Exam Three
Management 3630 with Shinnar at Appalachian State University
About this deck
By: Jessica Stankovich
Created: 2011-12-06
Size: 97 flashcards
Views: 4
Created: 2011-12-06
Size: 97 flashcards
Views: 4
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Organizational Culture
Shared values and beliefs that underlie a company's identity
Values
Enduring belief in a mode of conduct or end-state
Espoused values
The stated values and norms that are preferred by an organization
Sustainability
Meeting humanity's needs without harming future generations
Enacted Values
The values and norms that are exhibited by employees
Competing Values Framework
A framework for categorizing organizational culture
Clan Culture
A culture that has an internal focus and values flexibility rather than stability and control
Adhocracy Culture
A culture that has an external focus and values flexibility
Market Culture
A culture that has a strong external focus and values stability and control
Hierarchy Culture
A culture that has an internal focus and values stability and control over flexibility
Vision
Long-term goal describing "what" an organization wants to become
Strategic Plan
A long-term plan outlining actions needed to achieve desired results
Organizational Socialization
process by which employees learn an organization's values, norms, and required behaviors
Anticipatory Socialization Phase
Occurs before an individual joins an organization, and involves the information people learn about different careers, occupations, professions, and organizations
Realistic Job Preview
Presents both positive and negative aspects of a job
Encounter Phase
Employees learn what the organization is really like and reconcile unmet expectations
Onboarding
Programs aimed at helping employees integrate, assimilate, and transition to new jobs
Change and Acquisition Phase
Requires employees to master tasks and roles to adjust to work group values and norms
Mentoring
Process of forming and maintaining developmental relationships between a mentor and a junior person
Diversity of Developmental Relationships
The variety of people in a network used for developmental assistance
Developmental Relationship Strength
The quality of relationships among people in a network
Decision Making
Identifying and choosing solutions that lead to a desired end result
Rational Model
Logical four-step approach to decision making
Problem
Gap between an actual and a desired situation
Scenario Technique
Speculative forecasting method`
Optimizing
Choosing the best possible solution
Nonrational Models
Explain how decisions actually are made
Bounded Rationality
Constraints that restrict rational decision making
Satisficing
Choosing a solution that meets a minimum standard of acceptance
Garbage Can Model
Holds that decision making is sloppy and haphazard
Judgmental Heuristics
Rules of thumb or shortcuts that people use to reduce information-processing demands.
Knowledge Management
Implementing systems and practices that increase the sharing of knowledge and information throughout an organization
Tacit Knowledge
Information gained through experience that is difficult to express and formalize
Explicit Knowledge
Information that can be easily out into words and shard with others
Decision-making Style
A combination of how individuals perceive and respond to information
Intuition
Making a choice without the use of conscious thought or logical inference
Decision Tree
Graphical representation of the process underlying decision making
Consensus
Presenting opinions and gaining agreement to support a decision
Brainstorming
Process to generate a quantity of ideas
Nominal Group Technique
Process to generate ideas and evaluate solutions
Delphi Technique
Process to generate ideas from physically dispersed experts
Creativity
Process of developing something new or unique
Mutuality of Interest
Balancing individual and organizational interests through win-win cooperation
Social Power
Ability to get things done with human, informational, and material resources
Socialized Power
Directed at helping others
Personalized Power
Directed at helping oneself
Reward Power
Obtaining compliance with promised or actual rewards
Coercive Power
Obtaining compliance through threatened or actual punishment
Legitimate Power
Obtaining compliance through formal authority
Expert Power
Obtaining compliance through one;s knowledge or information
Referent Power
Obtaining compliance through charisma or personal attraction
Empowerment
Sharing varying degrees of power with lower-level employees to tap their full potential
Participative Management
Involving employees in various forms of decision making
Delegation
Granting decision-making authority to people at lower levels
Personal Initiative
Going beyond formal job requirements and being an active self-starter
Organizational Politics
Intentional enhancement of self-interest
Coalition
Temporary groupings of people who actively pursue a single issue
Impression Management
Getting others to see us in a certain manner
Leadership
Process whereby an individual influences others to achieve a common goal
Leader Trait
Personal characteristic that differentiates leaders from followers
Implicit Leadership Theory
Perceptual theory in which prototypes determine traits of effective leaders
Leadership Prototype
mental representation of the traits and behaviors possessed by leaders
Consideration
Creating mutual respect and trust with followers
Initiating Structure
Organizing and defining what group members should be doing
Situational Theories
Propose that leader styles should match the situation at hand
Leader-Member Relations
Extent that leader has the support, loyalty, and trust of the work group
Task Structure
Amount of structure contained within work tasks
Position Power
Degree to which leader has formal power
Contingency Factors
Variables that influence the appropriateness of a leadership style
Transactional Leadership
Focuses on clarifying employees' roles and providing rewards contingent on performance
Transformational Leadership
Transforms employees to pursue organizational goals over self-interest
In-Group Exchange
A partnership characterized by mutual trust, respect, and liking
Out-Group Exchange
A partnership characterized by a lack of mutual trust, respect, and liking
Shared Leadership
Simultaneous ongoing, mutual influence process in which people share responsibility for leading.
Servant Leadership
Focuses on increased service to others rather than to oneself
External Forces for Change
Originate outside the organization
Internal Forces for Change
Originate inside the organization
Benchmarking
Process by which a company compares its performance with that of high-performing organizations
Mission Statement
Summarizes "why" an organization exists
Target Elements of Change
Components of an organization that may be changed
Organization Development
A set of techniques or tools used to implement planned organizational change
Change Agent
Individual who is a catalyst in helping organizations to implement change
Resistance to Change
Emotional/behavioral response to real or imagined work changes
Resilience to Change
Composite personal characteristic reflecting high self-esteem, optimism, and an internal locus of control
Fight-or-Flight Response
To either confront stressors or try to avoid them
Stress
Behavioral, physical, or psychological response to stressors
Eustress
Stress that is good or produces a positive outcome
Stressors
Environmental factors that produce stress
Primary Appraisal
Determining whether a stressor is irrelevant, positive, or stressful
Secondary Appraisal
Assessing what might and can be done to reduce stress
Control Strategy
Coping strategy that directly confronts or solves problems
Escape Strategy
Coping strategy that avoids or ignores stressors and problems
Symptom Management Strategy
Coping strategy that focuses on reducing the symptoms of stress
Hardiness
Personality characteristic that neutralizes stress
Type A Behavior Pattern
Aggressively involved in a chronic, determined struggle to accomplish more in less time
Employee Assistance Programs
Help employees to resolve personal problems that affect their productivity
Holistic Wellness Approach
Advocates personal responsibility for healthy living
About this deck
By: Jessica Stankovich
Created: 2011-12-06
Size: 97 flashcards
Views: 4
Created: 2011-12-06
Size: 97 flashcards
Views: 4
About StudyBlue
STUDYBLUE makes things that make you better at school.
Things like online flashcards with photos and audio.
Things like personalized quizzes and friendly reminders about when (and what) to study next.
Think of it as a digital backpack™: access to all of your study materials online and on your phone.
STUDYBLUE exists to make studying efficient and effective for every student, for free. Join us.
“Simply amazing. The flash cards are smooth, there are many different types of studying tools, and there is a great search engine. I praise you on the awesomeness.”
Dennis
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