Term
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Definition
| The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently |
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Term
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Definition
| Collections of people who work together and coordinate their actions to achieve a wide variety of goals |
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Term
| Organizations: Common Characteristics |
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Definition
| Distinct purpose, people working together and a deliberate systematic structure |
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Term
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Definition
| Achieving Organizational Goals |
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Term
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Definition
Achieving goals with minimal waste of money, time, materials, and people |
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Term
| Low Efficiency/High Effectiveness |
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Definition
| Manager chooses the right goals to pursue, but does a poor job of using resources to achieve its goals |
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Term
| High efficiency/High effectiveness |
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Definition
| Manager chooses the right goals to pursue and makes good use of resources to achieve these goals. |
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Term
| Low efficiency/Low effectiveness |
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Definition
| Manager chooses the wrong goals to pursue and makes poor use of resources. |
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Term
| High efficiency/Low effectiveness |
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Definition
| Manger chooses wrong goals, but makes good use of recources to achieve these goals. |
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Term
| 4 components of Management |
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Definition
| Planning, Organizing, Leading, Controlling |
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Term
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Definition
| Choosing appropriate organizational goals and courses of action to best achieve those goals. |
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Term
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Definition
| Establish task and authority relationships that allow people to work together to achieve organizational goals. |
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Term
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Definition
| Motivate, coordinate and energize individuals and groups to work together to achieve organizational goals. |
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Term
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Definition
| Establish accurate measuring and monitoring systems to evaluate how well the organization has achieved its goals. |
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Term
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Definition
Responsible for the daily supervision of nonmanagerial employees
(Primarily Lead)
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Term
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Definition
| Supervises first-line managers and is responsible for finding the best way to use resources to achieve organizational goals |
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Term
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Definition
Establishes organizational goals, decides how departments should interact, and monitors the performance of middle managers
(Primarily Plan)
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Term
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Definition
| CEO, Top Managers, Middle Managers, First-line Managers |
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Term
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Definition
| Ability to analyze and diagnose a situation and distinguish between cause and effect |
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Term
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Definition
| Ability to understand, alter, lead, and control the behavior of other individuals and groups |
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Term
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Definition
| The job-specific knowledge and techniques required to perform an organizational role |
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Term
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Definition
| Specific set of skills, abilities, and experiences that allows one organization to outperform its competitors |
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Term
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Definition
| Enduring tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual |
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Term
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Definition
| Extraversion, Negative affectivity, Agreeableness, Conscientiousness, Openness to experience |
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Term
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Definition
Tendency to experience positive emotions and moods and feel good about oneself and the rest of the world
(Managers with high extraversion tend to be sociable and friendly. Managers with low have a less positive outlook)
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Term
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Definition
| Tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others |
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Term
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Definition
Tendency to get along well with others
( Managers with low agreeableness may be distrustful, unsympathetic, uncooperative and antagonistic) |
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Term
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Definition
Tendency to be careful, scrupulous, and persevering
(Managers high in this trait are organized and self-disciplined/Managers low in this trait lack direction and self-discipline)
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Term
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Definition
| Tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks |
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Term
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Definition
| Describe what managers try to achieve through work and how they think they should behave |
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Term
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Definition
| Capture managers’ thoughts and feelings about their specific jobs and organizations |
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Term
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Definition
| Encompass how managers actually feel when they are managing |
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Term
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Definition
| Lifelong goals or objectives that an individual seeks to achieve |
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Term
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Definition
| Mode of conduct that an individual seeks to follow |
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Term
