Term
| organizational environment |
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Definition
| includes all elements existing outside the boundary of the organization that have the potential to affect the organization. (consists of both general and task environments) |
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| indirectly influences all organizations within an industry and includes five dimensions |
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| includes the sectors that conduct day-to-day transactions with the organization and directly influence its basic operations and performance |
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| represents events originating in foreign countries as well as opportunities for U.S. companies in other countries. (part of external environment) |
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| includes scientific and technological advances in society (part of general environment) |
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| includes demographic characteristics, norms, customs, and values of a population within which the organization operates |
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| represents the general economic health of the country or region in which the organization operates |
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| legal-political dimension |
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Definition
| includes government regulations at the local, state, and federal levels, as well as political activities designed to influence company behavior |
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| work within the legal-political framework to influence companies to behave in socially responsible ways |
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| includes elements within the organization's boundaries such as employees, management, and corporate culture |
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| includes all elements that occur naturally on earth, including plants, animals, rocks and natural resources such as air, water, and climate |
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| include people and organizations that acquire goods or services from organization (part of task environment) |
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| organizations within the same industry or type of business that compete for the same set of customers |
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| provide the raw materials the organization uses to produce its output |
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| the people available for hire by the organization |
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| link and coordinate the organization with key elements from the external environment |
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| occurs when two or more organizations combine to become one |
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| a strategic alliance or program by two or more organizations |
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| set of key values, beliefs, understandings, and norms shared by members of an organization |
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| an object, act, or event that conveys meaning to others |
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| a narrative based on true events that is repeated frequently and shared among organizational employees |
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| a figure who exemplifies the deeds, character, and attributes of a strong culture |
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| succinctly express a key corporate value |
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| planned activities at special events, held by managers to reinforce company values |
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| a culture characterized by values that support the company's ability to interpret and translate signals from the environment into new behavior responses |
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| a results-oriented culture that values competitiveness, personal initiative, and achievement |
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| a culture that places high value on meeting the needs of its employees and values cooperation and equality |
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| a culture that values and rewards a methodical, rational, orderly way of doing things |
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| culture in which managers emphasize both values and business results |
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| define and articulate important values that are tied to a clear and compelling mission, which they communicate widely and uphold through their actions |
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Term
| human resources management (HRM) |
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Definition
| the design and application of formal systems to ensure the effective and efficient use of human talent to accomplish organizational goals |
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| the economic value of the combined knowledge, experience, skills, and capabilities of employees |
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| the hiring or promoting of applicants based on criteria that are not job relevant |
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| requires that employers take positive steps to guarantee equal employment opportunities for people within protected groups |
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| people who work for an organization, but not on a permanent or full-time basis, including temporary placements, independent contractors, freelancers, and part-time employees |
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| using computers and telecommunications equipment to perform work from home or another remote location |
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| the forecasting of human resource needs and the projected matching of individuals with anticipated job vacancies |
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| a human resources approach in which the organization and the individual attempt to match each other's needs, interests, and values |
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| activities or practices that define the desired characteristics of applicants for specific jobs |
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| the systematic process of gathering and interpreting information about the essential duties, tasks, and responsibilities of a job |
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| a concise summary of the specific tasks and responsibilities of a job |
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| outlines the knowledge, skills, education, physical abilities, and other characteristics needed to adequately perform a specific job |
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| used by managers in recruiting to give applicants all pertinent and realistic information, both positive and negative, about a job and the organization |
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| the process of assessing the skills, abilities, and other attributes of applicants in an attempt to determine the fit between the job and each applicant's characteristics |
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| a selection device that collects information about the applicant's education, previous work experience, and other background characteristics |
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| uses a set of standardized questions that are asked of every applicant so comparisons can easily be made |
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| interviewer asks broad, open-ended questions and permits the applicant to talk freely with minimal interruption, in an attempt to bring to light information, attitudes, and behavioral characteristics that might be concealed when answering structured questions |
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| interview in which the candidate meets with several interviewers who take turns asking questions |
