1 organization A group of people working together in structured and

coordinated fashion to achieve a set of goals.

2 management A set of activities (including planning and decision-making, organizing,
leading, and controlling) directed at an organization's resources
(human, financial, physical, and information) with the aim of
achieving organizational goals in an efficient and effective manner
3 efficient Using resources wisely, and in a cost-effective way
4 effective Making the right decisions, and successfully implementing them
5 manager Someone whose primary responsibility is to carry out the
management process
6 planning Setting an organization's goals, and deciding how best to achieve
them
7 decision-making Part of the planning process that involves selecting a course of action
from a set of alternatives
8 organizing Determining how activities and resources are to be grouped
9 leading The set of processes used to get members of the organization to work
together to further the interests of the organization
10 controlling Monitoring organizational progress toward goal attainment
11 areas of management Managers can be differentiated into marketing, financial, operations,
human resource administration, and other areas
12 interpersonal roles The roles of figurehead, leader, and liaison, which involve dealing
with other people – vai trò giữa các cá nhân
13 informational roles The roles of monitor, disseminator, and spokesperson, which involve
the processing of information
14 decisional roles The roles of entrepreneur, disturbance handler, resource allocator,
and negotiator, which relate primarily to making decisions
15 technical skills The skills necessary to accomplish or understand the specific kind of
work being done in an organization
16 interpersonal skills The ability to communicate with, understand, and motivate both
individuals and groups
17 conceptual skills The manager's ability to think in the abstract
18 diagnostic skills – kĩ The manager's ability to visualize the most appropriate response to a
năng chẩn đoán situation
19 communication skills The manager's abilities both to effectively convey ideas and
information to others, and to effectively receive ideas and
information from others
20 decision-making skills The manager's ability to correctly recognize and define problems and
opportunities, and to then select an appropriate course of action to
solve problems and capitalize on opportunities
21 time-management The manager's ability to prioritize (ưu tiên) work, to work efficiently,
skills and to delegate appropriately
22 The science and art of Many management problems and issues can be approached in
management ways that are rational, logical, objective, and systematic.
Managers can gather data, facts, and objective information.
They must also frequently make decisions and solve problems
 on the basis of intuition, experience, instinct, and personal
insights
23 levels of management The differentiation of managers into three basic categories: top,
middle, and first-line

Chap 2
1 External Environment Everything outside an organization's boundaries that might affect it
General Environment The set of broad dimensions and forces in an organization's
surroundings that determines its overall context
Task Environment Specific organizations or groups that affect the organization
Internal Environment The conditions and forces within an organization
Economic Dimension – General Environment; The overall health and vitality of the economic
phạm vi kinh tế system in which the organization operates
Technical Dimension General Environment; The methods available for converting resources
into products or services
Political-Legal General Environment; The government regulation of business and the
Dimension relationship between business and government
Competitor Task Environment; An organization that competes with other
organizations for resources
Customer Task Environment; Whoever pays money to acquire an organization's
products or services
Supplier Task Environment; An organization that provides resources for other
organizations
Regulator – người Task Environment; A body that has the potential to control, legislate,
quản lí or otherwise influence the organization's policies and practices
Regulatory Agency Task Environment; An agency created by the government to regulate
business activities
Interest Group Task Environment; A group organized by its members to attempt to
influence organizations
Strategic Partner Task Environment; An organization working together with one or more
other organizations in a joint venture or similar arrangement
Owner Internal Environment; whoever can claim property rights to an
organization
Board of Directors Internal Environment; Governing body that is elected by a
corporation's stockholders and charged with overseeing the general
management of the firm to ensure that it is being run in a way that
best serves the stockholders' interests
2 Ethics An individual's personal beliefs about whether a behavior, action, or
decision is right or wrong
Ethical Behavior Behavior that conforms to general accepted social norms
Unethical Behavior Behavior that does not conform to generally accepted social norms
Managerial Ethics Standards of behavior that guide individual managers in their work
Code of Ethics A formal, written statement of the values and ethics standards hat
guide a firm's actions
Sarbanes-Oxley Act of A law the requires CEOs and CFOs to vouch personally for the
2002 truthfulness and fairness of their firms' financial disclosures and
 imposes tough new measures to deter and punish corporate and
accounting fraud and corruption – bộ luật nhằm xác nhận tính trung
thực và công bằng, ngăn chặn gian lận kế toán và tham nhũng trong
khai báo tài chính.
Social Responsibility The set of obligations (nghĩa vụ) that an organization has to protect
and enhance the societal context in which it functions
For:
(1) Business creates problems and should therefore help solve them
(2) Corporations (tập đoàn) are citizens in our society
(3) Business often has the resources necessary to solve problems
(4) Business is a partner in our society, along with the government
and the general population
Against:
(1) Purpose of business in U.S. is to generate profit for owners
(2) Involvement in social programs gives business too much power
(3) Potential for conflicts of interest
(4) Business lacks the expertise to manage social programs
Legal Compliance – The extent to which an organization complies with local, state,
tuân thủ pháp luật federal, and international laws
Ethical Compliance The extent to which an organization and its members follow basic
ethical standards of behavior
Philanthropic Giving – Awarding funds or gifts to charities or other worthy causes
từ thiện
Whistleblowing – tổ The disclosure, by an employee, of illegal or unethical conduct on the
cáo, khiếu nại part of others within the organization
3 Exporting Making a product in the firm's domestic marketplace and selling it in
another country
Advantages: small cash outlay, little risk, no adaptation necessary
Disadvantages: tariffs and taxes, high transportation costs, and
government restrictions
Importing Bring a good, service, or capital into the home country from abroad
Advantages: small cash outlay, little risk, no adaptation necessary
Disadvantages: tariffs and taxes, high transportation costs, and
government restrictions
Licensing An arrangement whereby one company allows another company to
use its brand name, trademark, technology, patent, copyright, or
other assets in exchange for a royalty based on sales
Advantages: increased profitability and extended profitability
Disadvantages: inflexibility and competition
Strategic Alliance – liên A cooperative arrangement between two or more firm for mutual
minh chiến lược gain
Mutual = đôi bên cùng có lợi
Joint Venture – liên A special type of strategic alliance in which the partners share in the
doanh ownership of an operation on an equity basis = chia sẻ quyền sở
hữu một hoạt động trên cơ sở vốn chủ sở hữu
 Direct Investment When a firm builds or purchases operating facilities or subsidiaries
(công ty con) in a different country from the one where it has the
headquarters
Maquiladoras Light assembly plants (Các nhà máy lắp ráp nhẹ) that are built in
northern Mexico close to the U.S. border and are given special tax
breaks by the Mexican government
The Cultural The values, symbols, beliefs, and language that guide behavior
Environment
Tariff – thuế quan A tax collected on goods shipped across national boundaries
Quota – hạn ngạch A limit on the number or value of goods that can be traded
Export restrain Accords reached by governments in which countries voluntarily limit
agreements - Các hiệp the volume or value of goods they export to or import from one
định hạn chế xuất another
khẩu
“Buy national” Gives preference to domestic producers through consent or price
legislation restrictions
Economic Community A set of countries that agree to markedly reduce or eliminate trade
barriers among member nations (a formalized market system)
European Union (EU) – The first and most important international market system
liên minh châu âu
North American Free An agreement between the U.S., Canada, and Mexico to promote
Trade Agreement trade with one another
(NAFTA) -
General Agreement on A trade agreement intended to promote international trade by
Tariffs and Trade reducing trade barriers and making it easier for all nations to
(GATT) - Hiệp định compete in international markets
chung về thuế quan và
thương mại
World Trade An organization, which currently includes 140 member nations and 32
Organization (WTO) observer countries, that requires members to open their markets to
international trade to follow WTO rules
Organizational Culture The set of values, beliefs, behaviors, customs, and attitudes that
helps the organization's members understand what it stands for, how
it does things, and what it considers important

