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FlashCards por mmcclure557, atualizado more than 1 year ago
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Criado por mmcclure557
quase 10 anos atrás
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| Questão | Responda |
| Scientific Management 1. What approach? 2. Who created it? 3. What is it? | 1. Classical 2. Fredrick Taylor 3. The relationship betweeen people & tasks to redesign work processes to increase efficiency |
| Bureaucratic Control Systems 1. Who? 2. Approach? 3. What? 4. When? | 1. Max Weber 2. Classical 3. Established rules, standards, & operating procedures to increase organizational efficency -focused on roles rather than individual 4. Early 1900s |
| Planning | Choose appropriate organisational goals and courses of action to best achieve those goals |
| Organizing | Establish task and authority relationships that allow people to work together to achieve organisational goals |
| Leading | Motivate, coordinate, and energize individuals and groups to work together to achieve organisational goals |
| Mary Parker Fullett 1. Approach? 2. What? | 1. Behavioral 2. Believed that the best people to solve problems are those closest to them -"power with" rather than "power over people" |
| Controlling | Establish accurate measuring and monitoring systems to evaluate how well the organisation has achieved its goals |
| The Hawthorne Studies 1. Who? 2. What? 3. Approach? 4. When? | 1. Elton Mayo 2. When workers perceived management cared, moral and productivity increased 3. Behavioral 4. 1920 |
| Leader | A person out in front influencing and inspiring people to follow |
| Manager | An individual who makes plans; organizes and controls people, production and services; and who regulates or deploys resources |
| THEORY X & THEORY Y 1. Who? 2. When? 3. What? | 1. Douglas McGregor 2. 1960s Theory X: Workers hate work, need to be controlled, prefer little responsibilty, and like to be dictated Thoery Y: Workers are ambitious and self-motivated, self-directed, commitment to obj. is a function of rewards assoicated w/ acheviement |
| Statistical Process Controls | Walter Shewhart – 1920s Monitor a process to make as much profit with as little waste as possible -Quantitative approach |
| TQM | - Total Quality Management -Achieve long term success through constant improvement with focus on the customer |
| Just in Time Management | Process that strives to increase ROI by reducing inventory & carrying costs |
| Business Process Re-engineering | Change processes to increase efficency & focus on customer needs -Differs from TQM b/c its radical improvement |
| Activity Based Costing | Costs are assigned to specific products/services -products that are under performing can be eliminated |
| Balance Scorecard | Measures: 1. Financial performance 2. Customers 3. Learning & growth 4. Business Processes -employee performance can be linked to organizational goals |
| Are managers always leaders and are leaders always managers? | NO! |
| Six Sigma | Remove causes of defects to reduce variability |
| Negative Affectivity | Negative/Nervous, Tends to feel unpleasant emotions I.E Depressed or vulnerability. |
| Emotional Stability | Secure/Confident. Happy emotions, is the opposite of negative affectivity |
| Agreeableness | Friendly and compassionate. Gets along well with others. |
| What is Culture? | set of values, norms, & assumptions that guide peoples behavior to achieve organizational goals |
| Antagonism | Cold and unkind. Managers who are antagonistic may be distrustful, unsympathetic, and uncooperative. |
| Conscientiousness | Careful, scrupulous, and preserving. Managers high on this trait are organised and self disciplined. Managers low on this trait lack direction. |
| Internal locus of control | Helps insure ethical decisions in a firm. The determinants of an outcome are the fault of the individual. Ex. This is my fault, i am sorry. |
| Schein’s Iceberg of culture | Visible: Dress code, language, workspace, relationships, ceremonies, rites, & rewards Invisible: Values, norms, founders hire employees w/ similar interests |
| External Lotus of Control | Tendency to locate responsibilities to outside forces. People with this trait believe that their own actions have little to do with the outcomes. Ex. I failed this test because the room was too hot. |
| Ceremonies & Rites | Events that recoginize important events to the organization & to specific employees |
| Rite of Passage | Determine how employees enter (socialization), advance within, or leave the organization |
| Values | Describe what managers try to acheive through work and how they think they should behave. |
| Rites of Integration | Build & reinforce bonds among organizational members |
| Rites of Enhancement | Publically recognize employees contributions to strength commitment to organization |
| Terminal Value | Life long goals or objectives that an individual seeks to achieve. Tends to create norms and causes behaviour to be like an unwritten perscription. They just become natural. |
| Instrumental Value | Mode of conduct that an individual seeks to follow |
| Stories & Language | Reveal behaviors that are valued by the organization & ones that are frowend upon |
| Types of Cultures | Innovative, Diverse, Ethical, Customer Service Orientated, Sustainable & Responsible, Holistic |
| Attitudes | A collection of feelings and beliefs |
