MAN 4240

Goal-setting & reward system that translates the organization's vision & mission into specific, measurable performance goals related to financial, customer, internal, and learning/growth processes. ch 5

Information about an employee's performance collected from a full circle of people, including subordinates, peers, supervisors, & customers. ch 5

Perceived fairness in the individual's ratio of outcomes to contributions compared w/a comparison other's ratio of outcomes to contributions. ch 5

Perceived fairness of the procedures used to decide the distribution of resources. ch 5

Theory explaining how people develop perceptions of fairness in the distribution & exchange of resources. ch 5

Systematically rating the worth of jobs within an organization by measuring their required skill, effort, responsibility, and working conditions. ch 6

Process of assigning tasks to a job, including the interdependency of those tasks with other jobs. ch 6

Result of division of labor in which work is subdivided into separate jobs assigned to different people. ch 6

Practice of systematically partitioning work into its smallest elements & standardizing tasks to achieve maximum efficiency. ch 6

Practice of giving employees more responsibility for scheduling, coordinating, and planning their own work. ch 6

Psychological concept in which people experience more self-determination, meaning, competence, and impact regarding their role in the organization. ch 6

Conscious process of making choices among alternatives with the intention of moving toward some desired state of affairs. ch 7

View that people are bounded in their decision-making capabilities, including access to limited information, limited information processing, and tendency toward satisficing rather than maximizing when making choices. ch 7

Preferred alternative that the decision maker uses repeatedly as a comparison with other choices. ch 7

Natural tendency to assign higher probabilities to objects or events that are easier to recall from memory, even though ease of recall is also affected by non-probability factors. ch 7

Selecting an alternative that is satisfactory or "good enough," rather than the alternative with the highest value (maximization). ch 7

Ability to know when a problem or opportunity exists and to select the best course of action without conscious reasoning. ch 7

Tendency to repeat an apparently bad decision or allocate more resources to a failing course of action. ch 7

Natural tendency to feel more dissatisfaction from losing a particular amount that satisfaction from gaining an equal amount. ch 7

Reframing a problem in a unique way and generating different approaches to the issue. ch 7

Groups of two or more people who interact and influence each other, are mutually accountable for achieving commom goals associated with organizational objectives, and perceive themselves as a social entity within an organization. ch 8

Principle that adding more people to a late software project only makes it later. Also called the mythical man-month. ch 8

Problem that occurs when people exert less effort when working in teams than when working alone. ch 8

Process that consists of formal activities intended to improve the development and functioning of a work team. ch 8

Cross-functional work groups that are organized around work processes, complete an entire piece of work requiring severla interdependent tasks, and have substantial autonomy over the execution of those tasks. ch 8

Teams whose members operate across space, time, and organizational boundaries and are linked through information technologies to achieve organizational tasks. ch 8

Time constraint in team decision making due to the procedural requirement that only one person may speak at a time. ch 8

Tendency of highly cohesive groups to value consensus at the price of decision quality. ch 8

Freewheeling, face-to-face meeting where team members aren't allowed to criticize but are encouraged to speak freely, generate as many ideas as possible, and build on the ideas of others. ch 8

Variation of brainstorming consisting of 3 stages: participants (1) silently & intedependently document their ideas, (2) collectively describe these ideas to other team members without critique, and then (3) silently and independently evaluate the ideas presented. ch 8