Chap 3

1 mission a statement of an organizations fundamental purpose

strategic goal a goal set by and for top management
Focus on broad, general issues
tactical goal – mục tiêu a goal set by and for middle managers
chiến thuật Focus on how to operationalize actions necessary to achieve the
strategic goals
operational goal a goal set by and for lower level managers of the organization
Concerned with shorter-term issues associated with the tactical goals
 Strategic plan General plans outlining decisions about the resource allocation,
priorities, and action steps necessary to reach strategic goals
Tactical Plans Plans aimed at achieving tactical goals and developed to implement
specific parts of a strategic plan
Operational plan a plan that focuses on carrying out the tactical plans to achieve
operational goals
Developed by middle- and lower-level managers, have a short-term
focus, and are relatively narrow in scope
strategy a comprehensive plan for accomplishing an organizations’ goals
strategic management - a comprehensive and ongoing management process aimed at
formulating and implementing effective strategies
- a way of approaching business opportunities and challenges
effective strategy a strategy that promotes a superior alignment (sự liên kết) between
the organization and its environment and the achievement of
strategic goals

distinctive competence an organizational strength possessed by only a small number of

competing firms
scope when applied to strategy, it specifies the range of markets in which
an organization will compete
resource deployment how an organization distributes its resources across the areas in
triển khai tài nguyên which it competes
business-level strategy the set of strategic alternatives from which an organization chooses as
it conducts business in a particular industry or market – tiến hành
kinh doanh
corporate-level strategy the set of strategic alternatives from which an organization chooses as
- chiến lược cấp công it manages its operations simultaneously across several industries
ty and markets – tiến hành quản lí hoạt động
strategic formulation - the set of processes involved in creating or determining the strategies
xây dựng chiến lược of the organization; it focuses on the content of strategies
strategy the methods which strategies are operationalized or executed with in
implementation – thực an organization; focuses on the process which strategies are achieved
thi chiến lược
2 SWOT an acronym (từ viết tắt) that stands for strengths weaknesses
opportunities and threats
organizational strength a skill or capability that enables an organization to conceive of and
implement its strategies
organizational a skill or capability that does not enable an organization to choose
weakness and implement strategies that support its mission
organizational an area in the environment that if exploited, may generate higher
opportunity performance
organizational threat an area that increases the difficulty of an organization performing at
a high level
differentiation strategy a strategy in which an organization seeks to distinguish (phân biệt)
itself from competitors though the qualify of its products
Overall cost leadership A strategy in which an organization attempts to gain a competitive
strategy advantage by reducing its costs below the costs of competing firms
 Focus strategy A strategy in which an organization concentrates on a specific
regional market, product line, or group of buyers
product life cycle a model that portrays how sales volume for products changes
over the life of the products; INTRODUCTION, GROWTH,
MATURITY AND DECLINE
Diversification The number of different businesses that an organization is engaged in
and the extent to which these businesses are related to one another.
Số lượng các doanh nghiệp khác nhau mà một tổ chức tham gia và
mức độ liên quan của các doanh nghiệp này với nhau
Single-product strategy A strategy in which an organization manufactures just one product or
service and sells it in a single geographic market.
Related diversification A strategy in which an organization operates in several businesses that
are somehow linked with one another.
Unrelated A strategy in which an organization operates multiple businesses that
diversification are not logically associated (liên kết) with one another.
3 Portfolio management Methods that diversified organizations use to determine which
techniques - Kỹ thuật businesses to engage in and how to manage these businesses to
quản lý danh mục đầu maximize corporate performance
tư
BCG matrix – A framework for evaluating businesses relative to the growth rate of
their market and the organization’s share of the market
– Classifies (phân loại) the types of businesses in which a diversified
organization can engage:
• Dogs
– Businesses that have a very small share of a market that is not
expected to grow
• Cash cows
– Businesses that have a large share of a market that is not expected
to grow substantially
• Question marks
– Businesses that have only a small share of a fast-growing market
• Stars
– Businesses that have the largest share of a rapidly growing market
GE Business Screen A method of evaluating businesses along two dimensions:
(1) industry attractiveness
(2) competitive position.
In general, the more attractive the industry and the more competitive
the position, the more an organization should invest in a business -
ngành càng hấp dẫn và vị trí càng cạnh tranh thì tổ chức càng nên
đầu tư vào kinh doanh.
Chap 4

