exam 1

some one who coordinates and oversees the work of other people in order to accomplish organizational goals

the lowest level of managment who manage the work of nonmanagerial employees and typically are dirctly or indirectly involved with producing the organizations products or servicing the organizations costumers

managers between the lowest and top level of the organization who manage the work of first ine managers

managers at or near the upper level of the organization stucture who are responsible for making organizationwide decisions and establishing the goals and plans that affect the entiere organization

coordination and orversight of the work activities of other so that their activities ar completed effeciently and effectively

doing thing right, or getting the most output from the least amount of input

doing the right thing, or completing acctivities so that organizational goals are obtained

a managment function that involvel defining goals, estalishing strategies for achevieng those goals, and developing plans to intergrate and coordinate activities

a managment function that involves arrainging and structuring work to accomplish organizational goals

a managment function that involves working with and through people to accomplish organizational goals

a managment function that involves monitoring, comparing, and correcting work performance

specific categories of managerial behavior

managerial roles that involve people and their duties that are ceremonial and symbolic in nature

managerial roles that involve collecting, recieving , and disseminating information

managerial roles that revolve around making choices

job specific knowledge and techniques neede to profeciently perform work task

the ability to work well with other people individually and in a group

the ability to think and to conceptualize about abstract and complex situation

a deliberate arrangement of people to accomplish some specific purpose

the reality that managment is needed in all types and sizes of organizations, at all levels, in all areas, no matter where it is located

the breakdown of jobs into narrow and repetitive task

a period during the late 18th century when machine power was substitued for human power, making it more economicall to manufacture goods in factories than at home

the 1st studies of managment, which emphasized rationality and making organizations and workers as efficient as possible

an approach that involves using the scientific method to determine the 1 best way to perfom the job

a classification scheme for labeling 17 basic hand motions

an approach to management that focuses on descrbing what managers do and what constitutes good managment practice

fundamentals rules of mangement that could be applied in all organizational situations and be taught in school

a form of organization charcterized by division of labor, a clearly defined hierchy, detailed rules and regulations, and impersonal relationships

the use of quantitive techniques to improve decion making

a philosophy of management that is driven by continuous improvement and responsivnes to costumers need and expectations

a field of studies that reserches the actions of people at work

a series of studies during the 1920 and 1930 that provided new insights into individual and group behavior

a set of interrelated and interdependent parts arranged in a maner that produces a unified whole

systems that are not influenced by and dont interact with their enviornment

systems that interact with their enviornment

a management approach which says that organizations are different, face different cituations and are requiered differnt managing

the actions of people

the study of the actions of people at work

a performance measure of both efficiency and effectiveness

the failure to show up to work

voluntary or involuntary permanent withdraw from the organization

discretionary behavior that isnot part of an emplyees formal job requierments but promots the effective function of the organization

intentional employee behavior that is pontantially damaging to the organization or to the individuals in it

evaluative statements, either favorable or unfavorble, concerning objects people or events

the part of an attitude that is made up of the beliefs, opinions, knowledge or information held by a peorson

the part of an attitude that is the emotional or feeling part

the part of an attitude that refers to an intention to behave in a certain way towards someone or something

the degree to which an emplyee identifies with the job, actively participate in it, and considers the performans to be important to self-worth

the degree to which an employee identifies with a particular organization and its goals and wishes to maintain memebership

employees general belief that their organizations values their contribution and cares about their well being

employees being connected to, satisfied with, and enthusiastic about their job

any incompatibility or inconsistance between attitudes or between behavior and attitudes

survey that elicit responses from employees through questions about how they feel about their job, work groups, supervisors, or the organization

the unique combination of emotional, thought, and behavioral patterns that affect how aperson reacts to situations and interacts with others

a personality trait model that examines extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience

the degree to which people believe they are masters of their own fate

a meassure of the degree to which people are preagmatic, maintain emotional distance, and believe that ends justify means

a individuals degree of like or dislike for him self

a personality triait that meassures the ability to adjust behavior to external situational factors

someone who is contiunally and agressively sturgguling to achive more and more in less and less time

