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absenteeism  When an employee doesn't show up for work.
accommodative approach  One of four managerial approaches to social responsibility; management does more than the law requires, if asked, and demonstrates moderate social responsibility.
acquired-needs theory  Theory that states that there are three needs-achievement, affiliation, and power-that are the major motives determining people's behavior in the workplace.
action plan  Course of action needed to achieve a stated goal.
adjourning  One of five stages of forming a team; the stage in which members of an organization prepare for disbandment.
administrative management  Management concerned with managing the total organization.
affective component of an attitude  The feelings or emotions one has about a situation.
affirmative action  The focus on achieving equality of opportunity within an organization.
American dream  Americans' hope for a better quality of life and a higher standard of living than their parents had.
Americans with Disabilities Act  Passed by the U.S. in 1992, act that prohibits discrimination against the disabled.
analyzers  Organizations that allow other organizations to take the risks of product development and marketing and then imitate (or perhaps slightly improve on) what seems to work best.
anchoring and adjustment bias  The tendency to make decisions based on an initial figure.
assessment center  Company department where management candidates participate in activities for a few days while being assessed by evaluators.
Association of Southeast Asian Nations (ASEAN)  Trading bloc consisting of ten countries in Asia.
attitude  A learned predisposition toward a given object; a mental position with regard to a fact, state, or person.
authority  The right to perform or command; also, the rights inherent in a managerial position to make decisions, give orders, and utilize resources.
availability bias  Tendency of managers to use information readily available from memory to make judgments; they tend to give more weight to recent events.
B2B  Business to business.
B2C  Business to consumer.
balance sheet  A summary of an organization's overall financial worth-assets and liabilities-at a specific point in time.
balanced scorecard  Gives top managers a fast but comprehensive view of the organization via four indicators: (1) customer satisfaction, (2) internal processes, (3) the organization's innovation and improvement activities, and (4) financial measures.
base pay  Consists of the basic wage or salary paid employees in exchange for doing their jobs.
been there, done that  Having prior experience with a situation or task.
behavior  Actions and judgments.
behavioral component of an attitude  Also known as intentional component, this refers to how one intends or expects to behave toward a situation.
behavioral leadership approach  Attempts to determine the distinctive styles used by effective leaders.
behavioral science  Relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers.
behavioral viewpoint  Emphasizes the importance of understanding human behavior and of motivating employees toward achievement.
behavioral-description interview  Type of structured interview in which the interviewer explores what applicants have done in the past.
behaviorally anchored rating scale (BARS)  Employee gradations in performance rated according to scales of specific behaviors.
benchmarking  A process by which a company compares its performance with that of high-performing organizations.
benefits (fringe benefits)  Additional nonmonetary forms of compensation.
Big Five personality dimensions  They are (1) extroversion, (2) agreeableness, (3) conscientiousness, (4) emotional stability, and (5) openness to experience.
birth stage  The nonbureaucratic stage, the stage in which the organization is created.
bit of kick  A rather strong or spicy taste added to a product or beverage.
black mark  A negative evaluation.
blended value  The idea that all investments are understood to operate simultaneously in both economic and social realms.
blue flu  Calling in sick when you're really not. The blue refers to the color of the uniform some workers wear.
bonuses  Cash awards given to employees who achieve specific performance objectives.
bossy  Telling employees what to do and not listening to their suggestions.
bottom line  The last line in a profit and loss statement; it refers to net profit.
bought into  To have accepted completely.
bounded rationality  One type of nonrational decision making; the ability of decision makers to be rational is limited by numerous constraints.
bowing to competition  Following what competition does.
break-even analysis  A way of identifying how much revenue is needed to cover the total cost of developing and selling a product.
break-even point  The amount of sales revenue at which there is no profit but also no loss to your company.
brick-and-mortar stores  Stores with traditional physical buildings as opposed to stores on the Internet.
budget  A formal financial projection.
buffers  Administrative changes that managers can make to reduce the stressors that lead to employee burnout.
bureaucratic control  The use of rules, regulations, and formal authority to guide performance.
burnout  State of emotional, mental, and even physical exhaustion.
cannibalized business  One franchise pulls business away from another franchise.
cascading  Objectives are structured in a unified hierarchy, becoming more specific at lower levels of the organization.
causal attribution  The activity of inferring causes for observed behavior.
celebrity stargazers  Customers that attend the opening of a new business hoping to see or meet a celebrity.
centralized authority  Organizational structure in which important decisions are made by upper managers-power is concentrated at the top.
change agent  A person inside or outside the organization who can be a catalyst in helping deal with old problems in new ways.
charisma  Form of personal attraction that inspires acceptance and support.
clan control  Shared values, beliefs, rituals, and trusts emanating from a common culture.
classical viewpoint  In the historical perspective, the viewpoint that emphasizes finding ways to manage work more efficiently; it has two branches-scientific and administrative.
climbed the ladder  Promoted to higherlevel jobs.
closed system  A system that has little interaction with its environment.
code of ethics  A formal, written set of ethical standards that guide an organization's actions.
coercive power  One of five sources of power; the power held by all managers, which results from their authority to punish their subordinates.
cognitive component of an attitude  The beliefs and knowledge one has about a situation.
cognitive dissonance  Term coined by social psychologist Leon Festinger to describe the psychological discomfort a person experiences between what he or she already knows and new information or contradictory behavior, or by inconsistency among a person's beliefs, attitudes, and/or actions.
cohesiveness  The tendency of a group or team to stick together.
collaborative computing  Using stateof-the-art computer software and hardware to help people work better together.
collective bargaining  Negotiations between management and employees regarding disputes over compensation, benefits, working conditions, and job security.
command economy  In a planned economy or a central-planning economy, the government owns most businesses and regulates the amounts, types, and prices of goods and services.
common purpose  A goal that unifies employees or members and gives everyone an understanding of the organization's reason for being.
communication  The transfer of information and understanding from one person to another.
compensation  Payment comprising three parts: wages or salaries, incentives, and benefits.
competitive intelligence  Gaining information about competitors' activities so that one can anticipate their moves and react appropriately.
competitive advantage  The ability of an organization to produce goods or services more effectively than its competitors do, thereby outperforming them.
competitors  People or organizations that compete for customers or resources.
computer-assisted instruction (CAI)  Training in which computers are used to provide additional help or to reduce instructional time.
conceptual skills  Skills that consist of the ability to think analytically, to visualize an organization as a whole and understand how the parts work together.