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Definition
| Terminal and instrumental values that are guiding principles in an individual’s life |
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Term
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Definition
| Collection of feelings and beliefs that managers have about their current jobs |
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Term
| Organizational Citizenship Behaviors |
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Definition
| Behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and gaining a competitive advantage |
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Term
| Organizational Commitment |
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Definition
| Collection of feelings and beliefs that managers have about their organization as a whole |
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Term
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Definition
Ability to understand and manage one’s own moods and emotions and the moods and emotions of other people |
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Term
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Definition
| Shared set of beliefs, expectations, values, norms, and work routines that influence how individuals, groups, and teams interact with one another and cooperate to achieve organizational goals |
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Term
| Attraction-seclection-attrition framework |
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Definition
| Model that explains how personality may influence organizational culture |
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Term
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Definition
| Values of founder, socialization, Ceremonies and rites, Stories and language |
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Term
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Definition
| Set of global forces and conditions that operate beyond an organization’s boundaries but affect a manager’s ability to acquire and utilize resources |
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Term
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Definition
| Set of forces and conditions that originate with suppliers, distributors, customers, and competitors and affect an organization’s ability to obtain inputs and dispose of its outputs because they influence managers daily |
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Term
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Definition
| Wide-ranging global, economic, technological, sociocultural, demographic, political, and legal forces that affect an organization and its task environment |
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Term
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Definition
| Set of specific and general forces that work together to integrate and connect economic, political, and social systems |
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Term
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Definition
| Interlinking countries, cultures, or geographic regions |
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Term
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Definition
| Nations and people become increasingly interdependent and similar |
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Term
| Economic advances associated with globalization |
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Definition
| Human, Financial, Resource, Political |
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Term
| Declining barriers of distance and culture |
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Definition
| Revolutionary developments in satellites, digital technology, the Internet and global computer networks, and video teleconferencing make communication reliable, secure, and instantaneous |
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Term
| Declining barriers of Distance and Culture |
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Definition
Advances in communications and transportation technology has reduced the barriers of distance and culture |
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Term
| National Culture and Global Management |
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Definition
Management practices that are effective in one culture might be troublesome in another |
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Term
| National Culture and Global Management |
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Definition
Managers must be sensitive to the value systems and norms of an individual’s country and behave accordingly |
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Term
| National Culture and Global Management |
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Definition
Culturally diverse management team can be a source of strength for an organization |
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Term
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Definition
Process by which managers respond to opportunities and threats by analyzing options, and making determinations about specific organizational goals and courses of action |
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Term
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Definition
- Identifying and diagnosing the problem
- Generating alternative solutions
- Evaluating alternative solutions
- Making the choice
- Implementing the decision
- Evaluating the decision
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Term
| Why managers avoid making decisions |
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Definition
| Managers can't be sure how much time, energy or trouble lies ahead; Getting involved is risky. Tackling a problem but failing to solve it can hurt a manager's track record; It is easier to procrastinate or get busy with less damanding activities |
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Term
| Certain Decision Environments |
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Definition
| Exist when information is sufficient to predict the results of each alternative in advance of implementation |
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Term
| Risky Decision Environments |
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Definition
| Exist when decision makers lack complete certainty regarding the outcomes of various courses of action, but they are aware of the probabilities associated with their occurrence |
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Term
| Uncertain Decision Environments |
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Definition
| Exist when managers have so little information on hand that they cannot even assign probabilities to various alternatives and their possible outcomes |
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Term
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Definition
| described as rapidly changing (External conditions, Information technology, people influencing conditions) |
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Term
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Definition
Programmed decisions usually involve routine or recurring problems or opportunities
(Low Risk)
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Term
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Definition
Non-programmed decisions are decisions for which there is no pre-specified course of action
(Requires extra info, uncertainty is high, decisions made by managers)
