Download Ch#

Ch#
1
Term
controlling
1
directing
1
management
1
organizations
1
organizing
1
planning
2
demographics
2
entry barriers
2
external
environment
2
general
environment
2
gross domestic
product
2
internal
environment
2
process
technological
changes
product
technological
changes
2
2
societal values
Definition
regulating the work of those
for whom a manager is
responsible
the process of attempting to
influence other people to
attain organizational
objectives
the process of assembling and
using sets of resources in a
goal-directed manner to
accomplish tasks in an
organizational setting
interconnected sets of
individuals and groups who
attempt to accomplish common
goals through differentiated
functions and intended
coordination
systematically putting
resources together
estimating future conditions
and circumstances and making
decisions about appropriate
courses of action
the descriptive elements of the
people in a society, such as
average age, level of
education, financial status,
and so on
obstacles that make it
difficult for firms to get into
a business
a set of forces and conditions
outside the organization that
can potentially influence its
performance
forces that typically influence
the organization’s external
task environment and thus the
organization itself
the total dollar value of final
goods and services produced
within a nation’s borders
key factors and forces inside
the organization that affect
how it operates
alterations in how products are
made or how enterprises are
managed
changes that lead to new
features and capabilities of
existing products or to
completely new products
commonly shared desired end
states
Sound
2
strategic
partners
2
structural
changes
2
substitutes
2
switching costs
2
task environment
3
code of ethical
conduct
3
compensatory
justice
3
concentration of
effect
3
corporate social
responsibility
3
distributive
justice
3
efficiency
perspective
3
ethical dilemmas
3
ethical lapses
3
externalities
3
justice approach
organizations that work closely
with a firm in the pursuit of
mutually beneficial goals
changes that significantly
affect the dynamics of economic
activity
alternative products or
services that can substitute
for existing products or
services
the amount of difficulty and
expense involved when customers
switch from one company to
another
forces that have a high
potential for affecting the
organization on an immediate
basis
a formal statement that
outlines types of behaviour
that are and are not acceptable
if distributive and procedural
justice fail, those hurt by the
inequitable distribution of
rewards are compensated
the extent to which
consequences are focused on a
few individuals or dispersed
across many
the obligations that
corporations owe to their
stakeholders, such as
shareholders, employees,
customers, and citizens at
large
the equitable distribution of
rewards and punishment based on
performance
the concept that a manager’s
responsibility is to maximize
profits for the owners of the
business
having to make a choice between
two competing but arguably
valid options
decisions that are contrary to
an individual’s stated beliefs
and the policies of the company
indirect or unintended
consequences imposed on society
that may not be understood or
anticipated
an approach to ethical decision
making that focuses on how
equitably the costs and
benefits of actions are
3
magnitude of the
consequences
3
managerial
ethics
moral intensity
3
3
moral rights
approach
3
probability of
effect
3
procedural
justice
3
proximity
3
social consensus
3
stakeholders
3
temporal
immediacy
3
universal
approach
3
utilitarian
approach
3
whistle-blower
4
artifacts
4
assumptions
4
collectivism
distributed
the anticipated level of impact
of the outcome of a given
action
the study of morality and
standards of business conduct
the degree to which people see
an issue as an ethical one
an approach to ethical decision
making that focuses on
examination of the moral
standing of actions independent
of their consequences
the moral intensity of an issue
rises and falls depending on
how likely people think the
consequences are
ensuring that those affected by
managerial decisions consent to
the decision-making process and
that the process is
administered impartially
the physical, psychological,
and emotional closeness the
decision maker feels to those
affected by the decision
the extent to which members of
a society agree that an act is
either good or bad
individuals or groups who have
an interest in and are affected
by the actions of an
organization
a function of the interval
between the time the action
occurs and the onset of its
consequences
an approach to ethical decision
making where you choose a
course of action that you
believe can apply to all people
under all situations
an approach to ethical decision
making that focuses on the
consequences of an action
an employee who discloses
illegal or unethical conduct on
the part of others in the
organization