concurrent control  Control that takes place while operations are going on and is intended to minimize problems as they occur.
conflict  Process in which one party perceives that its interests are being opposed or negatively affected by another party.
conglomerate structure  The fourth type of organizational structure, whereby divisions are grouped around similar businesses or activities.
consensus  General agreement; group solidarity.
constructive conflict  Functional conflict that benefits the main purposes of the organization and serves its interest.
contemporary perspective  In contrast to the historical perspective, the business approach that includes three viewpoints-systems, contingency, and quality-management.
contingency approach to leadership  The belief that the effectiveness of leadership behavior depends on the situation at hand.
contingency design  The process of fitting the organization to its environment.
contingency leadership model  Fiedler's theory (1951) that leader effectiveness is determined by both the personal characteristics of leaders and by the situations in which leaders find themselves; the leader's style is either task-oriented or relationship-oriented, and it must be determined which style fits the situation at hand.
contingency planning  Also known as scenario planning and scenario analysis; the creation of alternative hypothetical but equally likely future conditions.
contingency viewpoint  In opposition to the classical viewpoint; a manager's approach should vary according to-that is, be contingent on-the individual and the environmental situation.
continuous improvement  Ongoing, small, incremental improvements in all parts of an organization.
continuous-process technology  A highly routinized technology in which machines do all of the work, to produce highly routinized products.
control process  The four steps in the process of controlling: (1) establish standards; (2) measure performance; (3) compare performance to standards; and (4) take corrective action, if necessary.
control standard  The first step in the control process; the performance standard (or just standard) is the desired performance level for a given goal.
controlling  Monitoring performance, comparing goals, and taking corrective action as needed.
coordinated effort  The coordination of individual efforts into a group or organization-wide effort.
core principles of TQM  In total quality management, (1) everyone involved with the organization should focus on delivering value to customers (people orientation), and (2) everyone should work on continuously improving the work processes (improvement orientation).
cost-leadership strategy  One of Porter's four competitive strategies; keeping the costs, and hence prices, of a product or service below those of competitors and targeting the wider market.
cost-focus strategy  One of Porter's four competitive strategies; to keep the costs, and hence prices, of a product or service below those of competitors and to target a narrow market.
countertrading  Bartering goods for goods.
counting on it  Expecting it.
cross-functional team  A team that is staffed with specialists pursuing a common objective.
culture  A shared set of beliefs, values, knowledge, and patterns of behavior common to a group of people.
culture shock  Feelings of discomfort and disorientation associated with being in an unfamiliar culture.
customer division  A divisional structure in which activities are grouped around common customers or clients.
customers  Those who pay to use an organization's goods or services.
360-degree assessment  A performance appraisal in which employees are appraised not only by their managerial superiors but also by peers, subordinates, and sometimes clients.
database  Computerized collection of interrelated files.
dead duck  Something doomed to failure.
deal  A special price or some other benefit that not all people receive.
decentralized authority  Organizational structure in which important decisions are made by middle-level and supervisory-level managers-power is delegated throughout the organization.
deciding to decide  A manager agrees that he or she must decide what to do about a problem or opportunity and take effective decision-making steps.
decision  A choice made from among available alternatives.
decision making  The process of identifying and choosing alternative courses of action.
decision-making style  A style that reflects the combination of how an individual perceives and responds to information.
decision tree  Graph of decisions and their possible consequences, used to create a plan to reach a goal.
decisional role  One of three types of managerial roles: managers use information to make decisions to solve problems or take advantage of opportunities. The four decision-making roles are entrepreneur, disturbance handler, resource allocator, and negotiator.
decline stage  The fourth stage in the product life cycle; period in which a product falls out of favor, and the organization withdraws from the marketplace.
decoding  Interpreting and trying to make sense of a message.
defenders  Experts at producing and selling narrowly defined products or services.
defensive approach  One of four managerial approaches to social responsibility; managers make the minimum commitment to social responsibility-obeying the law but doing nothing more.
defensive avoidance  When a manager cannot find a good solution and follows by (a) procrastinating, (b) passing the buck, or (c) denying the risk of any negative consequences.
defensive strategy  Also called retrenchment strategy; one of three grand strategies, this strategy involves reduction in the organization's efforts.
delegation  The process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy.
Delphi group  A problem-solving technique in which a group of physically dispersed experts fills out questionnaires to anonymously generate ideas; the judgments are combined and averaged to achieve a consensus of expert opinion.
democratic governments  Governments that rely on free elections and representative assemblies.
demographic forces  Influences on an organization arising from changes in the characteristics of a population, such as age, gender, ethnic origin, and so on.
developed countries  Countries with a high level of economic development and generally high average level of income among their citizens.
development  The education of professionals and managers in the skills they will need to do their jobs.
devil's advocacy  Taking the side of an unpopular point of view for the sake of argument.
diagnosis  Analysis of underlying causes.
dialectic method  The process of having two people or groups play opposing roles in a debate in order to better understand a proposal.
differentiation  The tendency of the parts of an organization to disperse and fragment.
differentiation strategy  One of Porter's four competitive strategies; offer products or services that are of a unique and superior value compared to those of competitors and to target a wide market.
discrimination  Prejudicial outlook; when people are hired or promoted-or denied hiring or promotion-for reasons not relevant to the job.
distributor  A person or an organization that helps another organization sell its goods and services to customers.
diversification  Strategy by which a company operates several businesses in order to spread the risk.
diversity  All the ways people are unlike and alike-the differences and similarities in age, gender, race, religion, ethnicity, sexual orientation, capabilities, and socioeconomic background.
division of labor  Also known as work specialization; arrangement of having discrete parts of a task done by different people. The work is divided into particular tasks assigned to particular workers.
divisional structure  The third type of organizational structure, whereby people with diverse occupational specialties are put together in formal groups according to products and/or services, customers and/or clients, or geographic regions.
downsizing  The process of eliminating some managerial and nonmanagerial positions.
downward communication  Communication that flows from a higher level to a lower level.
duck the opportunity  Avoid the opportunity.
ducks in a row  To have all one's tasks lined up (organized) and ready to be executed.
dug down  Worked hard and diligently.
dumping  A foreign company's practice of exporting products abroad at a price lower than the home-market price, or even below the costs of production, in order to drive down the price of the domestic product.
e-business  Using the Internet to facilitate every aspect of running a business.
e-commerce  Electronic commerce; the buying and selling of goods and services over computer networks.