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| assess candidates on various factors considered important for the job to be performed and include cognitive ability tests, physical ability tests, and personality tests |
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| used to select individuals with high managerial potential based on their performance on a series of simulated managerial tasks |
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| administered to applicants for front-line positions to evaluate their performance in completing simulated tasks that are a part of the job |
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Term
| on-the-job-training (OJT) |
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Definition
| most common method of training, in which an experienced employee is asked how to teach a new employee how to perform job duties |
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| an in-house training and development facility that offers broad-based learning opportunities for employees |
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| when an experienced employee or manager guides and supports a newcomer or less-experienced employee |
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| a method of directing, instructing, and training a person with the goal of developing specific management skills |
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| the process of observing and evaluating an employee's performance, recording the assessment, and providing feedback |
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| a recent trend which uses multiple raters, including self-rating, to appraise employee performance and guide development |
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| 1) a performance evaluation error that occurs when a manager places an employee into a class or category based on one or a few traits or characteristics. 2) tendency to assign an individual to a group or category and then attribute generalizations about the group to the individual |
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| occurs when a manager gives an employee the same rating on all dimensions of the job even though performance may be good on some dimensions and poor on others |
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| behaviorally anchored rating scale |
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Definition
| a performance evaluation technique that relates an employee's performance to specific job-related incidents. (one way to overcome evaluation errors) |
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| all monetary payments and all nonmonetary goods or benefits used to reward employees |
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| the process of determining the value of jobs within an organization through an examination of job content |
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| show what other organizations pay incumbents in jobs that match a sample of key jobs selected by the organization |
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| tying at least a portion of compensation to employee effort and performance (also called incentive pay) |
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| intentionally reducing the company's workforce to the point where the number of employees is deemed right for the company's current situation (also called downsizing) |
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| an interview conducted with departing employees to determine reasons for their departure and learn about potential problems in the organization |
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| an interdisciplinary field dedicated to the study of how individuals and groups tend to act in organizations |
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| an individual's strong belief that he or she can successfully accomplish a specific task or outcome |
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| general assurance in one's own ideas, judgment, and capabilities |
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| organizational citizenship |
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| work behavior that goes beyond job requirements and contributes as needed to the organization's success |
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| a cognitive and affective evaluation that predisposes a person to act in a certain way |
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| a positive attitude towards one's job |
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| organizational commitment |
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Definition
| loyalty and engagement with one's work organization |
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| a psychological discomfort that occurs when two attitudes or an attitude and a behavior conflict |
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| the cognitive process people use to make sense out of the environment by selecting, organizing, and interpreting information |
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| the process by which individuals screen and select the various stimuli that vie for their attention |
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| errors in perceptual judgement that result from inaccuracies in any part of the perceptual process |
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| tendency to see one's own personal traits in other people |
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| tendency of individuals to protect themselves by disregarding ideas, objects, or people that are threatening them |
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| judgements about what caused a person's behavior - either characteristics of the person or of the situation |
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| fundamental attribution error |
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Definition
| a tendency to underestimate the influence of external factors on another person's behavior and to overestimate the influence of internal factors |
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| the tendency to overestimate the contribution of internal factors to one's successes and the contribution of external factors to one's failures |
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| set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment |
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| big five personality factors |
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Definition
| dimensions that describe an individual's extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience |
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| defines whether an individual places the primary responsibility for his successes and failures within himself or on outside forces |
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| belief that power and status differences should exist within an organization |
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| a tendency to direct one's behavior toward the acquisition of power and the manipulation of other people for personal gain |
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| Myers-Briggs Type Indicator (MBTI) |
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Definition
| assessment that measures a person's preference for introversion versus extroversion, sensation versus intuition, thinking versus feeling, and judging versus perceiving |
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| the extent to which a person's ability and personality match the requirements of a job |
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| a mental state that arises spontaneously rather than through conscious effort and is often accompanied by physiological changes |
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| a change in behavior or performance that occurs as the result of experience |
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| behavior pattern characterized by extreme competitiveness, impatience, aggressiveness, and devotion to work |