| High Job satisfaction | *managers like their jobs * Feel as if they are being treated fairly *Find their jobs have desireable features |
| Cultural Change | 1. Understand old culture 2. Support employees who have ideas 3. Lead vision guide change 4. Recongize it will take time 5. Live the culture 6. Communication! |
| Organisational commitment | Managers have a high degree of loyalty to their firm and believe in what the firm is doing and are proud of what the firm stands for. |
| Emotional Intelligence | Understanding and managing ones own emotions and being able to do the same for others emotions also. |
| Hosted's Dimmensions of Culture | 1. Power Distance 2. Uncertainty Avoidance 3. Individualism 4. Masculinity 5. Long-Term Orientation |
| What are the five elements of Emotional intelligence | Self awarness, self-management, Self-motavation, empathy, and social skills |
| Benefits of having managers as leaders | Leaders are good at getting people to follow a vision. A mnager who is a leader can guide people to the firms goals better. |
| Policy Deployment | Intend to intergrate organization's strategic & business plan with its mission, vision, value proposition, core complentancies, & annual work plans |
| Organizational Malice | -"if it aint broke, dont fix it" -Strategies & business plans are not linked to KPIS -Vision & Mission are on inspirations posters and are not implemented |
| What does emotional intelligence do for a manager. | Motivate their subordinates to commit to their vision. Develop a significant identity for their organization and instill high levels of trust and cooperation throughout the organization. Respond appropriately when they realize they have made a mistake |
| Vision Statement | -15-20 years -Describe in broad terms the aspirations of the company -OFten accompanied by values, principles, & beliefs that teh company is based |
| Mission Statement | -3-5 years -Identifies 1. What the organization does 2. Who primary customers are 3. How organization does waht it does |
| Legitimate Power | The ability to influence others by their right in ones position. Ex. the CEO or CFO. |
| Reward Power | The ability to influence others by giving or retaining rewards such as pay, promotions, paid time off, or learning experiences. |
| Value Proposition | Explain why the customer should purchase from you instead of competitors |
| Coercive Power | Influence through punishment or threats of punishment. |
| Expert Power | The ability to influence people because of a combination of special skills and knowledge. |
| Strategic Differenation Corporate Level | -Strategic direction of the overall company -Growth, Renewal, Stability, international |
| Referent Power | Power that comes from personal characteristics. People respect and admire this person and want to listen to them. |
| Strategic Differentiation Business Level | -Strategic direction of each business unit -Best Total Cost, Product/Service, Total Solution |
| Empowerment | Trusting employees to make declensions and take responsibilities for actions. |
| Strategic Differentiation Functional Level | At the department level -Finance, Marketing, Etc. |
| SWOT | A companies Strengths, Weaknesses, Opportunies, & Threats |
| Trait models | Assumed that leaders were born not made. Results were inconclusive. Ex of traits needed to be a leader "Self-Confidence, intelligence, and tolerance for stress" |
| Vertical Integration | Expand Downsteam: buy a supplier Expand Upstream: Open a retail store to distribute products |
| Horizontal Integration | Merging Companies |
| Behavior Models and their two dimensions. (Ohio State) | Consideration and Initiating structure. Basically says that managers need to be consderate and concerned with employee well being (Consideration) and that they need to be task driven and can give clear instruction (initiating). |
| Stability & Renewal | Stability: Kaizen (constant improvement) -Less risky no new $, in time of economic uncertainty Renewal: When a company is in trouble |
| Behavior models and their two dimensions (Michigan) | Job centered behavior states that managers focus on the jobs their subordinates are doing and that they are employee centered. Meaning they are concerned with thier employees. |
| Global Strategy | Selling the same product using the same marketing approach in each nation -significant cost savings |
| Multi-Domestic Strategy | Customizing products/strategies to specific national markets |
| Contingency Models | Models propose that the effectivness of a leader with certain traits is contingent on the situation. |
| Wife | Is beautiful |
| Business Level Stragies | 1. Operational Excellence -Best Total Cost 2. Product Leadership -Best product 3. Customer Intramcy -Best Total Solution |
| Fiedler's Model two styles | Two basic leadership styles: Relationship oriented and task oriented. Relationship managers are concerned with building rapport with subordinates and want to be likes whereas task managers primary concern is to make sure subordinates are performing at high levels. |
| Construct Analysis | The process of quantifying constructs/themees in the vision, mission. value proposition into CPMS |
| Fielder's Model (situational leadership) | States that a leader cannot be changed and only performs well in certain situations, I.E if they are not performing then change the leader of the situation. |
