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| A hiring policy that requires employers to analyze the work force for under-representation of protected classes. It involves recruiting minorities and members of protected classes, changing management attitudes or prejudices towards them, removing discriminatory employment practices, and giving preferred treatment to protected classes. |
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| The process of conducting In Process Reviews (IPRs) and After Action Reviews (AARs). IPRs help to determine initial expectations, ascertain strengths and weakness of both employees and the organization, and identify key issues and organizations whose willing support is needed to accomplish the mission. AARs determine how well the goals are being accomplished, usually by identifying areas to sustain and improve. |
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| Characteristics or qualities or properties. Attributes of the leader fall into three categories: mental, physical, and emotional. |
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| A style of leadership in which the leader tells the employees what needs to be done and how to perform it without getting their advice or ideas. |
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| Assumptions and convictions that a person holds to be true regarding people, concepts, or things. |
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| The process of measuring the organization's products, services, cost, procedures, etc. against competitors or other organizations that display a "best in class" record. |
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| An activity focused on sustaining and renewing the organization. It involves actions that indicate commitment to the achievement of group or organizational goals: timely and effective discharge of operational and organizational duties and obligations; working effectively with others; compliance with and active support of organizational goals, rules, and policies. |
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| A technique for teams that is used to generate ideas on a subject. Each person on the team is asked to think creatively and write down as many ideas as possible. After the writing session, the ideas are discussed by the team. |
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| The capability of a worker, system, or organization to produce output per time period. It can be classified as budgeted, dedicated, demonstrated, productive, protective, rated, safety, or theoretical |
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| The sum total of an individual's personality traits and the link between a person's values and her behavior. |
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| The short-term phenomenon created by the current junior or senior leaders. Organizational climate is a system of the perception of people about the organization and its leaders, directly attributed to the leadership and management style of the leaders, based on the skills, knowledge and attitude and priorities of the leaders. The personality and behavior of the leaders creates a climate that influences everyone in the organization. |
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| Comprises the ability to express oneself effectively in individual and group situations, either orally or in writing. It involves a sender transmitting an idea to a receiver. |
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| Any business activity, personal or company related, that interferes with the company's goals or that entails unethical or illegal actions. |
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| Any element or factor that prevents a person from reaching a higher lever of performance with respect to her goal. |
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| The set of important assumptions that members of the company share. It is a system of shared values about what is important and beliefs about how the company works. These common assumptions influence the ways the company operates. |
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| The implementation of solutions resulting in the reduction or elimination of an identified problem. |
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| Talking with a person in a way that helps that person solve a problem or helps to create conditions that will cause the person to improve his behavior, character, or values. Providing basic, technical, and sometimes professional assistance to employees in order to help them with personal and work related problems. |
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| The virtue that enables us to conquer fear, danger, or adversity, no matter what the context happens to be (physical or moral). Courage includes the notion of taking responsibility for decisions and actions. Additionally, the idea involves the ability to perform critical self-assessment, to confront new ideas, and to change. |
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| The long-term complex phenomenon that can be affected by strategic leaders. Culture represents the shared expectations and self-image of the organization. The mature values that create "tradition", the play out of "climate" or "the feel of the organization" over time, and the deep, unwritten code that frames "how we do things around here" contribute to the culture. Organizational culture is a system of shared values, assumptions, beliefs, and norms that unite the members of the organization. Individual leaders cannot easily create or change culture. |
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| The process of reaching logical conclusions, solving problems, analyzing factual information, and taking appropriate actions based on the conclusions. |
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| A matrix used by teams to evaluate possible solutions to problems. Each solution is listed. Criteria are selected and listed on the top row to rate the possible solutions. Each possible solution is rated on a scale from 1 to 5 for each criterion and the rating recorded in the corresponding grid. The ratings of all the criteria for each possible solution are added to determine each solution's score. The scores are then used to help decide which solution deserves the most attention. |
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| Failure to meet a set performance standard. |
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| A style of leadership in which the leader entrusts decision making to an employee of a group of employees. The leader is still responsible for their decisions. |
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| Management philosophy to help organizations increase their quality and productivity: |
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| The art of developing the competence and confidence of subordinate leaders through role modeling and training and development activities related to their current or future duties. |