visible manifestations of a
culture such as its art,
clothing, food, architecture,
and customs
beliefs about fundamental
aspects of life
the extent to which identity is
4
core value
4
cultural context
4
culture
4
feminine
societies
4
individualism
4
4
masculine
societies
power distance
4
rituals
4
short-term or
long-term
orientation
4
strong versus
weak cultural
values
subculture
4
4
Theory X
managers
4
4
Theory Y
managers
uncertainty
avoidance
values
5
anchoring
5
bounded
rationality
4
a function of the group to
which an individual belongs
a value that is widely shared
and deeply held
the degree to which a situation
influences behaviour or
perception of appropriateness
a learned set of assumptions,
values, and behaviours that
have been accepted as
successful enough to be passed
on to newcomers
value activities focused on
caring for others and enhancing
the quality of life
the extent to which people base
their identities on themselves
and are expected to take care
of themselves and their
immediate families
value activities focused on
success, money, and possessions
the extent to which people
accept power and authority
differences among people
symbolic communication of an
organization’s culture
societies that focus on
immediate results and those
that focus on developing
relationships without expecting
immediate results
the degree to which the
cultural values are shared by
organization members
where values are deeply held
but not widely shared
assume the average human being
has an inherent dislike for
work and will avoid it if
possible
assume that work is as natural
as play or rest
the need for things to be clear
rather than ambiguous
the enduring beliefs that
specific conduct or end states
are personally or socially
preferred to others
using an initial value received
from prior experience or any
external information source and
giving it disproportionate
weight in setting a final value
a descriptive model of decision
making recognizing that people
model
(administrative
man model)
5
brainstorming
5
conjunction
fallacy
5
cross-functional
teams
5
decision making
5
delphi technique
5
devil’s advocate
5
dialectical
inquiry
5
ease of recall
5
escalation of
commitment
5
formulation
are limited in their capacity
to fully assess a problem and
usually rely on shortcuts and
approximations to arrive at a
decision they are comfortable
with
a process of generating many
creative solutions without
evaluating their merit
the tendency for people to
assume that co-occurring events
are more likely to occur than
if they were independent of
each other or grouped with
other events
employees from different
departments, such as finance,
marketing, operations, and
human resources, who work
together in problem solving
a process of specifying the
nature of a particular problem
or opportunity and selecting
among available alternatives to
solve a problem or capture an
opportunity
a decision-making technique
that never allows decision
participants to meet face to
face but identifies a problem
and asks for solutions using a
questionnaire
a group member whose role is to
challenge the majority position
a process to improve decision
making by assigning a group
member (or members) the role of
questioning the underlying
assumptions associated with the
formulation of a problem
making a judgment based upon
the most recent events or the
most vivid in our memory
the tendency to exhibit greater
levels of commitment to a
decision as time passes and
investments are made in the
decision, even after
significant evidence emerges
indicating that the original
decision was incorrect
a process involving identifying
a problem or opportunity,
acquiring information,
developing desired performance
expectations, and diagnosing
5
Gresham’s law of
planning
5
groupthink
5
heuristic
5
insensitivity to
base rates
5
insensitivity to
sample size
5
intuitive
decision making
5
misconception of
chance
5
multiple
advocacy
5
nominal group
technique
5
nonprogrammed
decision
5
opportunity
5
perceptual
distortion
the causes and relationships
among factors affecting the
problem or opportunity
the tendency for managers to
let programmed activities
overshadow nonprogrammed
activities
a mode of thinking in which the
pursuit of agreement among
members becomes so dominant
that it overrides a realistic
appraisal of alternative
courses of action
a decision-making shortcut that
can be based upon pre-set
rules, memory, or past
experiences
the tendency to disregard
information that suggests the
likelihood of a particular
outcome in the presence of
other information
the tendency to not consider
sample size when using
information taken from a sample
within a given population
the primarily subconscious
process of identifying a
decision and selecting a
preferred alternative
the expectation that small sets
of randomly assembled objects
or sequences should appear
random
a process to improve decision
making by assigning several
group members to represent the
