Test#2

Control Process
A three step process that consists of (1) measuring actual process, (2) comparing results with
standards, and (3) taking corrective actions.

Range of Variation
Variation in performance that can be expected in all activities.

Cause Effect Diagram

A depiction of the cause of a problem that groups the causes according to common categories
such as machinery, methods, personnel, finances, or management.

Flow Chart
Visual representation of the sequence of events for a particular process that clarifies how things
are being done so that inefficiencies can be identified and the process can be improved.

Preventive Control
A type of control that anticipates and prevents undesirable outcomes.

Control Chart
A statistical technique used to measure variation in a system to produce an average standard
with statistically determined upper and lower limits.

Concurrent Control
A type of control that takes place while an activity is in process

Corrective Control
A type of control that provides feedback after an activity is finished to prevent future deviations.

Just in Time Inventory

A system in which inventory items arrive when they are needed in the production process
instead of being stored in stock.

Supply Chain Management

An internally oriented process that focuses on the efficient flow of incoming materials to the
organization.

Expected Value Analysis

A procedure that permits decisions makers to place a monetary value on various consequences
likely to result from the selections of a particular course of actions.

Marginal Analysis
A method that helps decision makers optimize returns or minimize costs be dealing with the
additional cost in a particular decision, rather than the average cost.

Availability Heuristic
The tendency of people to base their judgement on information that is readily available to them.

Escalation of Commitment
An increased commitment to a previous decision despite negative information.

Programmed Decision
A repetitive decision that can be handled by a routine approach.

Non programmed Decision

A decision that must be custom-made to solve a unique and nonrecurring problem.

Groupthink
Withholding of differing views by group members to appear to be in agreement.

Brainstorming
A technique for overcoming pressure for conformity that retard the development of creative
alternatives; an idea-generating process that specifically encourages alternative while
withholding criticism of those alternatives.

Nominal Group Technique

A technique that restricts discussion during the decision-making process.

Utilitarian View of Ethics

A view which decisions are made solely on the basis of their outcomes or consequences.

Rights View of Ethics

A view that calls on individuals to make decisions consistent with fundamental liberties and
privileges as set forth in documents such as the Bill of Rights.

Justice View of Ethics

A view that requires individuals to impose and enforce rules fairly and impartially so that there is
an equitable distribution of benefits and costs.

Motivation
The willingness to do something conditioned upon the actions ability to satisfy some need for
the individual.

Locus of Control
The source of control over an individual behavior

Self Monitoring
The ability of adjust behavior to external situations factors.High self-monitors adapt easily and
are capable of presenting striking contradictions between public personas and private selves;
low self-monitors tend to display their true feeling and beliefs in almost every situation.

Risk Propensity
A willingness to take chances, characterized by rapid decisions making with the use of less
information.

Motivation Hygiene Theory

A theory of Federick Herzberg that the opposite of satisfaction is not "dissatisfaction" but "no
satisfaction" and the opposite of dissatisfaction is not "satisfaction" but "no dissatisfaction".
Equity Theory
The concept that employees perceive what they can get from a job situation (outcome) in
relation to what they put into it (inputs), and then compare their input-outcome ratio with the
input-outcome ratio of others.

Expectancy Theory
A theory that individuals analyze effort-performance, performance-rewards and rewards
personal goals relationships, and their level of effort depends on the strengths of their
expectations that these relationships can achieved.

Job Enrichment
The degree to which a worker controls the planning, execution, and evaluation of his or her
work.

Pay for Performance

Compensation plans that pay employees on the basis of some performance measure.

Competency Based Compensation

Payments and rewards to employees on the basis of skills, knowledge and behaviors

Employee Stock Ownership Plan

A compensation program that allows employees to become part owners of an organization by
receiving stock as a performance incentive.

Leadership
The ability of an individual demonstrates to influence others to act in a particular way through
direction, encouragement, sensitivity, consideration, and support.