e-mail  Electronic mail; text messages and documents transmitted over a computer network.
e-mail snooping  Reading other people's e-mail messages.
e-leadership  Leadership that involves one-to-one, one-to-many, and within-and between-group and collective interactions via information technology..
economic forces  General economic conditions and trends-unemployment, inflation, interest rates, economic growth-that may affect an organization's performance.
economic pie  The money available in the economy.
effect uncertainty  One of three types of uncertainty; when the effects of environmental changes are unpredictable.
effective  To achieve results, to make the right decisions and to successfully carry them out so that they achieve the organization's goals.
efficient  Using resources-people, money, raw materials, and the like-wisely and cost-effectively.
embargo  A complete ban on the import and/or export of certain products.
emotional intelligence  The ability to cope, to empathize with others, and to be self-motivated.
employee assistance program  Program designed to help employees overcome personal problems affecting their job performance.
employment tests  Tests legally considered to consist of any procedure used in the employment selection process.
encoding  Translating a message into understandable symbols or language.
entrepreneur  Someone who sees a new opportunity for a product or service and launches a business to try to realize it.
entrepreneurship  The process of taking risks to try to create a new enterprise.
Equal Employment Opportunity (EEO) Commission  U.S. panel whose job it is to enforce anti-discrimination and other employment-related laws.
equity theory  In the area of employee motivation, the focus on how employees perceive how fairly they think they are being treated compared to others.
escalation of commitment bias  When decision makers increase their commitment to a project despite negative information about it.
ethical behavior  Behavior accepted as "right" as opposed to "wrong" according to recognized ethical standards.
ethical dilemma  A situation in which you have to decide whether to pursue a course of action that may benefit you or your organization but that is unethical or even illegal.
ethics  Generally accepted standards of right and wrong that influence behavior; these standards may vary among countries and cultures.
ethics officer  A person trained about matters of ethics in the workplace, particularly about resolving ethical dilemmas.
ethnocentric managers  Managers who believe that their native country, culture, language, and /or behavior are superior to others.
ethnocentrism  The belief that one's native country, culture, language, abilities, and/or behavior are superior to those of another culture.
European Union (EU)  Union of 25 trading partners in Europe.
exchange rate  The rate at which one country's currency is exchanged for another country's currency.
expatriate manager  A manager living or working in a foreign country.
expectancy  The belief that a particular level of effort will lead to a particular level of performance.
expectancy theory  Theory that suggests that people are motivated by two things: (1) how much they want something and (2) how likely they think they are to get it.
expert power  One of five sources of power; the power resulting from one's specialized information or expertise.
explicit knowledge  Information that can be easily put into words, graphics, and numbers and shared with others.
exporting  Producing goods domestically and selling them outside the country.
expropriation  A government's seizure of a foreign company's assets.
external audit  Formal verification by outside experts of an organization's financial accounts and statements.
external dimensions of diversity  Human differences that have an element of choice; they consist of the personal characteristics that people acquire, discard, or modify throughout their lives.
external recruiting  Attracting job applicants from outside the organization.
external stakeholders  People or groups in the organization's external environment that are affected by it. This environment includes the task environment and the general environment.
extinction  The withholding or withdrawal of positive rewards for desirable behavior, so that the behavior is less likely to occur in the future.
extranet  An extended intranet that connects internal employees with selected customers, suppliers, and other strategic partners.
extrinsic reward  The payoff, such as money, that a person receives from others for performing a particular task.
the Fed  Refers to the Federal Reserve Bank.
feedback  The receiver's expression of his or her reaction to the sender's message. Also, the information about the reaction of the environment to the outputs that affect the inputs; one of four parts of a system, along with inputs, outputs, and transformational processes.
feedback control  Control that takes place after operations are finished; it is intended to correct problems that have already occurred.
feedforward control  Control that takes place before operations begin; it is intended to prevent anticipated problems.
financial statement  Summary of some aspect of an organization's financial status.
first-line managers  One of three managerial levels; also called supervisory managers; they make the short-term operating decisions, directing the daily tasks of nonmanagerial personnel.
fixed budget  Allocation of resources on the basis of a single estimate of costs.
focused-differentiation strategy  One of Porter's four competitive strategies; to offer products or services that are of unique and superior value compared to those of competitors and to target a narrow market.
forced ranking performance review systems  Performance review systems whereby all employees within a business unit are ranked against one another, and grades are distributed along some sort of bell curve, like students being graded in a college course.
forecast  A projection of the future.
Foreign Corrupt Practices Act of 1977  An act that makes it illegal for employees of U.S. companies to bribe political decision makers in foreign nations.
formal appraisals  Appraisals conducted at specific times throughout the year and based on performance measures that have been established in advance.
formal communication channels  Communications that follow the chain of command and are recognized as official.
formal group  A group, headed by a leader, that is established to do something productive for the organization.
forming  One of five stages of forming a team; the first stage, in which people get oriented and get acquainted.
four management functions  The management process that "gets things done": planning, organizing, leading, and controlling.
franchising  A form of licensing in which a company allows a foreign company to pay it a fee and a share of the profit in return for using the first company's brand name and a package of materials and services.
free market economy  Economic model in which production of goods and services is controlled by private enterprise and the interaction of the forces of supply and demand rather than by the government.
free trade  The movement of goods and services among nations without political or economic obstruction.
freelancers  People who work independently of a firm and offer their work to anyone who is willing to pay.
from scratch  Original; made from something completely new.
full-range leadership  Approach that suggests that leadership behavior varies along a full range of leadership styles, from take-no-responsibilty (laissez-faire) "leadership" at one extreme through transactional leadership, to transformational leadership at the other extreme.
functional managers  Managers who are responsible for just one organizational activity.
functional structure  The second type of organizational structure, whereby people with similar occupational specialties are put together in formal groups.
fundamental attribution bias  Tendency whereby people attribute another person's behavior to his or her personal characteristics rather than to situational factors.
gainsharing  The distribution of savings or "gains" to groups of employees who reduce costs and increase measurable productivity.
general environment  Also called macroenvironment; in contrast to the task environment, it includes six forces: economic, technological, sociocultural, demographic, political-legal, and international.
general managers  Managers who are responsible for several organizational activities.
geocentric managers  Managers who accept that there are differences and similarities between home and foreign personnel and practices and that they should use whatever techniques are most effective.
geographic division  A divisional structure in which activities are grouped around defined regional locations.
