An identifiable revenue-producing unit.
A sub-group of a particular function or team comprised of members from different parts of the organization.
A function that creates indirect inputs, such as finance and accounting.
An area such as accounting and marketing.
Human, financial, and material resources.
Information, human, and service resources.
Human resources, organizational competitiveness, and organizational goals.
Financial resources, top management, and organizational goals.
Management is human capital, and leadership is directing staff;
Management is getting things done, and leadership is deciding what needs to be done;
Management is getting things done, and leadership is inspiring action taken by others,
Management is a position of authority or power, and leadership is inspiring action taken by others.
Critical characteristics of an organization.
Inspiration for valuable principles of management.
Guidelines for daily action of managers.
Answers to making the right choices in management decisions.
Knowledge to help in the development and implementation of strategies.
Definitions to help in the development and implementation of good strategies.
Processes to help the organization in the development of strategies.
The purpose of developing strategies in an organization.
Leadership, management and communication.
leadership, management and strategy.
Leadership, psychology, and management.
Management, psychology and strategy.
Strategic, tactical, and operational,
Strategic, organizational design, and job design.
Job design, job enrichment, and teamwork.
Strategic, organizational design, and operational.
Forecast future conditions
Allocating human resources
The structure of an organization.
The strategies of an organization.
The environment of an organization.
The various roles in an organization.
Goals and objectives and specifies ways to achieve them.
A mission statement of the organization and specifies ways to develop the goals and objectives for the strategies.
A strategic plan.
A tactical plan and specifies ways to achieve the goals.
Specific action steps that support the strategic plan.
Specific action steps to develop the strategic plan.
Specific action steps to implement the strategic plan.
The organization’s mission and objectives for the strategic plan.
Economic conditions, employees capabilities, and stakeholders.
Economic conditions, competitors, and customers.
Competitors, and economic and financial capabilities.
Stakeholders, community conditions and customers.
Control in behavior of the employees.
Control the accomplishment of organizational goals.
Control the accomplishment of departmental objects.
Control the actions of employees to ensure success.
Since planning provides the necessary performance standards or objectives.
Since understanding the mission of the organization requires strategic plan.
Since control techniques are budget and performance audits.
Since managers must show compliance with company policies.
In the job design.
In the chain of command.
In the operational plan.
In the tactical plan.
A collection of people is not a team
Complementary skills are found in a group but not a team
The aim and purpose of a group is to perform in the workplace
Groups are defined by their relatively small size.
The compatibility between individual and group performance
Incentives need to be aligned between individuals and groups
Match organizational goals with group goals
Ensure a reward structure for individual and group performance
To work on agendas in the context of a group
To accomplish bigger goals than any that would be possible for the individual working alone
To increase mutual cooperation between competing factions
Gather together a group of individuals and mold them into an effective team
Goals and objectives
Goals and incentives
Objectives and strategy
Incentives and strategy
Cooperating with others to serve the interests of the whole
Contributing to the reputation of an organization
Respecting organizational resources
Going well beyond the required action
Necessary in current principles of behavior in organizations
Examples of organizational citizenship behaviors
In-role performance standards
CSR standards for individual performance
Autonomy in relations to employee personality
Freedom in relative to employee personality
Personality in relation to work behavior
Personality in relation to job design
How highly adaptive to change a person is
How highly motivated a person is to learn a new skill
How highly detailed a person will be
How highly performance oriented a person will be
They tend to have lower accuracy in evaluating the performance of their employees.
They tend to act the way they feel.
They are not able to modify their behavior according to the demands of the situation.
They do not emerge as leaders.
Mission and vision statements
Policy and procedure manuals
Need for change
Bias in perception
Managers have a tendency to compare and contrast objects and people to each other.
Managers are prone to errors and biases when perceiving themselves.
Managers rely on their visual perception to form their opinions about people and objects around them.
Bias in visual perception tends to interfere with the management process.