opinions of various
constituencies that might have
an interest in the decision
a process of having group
members record their proposed
solutions, summarize all
proposed solutions, and
independently rank solutions
until a clearly favoured
solution emerges
a decision about a problem that
is either poorly defined or
novel
a chance to achieve a more
desirable state than the
current one
highlighting the positive
features of the implicit
favourite over the alternative
5
presumed
associations
5
problem
5
programmed
decision
prospective
rationality
rational model
(classical
model)
5
5
5
regression to
the mean
5
retrievability
5
5
retrospective
decision model
(implicit
favourite model)
satisficing
5
solution
5
standard
operating
procedure (SOP)
5
structured
debate
5
subjectively
expected utility
(SEU) model
6
approved budget
the assumption that two events
are likely to
co-occur based on the
recollection of similar
associations
a gap between existing and
desired performance
a routine response to a simple
or regularly occurring problem
a belief that future courses of
action are rational and correct
a seven-step model of decision
making that represents the
earliest attempt to model
decision processes
the concept that extreme events
or characteristics are
exceptional cases that will
likely revert back to historic
averages over time
a decision-making bias where
judgments rely on the memory
structures of an individual
a decision-making model that
focuses on how decision makers
attempt to rationalize their
choices after they are made
the tendency for decision
makers to accept the first
alternative that meets their
minimally acceptable
requirements rather than
pushing them further for an
alternative that produces the
best results
a process involving generating
alternatives, selecting the
preferred solution, and
implementing the decided course
of action
established procedure for
action used for programmed
decisions that specifies
exactly what should be done
a process to improve problem
formulation that includes the
using a devil’s advocate,
multiple advocacy, and
dialectical inquiry
a model of decision making that
asserts that managers choose
the alternative that they
subjectively believe maximizes
the desired outcome
specifies what the manager is
actually authorized to spend
6
benchmarking
6
budgets
6
capital
expenditure
budget
6
contingency
plans
6
expense budget
6
incremental
budgeting
approach
6
objectives
6
operational
plans
6
planning
6
plans
6
proposed budget
6
strategic plans
6
tactical plans
money on and how much
the investigation of the best
results among competitors and
noncompetitors and the
practices that lead to those
results
used to quantify and allocate
resources to specific
activities
specifies the amount of money
to be spent on specific items
that have long-term use and
require significant amounts of
money to acquire
plans that identify key factors
that could affect the desired
results and specify what
actions will be taken if key
events change
includes all primary activities
on which a unit or organization
plans to spend money and the
amount allocated to each for
the upcoming year
where managers use the approved
budget of the previous year and
then present arguments for why
the upcoming budget should be
more or less
the end states or targets that
company managers aim for
plans that translate tactical
plans into specific goals and
actions for small units of the
organization and focus on the
near term
a decision-making process that
focuses on the future of an
organization and how it will
achieve its goals
the means by which managers
hope to hit the desired targets
provides a plan for how much
money is needed and is
submitted to a superior or
budget review committee
focus on the broad future of
the organization and
incorporate both external
environmental demands and
internal resources into
managers’ actions
plans that translate strategic
plans into specific goals for
specific parts of the
organization
6
7
zero-based
budgeting
approach
cash cows
7
competitive
advantage
7
core competency
7
cost leadership
7
customer segment
7
differentiation
7
dogs
7
mission
statement
7
niche strategy
7
portfolio
analysis
7
primary
activities
7
question marks
7
stars
7
strategic
objectives
7
strategic scope
7
strategic vision
assumes that all allocations of
funds must be justified from
zero each year
products or SBUs that have
relatively high market share in
markets with unattractive
futures
the ability of a firm to win
consistently over the long term
in a competitive situation
focusing on an interrelated set
of activities that can deliver
competitive advantage in the
short term and into the future
striving to be the lowest-cost
producer of a product or
provider of a service and yet
charge only slightly less than
industry average prices
a group of customers who have
similar preferences or place
similar value on product
features
a strategy for making a product
or service different from those
