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A process, a series of actions that brings about a goal.

The employees needed to get the job done.

Any money used by the organization.

The firm's tangible goods and real estate, including raw materials, office space, production facilities, office equipment, and vehicles.

Data used to accomplish the job.

Function of management that involves setting objectives and determining a course of action for achieving those objectives.

Using mission/vision statements. They determine what the organization’s long-term goals. 1-5 years

They determine what contributions their departments or similar work units can make. 6-24 months

They determine how to accomplish specific tasks. 1-52 weeks

Long term goals, products, markets, business organizing. CEO, CFO, COO, CTO

Interpret plans and set actions. Regional / plant managers

Implements plan. Team leader, assistant manager, foreman, shift manager

The process of bringing together physical, financial, and human resources and developing a productive relationship across them for achievement of your goals. Involves developing an organizational structure and allocating human resources.

A company's beliefs, values and attitudes. Refers to a company's mission, objectives, expectations and values that guide its employees.

An employee-focused culture valuing flexibility, not stability. Like a family-type organization encourages collaboration among employees.

A risk-taking culture valuing flexibility. Attempts to create innovative products by being adaptable, creative, and quick to take risks.

A competitive culture valuing profits over employee satisfaction. Has strong external focus and values stability and control. Profits take precedence over employee development.

A structured culture valuing stability and effectiveness. Has an internal focus; formalized, structured work environment aimed.

Unifies the employees or members.

Coordinated effort of an individual into a group.

Making sure the right people do the right thing at the right time.

Refers to the number of people reporting directly to a given manager.

Centralized authority, the decisions are made by higher-level authority, while decentralized are made by middle-level and supervisory-level managers.

It is about having the skills, communication aptitude and ability to motivate those you manage.

Consists of motivating employees and influencing their behavior to achieve organizational objectives.

Psychological processes that arouse and direct people’s goal-directed behavior.

The payoff, such as money, a person receives from others from performing a particular task.

The satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself.

Also known as need-based perspectives, are theories that emphasize the needs that motivate people.

Concerned with the thought processes by which people decide how to act.

Focuses on employee perceptions as to how fairly they think they are being treated compared to others.

€� what do you think you’re putting into the job?”

€�what do you think you’re getting out of the job”

€�how do you think your ratio of inputs and rewards compares with those of others.

The division of an organization’s work among employees, applies motivational theories to jobs to increase performance and satisfaction.

The ___________ is to job design is to fit people to the jobs;

The ___________ is to fit the jobs to the people.

The traditional approach is to job design is to __________;

The modern way is to___________.

Increasing the number of tasks in a job to increase variety and motivation.

Consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating works, and advancement.

Suggests behavior will be repeated if it has positive consequences and won’t be if it has negative consequences.

Giving rewards – the use of positive consequences to encourage desirable behavior. E.g. praise, money, recognition, awards

Avoiding unpleasantness – the removal of unpleasant consequences following a desired behavior. E.g. A supervisor who has been nagging a salesperson might say, “well, so you exceeded your quota” and stop nagging.

Withholding rewards - withdrawal of positive rewards for desirable behavior, so that the behavior is less likely to occur in the future. E.g. A supervisor tells a successful sales person, “i know you exceeded your quota, but our company has been taken over by another company so we’re not giving out bonuses anymore.” (weaken efforts in the future).

Applying negative consequences – negative consequences to stop or change undesirable behavior. E.g. A supervisor might tell an unsuccessful sales person, “ well, if this keeps up, you’ll probably be let go.”

A collection of individuals who coordinate their efforts

Group of people who share a common goal

The tendency of groups to make decisions that preserve the status

An enduring feature of the workplace, is a process in which one party perceives that its interests are being opposed or negatively affected by another party.

Bad for organizations. Conflict that hinders the organization’s performance or threatens its interests. Sometimes called dysfunctional conflict.

Good for organizations. Benefits the main purposes of the organization and serves its interests. Also called functional conflict or cooperative conflict – is considered advantageous.

Five conflict-handling styles “maybe the problem will go away”

Five conflict-handling styles “let’s do it your way”

Five conflict-handling styles “you have to do it my way”

Five conflict-handling styles “let’s split the difference”

Five conflict-handling styles “let’s cooperate to reach a win-win solution that benefits both of us’

A primary goal-oriented function of management in an organization. It is a process of comparing the actual performance with the set standards of the company

It is dedicated to continuously quality improvement, training, and customer satisfaction.

Continual process of detecting and eliminating manufacturing errors, streamlining supply chains, improving the customer experience, and ensuring employees are fully trained.

Defined as a comprehensive approach

Refers to the management of business operations for a company

€�we know best” they believe that their native country, culture, language, and behavior are superior to all other. Ethnocentrism might also be called parochialism.

€�they know best” they take the view that their native managers in the foreign offices best understand native personnel and practices, and so the home office should leave them alone. Xenocentrism.

€�what’s best is what’s effective, regardless of origin” they accept that there are differences and similarities between home and foreign personnel and practices and that they should use whatever techniques are most effective.

People of different cultures have different ideas about what is acceptable interpersonal space-that is, how close or far away one should be when communicating with another person.

Is a preference for doing one thing at a time

Preference of doing more than one thing at a time.

The father of total quality management movement

A situation in which an entity or individual becomes unreliable because of a clash between personal interests and professional duties or responsibilities.