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| Committing to establish an environment where the full potential of all employees can be tapped by paying attention to, and taking into account their differences in work background, experience, age, gender, race, ethic origin, physical abilities, religious belief, sexual orientation, and other perceived differences. |
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| A measure (as a percentage) of the actual output to the standard output expected. Efficiency measures how well someone is performing relative to expectations. |
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| A condition whereby employees have the authority to make decisions and take action in their work areas, jobs, or tasks without prior approval. It allows the employees the responsibility normally associated with staffs. Examples are scheduling, quality, or purchasing decisions. |
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| 1. The political, strategic, or operational context within the organization. 2. The external environment is the environment outside the organization. |
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| The spirit, soul, and state of mind of an organization. It is the overall consciousness of the organization that a person identifies with and feels a part of. |
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| The "feel of the organization" about the activities that have ethical content or those aspects of the work environment that constitute ethical behavior. The ethical climate is the feel about whether we do things right; or the feel of whether we behave the way we ought to behave. |
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| Judging the worth, quality, or significance of people, ideas, or things. |
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| The ability to complete individual and organizational assigned tasks according to specified standards and within certain time criteria or event criteria. |
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| The flow of information back to the learner so that actual performance can be compared with planned performance. |
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| The practice of (Japanese) asking "why" five times when confronted with a problem. By the time the fifth why is answered, they believe they have found the ultimate cause of the problem. |
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| The ability of a system to respond quickly, in terms of range and time, to external or internal changes. |
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| An arrangement in which employees are allowed to choose work hours as long as the standard number of work hours are met. Also, some flextime systems require that the hours fall within a certain range, e.g. 5:00 A.M. to 9:00 P.M. |
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| Monitoring of job, task, or project progress to see that operations are performed on schedule. |
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| A state of being or state of character, that people possess by living up to the complex set of all the values that make up the public moral code. Honor includes: integrity, courage, loyalty, respect, selfless-service, and duty. Honor demands adherence to a public moral code, not protection of a reputation. |
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| The common qualities of all human beings. |
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| A focus on sustaining and renewing the development of individuals and the organization (with a time horizon from months to decades) that requires a need for experimentation and innovation with results that are difficult to quantify. Usually it entails long-term, complex outcomes. |
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| The key feature of leadership, performed through communicating, decision making, and motivating. |
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| A moral virtue that encompasses the sum total of a person's set of values and moral code. A breach of any of these values will damage the integrity of the individual. Integrity, comes from the same Latin root (integritas) as the word "integer," refers to a notion of completeness, wholeness, and uniqueness. Integrity also entails the consistent adherence of action to one's personal moral beliefs. |
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Definition
| An increase in the number of tasks that an employee performs. It is associated with the design of jobs to reduce employee dissatisfaction. |
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| An increase in the number of tasks that an employee performs and an increase in the control over those tasks. It is associated with the design of jobs and is an extension of job enlargement. |
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| The Japanese term for improvement. It involves both workers and managers. |
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| The process of influencing people while operating to meet organizational requirements and improving the organization through change. |
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| An essential shift or progress of the mind where recreation is evident and enjoins activities such as re-engineering, envisioning, changing, adapting, moving into, and creating the future. |
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| A curve reflecting the rate of improvement in performing a new task as a learner practices and uses her newly acquired skills. |
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| The intangible bond based on a legitimate obligation; it entails the correct ordering of our obligations and commitments. Loyalty demands commitment to the organization and is a precondition for trust, cooperation, teamwork, and camaraderie.. |
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Term
| management by objectives (MBO) |
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Definition
| A participative goal-setting process that enables the manager or supervisor to construct and communicate the goals of the department to each subordinate. At the same time, the subordinate is able to formulate personal goals and influence the department's goals. |
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Definition
| (1) A person that serves as a target subject for a learner to emulate. (2) A representation of a process or system that show the most important variables in the system in such a way that analysis of the model leads to insights into the system |
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| The mental, emotional, and spiritual state of an individual. |