glass ceiling  The metaphor for an invisible barrier preventing women and minorities from being promoted to top executive jobs.
global economy  The increasing tendency of the economies of the world to interact with one another as one market instead of as many national markets.
global outsourcing  Using suppliers outside the United States to provide labor, goods, and/or services.
global village  The "shrinking" of time and space as air travel and electronic media make it easier for the people of the globe to communicate with one another.
globalization  The trend of the world economy toward becoming a more interdependent system.
go for the gold  To work to be the very best (figuratively winning a gold medal).
goal displacement  The primary goal is subsumed to a secondary goal.
goal-setting theory  Employee-motivation approach that employees can be motivated by goals that are specific and challenging but achievable.
goof off  (1) Taking unauthorized time off from work. (2) Doing things at work not associated with the job, such as talking with others at the drinking fountain.
government regulators  Regulatory agencies that establish ground rules under which organizations may operate.
grand strategy  Second step of the strategic-management process; it explains how the organization's mission is to be accomplished. Three grand strategies are growth, stability, and defensive.
grapevine  The unofficial communication system of the informal organization.
greenfield venture  A wholly-owned foreign subsidiary that the owning organization has built from scratch.
group  Two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity.
group cohesiveness  A "we feeling" that binds group members together.
groupthink  A cohesive group's blind unwillingness to consider alternatives. This occurs when group members strive for agreement among themselves for the sake of unanimity and avoid accurately assessing the decision situation.
growth stage  The second stage of the product life cycle. This, the most profitable stage, is the period in which customer demand increases, the product's sales grow, and (later) competitors may enter the market.
growth strategy  One of three grand strategies, this strategy involves expansion-as in sales revenues, market share, number of employees, or number of customers or (for nonprofits) clients served.
halo effect  An effect in which we form a positive impression of an individual based on a single trait.
heavy hitters  People with power and influence-and probably money.
helped turn around  Helped reverse the downward trend.
hero  A person whose accomplishments embody the values of the organization.
heuristics  Strategies that simplify the process of making decisions.
hierarchy of authority  Also known as chain of command; a control mechanism for making sure the right people do the right things at the right time.
hierarchy of needs theory  Psychological structure proposed by Maslow whereby people are motivated by five levels of needs: (1) physiological, (2) safety, (3) belongingness, (4) esteem, and (5) self-actualization.
high gear  Going at full strength.
high tech  Anything having to do with advances in technology, such as computers, computer software, pagers, scanners, and the like.
historical perspective  In contrast to the contemporary perspective, the view of management that includes the classical, behavioral, and quantitative viewpoints.
horizontal communication  Communication that flows within and between work units; its main purpose is coordination.
hot second  Immediately.
human capital  Economic or productive potential of employee knowledge, experience, and actions.
human relations movement  The movement that proposed that better human relations could increase worker productivity.
human resource (HR) management  The activities managers perform to plan for, attract, develop, and retain a workforce.
human skills  The ability to work well in cooperation with other people in order to get things done.
hybrid structure  Fifth type of organizational structure, whereby an organizational form uses functional and divisional structures in different parts of the same organization.
hygiene factors  Factors associated with job dissatisfaction-such as salary, working conditions, interpersonal relationships, and company policy-all of which affect the job context or environment in which people work.
import quota  A trade barrier in the form of a limit on the numbers of a product that can be imported.
importing  Buying goods outside the country and reselling them domestically.
in the black  Profitable.
in the red  Unprofitable.
in the right hands  With the person who can give you the most help.
incentives  Benefits used to move people to action, such as commissions, bonuses, profit-sharing plans, and stock options.
income statement  Summary of an organization's financial results-revenues and expenses-over a specified period of time.
incremental budgeting  Allocating increased or decreased funds to a department by using the last budget period as a reference point; only incremental changes in the budget request are reviewed.
incremental innovations  The creation of products, services, or technologies that modify existing ones.
incremental model  One type of nonrational model of decision making; managers take small, short-term steps to alleviate a problem.
indigenization laws  Laws that require that citizens within the host country own a majority of whatever company is operating within that country.
individual approach  One of four approaches to solving ethical dilemmas; ethical behavior is guided by what will result in the individual's best long-term interests, which ultimately is in everyone's self-interest.
informal appraisals  Appraisals conducted on an unscheduled basis and consisting of less rigorous indications of employee performance than those used in formal appraisals.
informal communication channels  Communication that develops outside the formal structure and does not follow the chain of command.
informal group  A group formed by people seeking friendship that has no officially appointed leader, although a leader may emerge from the membership.
information overload  An overload that occurs when the amount of information received exceeds a person's ability to handle or process it.
informational role  One of three types of managerial roles: managers receive and communicate information with other people inside and outside the organization as monitors, disseminators, and spokespersons.
infrastructure  The physical facilities that form the basis of a country's level of economic development.
innovation  Introduction of something new or better, as in goods or services.
inputs  The people, money, information, equipment, and materials required to produce an organization's goods or services; one of four parts of a system, along with outputs, transformation processes, and feedback.
instrumentality  The expectation that successful performance of the task will lead to the outcome desired.
integration  The tendency of the parts of an organization to draw together to achieve a common purpose.
interacting group  A problem-solving technique in which group members interact and deliberate with one another to reach a consensus.
internal audit  A verification of an organization's financial accounts and statements by the organization's own professional staff.
internal dimensions of diversity  The human differences that exert a powerful, sustained effect throughout every stage of people's lives (gender, age, ethnicity, race, sexual orientation, physical abilities).
internal locus of control  The belief that one controls one's own destiny.
internal recruiting  Hiring from the inside, or making people already employed by the organization aware of job openings.
internal stakeholders  Employees, owners, and the board of directors, if any.
international forces  Changes in the economic, political, legal, and technological global system that may affect an organization.
international management  Management that oversees the conduct of operations in or with organizations in foreign countries.
International Monetary Fund (IMF)  One of three principal organizations designed to facilitate international trade; its purpose is to assist in smoothing the flow of money between nations.
Internet  Global network of independently operating but interconnected computers, linking hundreds of thousands of smaller networks around the world.
interpersonal role  One of three types of managerial roles; managers interact with people inside and outside of their work units. The three interpersonal roles include figurehead, leader, and liaison activities.
intervention  Interference in an attempt to correct a problem.
intranet  An organization's private, internal Internet.
intrapreneur  Someone who works inside an existing organization who sees an opportunity for a product or a service and mobilizes the organization's resources to try to realize it.
intrinsic reward  The satisfaction, such as a feeling of accomplishment, a person receives from performing a task.
introduction stage  The first stage in the product life cycle; a new product is introduced into the marketplace.
intuition model  Form of nonrational decision making whereby a manager quickly sizes up a situation and makes a decision based on his or her experience or practice.