| CPMS | -Critical Performance Metrics -Metrics that indicate the overall health of business Made of KPIs & NFIs |
| House's Path-Goal Theory | Leaders are responsible for motivating employees to meet their goals. They help clarify meaningful clear and valued goals with subordinates. |
| Gap Analysis | Large gaps become Strategic items (20%) & Small Gaps become Tactical |
| The Leader Substitutes Model | Direct leadership may be unnecessary depending on the characteristics of the subordinates. If they find the work interesting and enjoyable and are working at high levels on their own, then there is no reason to try and guide them. |
| Transformational Leadership | Leaders have social and emotional intelligence and can inspire their subordinates. Subordinates work with direct feedback and are aware of the importantness of their job. They work for the good of the organisation and not themselves |
| Transformational Managers (2) | Are charismatic and intellectually stimulate their subordinates. The are developmentally considerate and tend to support growth for their subordinates. |
| Phases of Policy Deployment | Phase I: Strategic planning/policy deployment Phase II: Strategic Management Phase III: Daily Management |
| Transnational Leadership | Tends to be more traditional by giving rewards for good and punishments for bad behavior or low performance. Tends to have lower job satisfaction levels than transformational, but often times a transformational manager will use transnational methods. |
| Laws | Are the bare minimum for ethics. Some things can be unethical and legal. for example off shoring |
| Stakeholders | Any organisation, person or group who has a stake in the companies success or failure |
| Discrimination | Differences among people in age, gender, race, ethnicity, religion, sexual orientaDon, socioeconomic background, and capabiliDes/ disabilites |
| Disparent Treatment | Denied opportunity because of protecteed characteristic |
| Adverse Impact | -usually unintentionally -against a group of people w/ protected characteristic -result of employment policy/practice |
| Some points about stakeholders | Different stakeholders have different agendas. The managers want subordinates to work fast, Stockholders want the company to make good profits and so on. Customer are the most critical stakeholder. |
| Societal Ethics | The values and ethics embedded in the societies laws, norms, and practices. |
| Professional Ethics | The values and standards that groups of managers and workers use to decide how to behave appropriately. |
| Individual Ethics | Personal values and standards derived from family, peers, and upbringing with involvement of social issues. |
| Why is ethics important aside from "its the right thing to do" | Unethical decisions can be costly for the firm. Human resources, lawyers, loss in customer faith ext are very expensive outcomes of unethical decisions. |
| Utilitarian Rule | The decision should make the most number of people possible satisfied. The greatest good for the most people. |
| Title VII | -1964 Civil Rights Act -Prohibts discrimination on the basis of pay, race, religion, national origin, and sex -covers a wide range of employment decisions including hiring, firing, pay, promotion, and working conditions |
| Justice Rule | Should distribute benefits and harms evenly between all members. |
| Equal Pay Act (1963) | Requires men & woman are paid equally for equal work |
| Practical Rule | An ethical decision that should require zero hesitation. This is so because a practical person would agree with your decision. |
| Age Dsicrimination in Employment Act (1967) | Prohibits discrimination of workers over the age of 40 and prohibts mandatory retirement |
| Moral Rights Rule | A decision that should protect the fundamental rights and privileges of the people. |
| Pregnancy Discrimination Act (1978) | Prohibts discrimination against woman for pregnancy, childbirth, and related medical decisions |
| Intrinsic Motivation | behavior for its own sake. Satisfaction, learning and improving abilities. |
| Americans with Disabilities Act (1990) | Prohibts workers from discriminating against employees with disabilities and requires employers to make resonable accomidations for such employees |
| Extrinsic motivation | Rewards both tangible and social. Pay raises, certificates, PTO |
| Family and Medical Leave Act (1993) | Requires employers provide 12 weeks of unpaid leave for family/medical emergency |
| Civil Rights Act (1991) | Prohibts discrimination and awards punitive and compensatory damages in cases of intentional discrimination |
| Quid Pro Quo Sexual Harassment | Asking or forcing an employee to perform a sexual act in exchange for a reward or to avoid negative punishment |
| Maslow's Hierarchy of needs | Not everyone is motivated by the same thing and one the need is met motivation is gone. |
| Hostile Work Environment Sexual Harassment | Sexual incidents that make teh work environment unpleasant |
| Herzberg's Motivation hygiene theory. | Motivator- intrinsic and major source of job satisfaction. Hygiene- Extrinsic, Sources of job dissatifaction |
| McClelland’s Three Needs Theory | States that there are three major needs. Achievement- Desire to engage in challenging and stimulating work and enjoys setting and reaching goals. Need for affiliation- Desire for warm and fulfilling relationships. Need for Power- Desire for influence and control directly through social status. |