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Term
| Classical Model of Decision Making |
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Definition
| Prescriptive model that assumes the decision maker can identify and evaluate all possible alternatives and their consequences and rationally choose the most appropriate course of action |
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Term
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Definition
| Most appropriate decision in light of what managers believe to be the most desirable consequences for the organization |
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Term
| The Classical Model of Decision Making |
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Definition
| List all the alternative courses of action possible and the consequences of the different alternatives. Rank each alternative from least preferred to most preferred according to personal preferences. Select the alternative that leads to desired future consequences. |
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Term
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Definition
| The idea that in decision-making, rationality of individuals is limited by the information they have, the cognitive limitations of their minds, and the finite amount of time they have to make a decision. |
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Term
| The Administrative Model of Decision Making |
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Definition
| An approach to decision making that explains why decision making is inherently uncertain and risky and why managers usually make satisfactory rather than optimum decisions |
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Term
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Definition
| Searching for and choosing an acceptable, or satisfactory response to problems and opportunities, rather than trying to make the best decision |
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Term
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Definition
| Uncertainty and Risk, Ambiguous Information, Time constraints and Information cost |
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Term
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Definition
| Information that can be interpreted in multiple and often conflicting ways |
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Term
| 6 Step Decision Making Process |
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Definition
Step 1: Recognize the need for a decision
Step 2: Generate alternatives
Step 3: Assess alternatives
Step 4: Choose among alternatives
Step 5: Implement the chosen alternative
Step 6: Learn from feedback |
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Term
| Group Decision Making Advantages |
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Definition
| Larger pool of information, More perspectives and approaches, Intellectual stimulation, People understand the decision, People are committed to the decision |
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Term
| Group Decision Making Disadvantages |
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Definition
| One person dominates, Satisficing, Groupthink, Goal displacement |
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Term
| Why is planning the pimary management function? |
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Definition
| establishes the basis for all the other things managers do |
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Term
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Definition
| The formal process of choosing an organizational mission and overall goals for both the short run and long run; devising divisional, departmental and even individual goals based on the organizational goals; formulating strategies and tactics to achieve those goals; and allocating resources to achieve the various goals, strategies and tactics |
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Term
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Definition
| Identifying and selecting appropriate goals and courses of action for an organization |
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Term
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Definition
| A cluster of decisions about what goals to pursue, what goals to pursue, what actions to take, and how to use resources to achieve goals |
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Term
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Definition
| Broad declaration of an organization’s purpose that identifies the organization’s products and customers and distinguishes the organization from its competitors |
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Term
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Definition
| Determining the organizations mission and goals, formulating a strategy, implementing strategy |
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Term
| Determining the organizations mission and goals |
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Definition
| Define the business establish major goals |
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Term
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Definition
| Analyze current situation and develope strategy |
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Term
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Definition
| Allocate resources and responsibilites to achieve strategies |
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Term
Nature of Planning Process
(3 actions) |
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Definition
1. Establish and discover where an organization is at the present time.
2. Determine where it should be in the future, its desired future state
3. Decide how to move it forward to reach the future state |
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Term
| Why Planning is Important |
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Definition
| Planning is necessary to give the organization a sense of direction and purpose |
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Term
| Why Planning is Important |
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Definition
Planning is a useful way of getting managers to participate in decision making about the appropriate goals and strategies for an organization |
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Term
| Why Planning is Important |
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Definition
| A plan helps coordinate managers of the different functions and divisions of an organization to ensure that they all pull in the same direction and work to achieve its desired future state |
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Term
| Why Planning is Important |
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Definition
| A plan can be used as a device for controlling managers within an organization |
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Term
| Criticisms of Formal Planning |
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Definition
1. Planning may create rigidity
2. Formal plans can't replace intuition and creativity
3. Planning focuses managers' attention on today's competition, not tomorrows survival
4. Formal planning reinforces succes, which may lead to failure |
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Term
| Levels and types of Planning |
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Definition
Levels: Corporate, Business, Functional