Leadership Traits
Qualities such as intelligence, charm, decisiveness, enthusiasm, strength, bravery, integrity, and
self-confidence.

Autocratic Leader
A Taskmaster who leaves no doubt as to who's in charge, and who has the authority and power
in the group

Participative Leadership
The leadership style of an individual who actively seeks input form followers for many of the
activities in the organization.

Free rein Leader

An individual that gives employees total autonomy to make decisions that will affect them.

Transactional Leader
A leader who guides or motivates employees in the direction of established goals by clarifying
role and task requirements.

Transformational Leader
A leader who inspired followers to transcend self-interests for the good of the organization and
who is capable of having a profound and extraordinary effect on followers.

Communication
The transference and understanding of meaning

Channel
The median by which a measure travels.

Formal Communication
Communication that addresses task- related issues and tends to follow the origination's
authority chain.

Informal Communication
Communication that moves in any direction, skips authority levels, and is as likely to satisfy
social needs as it is to facilitate task accomplishments.

Body Language
Gestures, Facial configurations, and other movements of the body tat communicate emotions or
temperaments such as aggression, fear, shyness, arrogance, joy, and anger.

Richness of Information
A measure of amount of information that is transmitted based on multiple information cues
(words, posture, facial expressions, gestures, intonations), immediate feedback, and the
personal touch.

Active Listening
A technique that requires an individual to "get inside" a speaker's mind to understand the
communication from the speaker's point of view.

Situational Leadership
Adjustment of a leadership style to specific situations to reflect employee needs.

test #3
group
two or more interacting and interdependent individuals who come together to achieve particular
objectives

team
a work group whose members are committed to a common purpose, have a set of specific
performance goals, and hold themselves mutually accountable for the team's results

cohesiveness
the degree to which group members are attracted to each other and are motivated to stay in the
group

emergent leader
a leader who emerges within a workgroup without having formal authority in the organization
social loafing
becoming a free rider in a group because individual contributions to the group effort cannot be
identified. as a result the overall team's performance suffers

social facilitation
Stronger responses on simple or well-learned tasks in the presence of others.

Social Impact Theory

The idea that conforming to social influence depends on the group's importance, its immediacy,
and the number of people in the group

adjective rating scale

a method of appraisal that uses a scale or continuum that best describes the employee using
factors such as quantity and quality of work, job, knowledge, cooperation, loyalty, dependability,
attendance, honesty, integrity, attitudes, and initiative.

appraisal process
the elements of a performance appraisal as defined by the organization; may involve self-
evaluation and peer evaluation in addition to a supervisor's input.

behaviorally anchored rating scale

a scale that helps a supervisor rate an employee based on items along a continuum; points are
examples of actual behavior on a given job rather than general descriptions or traits.

central tendency error

appraisers tendency to avoid the "excellent" category as well as the "unacceptable" category
and assign all ratings around the "average" or midpoint range

group-order ranking
placing employees into classifications, such as "top one-fifth" or "second one-fifth" thise method
prevents a supervisor from inflating or equalizing employee evaluations.

halo error
a tendency to rate an individual high or low on all factors as a result of the impression of a high
or low rating on some specific factor

leniency error
positive or negative leniency that overstates or understates performance giving an individual a
higher or lower appraisal than deserved.

performance appraisal
a review of past performance to emphasizes positive accomplishments as well as deficiencies;
a means for helping employees improve future performance

criterion deficiency
The part of the conceptual criterion that is not measured by the actual criterion.*

criterion contamination
occurs when an actual criterion includes info unrelated to the behavior one is trying to measure*
recency error
an error that occurs when appraisers recall and give greater importance to employee job
behaviors near the end of the performance-measuring period

written essay
a written narrative describing an employee's strengths, weaknesses, past performance,
potential, and suggestions for improvement