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| Using an individuals wants and needs to influence how the person thinks and what does. Motivating embodies using appropriate incentives and methods in reinforcing individuals or groups as they effectively work toward task accomplishment and resolution of conflicts / disagreements. Coupled with influence, motivating actively involves empowering junior leaders and workers to achieve organizational goals and properly rewarding their efforts as they achieve the goals. |
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Definition
| The combination of a person's desire and energy directed at achieving a goal. It is the cause of action. |
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Definition
| A style of leadership in which the leader involves one or more employees in determining what to do and how to do it. The leader maintains final decision making authority. |
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Definition
| A ratio (percentage) of the actual output of a person as compared to the desired or planned output. |
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| Observation of a person's performance to rate productivity in terms of the performance standard |
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| criterion or benchmark against which actual performance is measured. |
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Definition
| A course of action for oneself and others to accomplish goals; establishing priorities and planning appropriate allocation of time and resources and proper assignment of people to achieve feasible, acceptable, and suitable goals. |
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Term
| plan-do-check-action (PDCA) |
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Definition
Sometimes referred to as the Shewhart Cycle, for the inventor - Walter A. Shewhart. A four step process for quality improvement:
Plan - A plan to effect improvement is developed
Do - The plan is carried out, first, on a small scale if possible
Check - The effects of the plan are observed
Action - The results are studied and observed to determine what was learned and what can be predicted |
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Definition
| Activities designed to identify and eliminate causes of poor quality, process variation, and non-value added activities. |
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| An overall measure of the ability to produce a product or service. It is the actual output of production compared to the actual input of resources. |
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| Conformance to the requirements of a stated product or service attribute. |
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| The regard and recognition of the absolute dignity that every human being possesses. Respect is treating people as they should be treated. Specifically, respect is indicative of compassion and consideration of others, which includes a sensitivity to and regard for the feelings and needs of others and an awareness of the effect of one's own behavior on them. Respect also involves the notion of treating people justly. |
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Definition
| the proper ordering of priorities. Think of it as service before self. The welfare of the organization come before the individual. This does not mean that the individual neglects to take care of family or self. Also, it does not preclude the leader from having a healthy ego or self esteem, nor does it preclude the leader from having a healthy sense of ambition. It does, however, preclude selfish careerism. |
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Definition
| A small independent, self-organized, and self-controlling group in which members plan, organize, determine, and manage their duties and actions, as well as perform many other supportive functions. |
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| Those abilities that people develop and use with people, with ideas, and with things, hence, the division of interpersonal, cognitive, and technical skills. |
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| An established norm against which measurements are compared. The time allowed to perform a task including the quality and quantity of work to be produced. |
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Definition
| The length of time that should be required to perform a task through one complete cycle. It assumes an average worker follows prescribed procedures and allows time for rest to overcome fatigue. |
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| The real or perceived demand on the mind, emotions, spirit, or body. Too much stress puts an undo amount of pressure upon us and drives us into a state of tension. Controlled stress is good as it is what motivates us. |
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Definition
| The ability to establish procedures for monitoring and regulating processes, tasks, or activities of employees and one's own job, taking actions to monitor the results of delegated tasks or projects. |
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Term
| theory of constraints (TOC) |
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Definition
| A management philosophy developed by Dr. Eliyahu M. Goldratt that is broken down into three interrelated areas - logistics, performance measurement, and logical thinking. Logistics include drum-buffer-rope scheduling, buffer management, and VAT analysis. Performance measurement includes throughput, inventory and operating expense, and the five focusing steps. Logical thinking includes identifying the root problem (current reality tree), identifying and expanding win-win solutions (evaporating cloud and future reality tree), and developing implementation plans (prerequisite tree and transition tree). |
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| total employee involvement |
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Definition
| An empowerment technique where employees participate in actions and decision making that were traditionally reserved for management. |
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Term
| total quality management (TQM) |
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Definition
| Describes Japanese style management approaches to quality improvement. It includes the long term success of the organization through customer satisfaction and is based on participation of all members of the organization in improving process, products, service, culture, etc. |
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| A distinguishing quality or characteristic of a person. For a trait to be developed in a person, that person must first believe in and value that trait. |
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| Ideas about the worth or importance of things, concepts, and people. |
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| A measure (usually computed as a percentage) of worker performance that compares the standard time allowed to complete a task to the actual worker time to complete it. |
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