| Synergy | Occurs when members work well together |
| Leadership Styles | 1. Autocratic- Dictator, leader doesnt ask for inputs 2. Democratic-Leader facilates communication process 3. Laissez Faire-Hands off leadership style, lets members do their thing |
| Equity Theory (J. Stacey Adams) | Everyone perceives fairness differently. When someone feels they are treated unfairly they usually try to restore equity. |
| Expectancy Theory | 1. If i put in the effort, can i actually accomplish this? 2. If i do accomplish this will it be recognized and will i receive some sort of reward? 3. Do i even want the rewards for doing this? |
| Tuckman's Stages of Group Development | 1. Forming- rules are established, formatilities exisit, and members are treated like strangers 2. Storming- communicating feelings, but still viewed as individual & not as team 3. Norming- Feel apart of team and realize work can be achieved if they accept other viewpoints 4. Performing- Work in an open/trusting atmosphere where heiarchy is not important 5. Adjuring- Recognizing achievements and goes seperate ways |
| Expectancy | If people perceive their efforts to pay off then motivation is high. However if they don't think they can there is low expectancy |
| Instrumentality | If there is a perception that efforts will be rewarding or recognized then there is high instrumentality |
| Valence | Do i even want it? This is the step where people have identified that they can do something and that there is some reward for doing it. Now simply put, valence is high if the individual desires that outcome |
| Goal setting theory | The concept of a manager sitting with a subordinate and setting challenging goals with them rather than for them. It is important to SPECIFY what the goal is, make sure the goal is appropriately CHALLENGING, and GIVE FEEDBACK |
| What are SMART goals | Specific Measurable Achievable Results based Time specific |
| Operant Conditioning Learning Theory | People learn to behave based receiving something they want or avoiding something that they don't want. The idea is if you reinforce a good behavior it will continue. A bad behavior will cease if you ignore it or punish that behavior. |
| Social Learning Theory | People learn and motivate by observing others. |
| Pay and Motivation | Pay is linking with all of the major theories and is an important motivator. |
| Programmed Decision making | Routine decisions that generally follow rules and regulations |
| Non-Programmed decision making | Non routine decision that occurs in situations that are unusual or uncommon. These decisions can be made with intuition or reasoned judgment |
| Group Cohesiveness | Degree to which members are attracted to their group |
| The Classical Model for decision making | List all possible courses of action and their consequences. Rank order them from least preferred to most preferred and select the one with the most desired outcome. |
| Group Norms | Shared set of guidelines most group members follow |
| Administrative model to decision making | More used that the classical model. there are generally too many outcomes are time constraints to make a decision. This is model states that a manager can pick a satisfactory path rather than the best way. |
| Deviance | Failure to conform; when a member violates a group norm |
| Bounded Rationality | Too many alternatives and consequences to a certain decision. There is also too much information |
| Pareto Principal | 80/20 rule. 80% of all disciplinary action comes from 20% of the work force. Where do you focus your energy and resources? |
| Steps in the decision making process | 1. Recognize the need for a decision 2. Generate Alternatives 3.Asses alternatives 4. Choose among alternatives 5. Implement the chosen alternative 6, Learn from Feedback |
| 6 Challenges of groups | 1. Membership 2. Participation 3. Communication 4. Influence 5. Emotions 6. Social loafing |
| Group decision making | Is better than individual decision making because you combine different skills and perspectives to asses the situation. The choices made are generally going to be more effective and have any bias removed. |
| Group Think | When a group tends to agree with a chosen outcome even if their answer may be wrong. There is a lack of assessment |
| Devils Advocacy | Analyzing strengths and weaknesses of a decision before it is implemented |
| Strategic HRM | Designing of an HRM system to be consistent with organizational goals |
| Characteristics of Entrepreneurs | High Openness to experience High internal locus of control High levels of self esteem High need for achievement |
| Job Analysis | Created job descriptions for each position that entail the specifications and responsibilities of the job |
| Intraprenuership | Creative decision making within an organisation. |
| Reliability | CONSISTENCY The tool measures the same thing each time it is used |
| Skunkworkers | Entrepreneurs within and organisation. |
| Validity | ACCURACY There is a strong correlation that the tests accurately tests future job performance |
| Collective Bargaining | Negotiations between mangers and labor to resolve job related conflicts |
| Body Language | Most important less communicator needs to know is it adapt body language to those around him |
| Communication Likability | From our face, body, & voice |
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