of competitors
products or SBUs that have
relatively low market share in
unattractive markets
a statement that articulates
the fundamental purpose of the
organization and often contains
several components
a limited scope or breadth of
focus
techniques designed to assist
managers in assessing the
attractiveness of a market
activities that are directly
involved in the creation of a
product or service, getting it
into the hands of the customer,
and keeping it there
products or SBUs that have
relatively low market share in
attractive markets
products that have relatively
high market share in markets
with attractive futures
objectives that translate the
strategic vision and mission of
a firm into concrete and
measurable goals
the scope of a firm’s strategy
or breadth of focus
what an organization ultimately
7
substitution
7
supernormal
returns
7
support
activities
7
SWOT analysis
7
value chain
7
value
proposition
8
boundaryless
organization
8
centralized
organizations
8
cognitive
specialization
8
decentralized
organizations
8
8
flat
organizational
structure
formalization
8
globalization
8
hybrid
wants to be and do
whether or not the customer’s
need that you fulfill can be
met by alternative means
profits that are above the
average for a comparable set of
firms
activities that facilitate the
creation of a product or
service and its transfer to the
customer
an analysis that requires
managers to consider their
firm’s Strengths, Weaknesses,
Opportunities, and Threats for
its continued operation
a set of key activities that
directly produce or support the
production of what a firm
ultimately offers to customers
the ratio of what customers get
from a firm to how much they
pay relative to alternatives
from competitors
an organization where barriers
to effective integration are
overcome by people empowered to
work across boundaries
organizations that restrict
decision making to fewer
individuals, usually at the top
of the organization
the extent to which people in
different units within an
organization think about
different things or about
similar things differently
organizations that tend to push
decision-making authority down
to the lowest level possible
a structure that has fewer
layers in its hierarchy than a
tall organization
the official and defined
structures and systems in
decision making, communication,
and control in an organization
the tendency to integrate
activities on a coordinated,
worldwide basis
a structure that combines one
or more organizational
structures to gain the
advantages and reduce the
disadvantages of any particular
structure
8
informal
organization
8
integration
8
interdependence
8
liaisons
8
line of
authority
localization
8
8
network
structures
8
organizational
charts
8
organizational
design
8
organizational
structure
8
outsourcing
8
profit centre
8
span of control
8
specialization
8
tall
organizational
structure
task
8
the unofficial but influential
means of communication,
decision making, and control
that are part of the habitual
way things get done in an
organization
the extent to which various
parts of an organization
cooperate and interact with
each other
the degree to which one unit or
person depends on another to
accomplish a task
individuals designated to act
as a bridge or connection
between different areas of a
company
specifies who reports to whom
the tendency to differentiate
activities country by country
formal or informal
relationships among units or
organizations (e.g., along the
firm’s value chain)
an illustration of the
relationships among units and
lines of authority among
supervisors and subordinates
the process of assessing the
organization’s strategy and
environmental demands and then
determining the appropriate
organizational structures
the sum of the ways an
organization divides its labour
into distinct tasks and then
coordinates them
the practice of taking a
significant activity within the
organization and contracting it
out to an independent party
a unit or product line in which
the related expenses are
deducted from the revenue
generated
the number of employees
reporting to a given supervisor
the extent to which tasks are
divided into subtasks and
performed by individuals with
specialized skills
a structure that has multiple
layers or is high in terms of
vertical differentiation
specialization by what
8
specialization
uncertainty
8
unity of command
9
charismatic
leader
9
coercive power
9
effective
leadership
9
emotional
intelligence
9
expert power
9
legitimate power
(formal
authority)
LPC (least
preferred coworker) theory
9
9
managerial grid
9
neutralizers of
leadership
9
normative
decision model
9
organizational
leadership
employees do
the extent to which future
input, throughput, and output
factors cannot be forecast
accurately
the notion that an employee
should have one and only one
boss
someone who has influence over
others based on individual
inspirational qualities rather
than formal power
