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Physical Work Environment (Text, pp.13-17)

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Building, equipment, layout, decor and other structural elements of the work place. (e.g. light, noise, temperature, humidity, ventilation, color, decor, layout, equipment, supplies, comfort, security.)

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Mental Work Environment (Text, pp. 17-19)

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A person's aggregate perception of the work, managerial style, co-worker influence, and effect the person has over these factors. (e.g. work pace, work variety, etc.)

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Autonomy (Text, p.19)

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The ability of a worker to perform his/her job independently or with minimal supervision.

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Turnover (Text, p.14)

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The number of people quitting their job in a given period of time (usually one year).

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Frederick Taylor (Text, p. 6)

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Father of Scientific Management

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Scientific Management (pp. 6-7)

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Systematic method to improve efficiency and productivity on the factory floor. \"The one best way.\"

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Authority (Text, p.19)

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Having the power and ability to command resources in order to achieve results.

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Squealer (Text, pp. 20-21)

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Caustic coworker who tattles.

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Mental Set (Text, p. 36)

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Perceiving what we want, regardless of reality.

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Perceptual filter (Text, p. 36)

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Attitudes about people and things.

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Projection (Text, p. 43)

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The act of attributing to other our own traits, faults and motives.

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Halo Effect (Text, pp. 43-44)

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The assumption that because a person is good at one thing s/he will be good at something else.

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Intuition (p. 61)

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The process of reaching conclusion from feelings rather than from logic.

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Snap Judgments (p. 43)

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Instant evaluation without benefit of fact or experience.

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Downward Communication (p. 99)

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Communication down the chain of command. (From management to line workers.)

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Upward Communication (pp. 99, 124-5)

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Communication/Feedback up the chain of command. (From line workers up to management.)

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Encoding (p. 75)

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Selecting words and word order to relay a message. Putting ideas into words.

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Decoding (p. 75)

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Translation of the message by the receiver.

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Non-Verbal Communication (p. 76)

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Unspoken communication which includes gestures, expressions, body language.

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Filtering (pp. 99-100)

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Removing parts of the message.

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Gatekeeper (p. 119)

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Person who blocks control to others.

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Open Question (p. 122)

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Questions that require more than a yes/no answer.

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Listening (p. 120-123)

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Hearing and attending to information heard.

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Negative Conflict (p. 128)

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When both parties are not satisfied with the result of the conflict.

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Positive Conflict (p. 128)

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Conflict that ends in mutual satisfaction.

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Morality (p. 142)

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Good/bad of human action.

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Social Responsibility (pp. 153-6)

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Companies are corporate citizens and, as such, have accountability to society.

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Ethics (pp. 150- 152)

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Set of principles of right conduct.

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Etiquette (pp. 142, 158-171)

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Correct behavior and ractice according to social convention.

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Trustee of Profit (p. 152)

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A sole responsibility to produce profit for stockholders.

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Downsizing (p. 184)

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Reduce size of organization.

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Outsourcing (p. 184)

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Moving jobs outside the company or organization.

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Contingent Worker (p. 184)

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A worker who is hired temporarily, often without benefits.

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Technical Skills (p. 185)

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Skills needed to perform tasks on the job.

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Interpersonal Skills (p. 185)

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Ability to communicate and get along with other workers.

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Unity of Command (p. 219)

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Organizational Principle which states that each worker should have only one manager.

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Span of Control (p. 220-1)

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Organizational Principle which provides for determining the number of people a manager has under his/her control. (Factors include: worker autonomy, exceptions, group coordination, worker dispension, task similarity, worker reassignment, manager planning, manager capabilities.

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Departmentalization (pp. 223-4)

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Process of grouping human resources within an organization.

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Core Competency (p. 233)

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An organizational structure reduced to functions it performs best.

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Controlling (p. 246)

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Supervising, disciplining, evaluating, and managing the change of the four managerial resources.

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Organizing (p. 246)

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Grouping Human Resources, finanical and material resources

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Leading (p. 246)

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Providing vision for attaining the organizational goals and showing others the path to meet the goals.