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| behavior pattern that reflects few of the type a characteristics and includes a more balanced approach to life |
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| uncertainty about what behaviors are expected of a person in a particular role |
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| incompatible demands of different roles, such as demands of a manager's superiors conflicting with those of the manager's subordinates |
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| being unpretentious and modest rather than arrogant and prideful |
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| a leader who serves others by working to fulfill follower's needs and goals as well as to achieve the organization's larger mission |
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| leadership by individuals who know and understand themselves, who espouse and act consistent with higher order ethical values, and who empower and inspire others with their openness and authenticity |
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| leadership style characterized by values such as inclusion, collaboration, relationship building, and caring |
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| term used by researchers at The Ohio State University to describe the extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust. |
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| term that describes the extent to which a leader is task oriented and word directs subordinates' work activities toward goal accomplishment |
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| a two-dimensional leadership model that measures the leader's concern for people and concern for production to categorize the leader in one of five different leadership styles |
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| a model of leadership that describes the relationship between leadership styles and specific situations |
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| contingency approach which links the leader's behavioral style with the readiness level of followers |
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| situational variable that makes a leadership style redundant or unnecessary |
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| a situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors |
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| leader who has the ability to inspire and motivate people to transcend their expected performance, even to the point of personal sacrifice |
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| an attractive, ideal future that is credible yet not readily attainable |
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| distinguished by a special ability to bring about innovation and change by creating an inspiring vision, shaping values, building relationships, and providing meaning for followers |
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| thinking independently and being mindful of the effect of one's behavior on achieving goals |
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| failing to consider the possibilities beyond what one is told, accepting other's ideas without thinking |
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| a follower who is critical, independent thinker who actively participates in the organization. |
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| a person who is an independent, critical thinker but is passive in the organization |
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| a follower who participates actively in the organization but does not use critical thinking skills |
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| follower who exhibits critical independent thinking nor active participation |
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| a follower who has qualities of all four follower styles, depending on which fits the prevalent situation |
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| the potential ability to influence the behavior of others |
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| the effect a person's actions have on the attitudes, values, beliefs, or behavior of others |
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| power that stems from a manager's formal position in an organization and the authority granted by that position |
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| results from the authority to bestow rewards |
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| stems from the authority to punish or recommend punishment |
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| power that results from a leader's special knowledge or skill in the tasks performed by subordinates |
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| results from characteristics that command subordinates' identification with, respect and admiration for, and desire to emulate the leader. |
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| the carrier of a communication, such as a phone call, blog, or text message |
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| dialogue across boundaries and hierarchical levels about the team or organization's vision, critical strategic themes, and the values that help achieve important goals |
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| the process by which information is exchanged and understood by two or more people |
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| the tangible formulation of an idea to be sent be a receiver |
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| occurs when the receiver responds to the sender's communication with a return message |
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| the amount of information that can be transmitted during a communication episode |
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| electronic communication that allows users to see who is connected to a network and share information instantly |
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| communication apprehension |
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| an individual's level of fear or anxiety associated with interpersonal communications |
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| communication that is transmitted through actions and behaviors rather than through words |
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| the skill of receiving messages to accurately grasp facts and feelings to interpret the genuine meaning |
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| formal communication channel |
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| a communication channel that flows within the chain of command |
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| messages sent from top management down to subordinates |
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| messages that flow from the lower to the higher levels in the organization's hierarchy |
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| lateral or diagonal exchange of messages among peers or coworkers and includes team communication |
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| a team communications structure in which team members communicate through a single individual to solve problems or make decisions |
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| team communication structure in which team members freely communication structure in which team members freely communicate with one another and arrive at decisions together |
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| personal communication channels |
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| communication channels that exist outside formally authorized channels and include personal networks, the grapevine, and written communication |
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| the acquisition and cultivation of personal relationships that cross departmental, hierarchical, and even organizational boundaries |
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| carries workplace gossip, a dominant force in organization communication when formal channels are closed |
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