a type of position power based
on a person’s authority to
administer punishments, either
by withholding something that
is desired or by giving out
something that is not desired
influence that assists a group
or an organization to meet its
goals and objectives and
perform successfully
an awareness of others’
feelings and a sensitivity to
one’s own emotions and the
ability to control them
a type of personal power based
on specialized knowledge not
readily available to many
people
a type of position power
granted to a person by the
organization
a contingency theory of
leadership that identifies the
types of situations in which
task-oriented or personoriented leaders would be most
effective
a method for measuring the
degree to which managers are
task oriented and people
oriented
aspects of the organization or
work situation that can defeat
the best efforts of leaders
a contingency model that
prescribes standards to
determine the extent to which
subordinates should be allowed
to participate in decision
making
an interpersonal process
involving attempts to influence
other people in attaining some
goal
9
paternalism
9
path–goal theory
of leadership
9
people
behaviours
9
personal power
9
position power
9
power
9
referent power
9
reward power
9
situational
leadership model
9
social
intelligence
9
substitutes for
leadership
9
task behaviours
9
traits
9
transactional
where a leader is regarded as
the provider “father” who will
take care of the subordinate in
return for responsible
behaviour and performance
a contingency theory of
leadership that focuses on the
leader’s role in increasing
subordinate satisfaction and
effort by increasing personal
payoffs for goal attainment and
making the path to these
payoffs easier
behaviours that focus on
interaction, such as being
friendly and supportive,
showing trust and confidence,
being concerned about others,
and supplying recognition
power based on a person’s
individual characteristics
power based on an
organizational structure
the capacity or ability to
influence
a type of personal power gained
when people are attracted to,
or identify with, that person;
this power is gained because
people “refer” to that person
a type of position power based
on a person’s authority to give
out rewards
a model that states that
different types of appropriate
leadership are “contingent” on
some other variable, in this
case “the situation”
the ability to “read” other
people and their intentions and
adjust one’s own behaviour in
response
alternative approaches that can
at least partially substitute
for the need for leadership or
can sometimes overcome poor
leadership
behaviours that specify and
identify the roles and tasks of
leaders and their subordinates,
such as planning, scheduling,
setting standards, and devising
procedures
relatively enduring
characteristics of a person
leadership that focuses on
leadership
9
transformational
leadership
10
acquired needs
theory
10
content theories
10
equity theory
10
expectancy
theory
10
extinction
10
goal-setting
theory
10
in-group
10
job
characteristics
model
motivating followers’selfinterests by exchanging rewards
for their compliance; emphasis
is on having subordinates
implement procedures correctly
and make needed, but relatively
routine, changes
leadership that motivates
followers to ignore selfinterests and work for the
larger good of the organization
to achieve significant
accomplishments; emphasis is on
articulating a vision that will
convince subordinates to make
major changes
a motivation theory that
focuses on learned needs that
become enduring predispositions
for affiliation, power, and
achievement
motivation theories that focus
on what needs a person is
trying to satisfy and what
features of the work
environment seem to satisfy
those needs
a motivation theory that
focuses on individuals’
comparisons of their
circumstances with those of
others and how such comparisons
may motivate certain kinds of
behaviour
a motivation theory that
focuses on the thought
processes people use when they
face particular choices among
alternatives, especially
alternative courses of action
the absence of positive
consequences for behaviour,
lessening the likelihood of
that behaviour being repeated
in the future
a theory that assumes human
action is directed by conscious
goals and intentions
the group to which a person
belongs
an approach that focuses on the
motivational attributes of jobs
through emphasizing three sets
of variables: core job
characteristics, critical
psychological states, and
10
job enrichment
10
Maslow’s need
hierarchy
10
motivation
10
negative
reinforcements
10
positive
reinforcements
10
process theories
10
punishments
10
self-efficacy
10
social cognitive
theory (SCT)
10
two-factor
theory
10
work centrality
outcomes
increasing the complexity of a
job to provide greater
responsibility, accomplishment,
and achievement
a theory that states people
fulfill basic needs, such as
physiological and safety needs,