1 decision making the act of choosing one alternative from among a set of alternatives
decision- making recognizing and defining the nature of a decision situation,
process identifying alternatives, choosing the best alternative, and putting it
into practice and following up on it.
programmed decision a decision that is relatively structured or recurs with some frequency
nonprogrammed a decision that is relatively unstructured and occurs much less often
decision than a programmed decision
state of certainty a condition in which the decision maker knows with reasonable
certainty what the alternatives are and what conditions are associated
with each alternative
state of risk a condition in which the availability of each alternative and its
potential payoffs and costs are all associated with probability
estimates: ước tính xác suất
state of uncertainty a condition in which the decision maker doesn't know all the
alternatives, the risks associated with each, or the likely
consequences of each alt
2 classical decision model a prescriptive approach to decision making that tells managers how
they should make decisions; assumes that managers are logical and
rational and that their decisions will be for the best interest of the org
steps in rational 1. recognize and define the decision situation,
decision making 2. identify appropriate alternatives,
3. evaluate each alternative in terms of feasibility, satisfactoriness and
consequence,
4. choose the best alt,
5. implement the chosen alt,
5. follow up and evaluate the results
Evidence-based – A commitment to finding and using the best theory and data
management (EBM) available at the time to make decisions
– Rational perspectives on decision making have recently been
reformulated under the concept of EBM.
Five Principles of 1. Face the hard facts and build a culture in which people are
Evidence-Based encouraged to tell the truth, even if it’s unpleasant.
Management 2. Be committed to “fact-based” decision making—which means
being committed to getting the best evidence and using it to guide
actions.
3. Treat your organization as an unfinished prototype— encourage
experimentation and learning by doing.
4. Look for the risks and drawbacks in what people recommend.
5. Avoid basing decisions on untested but strongly held beliefs, what
you have done in the past, or uncritical “benchmarking” of what
winners do.
3 administrative model Herbert Simon's model: a decision-making model that argues that
decision makers use
1: incomplete and imperfect info,
 2: are constrained by bounded rationality
3: tend to "satisfice" when making decisions
bounded rationality a concept suggesting that decision makers are limited by their values
and unconscious reflexes, skills and habits.
satisficing the tendency to search for alternatives only until one is found that
meets some minimum standard of sufficiency
Coalition – liên minh an informal alliance of individuals or groups formed to achieve a
common goal
Managers must recognize when to use coalitions, how to assess
whether coalitions are acting in the organization’s best interests, and
how to constrain their dysfunctional effects.
Intuition An innate belief about something without conscious consideration
escalation of a decision makers staying with a decision even when it appears to be
commitment wrong
risk propensity the extend to which a decision maker is willing to gamble when
making a decision
interacting group decision making group which members openly discuss, argue agree
upon best alternatives
Delphi group a form of group decision making in which a group is used to arrive at
a consensus (sự đồng thuận) of expert opinion
nominal group a structured technique used to generate creative and innovative
alternatives or ideas
groupthink a situation that occurs when a group or team desire for consensus and
cohesiveness overwhelms its desire to reach best possible decision

