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| the ways in which people differ from each other |
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| the pattern of relatively enduring ways that a person feels, thinks, and behaves |
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| biological heritage, genetic makeup |
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| Attraction-Selection-Attraction (ASA) Framework |
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| the idea that an organization attracts and selects individuals with similar personalities and loses individuals with other types of personalities |
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| a specific component of personality |
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| Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism |
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| the tendency to experience positive emotional states and feel good about oneself and the world around one; also called positive affectivity |
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| the tendency to experience negative emotional states and view oneself and the world around one negatively; also called negative affectivity |
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| the tendency to get along well with others |
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| the extent to which a person is careful, scrupulous, and persevering |
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| the extent to which a person is original, has broad interests, and is willing to take risks |
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| External Locus of Control |
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| describes people who believe that fate, luck, or outside forces are responsible for what happens to them |
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| Internal Locus of Control |
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| describes people who believe that ability, effort, or their own actions determine what happens to them |
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| the extent to which people try to control the way they present themselves to others |
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| the extent to which people have pride in themselves and their capabilities |
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| a person who has an intense desire to achieve, is extremely competitive, and has a strong sense of urgency |
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| a person who tends to be easygoing and relaxed |
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| the desire to perform challenging tasks well and to meet one's own high standards |
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| the desire to establish and maintain good relations with others |
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| the desire to exert emotional and behavioral control or influence over others |
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| the mental or physical capacity to do something |
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| ability to understand and use written and spoken language |
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| ability to solve arithmetic problems and deal with numbers |
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| ability to come up with solutions for problems and understand the principles by which different problems can be solved |
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| ability to reach appropriate conclusions from an array of observations or evaluate the implications of a series of facts |
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| Ability to See Relationships |
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| the ability to see how tow things are related to each other and then apply this knowledge to other relationships and solutions |
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| ability to recall things ranging from simple associations to complex groups of statements or sentences |
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| ability to determine the location or arrangement of objects in relation to one's own position and to imagine how an object would appear if its position in space were altered |
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| ability to uncover visual patterns and see relationships within and across patterns |
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| the ability to understand and manage one's own feelings and emotions and the feelings and emotions of other people |
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| the ability to physically manipulate objects |
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| a person's fitness and strength |
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Founder of Scientific Management
1) Study the way workers perform their tasks and experiment with ways of improving how they are performed
2) Codify the above into rules and SOPs
3) Select workers how have needed skills and abilities that match needs of task and train using SOPs
4) Establish acceptable level of performance for a task and reward performance based on that standard |
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| scientific studies that identify and measure physical motion over a set period of time |
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| Frank and Lillian Gilbreth |
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followers of Fredrick Taylor
pioneers in time and motion studies
moved management theory to focus on the worker |
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| Administrative Management |
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| focuses on how best to structure the organization in order to increase efficiency and effectiveness |
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| a method of organization that relies heavily on rules and regulations as a means of control |
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| Behavioral Management Theory |
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| focuses on dealing more effectively with the human aspects of the organization: how managers lead and communicate, how managers must change their assumptions about employees |
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Stressed involvement of workers in solving problems
Coordination is vital to effective management
People closest to the action can make the best decisions
Behavioral Management that focuses on employees' social needs and the social forces within an organization
Managers can make better decisions by increasing communication between themselves and workers |
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| tendency for productivity to increase when workers believe they are receiving special attention from management |
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| people are lazy, dislike work, lack ambition, are irresponsible, and want to be led rather than lead |
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| people are hard working, accept responsibility, are creative, and are willing to be self-controlled and self-directed |
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| ideal approach to organizing depends on the characteristics of the organization's external environment |
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| Contingency Theory - organizations that behave in predictable ways (colleges and universities) |
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| Contingency Theory - organizations that behave in rapid and unpredictable ways (technology companies) |
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