before making efforts to
satisfy other needs, such as
social and belongingness,
esteem, and self-actualization
needs
the set of forces that
energize, direct, and sustain
behaviour
undesirable consequences that,
by being removed or avoided,
increase the likelihood of a
behaviour being repeated in the
future
desirable consequences that, by
being given or applied,
increase the likelihood of
behaviour being repeated in the
future
motivation theories that deal
with the way different
variables combine to influence
the amount of effort people put
forth
undesirable consequences that
are applied to decrease the
likelihood of behaviour being
repeated in the future
an individual’s confidence
about his or her abilities to
mobilize motivation, cognitive
resources, and courses of
action needed to successfully
execute a specific task within
a given context
a theory that focuses on how
individuals think about, or
“cognitively process,”
information obtained from their
social environment
a motivation theory that
focuses on the presumed
different effects of intrinsic
job factors (motivation) and
extrinsic situational factors
(hygiene factors)
the degree of general
importance that working has in
the life of an individual at a
11
cohesion
11
command
(supervisory)
group
11
committee
11
conformity
11
context-driven
competencies
11
formal group
11
group
11
informal group
11
11
intergroup
conflict
intragroup
conflict
norms
11
process costs
11
project/task
force
11
11
relationship
(affective)
conflict
role ambiguity
11
role conflict
11
point in time
the degree to which members are
motivated to remain in the
group
a group whose members consist
of a supervisor or manager and
all those who report to that
person
a group that is either
permanent or temporary (ad hoc)
whose members meet only
occasionally and otherwise
report to different permanent
supervisors in an
organization’s structure
close adherence to the group’s
norms by individual members
competencies that are specific
to both the unique nature of
the particular tasks and the
particular composition of the
team
a group that is designated,
created, and sanctioned by the
organization to carry out its
basic work and to fulfill its
overall mission
a set of people, limited in
number (usually from 3 to 20),
who have some degree of mutual
interaction and shared
objectives
a group whose members interact
voluntarily
differences that occur between
groups
differences that occur within
groups
a group’s shared standards that
guide the behaviour of its
individual members
the increasing costs of
coordination as group size
increases
a temporary group put together
by an organization for a
particular purpose
interpersonal differences among
group members
a situation in which the
expected behaviours for a group
member are not clearly defined
a situation in which a member
of a group faces two or more
contrasting sets of
11
self-managing
(autonomous)
workgroup
11
social loafing
11
status
11
task
(substantive)
conflict
11
task-contingent
competencies
11
team-contingent
competencies
11
team
11
11
transportable
competencies
virtual team
12
collaboration
12
communication
networks
12
communication
12
cultural
distance
expectations
a group that has no formally
appointed supervisor but is
similar to command groups in
that the members coordinate
their organizational work as if
they all reported to the same
formally appointed supervisor;
members usually appoint their
own informal team leader
the phenomenon of reduced
effort per person in large
groups
the standing or prestige that a
person has in a group
conflict that focuses on
differences in ideas and
courses of action in addressing
the issues facing a group
competencies that are needed in
teams that perform a specific
and recurring set of tasks but
have varying sets of members
competencies that are specific
to the particular team, but
applicable across a wide range
of tasks
a type of group that has
additional characteristics: a
high degree of interdependent,
coordinated interaction and a
strong sense of
members’personal responsibility
for achieving specified
outcomes
competencies that can be used
in any situation
a group composed of individuals
who do not work together in
close physical proximity
a part of negotiation in which
parties work together to attack
and solve a problem
identifiable patterns of
communication within and
between organizations, whether
using formal or informal
channels
the process of transferring
information, meaning, and
understanding from sender to
receiver
the overall difference between
two cultures’ basic
characteristics such as
language, level of economic
12
decoding
12
downward
communication
12
empathy
12
encoding
12
ethnocentrism
12
formal
communication
channels
12
frames of
reference
12
gatekeepers
12
informal
communication
channels
12
interests
12
lateral
communication
12
media richness
12
medium
12
negotiation
12
networking
development, and traditions and
customs
the act of interpreting a