Chap 6

1 job specialization the degree to which the overall task of the org is broken down and
chuyên môn hóa divided into smaller component parts
job rotation an alternative to job specialization that involves systematically
moving employees from one job to another
JOB ENLARGEMENT an alt to job specialization that attempts to increase the total number
of tasks workers perform
job enrichment increase both the number of tasks a worker does and the control the
worker has over the job
job characteristics an alternative to job specialization that suggests that jobs should be
approach - cách tiếp diagnosed and improved along five dimensions (skill variety, task
cận đặc điểm công việc identity, task significance, autonomy, and feedback)
Skill variety The number of things a person does in a job
Task identity – nhận The extent to which the worker does a complete or identifiable
dạng portion of the total job
Task significance – ý The perceived importance of the task
nghĩa
Autonomy – quyền tự The degree of control the worker has over how the work is performed
chủ
 Feedback The extent to which the worker knows how well the job is being
performed
work team an alternative to job specialization that allows an entire group to
design the work system it will use to perform an interrelated set of
tasks
2 Departmentalization - process of grouping jobs according to some logical arrangement
phòng ban
functional grouping jobs involving the same or similar activities
departmentalization
product grouping activities around products or product groups
departmentalization
Customer Grouping activities to respond to and interact with specific customers
departmentalization or customer groups
Location grouping jobs on their basis of defined geographical sites
departmentalization
chain of command a clear and distinct line of authority among positions in an
organization
Unity of command Suggests that each person within an organization must have a clear
reporting relationship to one and only one boss
Scalar principle Suggests that there must be a clear and unbroken line of authority
that extends from the lowest to the highest position in the
organization
span of management the number of people who report to a particular manage
authority power that has been legitimized by the org
Delegation - ủy quyền process which manager assigns a portion of his work total load to
others
3 decentralization process of systematically delegating power and authority through
out the org to middle and lower level managers
centralization systematically retaining power and authority in hands of higher
management
Coordination – sự phối process of linking the activities of various department of the
hợp organization
The Need for The primary reason for coordination is that departments and work
Coordination groups are interdependent— they depend on one another for
information and resources to perform their respective activities.
pooled when units operate with little interaction; their output is pooled at
interdependence - sự the organizational level
phụ thuộc lẫn nhau
gộp lại
sequential when the output of one unit becomes the input for another in a
interdependence - sự sequence fashion
phụ thuộc lẫn nhau
tuần tự
reciprocal when activities flow both ways between units
interdependence - sự
phụ thuộc lẫn nhau
tương hỗ
4 Bureaucracy – chế độ a model of organization design based on a legitimate and formal
quan liêu system of authority
situational view of based on the assumption that the optimal design for any given org
organization design depends on a set of relevant situational factors: Technology,
Environment, Organizational size and life cycle
technology conversion process used to transform inputs and outputs
Three basic forms of 1. Unit or small-batch technology
technology 2. Large-batch or mass-production technology
3. Continuous-process technology
Unit or small-batch The product is custom-made to customer specifications or produced
technology in small quantities Công nghệ đơn vị hoặc công nghệ hàng loạt nhỏ.
have very little bureaucracy
Large-batch or The product is manufactured in assembly-line fashion by combining
mass-production component parts into another part of finished product. sản xuất theo
technology kiểu dây chuyền lắp ráp.
much more bureaucratic and also have a higher level of specialization.
Continuous-process Raw materials are transformed to a finished product by a series of
technology machine or process transformations. Công nghệ sản xuất hàng loạt.
have very little bureaucracy
Environment • Stable environments that remain constant over time
• Unstable environments subject to uncertainty and rapid change
mechanistic similar to bureaucracy or system 1 model, most frequently found in
organization stable environments
Organic organizations are most often found in unstable and unpredictable environments.
Differentiation Extent to which the organization is broken down into subunits
dimension
Integration dimension Degree to which the various subunits must work together in a
coordinated fashion
Organizational size Total number of full-time or full-time equivalent employees
Organizational life Progression through which organizations evolve as they grow and
cycle mature—birth, youth, midlife, and maturity.
5 Functional design The members and units in the organization are grouped into
functional departments. “U-form”
Conglomerate (H-Form) Used by an organization made up of a set of unrelated businesses
Design
Divisional (M-Form) Based on multiple businesses in related areas operating within a
Design larger organizational framework
Matrix design A set of product groups, or temporary departments, is superimposed
across the functional departments.
The matrix creates a multiple-command structure in which an
employee reports to both a functional supervisor and one or more
project managers.
Chap 7

1 Organization Change Any substantive modification to some part of the organization. =

change
External Forces Come from the organization’s general and task environments; force
the organization to alter the way in which it competes
Internal Forces Cause the organization to change its structure and strategy; some
internal forces are responses to external pressures.
Planned Change Change that is designed and implemented in an orderly and timely
fashion in anticipation of future events
Reactive Change A piecemeal response to circumstances as they develop.
The Lewin Model 1. Unfreeze
2. Implementation
3. Refreeze
Steps in Change -Recognition of the need for change
Process -Establishment of goals for the change
-Diagnosis of relevant variables
-Selection of appropriate change technique
-Planning for implementation of the change
-Actual implementation
-Evaluation and follow up
Understanding -uncertainty
Resistance to Change -threatened self-interests
-different perceptions
-feelings of loss
Overcoming Resistance -participation
to Change -education and communication
-facilitation
-force-field analysis
Areas of Organization organization structure and design,
Change technology and operations,
people
Business Process the radical redesign of all aspects of a business to achieve major gains
Change, or in cost, service, or time
Re-engineering
The Re-engineering -Develop goals and a strategy for re-engineering.
Process -Emphasize too management's commitment time the re-engineering.
-Create a sense of urgency among members of the organization.
-Start with a clean slate; in effect, recreate the organization.
-Optimize top-down and bottom-up perspectives. = tối ưu hóa
organization a planned effort to increase an organization's long-term effectiveness
development
 Organizational Diagnostic activities, Team Building, Survey Feedback, Education,
Development Intergroup Activities, Third-Party Peacemaking, Technostructural
Techniques Activities, Process Consultation, Life and Career Planning, Coaching
and Counseling, Planning and Goal Setting
2 innovation the managed effort of an organization to develop new products or
services or new uses for existing products or services
The Innovation Process development, application, launch, growth, maturity, decline
Radical Innovation a new product, service, or technology that completely replaces an
existing one
incremental innovation a new product, service, or technology that modifies an existing one
technical innovation a change in the appearance or performance of products or services,
or of the physical processes through which a product or service is
manufactured
Managerial innovations a change in the management process in an organization
product innovation a change in the appearance or the performance of a product or a
service or the creation of a new one
process innovation a change in the way a product or service is created, manufactured, or
distributed
Failure to innovate -lack of resources
-failure to recognize opportunities
-resistance to change
Intrapreneur Similar to entrepreneurs except that they develop new businesses in
the context of a large organization
ERP (Enterprise A large-scale information system for integrating and synchronizing the
Resource Planning) many activities in the extended enterprise.
Một hệ thống thông tin quy mô lớn để tích hợp và đồng bộ hóa
nhiều hoạt động trong doanh nghiệp mở rộng.
Common platform for changing business processes

