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| the deployment of organizational resources to achieve strategic goals |
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| the framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated |
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| the visual representation of an organization's structure |
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| the degree to which organizational tasks are subdivided into individual jobs (sometimes also called division of labor) |
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| an unbroken line of authority that links all individuals in the organization and specifies who reports to whom |
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| the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve outcomes desired by the organization |
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| the flip side of the authority coin; it refers to the duty to perform the task or activity one has been assigned |
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| means that people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command |
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| when managers transfer authority and responsibility to positions below them in the hierarchy |
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| the formal power to direct and control immediate subordinates |
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| right to advise, counsel, and recommend in the manager's area of expertise |
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| refers to the number of employees reporting to a supervisor (sometimes called span of control) |
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| characterized by an overall narrow span of management and a relatively large number of hierarchical levels |
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| characterized by an overall broad span of management and relatively few hierarchical levels |
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| means that decision authority is pushed down to lower organizational levels |
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| means that decision authority is located near top organization levels |
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| a group of employees from various functional departments that meet as a team to resolve mutual problems |
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| a group of employees from all functional areas permanently assigned to focus on a specific task or activity |
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| structure in which the entire organization is made up of horizontal teams that coordinate their activities and work directly with customers to accomplish organizational goals |
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| virtual network structure |
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| structure in which organization subcontracts most of its major functions to separate companies and coordinates their activities from a small headquarters organization |
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| approach in which a manufacturing company uses outside suppliers to provide large chunks of a product such as an automobile, which are then assembled into a final product by a few employees |
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| type of manufacturing technology that involves the production of goods in batches of one or a few products designed to customer specification |
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| characterized by long production runs to manufacture a large volume of products with the same specifications |
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| continuous process production |
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| involves mechanization of the entire workflow and nonstop production, such as in chemical plants or petroleum refineries |
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| the degree to which complex machinery is involved in the production process to the exclusion of people |
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| characterized by intangible outputs and direct contact between employees and customers |
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| characterized by use of the internet and other digital processes to conduct or support business operations |
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| the arousal of enthusiasm and persistence to pursue a certain course of action. |
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| the satisfactions a person receives in the process of performing a particular action |
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| given by another person, such as a manager, and include pay increases, promotions, and praise |
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| emphasize the needs that motivate people |
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| Maslow's hierarchy of needs |
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| proposes that people are motivated by 5 categories of needs-- physiological, safety, belongingness, esteem, and self-actualization-- that exist in a hierarchical order (most well-known content theory) |
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| modification of the needs hierarchy and proposes three categories of needs: existence, relatedness, and growth |
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| one element of Herzberg's two-factor theory, focuses on lower-level needs and involves the presence or absence of dob dissatisfiers, including working conditions, pay, and company policies |
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| 2nd factor of Herzberg's two-factor theory, influences job satisfaction based on fulfilling higher-level needs such as achievement, recognition, responsibility, and opportunities for personal growth |
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| explain how people select behaviors with which to meet their needs and determine whether their choices were successful (includes goal-setting theory, equity theory, and expectancy theory) |
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| proposes that specific, challenging goals increase motivation and performance when the goals are accepted by subordinates and these subordinates receive feedback to indicate their progress toward goal achievement |
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| focuses on individuals' perceptions of how fairly they are treated relative to others |
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| type of situation that exists when the ratio of one person's outcomes to inputs equals that of another's |
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| proposes that motivation depends on individuals' expectations about their ability to perform tasks and receive desired rewards |
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| expectancy that putting effort into a given task will lead to a high performance |
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| expectancy that high performance of a task will lead to the desired outcome |
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| value of outcomes (rewards) to the individual |
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| based on the relationship between a given behavior and its consequences |
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| the set of techniques by which reinforcement theory is used to modify human behavior |
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| positively reinforced behavior tends to be repeated, and unreinforced behavior tends to be inhibited |
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| anything that causes a certain behavior to be repeated or inhibited |
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| the administration of a pleasant and rewarding consequence following a desired behavior |
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| something that managers apply when they remove an unpleasant consequence once a behavior is improved (also called negative reinforcement) |
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| the imposition of an unpleasant outcome following an undesirable behavior |
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| withholding positive rewards and essentially ignoring undesirable behavior |
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| applying motivational theories to the structure of work to improve motivation, productivity, and satisfaction |
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| incorporation high-level motivators such as achievement, recognition, and opportunities for growth, into the work |
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| altering jobs to increase both the quality of employees' work experience and their productivity |
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| job characteristics model |
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| model of job design that considers core job dimensions, individuals' critical psychological states, and employee growth-need strength |
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| the delegation of power and authority to subordinates in an organization |
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| an emotional and mental state in which employes enjoy their work, contribute enthusiastically to meeting goals, and feel a sense of belonging and commitment to the organization |
