Management and Organizational Behavior

Exam 1

Classical Approach

Proving an economic or financial incentive to motivate the worker towards meeting the goal.

Hawthorne Studies

Studies to see how environmental factors influenced workers' output, which then shifted to general and psychological factors.

Total Quality Management

A philosophy of management that is driven by continuous improvement and responsiveness to customer needs and expectations.

Manager

Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.

Top Managers

Responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. (conceptual skills)

Middle Managers

Manage the work of first-line managers and work for top managers. (human skills)

First-Line Managers

Manage the work of non-managerial employees. Plan for the day-to-day production (also known as supervisors) (technical skills)

Hawthorne Studies Findings

Productivity increased under harmful working conditions and when workers felt their supervisor monitoring them.

Social Aspects in Productivity

Working well together or being friends with each other leads to better productivity despite harmful working conditions.

Focus of TQM

To improve the quality of an organization's output, including goods and services, through the continual improvement of internal practices.

Efficiency

Getting the most output with the least inputs (using the least amount of materials), doing things right.

Effectiveness

Attaining the right organizational goals and positive feelings towards the business (doing anything to achieve the goal, as long as it takes), doing the right things.

Planning

Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities.

Organizing

Arranging/structuring work to accomplish organizational goals.

Leading

Working with and through people to accomplish goals (aka dealing with people = leading).

Controlling

Monitoring (measuring results), comparing outcomes to plan, correcting work.

Conceptual Skills

Ability to think and conceptualize about abstract (ideas) and complex situations concerning the organization.

Technical Skills

Knowledge and proficiency in a specific field (need for lower-level managers).

Human (Interpersonal) Skills

The ability to work well with and get the best out of people. (middle managers)

Sustainability

Company ability to achieve business goals and increase long term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.

Omnipotent View of Management

Managers are directly responsible for an organization's success or failure.

Symbolic View of Management

An organization's success or failure is due to external forces outside manager's control.

Stakeholders

Anyone in the organization's environment that is affected by its decisions and actions.

Organizational Culture

The shared values, principles, traditions, and ways of doing things that influence the way organizational members act.

Stability

A dimension of organizational culture that refers to which organizational decisions and actions emphasize managing the status quo.

People Orientation

A dimension of organizational culture that relates to employee satisfaction.

Socialization

Process that helps employees adapt to learn the organization's culture.

Workplace Spirituality

A culture where organizational values promote a sense of purpose through meaningful work that takes place in the context of community.

Parochialism

Viewing the world solely through your own perspectives, leading to an inability to recognize differences between people (from different parts of the world).

Ethnocentric Attitude

A parochialistic belief that the best work practices are those of the home country (headquarters).

Polycentric Attitude

A view that managers in the host country know the best work approaches and practices for running their business.

Geocentric Attitude

A world-oriented view that focuses on using the best practices and people from around the globe.

Nationalism

Patriotic ideals and policies that glorify a country's values.

Globalism

The process of developing business influence in other countries.

World Trade Organization (WTO)

A global organization of 161 countries that deals with the rules (improvements) of trade among nations.

International Monetary Fund (IMF)

Promotes international monetary cooperation and provides advice, loans, and technical assistance to establish and maintain financial stability and to strengthen economies.

World Bank Group

Provides financial (loans) and technical assistance to developing countries.

Organization for Economic Cooperation and Development (OECD)

An international economic organization that helps its 36 member countries achieve sustainable economic growth and employment.

Multinational Cooperation (MNC)

A broad term that refers to international companies that maintain operations in multiple countries.

Global Company

An MNC that centralizes management and other decisions in the home country. (ethnocentric)

Multidomestic Cooperation

An MNC that decentralizes management and other decisions to the local (host) country. (polycentric)

Transnational or Borderless Organization

An MNC in which artificial geographical barriers are eliminated. (geocentric)

Global Sourcing

Purchasing materials or labor from around the world wherever it is cheapest.

Importing

Buying products made abroad and selling them domestically.

Exporting

Making products domestically and selling them abroad.

Licensing

An organization gives another organization the right to use its brand name, technology, or product specifications in return for a fee.

Franchising

An organization gives another individual or group the right to use its name and operating methods (with restrictions).

Joint Venture

A specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose.

Strategic Alliance

A partnership between an organization and one or more foreign company partner(s) in which both share resources and knowledge in developing new products or building production facilities.

Foreign Subsidiary (off-shoring)

Directly investing in a foreign country by setting up a separate and independent production facility or office.

Global Leadership and Organizational Behavior Effectiveness (GLOBE)

Helps managers identify and manage cultural differences.

Workforce Diversity

The ways in which people in an organization are different from and similar to one another.

Glass Ceiling

The unofficially acknowledged barrier to advancement in a profession, especially affecting women and minorities.

Surface-Level Diversity

Examples are age, race, gender, ethnicity.

Deep-Level Diversity

Examples are values, personality, and work preferences.

Bias

A tendency or preference toward a particular perspective or ideology.

Prejudice

A pre-conceived belief, opinion, or judgment toward a person or a group of people.

Stereotyping

Judging a person based on a prejudicial perception of a group to which that person belongs.

Discrimination

When someone acts out their prejudicial attitudes toward people who are targets of their prejudice.

Implicit Bias

Attitudes or beliefs that affect our understanding, actions, and decisions in an unconscious manner.

Mentoring

An experienced organizational member provides advice and guidance to a less experienced member with high potential.

Incivility

Disrespectful treatment, including behaving in an aggressive manner, interrupting the person, or ignoring his or her opinions

Exclusion

Exclusion of certain people from job opportunities, social events, discussions, or informal mentoring

Mockery and Insults

Jokes or negative stereotypes; sometimes the result of jokes taken too far

Intimidation

Overt threats or bulling directed at members of specific groups of employees