Chap 8

1 Human Resource The set of organizational activities directed at attracting, developing,

Management (HRM) and maintaining an effective workforce
Human Capital Reflects the organization's investment in attracting, retaining, and
motivating an effective workforce
Title VII of the Civil Forbids discrimination on the basis of sex, race, color, religion, or
Rights Act of 1964 national origin in all areas of the employment relationship.
Adverse impact When minority group members meet or pass a selection standard at a
rate less than 80 percent of the pass rate of majority group members
Equal Employment Charged with enforcing Title VII of the Civil Rights Act of 1964
Opportunity
Commission
Age Discrimination in Outlaws discrimination against people older than forty years; passed
Employment Act in 1967, amended in 1978 and 1986
 Pregnancy forbids discrimination against women who are pregnant
Discrimination Act
Affirmative Action Intentionally seeking and hiring qualified employees from racial,
sexual, and ethnic groups that are underrepresented in the
organization
Americans with Forbids discrimination against people with disabilities
Disabilities Act
Civil Rights Act of 1991 Amends the original Civil Rights Act, making it easier to bring
discrimination lawsuits while also limiting punitive damages
Fair Labor Standards Set a minimum wage and requires overtime pay for work in excess of
Act 40 hours per week; passed in 1938 and amended frequently since
then
Equal Pay Act of 1963 Requires that men and women be paid the same amount for doing
the same job
Employee Retirement A law that sets standards for pension plan management and provides
Income Security Act of federal insurance if pension funds go bankrupt
1974 (ERISA)
Family and Medical Requires employers to provide up to 12 weeks of unpaid leave for
Leave Act of 1993 family and medical emergencies
National Labor Passed in 1935 to set up procedures for employees to vote on
Relations Act whether to have a union; also knowns as the Wagner Act
National Labor Established by the Wagner Act to enforce its provisions
Relations Board (NLRB)
Labor-Management Passed in 1947 to limit union power; also known as the Taft-Karley
Relations Act Act
Occupation Safety and Directly mandates the provision of safe working conditions
Health Act of 1970 Trực tiếp ủy thác việc cung cấp các điều kiện làm việc an toàn
(OSHA)
2 Job Analysis A systematized procedure for collecting and recording information
about jobs within an organization
Job Description a listing of the job's duties; its working conditions; and the tools,
materials, and equipment used to perform the job.
Replacement Chart Lists each important managerial position in the organization, who
occupies it, how long he or she will probably remain in the position,
and who is or will be a qualified replacement
Employee Information Contains information on each employee's education, skills,
System (Skills experience, and career aspirations; usually computerized
Inventory)
Recruiting The process of attracting individuals to apply for jobs that are open
Internal Recruiting Considering current employees as applicants for higher-level jobs in
the organization
External Recruiting Getting People from outside the organization to apply for jobs
Realistic Job Preview Provides the applicant with a real picture of what it would be life to
(RJP) perform the job that the organization is trying to fill
Validation Determine the extent to which a selection device is really predictive of
future job performance
 Training Teaching operational or technical employees how to do the job for
which they were hired
Development Teaching managers and professionals the skills needed for both
present and future jobs
Assessing Training Determining training needs is the first step in developing a training
Needs plan.
Performance appraisal A formal assessment of how well an employee is doing his or her job
Rating Method Compares each employee with a fixed standard. Uses graphic rating
scales of job performance dimensions to be rated on a standard scale.
Behaviorally A sophisticated rating method in which supervisors construct a rating
Anchored Rating scale associated with behavioral anchors
Scale (BARS)
360 Degree Feedback A performance appraisal system in which managers are evaluated by
everyone around them- their boss, their peers, and their subordinates
Compensation The financial remuneration given by the organization to its employees
in exchange for their work (Wages, Salary, Incentives)
Benefits Things of value other than compensation that an organization
provides its workers
Diversity A characteristic of a group or organization whose members differ from
one another along one or more important dimensions, such as age,
gender, or ethnicity
Diversity and Training that is specifically designed to better enable members of an
multicultural training organization to function in a diverse and multicultural workforce
Labor Relations The process of dealing with employees who are represented by a
union
Collective bargaining The process of agreeing on a satisfactory labor contract between
management and a union
Grievance procedure The means by which a labor contract is enforced