Plans: Mission and Goals, Strategy, Structure Control |
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Term
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Definition
Step 1: Situational analysis
Step 2: Alternative goals and plans using SMART goals
Step 3: Goal and plan evaluation
Step 4: Goal and plan selection
Step5: Implementation
Step 6: Monitor and control |
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Term
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Definition
| Corporate-or business-level plan that extends over several years; updated and amended every year to take account of changing conditions in the external environment |
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Term
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Definition
| Used in situations when programmed decision making is appropriate; When the same situations occur repeatedly, managers develop policies, rules, and standard operating procedures (SOPs) |
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Term
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Definition
| Developed to handle nonprogrammed decision making in unusual or one-of-a-kind situations |
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Term
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Definition
| Defining the business: Who are our customers? What customer needs are being satisfied? How are we satisfying customer needs? |
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Term
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Definition
| A planning exercise to identify strengths and weaknesses inside an organization and opportunities and threats in the environment. |
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Term
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Definition
| Helps managers focus on the five most important competitive forces, or potential threats, in the external environment |
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Term
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Definition
1. Level of rivalry among organizations in an industry
2. Potential for entry into an industry
3. Power of large suppliers
4. Power of large customers
5. Threat of substitue products |
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Term
Low-cost Strategy
(Business Level Strategy) |
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Definition
| Driving the organization’s total costs down below the total costs of rivals |
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Term
Differentiation Strategy
(Business Level Strategy) |
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Definition
| Distinguishing an organization’s products from the competitors’ products on dimensions such as product design, quality, or after-sales service |
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Term
Concentration on a single industry
(Corporate Level Strategy) |
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Definition
| Reinvesting a company’s profits to strengthen its competitive position in its current industry |
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Term
Vertical Integration
(Corporate Level Strategy) |
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Definition
| Expanding a company’s operations either backward into an industry that produces inputs for its products or forward into an industry that uses, distributes, or sells its products |
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Term
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Definition
| Expanding a company’s business operations into a new industry in order to produce new kinds of valuable goods or services |
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Term
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Definition
| Entering a new business or industry to create a competitive advantage in one or more of an organization’s existing divisions or businesses |
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Term
| Unrelated Diversification |
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Definition
| Entering a new industry or buying a company in a new industry that is not related in any way to an organization’s current businesses or industries |
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Term
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Definition
| the coordinated series or sequence of functional activities necessary to transform inputs into the finished goods or services customers value and want to buy |
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Term
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Definition
| Each functional activity along the chain adds value to the product or service when it lowers cost or gives the product differentiated qualities that increase the price a company can charge for it |
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Term
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Definition
| the development of a set of functional-level strategies that support a companies business-level strategy and strengthen an organizations’ competitive advantage |
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Term
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Definition
| Formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals |
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Term
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Definition
| Process by which managers make specific organizing choices that result in a particular kind of organizational structure |
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Term
| Factors Affecting Organizational Design |
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Definition
| Organizational environment, Technology, Strategy, Human Resources |
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Term
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Definition
| Managers decide how to divide tasks into specific jobs |
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Term
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Definition
| Reducing the number of tasks that each worker performs |
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Term
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Definition
| Increasing the number of different tasks in a given job by changing the division of labor |
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Term
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Definition
| Increasing the degree of responsibility a worker has over a job |
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Term
| Job Characteristics Model |
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Definition
Job charateristics = Psychological states = Outcomes
(Ex. Feedback = Knowledge of results of work = High satisfaction) |
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Term
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Definition
| The number of subordinates that report directly to a manager |
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Term
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Definition
| Someone in the direct line or chain of command who has formal authority over people and resources |
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Term
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Definition
| Someone responsible for managing a specialist function, such as finance or marketing |
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Term
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Definition
