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networking: using communications technology and other means to link organiztions and allow them to work together on common objectives
internal customers: individuals and units within the firm that receive services from other individuals or units
vestibule training: training done in schools where employees are taught on equipment similar to that used on the job
PMI: PMI = Pluses, Minuses, Implications; listing all the pluses for a solution in one column, all the minuses in another, and the implications in a third column
staffing: a management function that includes hiring, motivating, and retaining the best people available to accomplish the company's objectives
job description: a summary of the objectives of a job, the type of work to be done, the responsibilites and duties, the working conditions, and the relationship of the job to other functions
job specifications: a written summary of the minimum qualifications required of workers to do a particular job
open shop agreement: agreement in right to work states that gives workers the option to join or not join a union, if one exists in their workplace
intrinsic reward: the personal satisfaction you feel when you perform well and complete goals
knights of labor: the first national labor union; formed in 1869
management development: the process of training and educating employeess to become good managers, and then monitoring the progress of their managerial skills over time
statistical process control (SPC): the process of taking statistical samples of product components at each stage of the production process and plotting those results on a graph. any variances from quality standards are recognized and can be corrected if beyond the set standards
middle management: the level of management that includes general managers, dividsion managers, and branch and plant managers who are responsible for tactical planning and controlling
chain of command: the line of authority that moves from the top of a hierarhy to the lowest level
SWOT analysis: SWOT = Strengths, Weaknesses, Opportunities and Threats; a planning tool used to analyze an organizations strengths, weakness, opportunities and threats
union: an employee organization that has the main goal of representing members in employee-management bargaining over job-related issues
collective bargaining: the process whereby union and management representatives form a labor-management agreement, or contract, for workers
job analysis: a study of what is done by employees who hold various job titles
line personnel: employees who are part of the chain of command that is responsible for achieving organizational goals
strategic planning: the process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals
secondary boycott: an attempt by labor to convince others to stop doing business with a firm that is the subject of a primary boycott; prohibited by the Taft-Hartley Act
process manufacturing: that part of the procuction process that physically or chemically changes materials
mediation: the use of a third party, called a mediator, who encourages both sides in a dispute to continue negotiating and often makes suggestions for resolving the dispute
networking: the process of establishing and maintaing contacts with key managers in one's own organizations and useing those contacts to weave strong relationships that serve as informal development systems
mission statement: an outline of the fundamental purpose of an organization
statistical quality control (SQC): the process some mangers use to continually monitor all phases of the production process to assure that quality is being built into the product from the beginning
Gantt chart: bar chart showing production managers what projects are being worked on and what stage they are in at any given time
yellow-dog contract: a type of contract that required employees to agree as a condition of employment not to join a union; prohibited by the norris-laguardia act in 1932
theory y: assumes that people like working and will accept responsibility for achieving goals if rewarded for doing so
extrinsic reward: something given to you by someone else as recognition for good work; extrinsic rewards include pay increases, praise, and promotions
union security clause: provision in a negotiated labor-management agreement that stipulates that employees who benefit from a union must either officially join or at least pay dues to the union
six sigma quality: a quality measure that allows only 3.4 defects per million opportunities
span of control: the optimum number of subordinates a manager supervises or should surpervise
expectancy theory: victor vrooms theory that the amount of effort employees excert on a specific task depends on their expectations of the outcome
decision making: choosing among two or more alternatives
job rotation: a job enrichment strategy that involves moving employees from one job to another
lockout: an attempt by management to put pressure on unions by temporarily closing the business
principle of motion economy: theory developed by frank and lillian gilbreth that every job can be broken down into a series of elementary motions
cross-functional self-managed teams: groups of employees from differrent departments who work together on a long-term basis
injunction: a court order directing someone to do something or to refrain from doing something
on-the-job training: training in which the employee immediately begins his or her tasks and learns by doing, or watches others for a while and then imitates them, all right at the workplace
computer-integrated manufacturing (CIM): the uniting of computer-aided design with computer-aided manufacturing
lean manufacturing: the production of goods using less of everything compared to mass production
