Chapter 25/26 Kinns Study Guide
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Advocate
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A person who defends or pleads the cause of another; one that supports or promotes the interest of another
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Affiable
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Pleasant and at ease in talking to others; characterized by ease and friendliness
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Agenda
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A list or outline of things to be considered or done
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Ancillary
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Subordinate; auxiliary
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Appraisal
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An expert judgement of the value or merit of; judgement as to quality
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Blatant
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Completely obvious, conspicuous, or obtrusive, especially in a crass or offensive matter; brazen
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Burnout
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Exhaustion of physical or emotional strength or motivation, usually as a result of prolonged stress or frustration
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Chain of command
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A serious of executive positions in order of authority
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Cohesive
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Sticking together tightly; exhibiting or producing cohesion
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Disparaging
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Slighting; having a negative or degrading tone
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Embezzelment
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Stealing from an employer; to appropriate goods, services, or funds for personal use without permission
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Extrinsic
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External to a thing, its essential nature, or its original character
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Impenetrable
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Incapable of being penetrated or pierced; not capable of being damaged or harmed
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Incentives
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Things that incite or spur into action; rewards or reasons for performing a task
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Liaison
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A close bond or connection; a person with a connection, contract, link, or conspiracy with another person or group
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Mentors
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Trusted counselors or guides
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Meticulous
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Marked by extreme or excessive care in the consideration or treatment of details
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Micromanage
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To manage with great or excessive control or attention to details
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Motivation
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The process of inciting a person to some action or behavior
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Quackery
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Practicing or pretending to have the ability to cure or treat a patient without qualifications to do so
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Reprimands
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Criticisms for fault; severe or formal reproofs
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Retention
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The act of keeping in possession or use; keeping in one's pay or service
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Subordinate
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Submissive to or controlled by authority; placed in or occupying a lower class, rank, or position
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Targeted
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Directed or used toward a target; directed toward a specific desire or position
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Branding
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The process involved in creating a unique name and image in the customer's mind, mainly through advertising campaigns with a consistent theme
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Marketing
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The process or technique of promoting, selling, and distributing a product or service
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Objective
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Something toward with effort is directed; aim, goal, or purpose of action
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Outreach
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The process of using marketing and education strategies to reach and involve diverse audiences through the use of key messages and effective programs
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Prosthetic
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The surgical or dental specialty concerned with the design, construction, and fitting of prostheses, which are artificial devices that replace missing parts of the body
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Tangible
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Capable of being appraised at an actual or approximate value; capable of being precisely identified or realized by the mind
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Target Market
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A specific group of individuals toward whom the marketing is focused
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4 P's of marketing
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Placement, price, product, and promotion
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Reasons for job dissatisfaction
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Company Policy,supervision, relationship with supervisors, work conditions, salary, relationship with coworkers
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Reasons for job satisfaction
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Achievement, recognition, work product, responsibility, advancement, growth
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Three basic types of leaders
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Charismatic, transactional, transformational
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Charismatic leader
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-Special way of inspiring an un-answering allegiance and devotion from their followers. -Encourage people to overcome great obstacles and buy into their vision for the organization/business. -Tend to trust people in subordinate positions and earn trust in return.
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Transactional leader
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-Structured and organized. -Make sure subordinates understand their duties and roles -Fair and provide rewards when they have been earned -Hardworking, a planner, strict about budgets and time frames
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Transformational leader
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-Innovative and able to bring out change in an organization - Relationship builders -Stress shared values and strive to create a common ground among team members -Most effective when an organization is experiencing change and reorganization
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Theory X (McGregor)
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-Humans dislike working and avoid it whenever possible -Humans do not like responsibility and prefer to be directed rather than lead -Applied best to large-scale employers(factories or manufacturing) - \"hard\" management
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Theory Y (McGregor)
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-People enjoy work and that it is a normal component of life, as are rest and play -When motivated, work toward goals of organization -Seek and accept responsibility, enjoy job satisfaction, imaginative, creative - Applies to mangers and other professionals
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Theory Z (Ouchi)
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Considers characteristics such as long-term employment, collective decision making, individual responsibility, and holistic view of employee and his or her family
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Coercive power
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Manipulative, leader makes threats or uses fear to accomplish goals
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Granting rewards
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More positive use of power. If leader can give employees some type of reward for a job well done, employees strive to reach goals
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Expert power
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Leader is knowledge able about subject. Employees like a leader who knows their job and how things are done
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Legitimate power
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That of position of status
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Referrent
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Granted from subordinates to those who lead by example, based on admiration of the leader
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Intrinsic motivation
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Internal, originates within a person, longterm and can be focused toward a lifetime goal
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Extrinsic motivation
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External, and more material in nature, short lived and less satisfying
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Incentives
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_______ give employees reason to perform over and above the level expected of them
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5 Essential elements of teamwork
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Mutual accountability, common purpose and performance goals, small size, common approach, and complementary skills
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Causes of burnout
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Stressful, disorganized home or work environment; poor human relation skills; a feeling of being out of control of one's life; excessive expectations from supervisors or family members; long work hours or time away from family and friends; not being able to relax either at home or in a work environment
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Family labor standards act
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-Prescribes standards or wages and overtime pay - Requires employees must be paid minimum wage and time and a half for overtime hours -Prohibits those under 18 from performing certain kinds of work -Restricts hours of workers under age 16
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Occupational safety and health act
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Regulates conditions affecting employees safety and health in the workplace
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Workers compensation
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-Regulates the benefits of employees who have been injured on the job -Determines pay for employees who are not working because of an on-the-job injury
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Family and medical leave act
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Requires employers of 50+ employees to offer up to 12 weeks unpaid, job-protected leave to eligible employees for the birth of a child, adoption, or personal or family illness
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Pregnancy discrimination act
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-forbids employees to refuse to hire a woman based on pregnancy, childbirth, or related medical conditions -requires employees hold a job open for a pregnancy-related absence for the same time as a family and medical leave act
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Ameicans with disabilities act
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Prohibits discrimination against individuals with disabilities
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Age discrimination act
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-Prevents discrimination in hiring based on age -prevents discrimination in promoting, discharging, and compensation employees
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Who does the firing if necessary?
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Whoever hired the employee
