Management

arranging and structuring work to accomplish an organizations goal

the formal arrangement of jobs with in an organization

the visual representation of an organizations structure

creating or changing an organizxations structure

dividing work activities into separate job tasks

the basis on which jobs are grouped together

work teams compossed of individuals from various functional specialities

the line of authority extending from upper organizational levels to the lowest level, which clarifies who reports to whom

the rights inherent ina managerial possition to tell people what to do and to expect them to do it

the obligation or expectation to perfom any assigned duties

the managment principle that each person should report to only one manager

the number of employees a manager can efficiently and effectively manage

the degree to which decision making is concentrated at the upper levels of the organization

the degree to which lower-level emplyees provide input or actually make decisions

giving employees more authority to make decisions

how standerized an organizations jobs are and the extent to which employee behavior is guided by rules and procedures

an organizational design that is rigid and tighly controlled

an organizationla design that is highly adaptive and flexible

the production of items in units or small bathches

the production of items in large batches

the production of items in continuous process

an organizational design with low departmentalization, wide span of control, centralized authority, and little formalization

an organizational design that groups together similar or related occupational specialities

an organizational structure made up of separate, semiautonomous units or division

an organizational structure in which the entiere organization is made up of work groups or teams

an organizational structure that assigns specialitists from different functional departments to work on one or more projects

an organizational structure in which employees continuously work on projects

an organization whose design is not defiened by or limited to horizontal, vertical, and externla boundries imposed by predefined structure

an organization that consists of a small core of full time employees and outside specialists temporarily hired as needed to work on projects

an organization that uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processes

an organization that has the capacity to continuously learn, adapt, and change

work practices that lead to both high individual performance and high organizational perfomance

an organization that represents workers and seeks to protect their intrests through collective barganing

organizational programs the enhance the status of memebers of protected groups

a method of planning to ensure that the organization has the right number and kinds of capable peole tin the right places at the right time

an assesment the defines the jobs and behaviors necessary to perform them

a written statement that describes the job

a written statement of the minimun qualifications that a person must posses to perfome the job successfully

locating, identifying, and attracting caplabe applicants

reducing an organizations workforce

screening job applicants to ensure that the most appropriate candidates are hired

a preview of a job that provides both positive and negative informationa bout the job and the company

education that introduces a new emplyee to his or her job and organization

a system that estblishes perfomance standertds that are usedto evaluate employee perfomance

a pay system that reward employees for their job skills they demonstrate

a pay system in which an individual's compensation is contigent on perfomance

any unwanted action or activity of a sexual nature that explicity or implicity affects an individuals emplyeement, perfomance, or work enviornment

benefits that accomodate employees need for work-life balance

the transfer and understanding of a meaning

communication between two or more people

all patterns, networks, and systmes of communication within an organization

a purpose to be conveyed

converting a message into sysmbols

the medium along which a message travels

retranslating a senders message

the 7 elements involved in transfering meaning from one person to an other

any disturbances that interfere with the transmission, receiot, or feedback of a message

communication transmited with out words

gestures, facial configuration, and other body movements that convey meaning

an emphasis given to words or phrases that conveys meaning

the deliberate manipulation to make it appear more favorable to the reciever

a situation in which information exceeds a person's processing capacity

specialized terminology or technical languge that memebrs or the group use to communicate among themselves

listening for full meaning without making premature judgment or interpretation

communication that takes place with in prescribed organizational work arrangement

communication that is not defined by an organization's structural hierchy

from mamangers to employees

from employees to managers

emplyees on the same organizational level

communication that cuts across work areas and organizational levels

the variety of pattern of vertical and horizontal flow of organizational communication

the infomal organizational communication network

groups of people who share a concern, a set o problems, or passion about a topic and who depend their knowledge and experties in that ares by interacting on an ongoing basis

any alteration of people, structure or technology in an organization

some who acts as a catalyst and assumes the responsability for managing the change process

change method that focuses on people and the nature and quality of interpersonal work relationships

the advers reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportuniess

the abity to combine ideas in a unque way or to make unsusual assosiations betwee ideas

the process of turning creative ideas into useful products or work methods

an individual who actively and enthusiastically supports new ideas, builds support overcomes resistance, and ensures that innovations are implemented

the screening of large amounts of information to anticipate and interpret changes in the enviornment

an inviornmental scanning activity by which organizations gather informations about competitors

predictions of outcome

forcasting that applies a set of mathematical rules to a series of past data to predic outcomes

forcasting that uses the judgment and opinions of knowledgeable individuals to predict outcomes

the serch for the best practices among competitors or noncompetitors that lead their superior performance

the assets of an organization, including financial, physical, human, intangable, and structural asstets

a numerical plan for allocating resources to specific activites

detailing what activities have to be done, the order in which they are to be completed, who is to do each, and when are they to be completed

a scheduling chart developed by Henry Gannt that shows actual and planned output over a period of time

a modified Gannt chart that scheduels capacity by entire departments or specific resources

a flowchart diagram showing the sequence of activites needed to complete a project and the time or cost assosiated with each

end points that presents the completion of major activities in a PERT network

the time or resources needed to progress from one event to another in a PERT network

the amount of time an individual activity can be delayed woth out delaying the whole project

the longest sequence of activites in a PERT network

the technique for identifying the point at which total revenue is just sufficient to cover total cost

a mathematical technique that solves resource allocation problem

a one time only set of activites that has defenite begginign and enpoint in time

the task of getting a project's activities done on time, with in a budget, and according to specifications

a consistent view of what the future is likely to be