message
messages sent from higher
organizational levels to lower
levels
the ability to put yourself in
someone else’s place and to
understand his or her feelings,
situation, and motives
the act of constructing a
message
the belief in the superiority
and importance of ones own
group
routes that are authorized,
planned, and regulated by the
organization and that are
directly connected to its
official structure
existing sets of attitudes that
provide quick ways of
interpreting complex messages
individuals who are at the
communication interface between
separate organizations or
between different units within
an organization
routes that are not prespecified by the organization
but that develop through
typical and customary
activities of people at work
in negotiation, a party’s
concerns and desires—in other
words, what they want
messages sent across
essentially equivalent levels
of an organization
different media are classified
as rich or lean based on their
capacity to facilitate shared
meaning
the mode or form of
transmission of a message
the process of conferring to
arrive at an agreement between
different parties, each with
their own interests and
preferences
a process of developing regular
patterns of communication with
particular individuals or
groups to send and receive
information
12
noise
12
positions
12
selective
perception
12
stereotyping
12
upward
communication
13
360-degree
feedback
13
affirmative
action programs
13
assessment
centres
13
at-risk
compensation
13
behaviourally
anchored rating
scales (BARS)
13
bona fide
occupational
qualifications
(BFOQ)
broadband
systems
13
13
cafeteria-style
plans
potential interference with the
transmission or decoding of a
message
in negotiation, a party’s
stance regarding their
interests
the process of screening out
some parts of an intended
message because they contradict
our beliefs or desires
the tendency to oversimplify
and generalize about groups of
people
messages sent from lower
organizational levels to higher
levels
a performance appraisal system
in which information is
gathered from supervisors, coworkers, subordinates, and
sometimes suppliers and
customers
hiring and training programs
intended to correct past
inequalities for certain
categories of people based on
gender, race and ethnicity,
age, or religion
a work sampling technique in
which candidates perform a
number of exercises, each one
designed to capture one or more
key aspects of the job
pay that varies depending on
specified conditions, including
the profitability of the
company; hitting particular
budget, revenue, or cost
savings targets for a unit; or
meeting specified individual
performance targets
a performance appraisal system
in which the rater places
detailed employee
characteristics on a rating
scale
qualifications that have a
direct and material impact on
job performance and outcomes
pay structures in which the
range of pay is large and
covers a wide variety of jobs
benefit plans in which
employees have a set number of
“benefit dollars” that they can
13
career paths
13
critical
incidents
13
cross-functional
job rotation
13
dual-career
couples
13
expatriate
employees
13
glass ceiling
13
incentive plans
13
job analysis
13
job design
13
job posting
13
job sharing
13
pay structure
13
re-engineering
13
structured
interview
13
unstructured
use to purchase benefits that
fit their particular needs
sets and sequences of positions
and experiences
recording of specific incidents
in which the employee’s
behaviour and performance were
above or below expectations
opportunities for employees to
work in different functional
areas and gain additional
expertise
couples in which both partners
work full time in professional,
managerial, or administrative
jobs
employees sent overseas on
lengthy, but temporary,
assignments
an invisible barrier that
prevents women from promotion
to the highest executive ranks
systems that tie some
compensation to performance
determination of the scope and
depth of jobs and the requisite
skills, abilities, and
knowledge that people need to
perform their jobs successfully
the structuring or
restructuring of key job
components
an internal recruiting method
whereby a job, its pay, level,
description, and qualifications
are posted or announced to all
current employees
a situation in which two people
share the same job by each
working part time
a range of pay for a particular
position or classification of
positions
the fundamental rethinking and
radical redesign of business
processes to achieve dramatic
improvements in critical,
contemporary measures of
performance
an interview in which
interviewers ask a standard set
of questions of all candidates
about qualifications and
capabilities related to job
performance
an interview in which
interview
13
valid selection
technique
13
work simulation
14
balanced
scorecard
14
break-even point
(B-E P)
14
budgetary
control
14
bureaucratic
control
14
commitment
(clan) control
14
concurrent
control
14