autocratic leadership: leadership style that involves making managerial decisions without consulting others
goal-setting theory: the idea that setting ambitious but attainable goals can motivate workers and improve performance if the goals are accepted, accompanied by feedback, and facilitated by organizational conditions
continuous process: a production process in which long production runs turn out finished goods over time
intermittent process: a production process in which the production run is short and the machines are changed frequently to make diffeerent products
theory z: comes from japanese management, and stresses long term employment; collective decision making; individual responsibility; slow evaluation and promotion; implicit; informal control with explict, formalized control; moderately specialized career paths; and a holistic concern for employees [ including family ]
vision: an encompassing explanation of why the organization exists and where it's trying to head
virtual corporation: a temporary networked organization made up of replaceable firms that join and leave as needed
management: the process used to accomplish organizational goals through planning, organizing, leading, and controlling people and other organizational resources
leading: creating a vision for the organization and guiding, training, coaching, and motivating others to work effectively to achieve the organizations goals and objectives
recruitment: the set of activities used to obtain a sufficient number of the right people at the right time
job enlargement: a job enrichment strategy that involves combining a series of tasks into one challenging and interesting assignment
contingency planning: the process of preparing alternative courses of action that may be used if the primary plans don't achieve the organizations objectives
informal organization: the system of relationships and lines of authority that develops spontaneously as employees meet and form power centers; that is, the human side of the organization that does not appear on any organization chart
affirmative action: employment activities designed to "right past wrongs" by increasing opportunities for minorities and women
givebacks: concessions made by union members to management; gains from labor negotiations are given back to management to help employers remain competitive and thereby save jobs
economies of scale: the situation in which companies can reduce their production costs if they can purchase raw materials in bulk; the average cost of goods goes down as production levels increase
human relations skills: skills that involve communication and motivation; they enable managers to work through and with people
management by objectives (MBO): a system of goal setting and implementation that involves a cycle of discussion, review, and evaluation of objectives among top and middle-level managers, supervisors, and employees
strike: a union strategy in which workers' objectives after an impasse in collective bargaining
objectives: specific, short term statements detailing how to achieve the organizations goals
right to work laws: legislation that gives workers the right, under an open shop, to join or not join a union if it is present
strikebreakers: workers hired to do the jobs of striking workers until the labor dispute is resolved
mass customization: tailoring products to meet the needs of individual customers
organization chart: a visual device that shows relationships among people and divides the organizatins work; it shows who is accountable for the completion of specific work and who reports to whom
benchmarking: coomparing an organizations practices, processes, and products against the worlds best
departmentalization: the dividing of organizational functions into separate units
job enrichment: a motivational strategy that emphasizes motivating the worker through the job itself.
materials requirement planning (MRP): a computer-based production management system that uses sales forecasts to make sure that needed parts and materials are available at the right time and place
reverse discrimination: discrimination against whites or males in hiring or promting
theory x: assumes that the average person dislikes work and will avoid it if possible. therefore, people must be forced, controlled, and threatened with punishment to accomplish organizational goals
motivators: in herzbergs theory of motivating factors, job factors that cause employees to be productive and that give them satisfaction
bureaucracy: an organization with many layers of managers who set rules and regulations and oversee all decisions
knowledge management: finding the right information, keeping the information in a readily accessible place, and making the information known to everyone in the firm
american federation of labor (AFL): an organization of craft unions that championed fundamental labor issues; fouinded 1886
closed shop agreement: clause in a labor-management agreement that specified workers had to be members of a union before being hired (was outlawed by the taft-Hartley Act in 1947)
line organization: an organization that has direct two-way lines of responsibility, authority, and communication running from the top to the bottom of the organization, with all people reporting to only one supervisor
top management: highest level of management, consisting of the president and other key company executives who develop strategic plans
participative (democratic) leadership: leadership style that consists of managers and employees working together to make decisions
sexual harassment: unwelcome sexual addvances, requests for sexual favors, and other conduct (verbal or physical) of a sexual nature that creates a hostile work environment
