Chapters 1-5
Two chief proponents of scientific management were ________ and the team of Frank and Lillian Gilbreth.
Frederick W. Taylor
(Ch. 2 Text)
According to lecture, globalization has allowed more ___________to rise.
Multinational companies (MNCs)
(Ch. 6 Lecture)
In lecture, ___________ performance appraisals were described as being based on manager’s perceptions of an employee’s traits and behaviors.
Subjective
(Ch. 12 Lecture)
_______________ and development teams are created to develop new products.
Research
(Ch. 15 Text)
According to lecture, ______are responsible for overseeing line workers.
Supervisors
(Ch. 1 Lecture)
To be ______means to achieve results, to make the right decisions, and to successfully carry them out so they achieve the organization's goals.
Effective
(Ch. 1 Text)
As shared during lecture, when conducting a SWOT analysis, one should ask “What is the company good at?” when looking for ___________.
Strengths
(Ch. 8 Lecture)
________________ motivated behavior is behavior that is performed for its own sake; the source of motivation is actually performing the behavior, and motivation comes from doing the work itself.
Intrinsically
(Ch. 13 Text)
The set of methods or techniques for acquiring, organizing, storing, manipulating, and transmitting information is information ____________.
Technology
(Ch. 18 Text)
______ is the degree to which a job gives an employee the freedom and discretion needed to schedule different tasks and decide how to carry them out.
Autonomy
(Ch. 10)
____________is the notion that corporations are expected to go above and beyond following the law and making a profit to be a good corporate citizen and benefit interests of society.
Corporate social responsibility (CSR)
(Ch.4 Text)
_________ is a group problem-solving technique in which managers meet face-to-face to generate and debate a wide variety of alternatives from which to make a decision.
Brainstorming
(Ch. 7 Text)
The process of comparing one company's performance on specific dimensions with the performance of other high-performing organizations is called__________________.
Benchmarking
(Ch. 11 Text)
Organizational ___________ are the activities that managers (and other members of an organization) engage in to increase their power and to use power effectively to achieve their goals and overcome resistance or opposition.
Politics
(Ch. 17 text)
As defined in lecture, change that is designed and implemented in an orderly and timely fashion is referred to as ______ change.
Planned
(Ch. 11 Lecture)
According to lecture, __________is the feelings one has about his or her job and it is what will determine their drive, success, and even desire to remain employed with the organization.
Job satisfaction
(Ch. 3 Lecture)
_QM
Total
(Ch. 9 Text)
___________ theory is a theory of motivation that concentrates on people’s perceptions of the fairness of their work outcomes relative to, or in proportion to, their work inputs.
Equity
(Ch. 13 Text)
Based upon the lecture, the essence of a team is _______________.
Common Commitment
(Ch. 15 Lecture)
Frequently updated information that reflects current conditions is known as _________ information.
Real-time
(Ch. 17 Text)
According to lecture, companies that have _________ workforces are better able to grow, develop, invent, innovate, and push the boundaries.
Diverse
(Ch. 5 Lecture)
A _______ structure is an organizational structure composed of all the departments that an organization requires to produce its goods or services.
Functional
(Ch. 10 Text)
Some research indicates that __________ managers tend to be more humanistic or people-oriented than both Japanese or American managers.
European
(Ch. 14 Text)
In a_________, group members communicate with others who are similar to them in experiences, beliefs, areas of expertise, background, office location, or even where they sit when the group meets.
Circle network
(Ch. 16 Text)
Rather than scheduling formal meetings with subordinates, managers employing ________walk around work areas and talk informally with employees about issues and concerns that both employees and manger may have.
Management by wandering around
(Ch. 16 Text)