| Organization’s chain of command, specifying the relative authority of each manager |
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Term
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Definition
| Giving lower-level managers and nonmanagerial employees the right to make important decisions about how to use organizational resources |
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Term
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Definition
| Top managers must seek the balance between centralization and decentralization of authority |
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Term
| Flat Organizational Hierarchy |
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Definition
| 3 levels in Hierarchy (organic structure) |
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Term
| Tall Organizatinal Structure |
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Definition
| 7 levels in hierarchy (Mechanistic organizations) |
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Term
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Definition
| An agreement in which managers pool or share firm’s resources and know-how with a foreign company and the two firms share in the rewards and risks of starting a new venture |
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Term
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Definition
| Series of strategic alliances that an organization creates with suppliers, manufacturers, and distributors to produce and market a product |
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Term
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Definition
| To use outside suppliers and manufacturers to produce goods and service |
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Term
| Boundaryless Organization |
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Definition
| Members are linked by computers, faxes, computer-aided design systems, and video-conferencing and who, rarely, if ever, see one another face-to-face |
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Term
| Business to Business (B2B) Network |
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Definition
Group of organizations that join together and use IT to link themselves to potential global suppliers to increase efficiency and effectiveness |
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Term
| Evolutionary Change (First-Order Change) |
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Definition
| Change that is continuous in nature and involves no major shifts in the way an organization operates. (e.g., frame-bending change; continuous improvement programs) |
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Term
| Revolutionary Change (Second-Order Change) |
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Definition
| Radical change; major shifts involving many different levels of the organization and many different aspects of business. Organizations experiencing transformational change undergo a significant shift in basic characteristic features |
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Term
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Definition
| Shifting employee demographics, perceived “performance gaps", Global competition, Advances in technology, Evolving economic conditions |
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Term
| Personal reasons for resistance to change |
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Definition
| Financial concerns, Fear of unknown, Erosion of power and influence, Old habits are hard to break, Inconvienence, Negative experiences with prior change, Legitimate concerns about the change |
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Term
| Methods for gaining commitment to radical change |
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Definition
| Try to gain political support for change, Maintain a continuous dialogue between top management and change advocates, Point out financial benefits, Place adaptable people in key spots, Allow for participation at all levels, Allow for discussion and negotiation, Avoid change overload |
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Term
| Managing Change Implenmentation |
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Definition
| Be a change agent and not a barrier to change, Tell people how they will be impacted, Set clear priorities, Communicate clear objections to your subordinates, Focus on short range objectives, Try to get resistance out in open, encourage risk taking, Create supportive work environment, Monitor change closely, Look for bad news, Provide additional training, Communicate |
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Term
| Coping with stress of Change |
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Definition
| Don't expect someone else to deal with your stress, don't decide not to change, don't act like a victim, don't try to play a new game by the old rules, don't shoot for a low stress work setting, don't try to control the uncontrollable, don't change at your own pace |
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Term
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Definition
| Psychological and environmental forces that determine the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence |
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Term
| Intrinsically Motivated Behavior |
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Definition
| Behavior that is performed for its own sake |
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Term
| Extrinsically Motivated Behavior |
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Definition
| Behavior that is performed to acquire material or social rewards or to avoid punishment |
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Term
| Prosocially Motivated Behavior |
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Definition
| Behavior performed to benefit or help others |
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Term
|
Definition
Inputs from organizational members = Performance = Outcomes recieved by organiztional members
(Time, effort, education = Organizational efficiency/effectiveness = Pay, job security, benefits) |
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Term
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Definition
| Motivation will be high when workers believe: High levels of effort will lead to high performance, High performance will lead to attainment of desireable outcomes (Victor H. Vroom) |
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Term
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Definition
| Expectancy, Instrumentality, Valence |
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Term
Expectancy
(Expectancy Theory) |
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Definition
| A persons perception about the extent to which his or her effort will result in a certain level of perormance |
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Term
Instrumentality
(Expectancy Theory) |
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Definition
| A person's perception about the extent to which performance at a certain level will result in the attainment of outcomes |
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Term
Valence
(Expectancy Theory) |
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Definition
| How desirable each of the outcomes available from a job or organization to a person is |
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Term
| Maslow's hierarchy of needs |
