General management: 11 items Goal setting: 1 item Maslow's Hierarchy: 3 items Herzberg's Two-Factor Theory: 2 items FIRO-B: 2 items

Two actions for leaders of newly-formed groups Chapter 1 Functions of Management Intellectual capital Intellectual capital equation Knowledge worker Tech IQ Globalization Job migration Ethics Workforce diversity Prejudice Discrimination Glass ceiling effect Shamrock organization Free agent economy Selfmanagement Organization Open system Productivity Performance effectiveness Performance efficiency Manager Board of directors Top managers Middle managers Team leaders Line managers Staff managers Functional managers 1. 2.

Equity theory: 1 item Other motivation items: 3 items Alternative work schedules: 3 items Workforce diversity and globalization: 3 items

Provide Structure Provide opportunity for group members to get to know each other better

Introducing Management Planning, organizing, leading, controlling Collective brainpower or shared knowledge of a workforce Competency x commitment Someone whose mind is a critical asset to employers Ability to use technology and to stay informed on the latest technological developments The worldwide interdependence of resource flows, product, markets, and business competition Firms shift jobs from one country to another Moral standards of what is good and right in ones behavior Describes differences among workers in gender, race, age, ethnicity, religion, sexual orientation, and able-bodiedness display of negative irrational attitudes toward members of divers populations Actively denies minority members the full benefits of organizational membership. Invisible barrier limiting career advancement of women and minorities Operates with a core group of full-time long-term workers supported by others who work on contracts and part-time People change jobs more often, and many work on independent contracts with a shifting mix of employers The ability to understand oneself, exercise initiative, accept responsibility, and learn from experience. Collection of people working together to achieve a common purpose. transforms resource inputs from the environment into product outputs. The quantity and quality of work performance, with resource utilization considered. Measured by performance effectiveness, and performance efficiency A measure of task accomplishment in terms of quality and quantity A measure of task accomplishment in terms of quality and quantity with resource costs considered. Person who supports, activates, and is responsible for the work of others. Board of trustees are supposed to make sure an organization is run right Guide the performance of the organization as a whole or of one of its major parts Oversees the work of large departments or divisions Report to the middle managers and supervise nonmanegerial workers Directly contribute to producing the organizations goods or services Use special technical expertise to advise and support line workers Responsible for one area, such as finance, marketing, production, personnel, accounting or sales

General managers Administrator Accountability Corporate governance Effective management Quality of work life Upside-down pyramid Management process Planning Organizing Leading Controlling Agenda setting Networking Social capital Learning Lifelong learning Skill Technical skill Human skill Emotional intelligence Conceptual skill Chapter 12 Organizational subcultures Ethnocentrism Generation subcultures Gender subcultures Ethnic subcultures or national subcultures Occupational and functional subcultures Glass ceiling Leaking pipeline problem Biculturalism Managing diversity Chapter 16 Motivation Need

Responsible for complex, multifunctional units Manager in a public or nonprofit organizations The requirement to show performance results to a supervisor Occurs when a board of directors holds up top management accountable for organizational performance. Helps others achieve high performance and satisfaction at work Overall quality of human experiences in the workplace View of organizations shows customers at top being served by workers who are supported by managers. Planning, organizing, leading, and controlling the use of resources to accomplish performance goals. Process of setting objective and determine what should be done to accomplish them Process of assigning tasks, allocating resources, and coordinating work activities Process of arousing enthusiasm and inspiring efforts to achieve goals. Is the process of measuring performance and taking action to ensure desired results Develops action priorities for accomplishing goals and plans Processing of creating positive relationships with people who can help advance agendas Capacity to get things done with the support and help of others Change in behavior that results from experience Continuous learning from daily experiences Ability to translate knowledge into action that results in desired performance Ability to use expertise to perform a task with proficiency Interpersonal skill is the ability to work well in cooperation with other people Ability to manage ourselves and our relationships effectively Ability to think analytically to diagnose and solve complex problems Organization Culture and Change Groups of people who share similar beliefs and values based on their work or personal characteristics Belief that ones membership group or subculture is superior to all others Form among persons who work together and share similar ages, such as millennial and baby boomers Form among persons who work together and share the same gender identities. Form among people who work together and have roots in the same ethnic community, country, or region of the world

Form among persons who share the same skills and work responsibilities

Invisible barrier to advancement by women and minorities in organizations Where glass ceiling and other obstacles cause qualified and high-performing women to drop out of upward career paths When minority members adopt characteristics of majority cultures in order to succeed Leadership approach that creates an organizational culture that respects diversity and supports multiculturalism Motivation Theory and Practice Accounts for the level, direction, and persistence of effort expended at work An unfulfilled physiological or psychological desire

Hierarchy of Needs Theory Maslows Research Findings Lower-order Physiological, safety, and social needs in maslows hierarchy needs Higher-order Needs are esteem and self-actualization needs in maslows hierarchy Deficit principle States that a satisfied need does not motivate behavior. Only an unsatisfied need is a motivator of behavior. Satisfied needs do NOT motivate behavior. Progression A need isnt activated until the next lower-level need is satisfied. People become aware of principle their needs in an ascending order -- & they exist in a strict hierarchical order. If a need is finally satisfied only after severe and prolonged deprivation, the person may continue to be preoccupied by this need.

ERG Theory Existence needs Relatedness needs Growth needs Frustrationregression principle Two-Factor Theory Hygiene factor

Desires for physical well-being Desires for good interpersonal relationships Desires for personal growth and development States that an already satisfied need can become reactivated when a higher-level need is blocked

Satisfier factor found in a job content, such as challenging and exciting work, recognition, responsibilty, advancement opportunities, or personal gorwth Found in the job context, such as working conditions, interpersonal relations, organizational policies and compensations

Elements in Herzbergs twofactor theory.

Goal Setting

Equity Theory

The cycle: Goals > Action > Results 1. Specific clearly targeted key results and outcomes to be accomplished 2. Timely linked to specific timetables and due dates 3. Measureable described so results can be measured without ambiguity 4. Challenging include a stretch factor that moves toward real gains 5. Attainable although challenging, realistic and possible to achieve The theory suggests that being unfairly treated makes people uncomfortable. When this happens, they are motivated to eliminate the discomfort and restore a sense of perceived equity to the situation. People compare their outcomes-to-inputs ratio to the outcomes-to-inputs ratio of another person. People behave according to their perceptions. Handout: When people perceive that they are being treated unfairly in relation to how others are being treated, they will be motivated to take action. Occurs when an individual perceives that rewards received are more than what is fair for work inputs Individual perceives that rewards received are less than what is fair for work inputs Reflects that people have different preferences for equity and react differently to perceptions of inequity. Schutz premise: Human beings are social animals Forming new relationships Association with people Extent of contact and prominecne a person seeks Decision making Influence Persuasion Emotional ties Warm connections between people The extent of closeness a person seeks

Over-reward inequity Under-reward inequity Equity Sensitivity FIRO-B Inclusion

Control

Affection