Chap 10
Motivation The set of forces that case people to behave in certain ways
Content Perspectives Approach to motivation that tries to answer the question "What
factors motivate people?"
Maslow's Hierarchy of Suggests that people must satisfy five groups of needs in order -
Needs psychological (food, base salary), security (stability, pension plans),
belongingness (friendship, friends at work), esteem (status, job title),
and self-actualization (achievement, challenging job)
Two-Factor Theory of Suggests that people's satisfaction and dissatisfaction are influenced
Motivation by two independent sets of factors- motivation factors (achievement,
recognition, the work itself, responsibility, advancement and growth)
and hygiene factors (supervisors, working conditions, interpersonal
relations, pay and security, and company policies and administration)
Need for achievement The desire to accomplish a goal or task more effectively than in the
past
Need for affiliation The desire for human companionship and acceptance
Need for power The desire to be influential in a group and to control one’s
environment
Process Perspectives Approaches to motivation that cos on why people choose certain
behavioral options to satisfy their needs and how they evaluate their
satisfaction after they have attained those goals
The Expectancy Theory Suggests that motivation depends on two things - how much we want
something and how likely we think we are to get it. According to the
model, a manager must understand what employees want (pay,
promotions, or status) to begin to motivate them
Effort-to-Performance The individual's perception of the probability that effort will lead to
Expectancy high performance
Performance-to-Outco The individual's perception that performance will lead to a specific
me Expectancy outcome
Valence An index of how much an individual values a particular outcome; the
attractiveness of the outcome to the individual
The Porter-Lawler Suggests that if performance results in equitable rewards, people will
Extension of be more satisfied. Thus performance can lead to satisfaction.
Expectancy Theory Managers must therefore be sure that any system of motivation
includes rewards that are fair, or equitable, for all
Equity Theory Contends that people are motivated to see social equity in the
rewards they receive for performance
The Expand Theory suggest that goal difficulty, specificity, acceptance, and
Goal-Setting commitment combine to determine an individual's goal-directed
Theory of effort. This effort, when complemented by appropriate
Motivation organizational support and individual abilities and traits, results
in performance. Finally, performance is seen as leading to
intrinsic and extrinsic rewards that, in turn, result in employee
satisfaction
Reinforcement Theory Approach to motivation that argues that behavior that results in
rewarding consequences is likely to be repeated, whereas behavior
that results in punishing consequences is less likely to be repeated
Positive Reinforcement A method of strengthening behavior with rewards or positive
outcomes after a desired behavior is performed
Avoidance Used to strengthen behavior by avoiding unpleasant consequences
that would result if the behavior were not performed
Punishment Used to weaken undesired behaviors by simply ignoring or not
reinforcing them
Fixed-interval schedule Provides reinforcement at fixed intervals of time, such as regular
weekly paychecks
Variable-interval Provides reinforcement at varying intervals of time, such as occasional
schedule visits by the supervisor
Fixed-ratio schedule Provides reinforcement after a fixed number of behaviors regardless
of the time interval involved, such as a bonus for every fifth sale
Variable-ratio schedule Provides reinforcement after varying numbers of behaviors are
performed, such as the use of compliments by a supervisor on an
irregular basis
 Organizational Behavior Method for applying the basic elements of reinforcement theory in an
Modification (OB Mod) organizational setting
Empowerment The process of enabling workers to set their own work goals, make
decisions, and solve problems within their sphere of responsibility
and authority.
Participation The process of giving employees a voice in making decisions about
their own work
Compressed work Working a full 40-hour week in fewer than the traditional five days
schedule
“Nine-eighty” schedule Working one full week (five days) and one compressed week (four
days), yielding one off-work day every other week
Flexible work schedules Work schedules that allow employees to select, within broad
parameters, the hours they work
Job sharing When two part-time employees share one full-time jo
Telecommuting Allowing employees to spend part of their time working offsite,
usually at home
Reward system Formal and informal mechanisms by which employee performance is
defined, evaluated, and rewarded
Merit pay Pay awarded to employees on the basis of the relative value of their
contributions to the organization
Merit pay plan Compensation plan that formally bases at least some meaningful
portion of compensation on merit
Piece-rate incentive Reward system wherein the organization pays an employee a certain
plan amount of money for every unit he or she produces
Sales commissions plan Employee is paid a percentage of the employee’s sales to customers
for selling the firm’s products or services.
Immediate, and Days off, additional paid vacation time, and special perks
one-time rewards
Gainsharing programs Designed to share the cost savings from productivity improvements
with employees
Scanlon plan Similar to gainsharing, but the distribution of gains is tilted much
more heavily toward employees
Profit-sharing plans Provide an annual bonus to all employees based on corporate profits.
Stock option plans Established to give senior managers the option to buy company stock
in the future at a predetermined fixed price
Employee participation Allowing employee participation in the deciding the distribution of
rewards