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Definition
| Self-actualization needs (full potential as human being), Esteem needs (feel good about one's self), Belongingness needs (social interaction), Safety nees (security and stability), Physiological needs (food and water) |
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Term
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Definition
Existence needs : All material and physiological desires
Relatedness needs: Involves relationships with other people and are satisfied through the process of mutually sharing thoughts and feelings
Growth needs: Motivate people to productively or creatively change themselves or their environment
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Term
Alderfer's ERG Theory
(Satisfaction-Progression Cycle) |
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Definition
This theory assumes that people address only the most “pressing” or the most “important” needs at one level then move on to the next level
ERG also allows a person who becomes frustrated to move back down the hierarchy |
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Term
| McGregor’s Theory X and Theory Y |
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Definition
Theory X: The assumption that employees dislike work, are lazy, and avoid responsibility, and must be coerced to work
Theory Y: Assumption that employees are creative, enjoy work, seek responsibility, and can exercise self direction |
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Term
Herzberg’s Motivation-Hygiene Theory |
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Definition
Focuses on outcomes that lead to higher motivation and job satisfaction, and those outcomes that can prevent dissatisfaction
Motivator needs relate to the nature of the work itself and how challenging it is
Hygiene needs are related to the physical and psychological context in which the work is performed |
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Term
Need for Achievement
(McClelland's Theory) |
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Definition
| A strong desire to perform challenging tasks well and meet personal standards for excellence |
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Term
Need for affiliation
(McClelland's Theory) |
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Definition
| Extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him get along with each other |
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Term
Need for Power
(McClelland's Theory)
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Definition
| Extent to which an individual desires to control or influence others |
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Term
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Definition
Focuses on people’s perceptions of the fairness (or lack of fairness) of their work outcomes in proportion to their work inputs
Equity: Justice and Fairness
Inequity: Lack of fairness
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Term
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Definition
| Focuses on identifying the types of goals that are effective in producing high levels of motivation and performance and explaining why goals have these effects |
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Term
| Operant Conditioning Theory |
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Definition
People learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences
Postive and Negative Reinforcement
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Term
|
Definition
Focus on increasing employee motivation and performance by linking outcomes that employees receive to the performance of desired behaviors and the attainment of goals
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Term
|
Definition
Takes into account how learning and motivation are influenced by people’s thoughts and beliefs and their observations of other people’s behavior
Self-efficacy: A person’s belief about his or her ability to perform a behavior successfull |
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Term
|
Definition
| Process by which a person exerts influence over other people and inspires, motivates and directs their activities to help achieve group or organizational goal |
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Term
|
Definition
Leaders: focus on future, create change, create cultured based shared values, establish emotional link or bond with followers, rely on personal power
Manger: Focus on present, seek to maintain status quo and stability, implement policies and procedures, rely on position power |
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Term
|
Definition
| Process by which a person exerts influence over other people and inspires, motivates and directs their activities to help achieve group or organizational goals |
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Term
|
Definition
| Authority that a manager has by virtue of his or her position in an organizational hierarchy |
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Term
|
Definition
| Ability of a manager to give or withhold tangible and intangible reward |
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Term
|
Definition
| Ability of a manager to punish other |
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Term
|
Definition
| Is based on special knowledge, skills, and expertise that a leader possesses |
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Term
|
Definition
| Comes from subordinates’ and coworkers’ respect for the personal characteristics of a leader which earns their loyalty and admiration |
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Term
|
Definition
| Expansion of employees’ knowledge, tasks, and decision making responsibilities |
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Term
| Emotional Intelligence and Leadership |
|
Definition
Motivate their subordinates to commit to their vision
Develop a significant identity for their organization and instill high levels of trust and cooperation throughout the organization
Respond appropriately when they realize they have made a mistake |
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Term
|
Definition
Assume leaders were born to lead
The Great Man Theory: Leaders possess special traits that set them apart from others. These traits are responsible for their assuming positions of power and influence |
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Term
|
Definition
| Theories that isolate behaviors that differentiate effective leaders from ineffective leaders |
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Term
Autocratic Style
(Behavioral Theory)
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Definition
| A leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation |
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Term
Democratic Style
(Behavioral Theory) |
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Definition
| A leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods, and uses feedback to coach employees |
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Term
Leader-member Relations
(Fiedler's Model) |
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Definition
| Extent to which followers like, trust, and are loyal to their leader |
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Term
Task Stucture
(Fiedler's model) |
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Definition
| Extent to which workers tasks are clear-cut so that a leader’s subordinates know what needs to be accomplished and how to go about doing it |