360-degree appraisal
performance feedback provided by supervisors, employees, peers, and possibly others

performance feedback
information that lets an employee know how well he or she is performing a job; may be intrinsic
(provided by the work itself) or extrinsic (provided by a supervisor or some other source)

checklist
a list of behavioral descriptions that are checked off when they apply to a employee

carpal tunnel
syndrome a repetitive stress injury of the wrist

employee assistance program

a program designed to act as a first stop for individuals seeking help with the goal of getting
productive employees back on the job as swiftly as possible.

imminent danger
a condition under which an accident is about to occur

Occupational Safety and Health Act

a law that enforces, through standards and regulations, healthful working conditions and
preservation of human resources

repetitive stress injuries

injuries sustained by continuous and repetitive movements of a body part

stress s
omething an individual feels when faced with opportunities, constraints, or demands perceived
to be both uncertain and important. Stress can show itself in both positive and negative ways.

stressors
conditions that cause stress in an individual

wellness program
any type of program that is designed to keep employees healthy, focusing on such things as
smoking cessation, weight control, stress management, physical fitness, nutrition education,
blood pressure control, and so on.

politicking
the actions one can take to influence or attempt to influence the distribution of advantages and
disadvantages within an organization

conflict management
the application of resolution and stimulation techniques to achieve the optimal level of
departmental conflict

collaboration
an approach to conflict in which all parties seek to satisfy their interests

culture
a set of unwritten norms that members of the organization accept and understand, and that
guide their actions.

discipline
actions taken by supervisors to enforce an organization's standards and regulations

progressive discipline
action that begins with a verbal warning, and then proceeds through written reprimands,
suspension, and finally, in the most serious cases dismissal

hot stove rule

a set of principles for effectively disciplining an employee that demonstrates the analogy
between touching a hot stove and receiving discipline

employment-at-will
a legal doctrine that defines an employer's rights to discipline or discharge an employee

change agent
a person who acts as a catalyst and assumes the responsibility for overseeing the change
process

organization development
the process of making systematic change in an organization

change process
a model that allows for successful change by requiring unfreezing the status quo, changing to a
new state, and refreezing the new change to make it permanent. Unfreezing the equilibrium
state is achieved by 1. increasing driving forces 2. decreasing restraining forces or 3. combining
these two approaches

attitudes
evaluative statements or judgments concerning objects, people, or events

agency shop
an agreement that requires nonunion employees to pay the union a sum of money equal to
union fees and dues as a condition of continuing employment

authorization card
a card signed by prospective union members indicating that they are interested in having a
union election held at their work site

collective bargaining
a process for developing a union contract which includes preparing to negotiate the contract,
negotiating the contract, and administering the contract after it has been ratified.

Federal Mediation and Conciliation Services

a government agency that assists labor and management in settling their disputes

grievance procedures
procedures designed to resolve disputes as quickly as possible and at the lowest level possible
in the organization

Landrum-Griffin Act
also known as the Labor and Management Reporting and Disclosure Act, this legislation
protects union members from possible wrongdoing on the part of their unions. Its thrust is to
require all unions to disclose their financial statements

lockout
a company action equivalent to a strike; when management denies unionized employees
access to their jobs

NLRB(National Labor Relations Board)

A group that has primary responsibility for conducting elections to determine union
representation and to interpret and apply the law against unfair labor practices.

open shop a
n arrangement in which joining a union is totally voluntary

Taft-Hartley Act
a law passed in 1947 that specified unfair union labor practices and declard the closed shop to
be illegal

Section 7 of the NLRA

guarantees employees the right to organize and join unions, bargain collectively through
representatives of their own choosing, and engage in other concerted activities.**

inaccessibility exception
permits employees to engage in union solicitation on company property if they are beyond the
reach of the union**

secondary boycott
a union strikes against Employer A(a primary and legal strike) and then strikes and pickets
against Employer B(an employer against which the union has no complaint) because of a
relationship that exists between Employers A and B, such as Employer B handling goods made
by Employer A

union shop
an arrangement that stipulates that employers, although free to hire whomever they choose,
may only retain union members.