ORGANIZATIONAL PERFORMANCE
A measure of how efficiently and effectively a manager uses resources to satisfy customers and achieve organizational goals.
Organization
Collection of people who work together to coordinate their actions to achieve goals or desired future outcomes.
Management
The planning, organizing leading & controlling of human & other resources to achieve goals effectively & efficiently.
EFFECTIVENESS
A measure of the appropriateness of the goals an organization is pursuing and of the degree to which the organization achieves those goals.
EFFICIENCY
A measure of how well or how productively resources are used to achieve a goal.
PLANNING
Identifying and selecting appropriate goals and courses of action; one of the four principal tasks of management.
ORGANIZATIONAL STRUCTURE
A formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals.
ORGANIZING
Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals; one of the four principal tasks of management.
STRATEGY
A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals.
LEADING
Articulating a clear vision and energizing and enabling organizational members so that they understand the part they play in achieving organizational goals; one of the four principal tasks of management.
CONTROLLING
Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance; one of the four principal tasks of management.
CORE COMPETENCY
The specific set of departmental skills, knowledge, and experience that allows one organization to outperform another.
FIRST-LINE MANAGER
A manager who is responsible for the daily supervision of nonmanagerial employees.
PRINCIPLES OF MANAGEMENT
PLANNING, ORGANIZING, LEADING, CONTROLLING
MIDDLE MANAGER
A manager who supervises first-line managers and is responsible for finding the best way to use resources to achieve organizational goals.
TOP MANAGER
A manager who establishes organizational goals, decides how departments should interact, and monitors the performance of middle managers.
TOP-MANAGEMENT TEAM
A group composed of the CEO, the COO, the president, and the heads of the most important departments.
COMPETITIVE ADVANTAGE
The ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than they do.
Building BLOCKS OF COMPETITIVE ADVANTAGE
efficiency, quality, innovation, responsiveness to consumers
TURNAROUND MANAGEMENT
The creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company's resources to allow it to survive and prosper.
PERSONALITY TRAITS
Enduring tendencies to feel, think, and act in certain ways.
EXTRAVERSION
The tendency to experience positive emotions and moods and to feel good about oneself and the rest of the world.
AGREEABLENESS
The tendency to get along well with other people.
CONSCIENTIOUSNESS
The tendency to be careful, scrupulous, and persevering.
OPENNESS TO EXPERIENCE
The tendency to be original, have broad interests, be open to a wide range of stimuli, be daring, and take risks.
NEED FOR ACHIEVEMENT
The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.
NEED FOR AFFILIATION
The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along.
NEED FOR POWER
The extent to which an individual desires to control or influence others.
NORMS
Unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group or organization.
TERMINAL VALUE
A lifelong goal or objective that an individual seeks to achieve.
INSTRUMENTAL VALUE
A mode of conduct that an individual seeks to follow.
ORGANIZATIONAL BEHAVIOR MODIFICATION (OB MOD)
The systematic application of operant conditioning techniques to promote the performance of organizationally functional behaviors and discourage the performance of dysfunctional behaviors.
ORGANIZATIONAL CITIZENSHIP BEHAVIORS (OCBS)
Behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage.
ORGANIZATIONAL COMMITMENT
The collection of feelings and beliefs that managers have about their organization as a whole.
ORGANIZATIONAL CULTURE
The shared set of beliefs, expectations, values, norms, and work routines that influence the ways in which individuals, groups, and teams interact with one another and cooperate to achieve organizational goals.
EMOTIONAL INTELLIGENCE
The ability to understand and manage one's own moods and emotions and the moods and emotions of other people.
AGREEABLENESS
The tendency to get along well with other people.
ATTITUDE
A collection of feelings and beliefs.
ATTRACTION-SELECTION-ATTRITION (ASA) FRAMEWORK
A model that explains how personality may influence organizational culture.
ETHICAL DILEMMA
The quandary people find themselves in when they have to decide if they should act in a way that might help another person or group even though doing so might go against their own self-interest.
ETHICS
The inner-guiding moral principles, values, and beliefs that people use to analyze or interpret a situation and then decide what is the "right" or appropriate way to behave.
STAKEHOLDERS
The people and groups that supply a company with its productive resources and so have a claim on and stake in the company.
DIVERSITY
Differences among people in age, gender, race, ethnicity, religion, sexual orientation, socioeconomic background, and capabilities/ disabilities.
UTILITARIAN RULE
An ethical decision is a decision that produces the greatest good for the greatest number of people.
MORAL RIGHTS RULE
An ethical decision is one that best maintains and protects the fundamental or inalienable rights and privileges of the people affected by it.
JUSTICE RULE
An ethical decision is a decision that distributes benefits and harms among people and groups in a fair, equitable, or impartial way.
GLASS CEILING
A metaphor alluding to the invisible barriers that prevent minorities and women from being promoted to top corporate positions
QUID PRO QUO SEXUAL HARASSMENT
Asking for or forcing an employee to perform sexual favors in exchange for receiving some reward or avoiding negative consequences.
HOSTILE WORK ENVIRONMENT SEXUAL HARASSMENT
Telling lewd jokes, displaying pornography, making sexually oriented remarks about someone's personal appearance, and other sex-related actions that make the work environment unpleasant.
