Mgt Theory,
Past to Present
Past to Present
This theory assumes people dislike work, lack ambition, are irresponsible, and prefer to be led.
Theory X
this view of ethics maintains that policies and rules should be fairly applied to all individuals
Procedural Justice
this type of organization meets the needs of customers and protects the well-being of our natural environment for future generations
Sustainable Organization
the continuation of a course of action, even though it is not working.
Escalating Commitment
these form among persons who work together and share similar ages, such as Millennials and Baby Boomers
Generational Subcultures
the ability to consider multiple perspectives and dimensions when analyzing a problem or situation.
Multidimensional Thinking
an organizational structure that groups together people who work on the same product or process, serve similar customers or are located in the same area or geographical region
Divisional Structures
the ability of people to manage themselves and their relationships effectively
Emotional Intelligence
the systematic attempt to influence how others perceive us
Impression Management
increases job depth by adding work planning and evaluating duties normally performed by the supervisor
Job enrichment
a team whose members come from different functional units; is indispensable to matrix organizations and those that emphasize horizontal integration
Cross-Functional Teams
a type of team where managerial roles and leadership responsibilities are shared by all members while working toward a common goal
Self-Managing Teams
the tendency for people who are singled out, or observed, to perform as expected by those observing
Hawthorne Effect
the belief that ethical behavior is that which delivers the greatest good to the most people.
Utilitarian View
something that an organization does extremely well, is difficult to copy, and gives it an advantage over competitors in the marketplace.
Competitive Advantage
present clear and efficient visualizations of key performance indicators on a real-time basis
Data visualization and executive dashboards
what one sees and hears when walking around in an organization as a visitor, a customer, or an employee. This is opposed to what is "underneath" the waterline, in the iceberg model
Observable Culture
strategies for simplifying decision-making when people are faced with limited time, information, and energy
Heuristics
the number of subordinates directly reporting to a manager
Span of Control
the ability to get things done because of who you know
Social Capital
the spillover of one’s positive or negative moods onto others
Mood Contagion
physiological, safety, and social needs in Maslow’s hierarchy.
Lower-Order Needs
a process that engages group members in open and spontaneous discussion of problems and ideas. Emphasis is on quantity, not quality of ideas
Brainstorming
type of team that is structured to be fast-moving, open to change, and internally connected from top to bottom and side to side
Agile Teams
the name of the area of study of individuals and groups in organizations
Organizational Behavior
are profit, people and planet.
People, Profit and Planet
this broad class of innovations are aimed at improving the way things are done
Process Innovations
examines organizational strengths and weaknesses and environmental opportunities and threats.
SWOT Analysis
a change strategy where you make continual adjustments as changes are implemented
Improvisational Change
a type of decision that occurs when a manager chooses an alternative that gives the absolute best solution to a problem
Optimizing decision
a cooperation agreement with another organization to jointly pursue activities of mutual interest.
Strategic Alliance
the capacity to influence the behavior of other people because of their desire to identify personally with you
Referent Power
describes the discomfort felt when one’s attitude and behavior are inconsistent
Cognitive Dissonance
the desire to do something better or more efficiently, to solve problems, or to master complex tasks.
Need for achievement
is a lack of communication across functions
Functional Chimneys (or Silos) Problem
the capacity of a channel or communication medium to carry information in an effective manner
the tendency for people to behave in ways that confirm others' expectations.
Self-fulfilling Prophecy
the level of moral development, according to Lawrence Kohlberg, which is characterized by being principle-centered
Post-Conventional Level
a type of innovation that occurs when a new product or service becomes so widely used that it largely replaces prior practices and competitors
Disruptive Innovation
problems full of ambiguities and information deficiencies.
Unstructured Problems
someone whose words and actions consistently communicate the core values of the team and organization
Symbolic Leader
the term that means making decisions within the constraints of limited information and alternatives
Bounded Rationality
decentralized design with fewer rules and procedures, open divisions of labor, wide spans of control, and more personal coordination.
Organic Design
leadership based on a commitment to serving others, to helping people use their talents to their full potential while working together for organizations that benefit society.
Servant Leadership
the degree to which someone is able to adjust and modify behavior in response to the immediate situation and to external factors
Self-Monitoring
a person’s belief that she or he is capable of performing a task
Self-efficacy
uses a highly structured meeting agenda to allow everyone to contribute ideas without the interference of evaluative comments by others
Nominal Group Technique
a type of conflict that is constructive and stimulates people toward greater work efforts, cooperation, and creativity
Functional Conflict
this economist established the principles of specialization and division of labor during the Industrial Revolution.
Adam Smith
this view of ethical behavior believes that behavior is ethical if it respects and protects the fundamental rights of all people
Moral rights view
a type of innovation that helps reduce the carbon footprints and environmental impact of organizations, their practices, and products. This is also known as "green" innovations
Sustainable Innovations
choosing the first alternative that appears to provide a satisfactory solution to the problem.
Satisficing Decision
describes managers who actively help to develop, communicate, and enact shared values within an organization
Values-Based Management
a problem-solving methodology that aims to unlock creativity by emphasizing empathy, creativity, and collaboration, through a process of experiencing, ideating, and prototyping
Design Thinking
an organizational form that combines the functional and divisional structures in an attempt to gain the advantages and minimize the disadvantages of each
Matrix Organization
the ability to inspire others and motivate them to seek extraordinary performance accomplishments
Transformational Leadership
occurs when observers attribute another person’s performance problems more to internal failures of the individual than external factors relating to the environment.
Fundamental Attribution Error
states that an already satisfied need can become reactivated when a higher-level need is blocked.
Frustration-Regression Principle
the presence of “free riders” who slack off because responsibility is diffused in teams and others are present to do the work
Social Loafing
process of taking action to help someone say exactly what he or she really means
Active Listening