congress of industrial organizations (CIO): union organization of unskilled workers; broke away from the american federation of labor (AFL)in 1935 and rejoined it in 1955
core time: in a flextime plan, the period when all employees are expected to be at their job stations
form utility: the value added by the creation of finished goods and services, such as the value added by taking silicon and making computer chips or putting services together to create a vacation package
core competencies: those functions that the organization can do as well as or better than any other organization in the world
hierarchy: a system in which one person is at the top of the organization and there is a ranked or sequential ordering from the top down of managers who are responsible to that person
scientific management: studying workers to find the most efficient ways of doing things and then teaching people those techniques
compressed workweek: work schedule that allows an employee to work a full number of hours per week but in fewer days
technical skills: skills that involve the ability to perform tasks in a specific discipline or department
organizing: a management function that includes designing the structure of the organization and creating conditions and systems in which everyone and everything work together to achieve the organizations goals and objectives
grievance: a charge by employees that management is not abiding by the terms of the negotiated labor-management agreement
brainstorming: coming up with as many solutions to a problem as possible in a short period of time with no censoring of ideas
restructuring: redesigning an organization so that it can more effectively and efficiently serve its customers
job sharing: an arrangement whereby two part-time employees share one full-time job
enterprise resource planning (ERP): a computer application that enables multiple firms to manage all of their operations (finance, requirments planning, human resources, and order fulfillment) on the basis of a single, integrated set of corporate data
job simulation: the use of equipment that duplicates job conditions and tasks so that trainees can learn skills before attempting them on the job
flexible manufacturing: designing machines to do multiple tasks so that they can produce a variety of products
production management: the term used to describe all the activities managers do to help their firms create goods
just-in-time (JIT) inventory control: a production process in which a minimum of inventory is kept on the premises and parts, supplies, and other needs are delivered just in time to go on the assembly line
certification: formal process whereby a union is recognized by the national labor relations board (NLRB) as the bargaining agent for a goup of employees
mentor: an experienced employee who supervises, coaches, and guides lower-level employees by introducing them to the right people and generally being their organizational sponser
flat organization structure: an organization structure that has few layers of management and a broad span of control
Maslow's hierarchy of needs: theory of motivation based on unmet human needs from basic physiological needs to safety, social, and esteem needs to self-actualization needs
employee orientation: the activity that introduces new employees to the organization; to fellow employees; to their immediate supervisors; and to the policies, practices, and objectives of the firm
compute-aided design (CAD): the use of computers in the design of products
formal organization: the structure that details lines of responsibility, authority, and position; that is, the structure shown on organization charts
hawthorne effect: the tendency for people to behave differently when they know they are being studied
training and development: all attempts to improve productivity by increasing an employees ability to perform. training focuses on short-term skills, whereas development focuses on long-term abilities
union shop agreement: clause in a labor-management agreement that says workers do not have to be members of a union to be hired, but must agree to join the union within a prescribed period
fringe benefits: benefits such as sick-leave pay, vacation pay, pension plans, and health plans that represent additional compensation to employees beyond base wages
inverted organization: n organization that has contact people at the top and the chief executive officer at the bottom of the organization chart
decertification: the process by which workers take away a unions right to represent them
free-rein leadership: leadership style that invovles managers setting objectives and employees being relatively free to do whatever it takes to accomplish those objectives
planning: a management function that includes anticipating trends and determining the best strategies and tactics to achieve organizational goals and objectives
controlling: a management function that involves establishing clear standards to determine whether or not an organization is progressing toward its goals and objectives, rewarding people for doing a good job, and taking corrective action if they are not
online training: training programs in which employees "attend" classes via the internet
equity theory: the idea that employees try to maintain equity between inputs and outputs compared to others in similar positions
time-motion studies: studies, begun by Frederic Taylor, of which tasks must be performed to complete a job and the time needed to do each task
real time: the present moment or the actual time in which something takes place
apprentice programs: training programs involving a period during which a learner works alongside an experienced employee to master the skills procedures of a craft