Self-fulfilling prophecy false consensus error
False consensus error
Will shape the behavior of the person we are interacting with
Will lead to undue success or failure
May lead to wrong inferences about objects in our environment
Will lead to generalizations
Perception and bias
Self-perception and self efficacy
Job satisfaction and job commitment
Job satisfaction and self esteem
Characteristics of the job
How employees are treated
Relationships employees form with colleagues and managers
Procedural, distributive and interactional
Psychological, reactional, motivational
Procedural, psychological, and motivational
Interactional, distributive, and psychological
Who conducts the survey
Credibility of the questions
Credibility of management
Who is given the survey
Human resources representative
Quality and quantity of work performed by the employee
Accuracy and speed with which the job is performed
Effectiveness of the person on the job
Duties and responsibilities of the employee
The number of defects found in the employee’s output
The number of customer complaints or compliments received about the person’s work
The reasoning ability of the employee in making decisions
The quality of the work performed by the employee
Verbal, reasoning, and analytical skills
Reasoning, reading, and writing skills
Communication and comprehension skills
Intelligence and psychological
Qualified to perform the job
Trust the people around us
Attached to our peers
Treated fairly by management
High quality relationship
Unpredictable absence effects a manager’s ability to lead a firm
Companies must struggle to find replacement workers at the last minute
Companies must ask other employees to work overtime to cover an absent worker
Absenteeism affects the budget of a firm or department
More flexibility in work hours
More training programs to improve time management
Getting rid of sick leave altogether
Have a singe paid time off policy
Negatively related to frequency and duration of absenteeism
Not a demographic criterion that predicts absenteeism
Positively related to frequency and duration of absenteeism
A stereotype for explaining absenteeism
Making good decision
Having effective leadership
Unity of command
Unity of direction
Subordination of individual interest
Management and employee
Team of managers
Policies and the environment
Materials and environment
Environment, materials and policies
Principles of management
Productivity of management
Time studies approach
Standardization of work
Standardization of work
Time and motion studies
How much weight a worker can lift
How heavy a shovel should be type of worker to do in the type of job
Times studies on each worker
Type of worker to do the type of job
Productivity through people
Simple form, lean staff
Complete predetermined goals effectively
Stick to the knitting
Developing a level of complexity and ambiguity
Bias for action
Stick to the knitting
Hands on value driven
A way to structure ideas
A way to structure the work of distributed teams
A way to develop teams
A way to develop new projects
Imitates corporations to improve employee morale in organizations
Is focused on specific political or social issues
Performs activities outside the workplace
Hire outsource employees
Contract out projects
Contract out tasks like lobbying and fundraising
Building relationships between managers and employees
Improving policies on sick leave and other benefits
Bringing limitless arrangements of individuals inspired by opportunities or tasks
Building diversity among the workforce
Everyone else does
It allows consumers to chime in about their passions
Their employees insist the organizations have a presence on Facebook
Their regular marketing needs are not met
Allow employees to build relationships
Create secure sites for employees to collaborate on projects
Improve algorithms that match movie lovers to titles they enjoy
Match individual employees to customers
Hire inventors from outside the company
Offer rewards for the best ideas in improving efficiency
Systematic problem solving
Learning from past experiences
Learning from past experiences
Learning from others
They’re called upon to do mathematical models of networks
They’re called upon to figure out warehousing
They’re called upon to deliver products to other countries
They’re no longer called knuckle-dragging box pushers
Science, communication, engineering
Statistics, risk management and modeling
Transportation planning, green energy, and global supply
Math, science and engineering
The cost of phones is low
Increasing sophistication of phones
We can send text instead of voice
People are more connected and able to share more information
Is written by 60 citizen reporters
Is written by 60000 citizen reporters
Is written by 600 citizen reporters
Is written by 6 citizen reporters
Language issues and different cultural norms
Different work skills according to cultural norms
Global strategic communication
Included 170 researches working together
Collected attributes from over 17,000 managers
Collected data in 62 societal cultures
Proposed and validated a theory of relationship between culture and government
Are less rule-orientated
Tolerate a variety of opinions
Are open to change and taking risks
Want strict rules, laws and policies
Prefer harmony in relationships
Wanted to be rewarded for the best ideas
Are encouraged to compete among themselves
Take risks more often
Cooperative interaction across power levels
Opportunity for everyone
Unequal power distribution and greater stratification
Emphasize individual achievement
Reward groups rather than individuals
Tolerate diversity of ideas
Encourage hierarchical decision-making
High on power distance dimensions
Low on power distance dimensions
High on institutional collectivism
Low on institutional collectivism
To create and advance technology
Perform better than those without them
Employ a smarter workforce