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Motivating (p. 246)

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Stimulate desire and energy in people to be continually interested in and committed to a job and meeting the goals of the organization.

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Temporal Decision (p. 250)

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Decisions in which time plays a major role.

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Hawthorne Studies

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Western Electric. Research into changes of work environment in productivity.

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Formal Groups

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Required groups formed by management to meet goals and objectives.

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Informal Groups (pp. 286-8)

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Social groups that emerge spontaneously without the assistance or consent of management.

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Grapevine (p. 288)

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Informal communication channel that is fast and verbal.

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Forming (p. 300)

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Stage where group becomes acquainted with each other.

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Storming (p. 301)

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Stage where group conflict over direction and leadership.

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Ethnocentric View (p. 529)

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belief in superiority of one's own ethnic group

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Xenophobia (.531)

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Unreasonable fear or hatred of foreigner's or people who are different

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Multicultural (p. 520)

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Relating to or including several cultures

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Comparable Worth

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Equal pay for equal work

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Division of Labor

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Dividing a job into tasks and assigning them to different people

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Functional Organization

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Departmentalized by similar activities or jobs

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Stressors (p. 493)

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Anything that produces a demand on an organism.

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Geographic Organization (p.225)

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departmentalization by physical location or territory

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Quantitative Demand Distress

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Distress produced from the amount of work demanded the time allotted to complete work, repetition or the amount of concentration required

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Qualitative Demand Distress

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Distress caused by a mismatch between an individual and his/her job content

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Customer Organization

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Departmentalized by customer or industry served

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Product Organization

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Organized by product

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Displacement

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The psychological process of redirecting pent up feeling toward objects other than the main source of the frustration

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Pessimism

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the tendency to expect the worst

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Charismatic Leader

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The power and ability developed by some individuals to influence and win the devotion and respect of others; the power that emanates from a special quality of personal magnetism or charm that some individuals appear to possess

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Social Accountability

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Companies repsponsibility to society

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Democratic-Participative Leadership (p.472-477)

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Manager who solicits feedback and uses it

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Free-Reign Leader (p.475-6)

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Laisse Fair Leader

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Behavioral Leadership (p.470)

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the application of positive techniques of leadership

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Enlightened Self Interest

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Social goals are one of the overall goals of management

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Conceptual Skills

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Knowing how to and being able to formulate ideas

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Theory X

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Old School Method - Watch and Punish

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Theory Y

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People are self motivated. Motivational theory.

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Regression

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Works pretending to have forgotten their skillsso that they perform at the level of new untrained works

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Participation

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Change that involves managers and the workers

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Organizational Development

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Group problem solving process intended to bring about planned and orderly change for the purpose of improving the the effectiveness of the entire culture of an organization

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Quality of work life

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Job Satisfaction

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Empowerment

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providing employees with higher degrees of involvement and greater authority to make decisions

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Job Rotation

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Moving people to different jobs or the same organizational level for short time

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Cross Training

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Teaching workers more than one job multitasking

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Flextime

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Allowing workers to begin workday at whatever time they wish, often with in a predetermined window

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Fallacy of Composition

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What is true for the part is good for the whole

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Punishment

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A penalty for wrongdoing

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Herzberg Motivation/Hygiene Theory

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Two sets of factors of conditions influence the behavior of individuals in organizations hygiene factors need to be present to make job acceptable. Motivation gives people satisfaction

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Morale

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Employees attitudes

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Progressive Discipline

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Severity of discipline increases with each discipline infraction

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Error Visibility

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Obviousness of the error to others

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Red Hot Stove Method

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Discipline that immediate, consistent, impartial, unemotional

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Discipline

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Attempts to modify, improve, or correct employee behavior

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Peter Principle

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One is promoted to one's level of incompetence

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Role Conflict

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when job roles interfere with one another

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Group Cohesion

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An emotional attraction and closeness that members have for one another and for the group

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Role Ambiguity

answer

Not knowing what our job is or what your place is in the organization

Business – Human Relations in Business (BUS 134, Mendocino College)

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