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| unit of two or more people who interact and coordinate their work to accomplish a goal for which they are committed and hold themselves mutually accountable |
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| a person who benefits from team membership but does not make a proportionate contribution to the team's work |
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| created by organizations as part of the formal organization structure |
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| composed of a manager and his or her subordinates in the formal chain of command |
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| made up of employees from about the same hierarchical level but from different areas of expertise |
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| long-lasting, sometimes permanent team created as part of the formal organization structure to deal w/ tasks that occur regularly |
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| teams created outside the formal structure to undertake |
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| consists of multiskilled employees who rotate jobs to produce an entire product or service, often led by an elected team member |
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| a team mead up of members who are geographically or organizationally dispersed, rarely meet face to face, and interact to accomplish their work primarily using advanced information and telecommunications technologies |
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| made up of employees who come from different countries and whose activities span multiple countries |
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| a team role in which an individual devotes personal time and energy to helping the team accomplish its activities and reach its goal |
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| a team role in which an individual provides support for team members' emotional needs and helps strengthen social unity |
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| stage of team development which is a period of orientation and getting acquainted |
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| the stage of team development in which individual personalities and roles emerge, along w/ resulting conflicts |
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| the stage of development in which conflicts are resolved and team harmony and unity emerge. |
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| stage in which members focus on problem solving and accomplishing the team's assigned task |
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| stage during which members of temporary teams prepare for the team's disbandment |
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| refers to the extent to which team members are attracted to the team and motivated to remain a part of it |
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| an informal standard of conduct that is shared by team members and guides their behavior |
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| antagonistic interaction in which one party attempts to block the intentions or goals of another |
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| conflict that results from disagreements about the goals to be achieved or the content of the tasks to be performed |
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| results from interpersonal incompatibility that creates tension and personal animosity among people |
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| a larger objective that cannot be obtained by a single individual, is one way team leaders can resolve conflicts |
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| the process of using a third party to settle dispute |
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| a conflict management strategy whereby people engage in give-and-take discussions and consider various alternatives to reach a joint decision that is acceptable to both parties |
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| a collaborative approach that is based on a win-win assumption, whereby the parties want to come up with a creative solution that benefits both sides of the conflict |
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| a competitive and adversarial approach in which each party strives to get as much as it can, usually at the expense of the other party |
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| the tendency for the presence of other people to influence an individual's motivation and performance |
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| the systematic process through which managers regulate organizational activities to meet planned goals and standards of performance |
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| a comprehensive management control system that balances traditional financial measures with measures of customer service, internal business processes, and the organization's capacity for learning and growth |
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| any organizational department or unit under the supervision of a single person who is responsible for its activity |
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| outlines the anticipated and actual expenses for a responsibility center |
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| lists forecasted and actual revenues of the organization |
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| estimates receipts and expenditures of money on a daily or weekly basis to ensure that an organization has sufficient cash to meet its obligations |
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| a budget that plans and reports investments in major assets to be depreciated over several years |
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| the budgeted amounts for the coming year are literally imposed on middle- and lower-level managers |
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| involves lower-level managers anticipating their department's budget needs and passing them up to top management for approval |
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| shows the firm's financial position with respect to assets and liabilities at a specific point in time |
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| summarizes the firm's financial performance for a given time interval |
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| indicates the organization's ability to meet its current debt obligations |
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| measures the organization's internal performance with respect to key activities defined by management |
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| describes the firm's profits relative to a source of profits, such as sales or assets |
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| monitoring and influencing employee behavior through extensive use of rules, policies, hierarchy of authority, written documentation, reward systems, and other formal mechanisms |
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| the organization fosters compliance with organizational goals through the use of organizational culture, group norms, and a focus on goals rather than rules and procedures |
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| allows employees to see for themselves the financial condition of the organization and encourages them to think and act like business owners |
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| total quality management (TQM) |
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| an organization-wide effort to infuse quality into every activity in a company through continuous improvement |
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| one technique for implementing total quality management and include a group of 6 to 12 volunteer employees who meet regularly to discuss and solve problems affecting the quality of their work |
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| the continuous process of measuring products, services, and practices against major competitors or industry leaders |
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| a quality control approach that emphasizes a relentless pursuit of higher quality and lower costs |
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| steps that are taken to complete a company process. a reduction in this improves overall company performance as well as quality |
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| the implementation of a large number of small, incremental improvements in all areas of the organization on an ongoing basis |
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| an international consensus of what constitutes effective quality management as outlined by the international organization for standardization |
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| measurement systems gauge financial performance in terms of after-tax profits minus the cost of capital invested in tangible assets |
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| a control system that monitors the stock market's estimate of the value of the company's past and expected capital investment projects |
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| a control system that identifies the various activities needed to provide a product and allocates costs accordingly |
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| the framework of systems, rules, and practices by which an organization ensures accountability, fairness, and transparency in the firm's relationship with stakeholders |
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