in order to improve the productivity if individual
workers
Selective Perception The tendency to filter our informauon that is discomfortable, that seems irrelevant, or thai contradicts one's beliefs
Self-Esteem The extent to which people like or dislike themselves
Self-Fulfilling Prophecy It is the phenomenon in which people's expectations of themselves or others leads them to behave in ways that make those expectations come true
Self-Monitoring The extent to which people are able to observe their own behavior and adapt it to external situations
Sender The person wanting to share information
Simple Structure An organization with authority centralized in a single person , a flat hierarchy, few rules, and low work specialization
Situational Leadership Theory Leadership
Behavior reflecting how leaders should adjust t'neii leadership style according to the readiness of their followers
Social Responsibility A manager's duty to take action thai will benefit the interests of society s well as of the organizations
Span of Control I lie number ol people reporting directly to a give managei
Stakeholders People whose interests are affected
by an organization's activities
Stereotype Oversimplified beliefs about a certain group of people
Stock Options Certain employees are given the right to buy stock at a future date for a discounted price
Storming The emergence of individual personalities, roles, and conflicts within a group
Strategic Goals Goals that are set by and for top managers and focus on objectives for the organization as a whole
Strategic Management A process that involves managers from all parts of the organization on the formulation and implementation of strategies and strategic goals
Strategy A large-scale action plan that sets the direction for an organization
SWOT Analysis The search for the Strengths, Weaknesses, Opportunities and Threats affecting the organization
Symbol An object, act, quality or event that conveys meaning to others
System A system is a set of interrelated parts that operate together to achieve a common purpose
Systems Viewpoint This viewpoint regards the organization as a system of interrelated parts
T
Tactical Goals Goals that are set by and for middle managers and focus on the actions needed to achieve strategic goals
Task Role Behaviour that concentrates on getting the team's task done
learn A small group pf people with complementary skills who are committed to common purpose, performance goals, and approach lo which they hold themselves mutually accountable
Top Managers They make the long-term decisions about the overall direction of the organization and establish the objective, policies and strategies for п
Total Quality Management (TQM) This is a comprehensive approach led by top
management and support throughout the organization dedicated to continuous quality improvement. training and customer satisfaction
Transactional Leader One who focuses on the interpersonal transactions between managers and employees
Two-Factor Theory Proposes that work satisfaction and dissatisfaction arise from two different work factors - work satisfaction from so-called motivators and work dissatisfaction from so-called hygiene factors
U
Upward Communication Communication that flows from lower levels to higher levels
V
Valence The value or importance a worker assigns to the possible outcome or reward
Value System The pattern of values within an organization
Values Abstract ideals that guide one's thinking and behavior across all situations The relatively permanent and deeply held underlying beliefs and attitudes that help determine a person's behavior
Vision Statement A statement that expresses what the organization should become and where it wants to go strategically
W
Work teams Teams that engage in collective work requiring coordinated effort; they are of four types, which may be identified according to their basic purpose: advice teams, production teams, project tarns and action teams