IOUs  Debt; abbreviation for "I owe you."
is the heart  Is the most important part of something; the central force or idea.
ISO 9000 series  Set of company qualitycontrol procedures, developed by the International Organization for Standardization in Geneva, Switzerland, that deals with all activities-from purchasing to manufacturing to inventory to shipping-that can be audited by independent qualitycontrol experts, or "registrars."
jargon  Terminology specific to a particular profession or group.
job analysis  The determination of the basic elements of a job.
job characteristics model  The job design model that consists of five core job characteristics that affect three critical psychological states of an employee that in turn affect work outcomes-the employee's motivation, performance, and satisfaction.
job description  A summary of what the holder of the job does and how and why he or she does it.
job design  The division of an organization's work among its employees and the application of motivational theories to jobs to increase satisfaction and performance.
job enlargement  Increasing the number of tasks in a job to increase variety and motivation.
job enrichment  Building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement.
job involvement  The extent to which one is personally involved with one's job.
job posting  Placing information about job vacancies and qualifications on bulletin boards, in newsletters, and on the organization's intranet.
job satisfaction  The extent to which one feels positively or negatively about various aspects of one's work.
job simplification  The process of reducing the number of tasks a worker performs.
job specification  Description of the minimum qualifications a person must have to perform a job successfully.
joint ventures  Organizations that join forces to realize strategic advantages that neither could have achieved alone; a U.S. firm may form a joint venture, also known as a strategic alliance, with a foreign company to share the risks and rewards of starting a new enterprise together in a foreign country.
joke around  To tell jokes and generally act less than professional.
jump at the idea  To respond positively to a new idea.
jumped headfirst  Began quickly and eagerly, without hesitation.
justice approach  One of four approaches to solving ethical dilemmas; ethical behavior is guided by respect for impartial standards of fairness and equity.
key player  Important participant.
kick back and relax  To take a rest.
knowledge management  Implementation of systems and practices to increase the sharing of knowledge and information throughout an organization; also, the development of an organizational structure-and the tools, processes, systems, and structures-that encourages continuous learning and sharing of knowledge and information among employees, for the purpose of making better decisions.
large-batch technology  Routinized products made by highly mechanized organizations; mass-production assemblyline technology.
the last laugh  Comes from the expression, "He who laughs last, laughs loudest," because he or she has been proven right.
leadership  The ability to influence employees to voluntarily pursue organizational goals.
leadership grid model  Blake and Mouton's leadership training model; the ideal leadership style has a high concern for (1) production, the job aspects of subordinates' behavior, and (2) people, the human aspects of their behavior.
leading  Motivating, directing, and otherwise influencing people to work hard to achieve the organization's goals.
lean Six Sigma  Quality-control approach that focuses on problem solving and performance improvement-speed with excellence-of a well-defined project; see also Six Sigma.
learned helplessness  The debilitating lack of faith in one's ability to control one's environment.
learning organization  An organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge.
legitimate power  One of five sources of power; all managers have this power, which results from their formal positions with the organization.
less-developed countries  Also known as developing countries; nations with low economic development and low average incomes.
Level 5 leadership  Leadership situation in which an organization is led by a Level 5 executive who possesses the paradoxical characteristics of humility and a fearless will to succeed, as well as the capabilities associated with levels 1-4: highly capable, contributing, competent, effective.
licensing  Company X allows a foreign company to pay it a fee to make or distribute X's product or service.
line managers  Managers who have the authority to make decisions and usually have people reporting to them.
locus of control  Measure of how much people believe they control their fate through their own efforts.
loss  Total costs exceed total sales revenue.
maintenance role  Relationship-related role consisting of behavior that fosters constructive relationships among team members.
management  The pursuit of organizational goals efficiently and effectively by integrating the work of people through planning, organizing, leading, and controlling the organization's resources.
management by exception  Control principle that states that managers should be informed of a situation only if data shows a significant deviation from standards.
management by objectives (MBO)  Four-step process in which (1) managers and employees jointly set objectives for the employee, (2) managers develop action plans, (3) managers and employees periodically review the employee's performance, and (4) the manager makes a performance appraisal and rewards the employee according to results.
management by wandering around (MBWA)  Style of management whereby a manager literally wanders around the organization and talks with people across all lines of authority.
management process  Performing the planning, organizing, leading, and controlling necessary to get things done.
management science  Sometimes called operations research; branch of quantitative management; method of solving management problems by using mathematics to aid in problem solving and decision making.
maquiladoras  U.S. manufacturing plants allowed to operate in Mexico with special privileges in return for employing Mexican citizens.
market control  The use of market mechanisms-pricing, competition, market share-to guide performance.
marriage of software, hardware, etc.  Combination of various technologies.
matrix structure  Sixth type of organizational structure, which combines functional and divisional chains of command in a grid so that there are two command structures-vertical and horizontal.
maturity stage  A stage when the organization becomes very bureaucratic, large, and mechanistic.
maturity stage  The third stage in the product life cycle; period in which the product starts to fall out of favor, and sales and profits fall off.
means-end chain  A hierarchy of goals; in the chain of management (operational, tactical, strategic), the accomplishment of low-level goals are the means leading to the accomplishment of high-level goals or ends.
measuring stick  Tool used to evaluate something.
mechanistic organization  Organization in which authority is centralized, tasks and rules are clearly specified, and employees are closely supervised.
media richness  Indication of how well a particular medium conveys information and promotes learning.
medium  The pathway by which a message travels.