people who identify opportunities, show initiative, take action, and persevere until meaningful change occurs

intense feelings that are directed at someone or something

the ability to notice and to manage emotional cues and information

a process by which w egive meaning to our enviornment by organazing and interpreting sensory impressions

a theory used to explain how we judge people differently, depending on what meaning we attribute to a give behavior

the tnedincy to underestimate the influence external factors and overestimate the influence of internal factors when making judgement about the behaviors of others

the tendincy for individuals to attribute their successes to internal factors while putting the blame for faliures on external factors

the assumption that others are like oneself

judging a person on the basis of one's perception of a group to which he or she belongs

a general impression of an individual that is influenced by a single characteristic

a relatively permanent change in behavior that occurs as a result of experience

a theory of learning that says behavior is a function of its consequences

a theory of learning that says people can learn through observing and direct experience

the process of guiding learning in graduate steps, using reinforcement or lack of reinforcement

the process by which a persons efforts are energized, directed, and sustained toward attaining a goal

Maslows theory that there is a hierchy of five human needs: psycological, safety, social, esteem, self actualization

a persons needs for food, drink, shelter, sexual satisfaction, and other physical needs

a persons need for security and protection from physical and emotional harm

a persons need for affection, belongingness, acceptance, and friendship

a persons needs for internal factors, such as self respect, autonomy, and achievement, and external factors, such as status, recognition, and attention

a persons need to become what he is capable of becoming

the assumption that employees are creative, enjoy work, seek responsability, and can excercise self direction

the assumption that emplyees dislike work, are lazy, avoid responsability, and must be coerced to perform

Herzbergs motivation theory, which proposes that intrisic factors are related to job satisfaction and motivation, whereas extrintic factors are associated with job dissatisfaction

factors that eliminate job dissatisfaction but dont motivate

factors that increase job satisfaction and motivation

McClellands motivation theory, which says that 3 acquired (not innate) needs -- achievement, power, affiliation-- are major motives of work

the drive to succeed and excel in relation to a set of standards

the need to make other behave in a way that they would not have behaved otherwise

the desier for friendly and close interpersonal relationships

the proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals

an individuals belief that he or she is capable of performing a task

the theory that the behavior is a function of its consequences

consequences immediatly following a behavior will be repeated

the way task are combine to form complete jobs

the number of differnet task required tin a job and the frequency with wich those task are repeated

the horizontal expansion of a job by increasing job scope

the vertical expansion of a job by adding planning and evaluating resposabilities

the degree of control emplyees have over their work

a framework for analyzing and desingign jobs that identify 5 primary core job dimension, their interrelationships, and their impact on outcomes

the degree to which a job requiers a variety of activities so that an employee can use a umber of different skill and talents

the degree to which a job requieres completion of a whole and identifiable piece of work

the degree to which a job has a substantial impact on the lives or work of the people

the degree to which a job provides substantial freedom, independence, and discretion to an individual in schedualing work and determing the procedures to be used in carrying it out

the degree to which carrying out work activities required by a job results in an individuals obtaining direct and clear information about his or her perfomance effectiveness

the theory that an employee compares his jobs input:output ratio with that of relevant others and then corrects any inequity

the persons, systems, or sleves against which individuals compare themselves to asses equity

perceived fairness of the amount and allocation of rewards among individuals

percieved fairness of the process used to detrmine the distribution of rewards

the theory that an individual tends to act in a certain way, based on the expectation that the act will be followed by a given outcome and on the attractiveness of the outcome by the individual

a workweek in which employees work longer hours per day but fewer days per week

a schedualing system in which employees are required to a certain number of hours peeer week but are free , whitin limits, to vary the hour of work

the practice of having two or more people split a full time job

a aproach in which employees work at home and are linked to the workplace by comptuer and modem

a motivational approach in which an organizations financial statement are shared with all employees

programs that consist of personal attention and expressing interest, approval, and appreciation for a job well done

variable compensation plans that pay emplyees on the basis of some performance measure

financial instruments that give employees the right to purchase shares of stock at a set price.