Ch 1 - Introduction

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honestkyle
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257053
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Ch 1 - Introduction
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2014-01-20 21:05:30
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MGT6961
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MGT6961
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Introduction Powerpoint notes for MGT 6961 Optimizing Human Performance
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  1. Organization
    A collection of people who work together to achieve individual and organizational goals.
  2. Pfeffer's People-Centered Practices
    • 1. Job security
    • 2. Careful hiring
    • 3. Power to the people
    • 4. Generous pay for performance
    • 5. Lots of training
    • 6. Less emphasis on status
    • 7. Trust building
  3. Job security
    Pfeffer's People-Centered Practices
    To eliminate fear of layoffs
  4. Careful hiring
    Pfeffer's People-Centered Practices
    Emphasizing a good fit with the company culture.
  5. Power to the people
    Pfeffer's People-Centered Practices
    Via decentralization and self-managed teams.
  6. Less emphasis on status
    Pfeffer's People-Centered Practices
    To build a "we" feeling
  7. Trust building
    Pfeffer's People-Centered Practices
    Through the sharing of critical information.
  8. Organizational behavior (OB)
    The study of factors that have an impact on how people and groups act, think, feel, and respond to work and organizations, and how organizations respond to their environments.
  9. Hawthorne studies
    • Western electric company
    • Test performance and fatigue
    • Used lighting
  10. Hawthorne effect (results of study)
    • Attention from researchers influences behavior
    • Manager's leadership approach influences behavior
    • Work group norms influence behavior
  11. Levels of analysis
    • Organizational
    • Group
    • Individual
  12. Management
    Process of planning, organization, leading, and controlling an organization's human, financial, material, and other resources to increase its effectiveness.
  13. Planning in management
    Decide on goals and how to achieve them
  14. Organizing in management
    Establish rules and reporting relationships to achieve the goals
  15. Controlling in management
    Evaluate how things are going and take action to maintain, improve, and correct performance.
  16. Leading in management
    Encourage and coordinate so they are focused on the goals.
  17. Challenges for organizational behavior
    • Changing social/cultural environment
    • Evolving global environment
    • Advancing information technology
    • Shifting work/employment relationships
  18. Changes to social and cultural environment
    • National culture
    • Organizational ethics and well-being
    • Diverse work force
  19. Evolving global environment
    • Understanding global differences
    • Improve organizational behavior and procedures in response
  20. Advanced information technology
    • Information
    • Knowledge
    • Information technology
    • Organizational learning
    • Intranets
    • Creativity
    • Innovation
  21. Shifting work/employment relationships
    • Downsizing
    • Empowering and self-manage teams
    • Contingent workers
    • Outsourcing
  22. Group
    Two or more people who interact to achieve their goals
  23. Team
    A group in which members work together intensively and develop team specific routines to achieve a common group goal
  24. Virtual team
    A group whose members who work together intensively via electronic means; and who may never actually meet
  25. Managers
    Persons who supervise the activities of one or more employees
  26. Top management teams
    High-ranking executives who plan a company's strategy; so that the company can achieve its goals
  27. Organizational effectiveness
    The ability of an organization to achieve its goals
  28. Self-managed teams
    Groups of employees who are given the authority and responsibility to manage many different aspects of their own organizational behavior
  29. Role
    A set of behaviors or tasks a person is expected to perform because of the position he or she holds in a group or organization.
  30. Skill
    An ability to act in a way that allows a person to perform well in his or her role
  31. Conceptual skills
    The ability to analyze and diagnose a situation and to distinguish between cause and effect
  32. Human skills
    The ability to understand, work with, lead, and control the behavior of other people and groups
  33. Technical skills
    Job-specific knowledge and techniques
  34. Open system
    Organizations that take in resources from their external environments and convert or transform them into goods and services that are sent back to their environments where customers buy them.
  35. Organizational behavior
    A rule or routine an employee follows to perform some task in the most effective way
  36. National culture
    The set of values or beliefs that a society considers important and the norms of behavior that are approved or sanctioned in that society
  37. Ethics
    Values, beliefs, and moral rules that its managers and employees should use to analyze or interpret a situation and then decide what is the "right" or appropriate way to behave
  38. Ethical dilemma
    A quandary managers face where they need to make a decision to either benefit a group or the organization
  39. Well-being
    The condition of being happy, healthy, and prosperous
  40. Social responsibility
    An organizations' obligations toward people or groups that are directly affected by its actions
  41. Global organizations
    Companies that produce or sell their products in countries and regions throughout the world
  42. Global learning
    Acquiring skills that allow companies to become major global competitors
  43. Expatriate managers
    The people who work for companies overseas and are responsible for developing relationships with organzations in countries around the globe
  44. World wide web
    A global store of information that contains the products of most kinds of human knowledge such as writing, music, and art
  45. Internet
    The global network of interlinked computers
  46. Information
    A set of data, facts, numbers, and words that has been organized in such a way that it provides its users with knowledge
  47. Information technology
    The many different kinds of computer and communications hardware and software, and the skills of their designers, programmers, managers, and technicians
  48. Organizational learning
    Managing information and knowledge to achieve a better fit between the organization and its environment
  49. Intranets
    A network of information technology linkages inside an organization that connects all its members
  50. Downsizing
    The process by which organizations lay off managers and workers to reduce costs
  51. Empowerment
    The process of giving employees throughout an organization the authority to make important decisions and to be responsible for their outcomes
  52. Contingent workers
    People employed for temporary periods by an organization and who receive no benefits
  53. Outsourcing
    The process of employing people, groups, or a specialist organization to perform a specific type of work activity or function that was previously performed inside an organization
  54. Freelancers
    People who contract with an organization to perform specific services

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