Mercosur  The largest trade bloc in Latin America, with four core members: Argentina, Brazil, Paraguay, Uruguay.
message  The information to be shared.
meta-analysis  Statistical pooling technique that permits behavioral scientists to draw general conclusions about certain variables from many different studies.
middle managers  One of three managerial levels; they implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them.
midlife stage  A period of growth evolving into stability when the organization becomes bureaucratic.
mine the knowledge  Make maximum use of the knowledge employees have.
mission  An organization's purpose or reason for being.
mission statement  Statement that expresses the purpose of the organization.
mixed economy  An economy in which most of the important industries are owned by the government, but others are controlled by private enterprise.
money laundering  Making illegal money appear legal by passing it through a bank or a legal business.
monochronic time  The standard kind of time orientation in U.S business; preference for doing one thing at a time.
moral-rights approach  One of four approaches to solving ethical dilemmas; ethical behavior is guided by respect for the fundamental rights of human beings.
more than meets the eye  There's more to something than can be seen.
most favored nation  This trading status describes a condition in which a country grants other countries favorable trading treatment such as the reduction of import duties.
motivating factors  Factors associated with job satisfaction-such as achievement, recognition, responsibility, and advancement-all of which affect the job content or the rewards of work performance.
motivation  Psychological processes that arouse and direct goal-directed behavior.
muddy the water  Make things unclear.
multinational corporation  Business firm with operations in several countries.
multinational organization  Nonprofit organization with operations in several countries.
National Labor Relations Board  Legislated in 1935, U.S. commission that enforces the procedures whereby employees may vote to have a union and for collective bargaining.
need-based perspectives  Also known as content perspectives; theories that emphasize the needs that motivate people.
needs  Physiological or psychological deficiencies that arouse behavior.
network structure  Eighth type of organizational structure, whereby a central core is linked to outside independent firms by computer connections, which are used to operate as if all were a single organization.
no-haggle pricing  Situation in which prices are fixed and cannot be negotiated with the seller.
noise  Any disturbance that interferes with the transmission of a message.
nominal group  A group whose purpose it is to generate ideas and evaluate solutions by writing down as many ideas as possible. The ideas are listed on a blackboard, then discussed, then voted on.
nonprogrammed decisions  Decisions that occur under nonroutine, unfamiliar circumstances.
nonrational model of decision making  A model of decision-making style that explains how managers make decisions; they assume that decision making is nearly always uncertain and risky, making it difficult for managers to make optimum decisions.
nonverbal communication  Messages in a form other than the written or the spoken word.
norming  One of five stages of forming a team; stage three, in which conflicts are resolved, close relationships develop, and unity and harmony emerge.
norms  General guidelines or rules of behavior that most group or team members follow.
North American Free Trade Agreement (NAFTA)  Formed in 1994, the trading bloc consisting of the United States, Canada, and Mexico.
not bat an eye  To not seem to see; to not react.
objective appraisal  Also called results appraisal; form of performance evaluation that is based on facts and that is often numerical.
obstructionist approach  One of four managerial approaches to social responsiblity; managers put economic gain first and resist social responsibility as being outside the organization's self-interest.
open system  System that continually interacts with its environment.
operational control  Monitoring performance to ensure that operational plans-day-to-day goals-are being implemented and taking corrective action as needed.
operational goals  Goals that are set by and for first-line managers and are concerned with short-term matters associated with realizing tactical goals.
operational planning  Determining how to accomplish specific tasks with available resources within the next 1-week to 1-year period; done by first-line managers.
operations management  A branch of quantitative management; effective management of the production and delivery of an organization's products or services.
opportunities  Situations that present possibilities for exceeding existing goals.
organic organization  Organization in which authority is decentralized, there are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks.
organization  A group of people who work together to achieve some specific purpose. A system of consciously coordinated activities or forces of two or more people.
organization chart  Box-and-lines illustration of the formal relationships of positions of authority and the organization's official divisions of labor.
organization development (OD)  Set of techniques for implementing planned change to make people and organizations more effective.
organizational behavior (OB)  Behavior that is dedicated to better understanding and managing people at work.
organizational culture  Sometimes called corporate culture; system of shared beliefs and values that develops within an organization and guides the behavior of its members.
organizational life cycle  Four-stage cycle with a natural sequence of stages: birth, youth, midlife, and maturity.
organizational opportunities  The environmental factors that the organization may exploit for competitive advantage.
organizational size  Measurement of a group's size according to the number of full-time employees.
organizational strengths  The skills and capabilities that give the organization special competencies and competitive advantages in executing strategies in pursuit of its mission.
organizational threats  The environmental factors that hinder an organization's achieving a competitive advantage.
organizational weaknesses  The drawbacks that hinder an organization in executing strategies in pursuit of its mission.
organizing  Arranging tasks, people, and other resources to accomplish the work.
orientation  Process of helping a newcomer fit smoothly into the job and the organization.
out of the office loop  Not included in everyday workplace communication.
outputs  The products, services, profits, losses, employee satisfaction or discontent, and the like that are produced by the organization; one of four parts of a system, along with inputs, transformation processes, and feedback.
outsourcing  Subcontracting of services and operations to an outside vendor. Using suppliers outside the company to provide goods and services.
owners  Those who can claim the organization as their legal property.
panic  Situation in which a manager reacts frantically to get rid of a problem that he or she cannot deal with realistically.
paradigm  Generally accepted way of viewing the world.
participative management (PM)  The process of involving employees in (1) setting goals, (2) making decisions, (3) solving problems, and (4) making changes in the organization.
path = goal leadership model  Contingency approach that holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support.
pay for knowledge  Situation in which employees' pay is tied to the number of job-relevant skills they have or academic degrees they earn.
pay for performance  Situation in which an employee's pay is based on the results he or she achieves.
perception  Awareness; interpreting and understanding one's environment.
performance appraisal  Assessment of an employee's performance and the provision of feedback.
performing  One of five stages of forming a team; stage 4, in which members concentrate on solving problems and completing the assigned task.
perks  Short for perquisites; compensation in addition to salary, such as day care or a company car.
personality  The stable psychological traits and behavioral attributes that give a person his or her identity.
personalized power  Power directed at helping oneself.
philanthropy  Donation of money to worthwhile recipients, to promote human welfare.
pick up the tab  Pay for something.
piece of the action  Part of the opportunities.
piece rate  Pay based on how much output an employee produces.
get a pink slip  To be fired from a job; derived from the days when employers gave workers written notices (on pink paper) that their jobs were terminated.
pitch in  To help as needed.
planning  Setting goals and deciding how to achieve them. Also, coping with uncertainty by formulating future courses of action to achieve specified results.
planning/control cycle  A cycle that has two planning steps (1 and 2) and two control steps (3 and 4), as follows: (1) Make the plan. (2) Carry out the plan. (3) Control the direction by comparing results with the plan. (4) Control the direction by taking corrective action in two ways-namely, (a) by correcting deviations in the plan being carried out, or (b) by improving future plans.
played his/her last card  Tried the last thing he/she could think of.
political risk  The risk that political changes will cause loss of a company's assets or impair its foreign operations.
political-legal forces  Changes in the way politics shape laws and laws shape the opportunities for and threats to an organization.
polycentric managers  Managers who take the view that native managers in foreign offices best understand native personnel and practices, and so the home office should leave them alone.
polychronic time  Kind of time orientation common in Mediterranean, Latin American, and Arab cultures; preference for doing more than one thing at a time.