Chap 11

Leadership As a process, the use of noncoercive influence to shape the group’s or

organization’s goals, motivate behavior toward the achievement of
those goals, and help define group or organizational culture; as a
property, the set of characteristics attributed to individuals who are
perceived to be leaders
Leaders People who can influence the behaviors of others without having to
rely on force; those accepted by others as leaders
Legitimate Power Power granted through the organizational hierarchy; the power
defined by the organization to be accorded to people occupying a
particular position
Reward Power The power to give or withhold rewards, such as salary increases,
bonuses, promotions, praise, recognition, and interesting job
assignments
Coercive Power The power to force compliance by means of psychological, emotional,
or physical threat
Referent Power The personal power that accrues to someone based on identification,
imitation, loyalty, or charisma
Expert Power The personal power that accrues to someone based on the
information or expertise that they possess
Job-Centered Leader The behavior of leaders who pay close attention the job and work
Behavior procedures involved with that job
Employee-Centered The behavior of leaders who develop cohesive work groups and
Leader Behavior ensure employee satisfaction
Initiating-Structure The behavior of leaders who define the leader-subordinate role so
Behavior that everyone knows what is expected, establish formal lines of
communication, and determine how tasks will be performed
Consideration behavior The behavior of leaders who show concern for subordinates and
attempt to establish a warm, friendly, and supportive climate.
Concern for Production The part of the Managerial Grid that deals with the job and task
aspects of leader behavior
Concern for People The part of the Managerial Grid that deals with the human aspects of
leader behavior
The Managerial Grid Method of evaluating leadership styles. The overall objective of an
organization using the Grid is to train its managers using organization
development techniques so that they are simultaneously more
concerned for both people and production
LPC Theory A theory of leadership that suggests that the appropriate style of
leadership varies with situational favorableness.
LPC Measure The measuring scale that asks leaders to describe the person with
whom he or she is able to work least well (the least-preferred
coworker, or LPC)
Leader-member The nature of the relationship between the leader and the work
relations group.
Path-Goal Theory A theory of leadership suggesting that the primary functions of a
leader are to make valued or desired rewards available in the
workplace and to clarify for the subordinate the kinds of behavior that
will lead to those rewards
Directive Leader Letting subordinates know what is expected of them, giving guidance
behavior and direction, and scheduling work
Supportive Leader Being friendly and approachable, having concern for subordinate
behavior welfare, and treating subordinates as equals
Participative Leader Consulting with subordinates, soliciting suggestions, and allowing
behavior participation in decision making
Achievement-oriented Setting challenging goals, expecting subordinates to perform at high
Leader behavior levels, encouraging and showing confidence in subordinates
Vroom's Decision Tree Predicts what kinds of situations call for different degrees of group
Approach participation
Decision significance The impact of the decision on the organization. Subordinates are
involved when decision significance is high.
Decision timeliness The time pressure for making a decision may preclude involving
subordinates.
Decision-making styles The manager makes the decision alone and then announces or “sells”
Decide. it to the group.
– Consult (individually) The manager presents the program to the group members
individually, obtains their suggestions, and then makes the decision.
– Consult (group) The manager presents the problem to the group members at a
meeting, gets their suggestions, and then makes the decision.
– Facilitate The manager presents the problem to the group at a meeting, defines
the problem and its boundaries, and then facilitates the group
member discussions the make the decision.
– Delegate The manager allows the group to define for itself the exact nature and
parameters of the problem and then to develop a solution.
LMX model Stresses that leaders have different kinds of relationships with
different subordinates
Vertical dyads Leaders form unique independent relationships with each
subordinate (dyads) in which the subordinate becomes a member of
the leader’s out-group or in-group
Substitutes for A concept that identifies situations in which leader behaviors are
leadership neutralized or replaced by characteristics of the subordinate, the task,
and the organization
Charismatic leadership Assumes that charisma is an individual characteristic of the leader
Charisma A form of interpersonal attraction that inspires support and
acceptance
Transformational Leadership that goes beyond ordinary expectation by transmitting a
Leadership sense of mission, stimulating learning experiences, and inspiring new
ways of thinking
Strategic Leadership The capability to understand the complexities of both the organization
and its environment and to lead change in the organization to achieve
and maintain a superior alignment between the organization and its
environment
Cross-Cultural The capability to provide purpose and direction that encompasses
Leadership both international and diversity-based cultural differences in the
organization.
Ethical Leadership –Involves providing a strong corporate governance model to the
organization that reflects the high ethical standards of its leaders.
–Requires holding those who lead the organization accountable for
their actions and the consequences of their actions.
 Political behavior The activities carried out for the specific purpose of acquiring,
developing, and using power and other resources to obtain one’s
preferred outcomes
Impression A direct and intentional effort by someone to enhance his or her
management image in the eyes of others

Chap 14

Control The regulation of organizational activities in such a way as to facilitate

goal attainment
Operations control Focuses on the processes that the organization uses to transform
resources into products or services.
Financial control Concerned with the organizations financial resources
Structure control Concerned with how the elements of the organizations structure are
serving their intended purpose
Strategic control Focuses on how effectively the organization’s strategies are
succeeding in helping the organization meet its goals
Controller A position in organizations that helps line managers with their control
activities.
Control standard A target against which subsequent performance will be compared.
Preliminary control Attempts to monitor the quality or quantity of financial, physical,
human, and information resources before they actually become part
of the system.
Screening control Relies heavily on feedback processes during the transformation
process
Post-action control Monitors the outputs or results of the organization after the
transformation process is complete
Budget A plan expressed in numerical terms
Financial statement A profile of some aspect of an organization's financial circumstances.
Balance sheet List of assets and liabilities of an organization at a specific point in
time.
Income statement A summary of financial performance over a period of time, usually
one year.
Ratio analysis The calculation was f one or more financial ratios to asses some
aspect of the organization's financial health
Audit An independent appraisal of an organization's accounting, financial,
and operational systems
Bureaucratic control A form of organizational control characterized by formal and
mechanistic structural arrangements
Decentralized control An approach to organizational control characterized by informal and
organic structural arrangements
Strategic control Control aimed at ensuring that the organization is maintaining an
effective alignment with its environment and moving toward
achieving its strategic goals
 Characteristics of The more control is linked to planning, the more effective the control
Effective Control system
–Integration with
planning
–Flexibility The control system must be flexible enough to accommodate change.
Accuracy Inaccurate information results in bad decision making and
inappropriate managerial actions.
Timeliness A control system should provide information as often as necessary.
–Objectivity • A control system must be free from bias and distortion.
Overcontrol Trying to control too many details affects employee behavior when
employees perceive control attempts as unreasonable
Inappropriate focus The control system may be too narrow or it may focus too much on
quantifiable variables and leave no room for analysis or
interpretation.
Rewards for Rewarding operational inefficiency can lead employees to behave in
inefficiency ways that are not in the best interests of the organization
Too much Efficient controls are resisted by poorly performing employees.
accountability