control
14
14
efficiency
(activity)
human resource
policies and
procedures
14
leverage
14
liquidity
14
operational
interviewers have a general
idea of the questions they
might ask but do not have a
standard set
a screening process that
differentiates those who would
be successful in a job from
those who would not
situations in which job
candidates perform work they
would do if hired or work that
closely simulates the tasks
they would perform
an integrated and ‘balanced’
set of measures for four
critical areas or perspectives:
financial, customers, internal
business, and innovation and
learning
the amount of a product that
must be sold to cover a firm’s
fixed and variable costs
a type of tactical control
based on responsibility for
meeting financial targets and
evaluating how well those
targets have been met
an approach to tactical control
that stresses adherence to
rules and regulations and is
imposed by others
an approach to tactical control
that emphasizes consensus and
shared responsibility for
meeting goals
a type of operational control
that evaluates the conversion
of inputs to outputs while it
is happening
the regulation of activities
and behaviours within
organizations; adjustment or
conformity to specifications or
objectives
the ratio of amount of sales to
total cost of inventory
a type of tactical control
based on the organization’s
overall approach to using its
human resources
the ratio of total debt to
total assets
a measure of how well a unit
can meet its short-term cash
requirements
the assessment and regulation
control
14
post-control
14
pre-control
14
14
profitability
ROE (return on
equity)
ROI (return on
investment)
14
14
14
standards
strategic
control
14
supervisory
structure
14
tactical control
15
80/20 rule
15
behavioural
process
orientation
15
benchmarking
15
change agents
15
confrontation
15
contrast
of the specific activities and
methods an organization uses to
produce goods and services
a type of operational control
that checks quality after
production of goods or services
outputs
a type of operational control
that focuses on the quality,
quantity, and characteristics
of the inputs into the
production process
the ratio of cost to benefit
an alternative term for ROI
a measure of profitability
obtained by dividing net income
by the total amount of assets
invested
targets of performance
assessment and regulation of
how the organization as a whole
fits its external environment
and meets its long-range
objectives and goals
a type of tactical control
based on reporting levels in an
organization
the assessment and regulation
of the day-to-day functions of
the organization and its major
units in the implementation of
its strategy
a “rule” that suggests that 80
percent of the desired outcome
is provided by 20 percent of
the contributing factors
a key distinguishing feature of
the OD approach to
organizational change that
focuses on new forms of
behaviour and new relationships
identification, analysis, and
comparison of the best
practices of competitors
against an organization’s own
practices
individuals who are responsible
for implementing change
efforts; they can be either
internal or external to the
organization
a means of helping people
perceive contrasts by providing
an inescapable experience
a means by which people
15
early wins
15
focus groups
15
force field
analysis
15
interventions
15
15
mental map
movement
15
organizational
development (OD)
15
organizational
learning
15
organizational
renewal
15
process redesign
(re-engineering)
15
refreezing
15
T-groups
15
unfreezing
perceive differences
early and consistent positive
reinforcement of desired change
small groups involved in
intense discussions of the
positive and negative features
of products or services
uses the concept of
equilibrium, a condition that
occurs when the forces for
change, the “driving forces,”
are balanced by forces opposing
change, the “restraining
forces,” and results in a
relatively steady state
sets of structured activities,
or action steps, designed to
improve organizations
habitual cognitive patterns
changing perceptions based on
the level of certainty or
uncertainty associated with the
change
an approach to organizational
change that has a strong
behavioural and people
orientation, emphasizing
planned, strategic, long-range
efforts focusing on people and
their interrelationships in
organizations
exhibited by an organization
that is skilled at creating,
acquiring, and transferring
knowledge, and at modifying its
behaviour to reflect new
knowledge and insights
a concept of organizational
change that proposes a goal of
flexibility and capability for
continual change
involves a fundamental redesign
of business processes to
achieve dramatic improvements
the process of reinforcing
change so that it becomes
established
groups of individuals
participating in organizational
development sessions away from
the workplace; also called
basic-skills training groups
undoing old patterns