Porter's four competitive strategies (four generic strategies)  (1) Costleadership, (2) differentiation, (3) costfocus, (4) focused-differentiation. The first two strategies focus on wide markets, the last two on narrow markets.
positive reinforcement  The use of positive consequences to encourage desirable behavior.
power  The measure of the extent to which a person is able to influence others so that they respond to orders.
privatization  The making private of business activities, as when stateowned activities are performed by private enterprise.
proactive approach  One of four managerial approaches to social responsibility; managers actively lead the way in being socially responsible for all stakeholders, using the organization's resources to identify and respond to social problems.
proactive change  Planned change; making carefully thought-out changes in anticipation of possible or expected problems or opportunities; opposite of reactive change.
proactive personality  Someone who is apt to take initiative and persevere to influence the environment.
problems  Difficulties that inhibit the achievement of goals.
process innovation  A change in the way a product or service is conceived, manufactured, or disseminated.
process perspectives  Theories of employee motivation concerned with the thought processes by which people decide how to act: expectancy theory, equity theory, and goal-setting theory.
product division  A divisional structure in which activities are grouped around similar products or services.
product innovation  A change in the appearance or the performance of a product or a service or the creation of a new one.
product life cycle  A model that graphs the four stages of a product or service during the "life" of its marketability: (1) introduction, (2) growth, (3) maturity, and (4) decline.
profit  The amount by which total revenue exceeds total costs; a valuable return.
profit sharing  The distribution to employees of a percentage of the company's profits.
program  A single-use plan encompassing a range of projects or activities.
programmed conflict  Conflict designed to elicit different opinions without inciting people's personal feelings.
programmed decisions  Decisions that are repetitive and routine. Contrast nonprogrammed decisions.
project  A single-use plan of less scope and complexity than a program.
project life cycle  Cycle of a project with four stages from start to finish: definition, planning, execution, and closing.
project management  Achieving a set of goals by planning, scheduling, and maintaining progress of the activities that constitute a project.
project management software  Programs for planning and scheduling the people, costs, and resources to complete a project on time.
project planning  Preparation of singleuse plans, or projects.
prospectors  Managers who develop new products or services and seek out new markets, rather than waiting for things to happen.
provided the spark  Supplied the energy that motivated others.
punishment  The application of negative consequences to stop or change undesirable behavior.
quality  The total ability of a product or service to meet customer needs.
quality assurance  A means of ensuring quality that focuses on the performance of workers, urging employees to strive for "zero defects."
quality circles  Small groups of volunteer workers and supervisors who meet intermittently to discuss workplace and quality-related problems.
quality control  A means of ensuring quality whereby errors are minimized by managing each state of production.
quality-management viewpoint  Perspective that focuses on quality control, quality assurance, and total quality management.
quantitative management  An evolutionary form of operations research, whereby quantitative techniques, such as statistics and computer simulations, are applied to management. Two branches of quantitative management are management science and operations management.
create quite a stir  Cause a situation in which people are all excited.
radical innovations  New products, services, or technologies that replace existing ones.
ratio analysis  The evaluation of financial ratios (the relationship of two or more things); includes liquidity ratios, debt management ratios, asset management ratios, and return ratios.
rational model of decision making  Also called the classical model; the style of decision making that explains how managers should make decisions; it assumes that managers will make logical decisions that will be the optimum in furthering the organization's best interests.
reactive change  Change made in response to problems or opportunities as they arise. Compare proactive change.
reactors  Managers who make adjustments only when finally forced to by environmental pressures.
readiness  The extent to which a follower possesses the ability and willingness to complete a task.
realistic job preview  A picture of both positive and negative features of the job and organization given to a job candidate before he or she is hired.
receiver  The person for whom a message is intended.
recruiting  The process of locating and attracting qualified applicants for jobs open in the organization.
reduced cycle time  The reduction of steps in the work process.
referent power  One of five sources of power; power deriving from one's personal attraction.
reinforcement  Anything that causes a given behavior to be repeated or inhibited; the four types are positive, negative, extinction, and punishment.
reinforcement theory  The belief that behavior reinforced by positive consequences tends to be repeated, whereas behavior reinforced by negative consequences tends not to be repeated.
related diversification  Strategy by which an organization under one ownership operates separate businesses that are related to one another.
relaxed avoidance  The situation in which a manager decides to take no action in the belief that there will be no great negative consequences.
relaxed change  The situation in which a manager realizes that complete inaction will have negative consequences but opts for the first available alternative that involves low risk.
representativeness bias  The tendency to generalize from a small sample or a single event.
response uncertainty  One of three types of uncertainty; when the consequences of a decision are uncertain.
responsibility  The obligation one has to perform the assigned tasks.
the rest is history  What happens next is well known.
reward power  One of five sources of power; all managers have this power, which results from their authority to reward their subordinates.
rites and rituals  The activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in an organization's life.
role  A socially determined expectation of how an individual should behave in a specific position; set of behaviors that people expect of occupants of a position.
roller coaster ride  Volatile; refers to the resemblance to the rapid change between extreme high and low points on an amusement park ride.
rookie mistakes  A newcomer's errors; errors made by someone inexperienced.
run on the banks  When people are uncertain whether or not their funds are safe in banks, they may rush to take their money out before other people do and there is none left.
sales commissions  The percentage of a company's earnings as the result of a salesperson's sales that is paid to that salesperson.
satisficing model  One type of nonrational decision-making model; managers seek alternatives until they find one that is satisfactory, not optimal.
scab  A person who crosses a union picket line to assume the job of a striking worker.
scientific management  Management approach that emphasizes the scientific study of work methods to improve the productivity of individual workers.
seat-of-the-pants start-up  A new business that has very few resources.
selection process  The screening of job applicants to hire the best candidate.
selective perception  The tendency to filter out information that is discomforting, that seems irrelevant, or that contradicts one's beliefs.
self-efficacy  Personal ability to do a task.
self-esteem  Self-respect; the extent to which people like or dislike themselves.
self-fulfilling prophecy  Also known as the Pygmalion effect; the phenomenon in which people's expectations of themselves or others leads them to behave in ways that make those expectations come true.