Chap 15

Operations The total set of managerial activities used by an organization to

Management transform resource inputs into products, services, or both
Manufacturing A form of business that combines and transforms resource inputs into
tangible outcomes
Service Organization An organization that transforms resources into an intangible output
and creates time or place utility for its customers
Product-Service Mix How many and what kinds of products or services(or both) to offer
Designing Operations Most basic ones are the product-service mix, capacity, and facility
Systems
Capacity The amount of products, services, or h can be produced by an
organization
Facilities The physical locations where products or services are created, stored,
and distributed
Location The physical positioning or geographic site of facilities
Layout The physical configuration of facilities, the arrangement within
facilities, or both
Product Layout A physical configuration of facilities arranged around the product;
used when large quantities of a single product are needed
Process Layout A physical configuration of facilities arranged around the process;
used in facilities that create or process a variety of products
Fixed-Position Layout A physical configuration of facilities arranged around a single work
area; used for the manufacture of large and complex products such as
airplanes
Cellular Layout A physical configuration of facilities used when families of products
can follow similar flow paths
Technology The set of processes and systems used by organizations to convert
resources into products or services
Organizational automation, computer-assisted manufacturing, robots
Technologies
Automation The process of designing work so that it can be completely or almost
completely performed by machines.
Computer-assisted Technology that relies on computers to design or manufacture
manufacturing (CAM products
Computer-aided design The use of computers to design and complete products and to
(CAD) simulate performance so that prototypes need not be constructed
Flexible manufacturing The use of robotic systems and computers to coordinate and integrate
systems (FMS) automated production and material handling facilities
Robotics The science and technology of the construction, maintenance, and
use of robots
Service Technology Services are rapidly moving toward automated systems and
procedures (e.g., automated teller machines).
Supply Chain The process of managing operations control, resource acquisition and
Management purchasing, and inventory so as to improve overall efficiency and
effectiveness
Operations Coordinating operations management with other functions helps
Management as insure the system focuses on the elements crucial to goal attainment.
Control
Purchasing Buying materials and resources needed to produce products and
management services
Inventory control Managing the organization’s raw materials, work-in-process, finished
goods, and products in-transit
Just-in-time (JIT) An inventory system than has necessary materials arriving as soon as
method they are needed (just in time) so that the production process is not
interrupted
Quality The totality of features and characteristics of a product or service that
bear on its ability to satisfy stated or implied needs
Malcolm Baldrige Named after a former Secretary of Commerce, this prestigious award
Award is given annually to firms that achieve major quality improvements
Competition Quality has become one of the most important competitive points in
business today.
Productivity Quality enhancement programs decrease the number of defects,
reduce resources dedicated to rework, and reduces the need for
inspectors as employees become responsible for quality
Costs –Improved quality reduces costs from customer returns, warranty,
and lawsuits for faulty products, and lost sales to future customers.
Total quality A strategic commitment by top management to change its whole
management (TQM) approach to business and to make quality a guiding factor in
(quality assurance) everything the organization does
Value-added analysis The comprehensive evaluation of all work activities, materials flows,
and paperwork to determine the value that they add for customers
Benchmarking The process of learning how other firms do things in an exceptionally
high-quality manner
Outsourcing Subcontracting services and operations to other forms who can
perform them cheaper or better
Cycle time The time needed by the organization to develop, make, and distribute
products or services
Increasing the Speed A set of standard for environmental performance:
of Operations (ISO) (1) Start from scratch
(2) Minimize the number of approvals needed to do something
(3) Use work teams as a basis for organization
(4) Develop and adhere to a schedule
(5) Do not ignore distribution
(6) Integrate speed into the organization's culture
ISO 9000:2000 A set of quality standards created by the International Organization
for Standardization and revised in 2000
ISO 14000 A set of standards for environmental performance
Statistical Quality A set of specific statistical techniques that can be used to monitor
Control (SQC) quality; includes acceptance sampling and in-process sampling
Six Sigma Involves making corrections until errors disappear
• Productivity An economic measure of efficiency that summarizes what is produced
relative to resources used to produce it
Aggregate productivity Total level of productivity for a country
Industry productivity Total productivity of all the firms in an industry
Company productivity Level of productivity of a single company
Unit productivity The productivity level of a unit or department
Individual productivity Productivity attained by a single person.
Total factor An overall indicator of how well an organization uses all of its
productivity resources (i.e., labor, capital, materials, and energy) to create all of its
products and services. Productivity = Outputs / Inputs
Labor productivity A partial productivity ratio that uses only one category of resource
(labor) to gage the organization’s productivity in utilizing that
resource. Labor Productivity = Outputs / Direct Labor