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Term
Position Power
(Fiedler's Model) |
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Definition
| Amount of legitimate, reward, and coercive power leaders have by virtue of their position |
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Term
| Situational Leadership Theory |
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Definition
A prescriptive rather than descriptive model of first line leadership
Leaders are assumed to modify their behavior based upon the requirements of the situation |
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Term
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Definition
A theory which describes how leaders can adapt their behavior to motivate their followers to achieve group and organizational goals
Emphasizes how a leader behavior influences subordinates’ perceptions of both work goals and personal goals and the links, or paths, found between these two sets of goals |
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Term
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Definition
| Leaders who lead primarily by using social exchanges (or transactions) |
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Term
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Definition
| Leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes |
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Term
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Definition
| Enthusiastic, self-confident leaders whose personalities and actions influence people to behave in certain ways |
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Term
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Definition
| The ability to create and articulate a realistic, credible, and attractive vision of the future that improves on the present situation |
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Term
| Human Resource Management |
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Definition
| Activities that managers engage in to attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishment of organizational goals |
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Term
| Strategic Human Resource Management |
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Definition
| The process by which managers design the components of a HRM system to be consistent with each other, with other elements of organizational architecture, and with the organization’s strategy and goals |
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Term
| Equal Employment Opportunity (EEO) |
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Definition
| The equal right of all citizens to the opportunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities |
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Term
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Definition
| Teaching organizational members how to perform current jobs and helping them to acquire the knowledge and skills they need to be effective performers |
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Term
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Definition
| Building the knowledge and skills of organizational members to enable them to take on new responsibilities and challenges |
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Term
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Definition
| An assessment of which employees need training or development and what type of skills or knowledge they need to acquire |
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Term
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Definition
| The evaluation of employees’ job performance and contributions to their organization |
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Term
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Definition
| An appraisal that is based on facts and is likely to be numerical |
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Term
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Definition
| An appraisal that is based on perceptions of traits, behaviors, or results |
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Term
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Definition
| A group whose members work intensely with each other to achieve a specific, common goal or objective |
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Term
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Definition
| Two or more people who interact with each other to accomplish certain goals or meet certain needs |
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Term
| Basic Contributions of Teams |
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Definition
Building blocks for organizational structure
Increase quality and productivity while reducing costs
Enhance speed and be powerful forces for innovation and change
Provide benefits for team members |
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Term
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Definition
Productive output of the team meets or exceeds standards of quantity and quality
Team members realize satisfaction of their personal needs
Team members remain committed to working together again |
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Term
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Definition
Members are unwilling to cooperate with each other
Teams fail to receive support from management
Some managers are unwilling to relinquish control to teams
Some teams fail to cooperate with other teams
Organizations fail to change the infrastructure |
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Term
Characteristics of
"Best Team Experience" |
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Definition
The right people on the team
Fun
Clearly defined goals
Ways to measure success
Celebration of success
Availability of resources needed for success
Mutual support among team members
A good leader who really cares about the team |
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Term
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Definition
| Performance gains that result when individuals and departments coordinate their actions |
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Term
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Definition
Members of groups are likely to be more satisfied working together than working alone
Experience of working alongside other highly charged and motivated people can be stimulating and motivating
Team members can see how their efforts and expertise directly contribute to the achievement of team and organizational goals
Teams provide needed social interaction and help employees cope with work-related stressors |
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Term
| 5 Stages of Group Developement |
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Definition
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning |
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Term
| Keys to Developing Effective Teams |
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Definition
Have an explicit vision and plan that serves as the basis for determining team outcomes
Use results oriented outcome measures
Provide training in team skills
Compensate team performance
Promote cooperation within and between teams
Select team members based on their current skills or potential to develop needed skills
Be patient |
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