supervisory management: managers who are directly responsible for supervising workers and evaluating their daily performance
reinforcement theory: theory that positive and negative reinforcers motivate a person to behave in certain ways
decentralized authority: an organization structure in which decision making authority is delegated to lower level managers more familiar with local conditions than headquarters management could be
operational planning: the process of setting work standards and schedules necessary to implement the company's tactical objectives
arbitration: the agreement to bring in an impartial third party ( a single arbitrator or a panel of arbitrators) to render a binding decision in a labor dispute
flextime plan: work schedule that gives employees some freedom to choose when to work, as long as they work the required number of hours
purchasing: the function in a firm that searches for quality material resources, finds the best suppliers, and negotiates the best price for goods and services
cooling-off period: when workers in a critical industry return to their jobs while the union and management continue negotiations
industrial unions: labor organizations of unskilled and semiskilled workers in mass-production industries such as automobiles and mining
ISO 9000: the common name given to quality management and assurance standards
staff personnel: employees who advise and assist line personnel in meeting their goals
facility location: the process of selecting a geographic location for a company's operations
goals: the broad, long term accomplishments an organization wishes to attain
organizational (or corporate) culture: widely shared values within an organization that provide unity and cooperation to achieve common goals
quality: consistently producing what the customer wants while reducing errors before and after delivery to the customer
external customers: dealers, who buy products to sell to others, and ultimate customers (or end users), who buy products for their own personal use
production: the creation of finished goods and services using the factors of production: land, labor capital, entrepreneurship, and knowledge
cafeteria-style fringe benefits: fringe benefits plan that allows employees to choose the benefits they want up to a certain dollar amount
tactical planning: the process of developing detailed, short term statements about what is to be done, who is to do it, and how it is to be done
hygiene factors [ maintenance factors ]: in herzbergs theory of motivating factors, job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased
operations management: a specialized area in management that converts or transforms resources (including human resources) into goods and services
matrix organization: an organization in which specialists from different parts of the organization are brought together to work on specific projects but still remain part of a line-and-staff structure
centralized authority: an organization structure in which decision making authority is maintained at the top level of management at the company's headquarters
selection: the process of gathering information and deciding who should be hired, under legal guidlines, for the best interests of the individual and organization
tall organization structure: an organizational structure in which the pyramidal organization chart would be quite tall because of the various levels of magement
program evaluation and review technique (PERT): a method for analyzing the tasks involved in the completing a given project, estimating hte time needed to complete each task, and identifying the minimum time needed to complete the total project
off-the-job training: training that occurs away from the workplace and consists of internal or external programs to develop any of a variety of skills or to foster personal development
craft union: an organization of skilled specialists in a particular craft or trade
critical path: in a PERT network, the sequence of tasks that takes the longest time to complete
shop stewards: union officials who work permanently in an organization and represent employee interests on a daily basis
computer-aided manufacturing (CAM): the use of computers in the manufacturing of products
problem solving: the process of solving the everyday problems that occur. problem solving is less formal than decision making and usually calls for quicker action
transparency: a concept that describes a company being so open to other companies working with it that the once-solid barriers between them become see-through and electronic information is shared as if the companies were one
ISO 14000: a collection of the best practices for manageing an organizations impact on the environment
bargaining zone: the range of options between the initial and final offer that each party will consider before negotiations dissolve or reach an impasse
assembly process: that part of the production process that puts together components
facility layout: the physical arrangement of resources (including people) in the production process
negotiated labormanagement agreement: agreement that sets the tone and clarifies the terms under which management and labor agree to function over a period of time
agency shop agreement: clause in a labor-management agreement that says employers may hire nonunion workers; employees are not required to join the union but must pay a union fee
human resource management: the process of determining human resource needs and then recruiting, selecting, developing, motivating, evaluating, compensating and schedule employees to achieve organizational goals
conceptual skills: skills that involve the ability to picture the organization as a whole and the relationship among its various parts

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Number of cards 162