ORGANIZATIONAL PERFORMANCE
A measure of how efficiently and effectively a manager uses resources to satisfy customers and achieve organizational goals.
Organization
Collection of people who work together to coordinate their actions to achieve goals or desired future outcomes.
Management
The planning, organizing leading & controlling of human & other resources to achieve goals effectively & efficiently.
EFFECTIVENESS
A measure of the appropriateness of the goals an organization is pursuing and of the degree to which the organization achieves those goals.
EFFICIENCY
A measure of how well or how productively resources are used to achieve a goal.
PLANNING
Identifying and selecting appropriate goals and courses of action; one of the four principal tasks of management.
ORGANIZATIONAL STRUCTURE
A formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals.
ORGANIZING
Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals; one of the four principal tasks of management.
STRATEGY
A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals.
LEADING
Articulating a clear vision and energizing and enabling organizational members so that they understand the part they play in achieving organizational goals; one of the four principal tasks of management.
CONTROLLING
Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance; one of the four principal tasks of management.
CORE COMPETENCY
The specific set of departmental skills, knowledge, and experience that allows one organization to outperform another.
FIRST-LINE MANAGER
A manager who is responsible for the daily supervision of nonmanagerial employees.
PRINCIPLES OF MANAGEMENT
PLANNING, ORGANIZING, LEADING, CONTROLLING
MIDDLE MANAGER
A manager who supervises first-line managers and is responsible for finding the best way to use resources to achieve organizational goals.
TOP MANAGER
A manager who establishes organizational goals, decides how departments should interact, and monitors the performance of middle managers.
TOP-MANAGEMENT TEAM
A group composed of the CEO, the COO, the president, and the heads of the most important departments.
COMPETITIVE ADVANTAGE
The ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than they do.
Building BLOCKS OF COMPETITIVE ADVANTAGE
efficiency, quality, innovation, responsiveness to consumers
TURNAROUND MANAGEMENT
The creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company's resources to allow it to survive and prosper.
PERSONALITY TRAITS
Enduring tendencies to feel, think, and act in certain ways.
EXTRAVERSION
The tendency to experience positive emotions and moods and to feel good about oneself and the rest of the world.
AGREEABLENESS
The tendency to get along well with other people.
CONSCIENTIOUSNESS
The tendency to be careful, scrupulous, and persevering.
OPENNESS TO EXPERIENCE
The tendency to be original, have broad interests, be open to a wide range of stimuli, be daring, and take risks.
NEED FOR ACHIEVEMENT
The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.
NEED FOR AFFILIATION
The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along.
NEED FOR POWER
The extent to which an individual desires to control or influence others.
NORMS
Unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group or organization.
TERMINAL VALUE
A lifelong goal or objective that an individual seeks to achieve.
INSTRUMENTAL VALUE
A mode of conduct that an individual seeks to follow.
ORGANIZATIONAL BEHAVIOR MODIFICATION (OB MOD)
The systematic application of operant conditioning techniques to promote the performance of organizationally functional behaviors and discourage the performance of dysfunctional behaviors.
ORGANIZATIONAL CITIZENSHIP BEHAVIORS (OCBS)
Behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage.
ORGANIZATIONAL COMMITMENT
The collection of feelings and beliefs that managers have about their organization as a whole.
ORGANIZATIONAL CULTURE
The shared set of beliefs, expectations, values, norms, and work routines that influence the ways in which individuals, groups, and teams interact with one another and cooperate to achieve organizational goals.
EMOTIONAL INTELLIGENCE
The ability to understand and manage one's own moods and emotions and the moods and emotions of other people.
AGREEABLENESS
The tendency to get along well with other people.
ATTITUDE
A collection of feelings and beliefs.
ATTRACTION-SELECTION-ATTRITION (ASA) FRAMEWORK
A model that explains how personality may influence organizational culture.
ETHICAL DILEMMA
The quandary people find themselves in when they have to decide if they should act in a way that might help another person or group even though doing so might go against their own self-interest.
ETHICS
The inner-guiding moral principles, values, and beliefs that people use to analyze or interpret a situation and then decide what is the "right" or appropriate way to behave.
STAKEHOLDERS
The people and groups that supply a company with its productive resources and so have a claim on and stake in the company.
DIVERSITY
Differences among people in age, gender, race, ethnicity, religion, sexual orientation, socioeconomic background, and capabilities/ disabilities.
UTILITARIAN RULE
An ethical decision is a decision that produces the greatest good for the greatest number of people.
MORAL RIGHTS RULE
An ethical decision is one that best maintains and protects the fundamental or inalienable rights and privileges of the people affected by it.
JUSTICE RULE
An ethical decision is a decision that distributes benefits and harms among people and groups in a fair, equitable, or impartial way.
GLASS CEILING
A metaphor alluding to the invisible barriers that prevent minorities and women from being promoted to top corporate positions
QUID PRO QUO SEXUAL HARASSMENT
Asking for or forcing an employee to perform sexual favors in exchange for receiving some reward or avoiding negative consequences.
HOSTILE WORK ENVIRONMENT SEXUAL HARASSMENT
Telling lewd jokes, displaying pornography, making sexually oriented remarks about someone's personal appearance, and other sex-related actions that make the work environment unpleasant.