self-managed teams  Groups of workers who are given administrative oversight for their task domains.
self-monitoring  Observing one's own behavior and adapting it to external situations.
self-serving bias  The attributional tendency to take more personal responsibility for success than for failure.
semantics  The study of the meaning of words.
sender  The person wanting to share information.
servant leaders  Leaders who focus on providing increased service to others-meeting the goals of both followers and the organization-rather than on themselves.
sexual harassment  Unwanted sexual attention that creates an adverse work environment.
shared leadership  Simultaneous, ongoing, mutual influence process in which people share responsibility for leading.
simple structure  The first type of organizational structure, whereby an organization has authority centralized in a single person, as well as a flat hierarchy, few rules, and low work specialization.
single-product strategy  Strategy by which a company makes and sells only one product within its market.
situational interview  A structured interview in which the interviewer focuses on hypothetical situations.
situational leadership theory  Leadership model that holds that leaders should adjust their leadership style according to the readiness of the followers.
skunkworks  A project team whose members are separated from the normal operation of an organization and asked to produce a new, innovative product.
small-batch technology  System in which goods are custom-made to customer specifications in small quantities.
SMART goal  A goal that is Specific, Measurable, Attainable, Results oriented, and has Target dates.
social capital  Economic or productive potential of strong, trusting, and cooperative relationships.
social loafing  The tendency of people to exert less effort when working in groups than when working alone.
social responsibility  Manager's duty to take action that will benefit society's interests as well as the organization's.
socialized power  Power directed at helping others.
sociocultural forces  Influences and trends originating in a country, society, or culture; human relationships and values that may affect an organization.
spam  Unsolicited e-mail jokes and junk mail.
span of control  The number of people reporting directly to a given manager.
special-interest groups  Groups whose members try to influence specific issues.
special-purpose team  A team that meets to solve a special or one-time problem.
stability strategy  One of three grand strategies, this strategy involves little or no significant change.
staff personnel  Staff with advisory functions; they provide advice, recommendations, and research to line managers.
stakeholders  People whose interests are affected by an organization's activities.
start-up business  A new company.
state uncertainty  One of three types of uncertainty; when the environment is considered unpredictable.
statistical process control  A statistical technique that uses periodic random samples from production runs to see if quality is being maintained within a standard range of acceptability.
stereotype  A standardized mental picture resulting from oversimplified beliefs about a certain group of people.
stereotyping  The tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs.
stock options  The right to buy a company's stock at a future date for a discounted price; often a benefit given to key employees.
storming  One of five stages of forming a team; stage two, the emergence of individual personalities, roles, and conflicts within the group.
story  A narrative based on true events, which is repeated-and sometimes embellished upon-to emphasize a particular value.
strategic allies  Describes the relationship of two organizations that join forces to achieve advantages that neither can perform as well alone.
strategic control  Monitoring performance to ensure that strategic plans are being implemented and taking corrective action as needed.
strategic goals  Goals that are set by and for top management and focus on objectives for the organization as a whole.
strategic human resource planning  The development of a systematic, comprehensive strategy for (1) understanding current employee needs and (2) predicting future employee needs.
strategic management  A five-step process that involves managers from all parts of the organization in the formulation and implementation of strategies and strategic goals: establish the mission and the vision; establish the grand strategy; formulate the strategic plans; carry out the strategic plans; maintain strategic control.
strategic planning  Determining what an organization's long-term goals should be for the next 1-10 years with the resources it expects to have available; done by top management.
strategy  A large-scale action plan that sets the direction for an organization.
strategy formulation  The process of choosing among different strategies and altering them to best fit the organization's needs.
strategy implementation  The execution of strategic plans.
stress  The tension people feel when they are facing or enduring extraordinary demands, constraints, or opportunities and are uncertain about their ability to handle them effectively.
stressor  The source of stress.
structured interview  Interview in which the interviewer asks each applicant the same questions and then compares the responses to a standardized set of answers.
subjective appraisal  Form of performance evaluation based on a manager's perceptions of an employee's traits or behaviors.
subsystems  The collection of parts that make up the whole system.
supplier  A person or organization that provides supplies-raw materials, services, equipment, labor, or energy-to other organizations.
SWOT analysis  The search for the Strengths, Weaknesses, Opportunities, and Threats that affect an organization.
symbol  An object, act, quality, or event that conveys meaning.
synergy  Situation in which the economic value of separate, related businesses under one ownership and management is greater than the businesses are worth separately.
system  A set of interrelated parts that operate together to achieve a common purpose.
systems viewpoint  Perspective that regards the organization as a system of interrelated parts.
tactical control  Monitoring performance to ensure that tactical plans-those at the divisional or departmental level-are being implemented and taking corrective action as needed.
tactical goals  Goals that are set by and for middle managers and focus on the actions needed to achieve strategic goals.
tactical planning  Determining what contributions departments or similar work units can make with their given resources during the next six months to two years; done by middle management.
tacit knowledge  Knowledge that is individual-based, intuitive, acquired through considerable experience, and hard to express and to share.
take the plunge  To finally get started.
talking the talk  Promising things to people but not following through with action.
tariff  A trade barrier in the form of a customs duty, or tax, levied mainly on imports.
task environment  Eleven groups that present you with daily tasks to handle: customers, competitors, suppliers, distributors, strategic allies, employee groups, local communities, financial institutions, government regulators, special-interest groups, and mass media.
task role  Behavior that concentrates on getting the team's task done.
team  A small group of people with complementary skills who are committed to a common purpose, performance goals, and approach to which they hold themselves mutually accountable.
team-based structure  Seventh type of organizational structure, whereby teams or workgroups, either temporary or permanent, are used to improve horizontal relations and solve problems throughout the organization.
technical skills  Skills that consist of the job-specific knowledge needed to perform well in a specialized field.
technological forces  New developments in methods for transforming resources into goods or services.
technology  All the tools and ideas for transforming material, data, or labor (inputs) into goods or services (outputs). It applies not just to computers but any machine or process that enables an organization to gain a competitive advantage in changing materials used to produce a finished product.
telecom  Short for telecommunications.
telecommute  To work from home or remote locations using a variety of information technologies.
telephone tag  Playing back-and-forth with leaving telephone messages; leaving a telephone message when you attempt to respond to a message left for you.
thorny issue  An issue that can cause pain (as a thorn on a rose bush may).
time in the trenches  Working with the other employees and experiencing what they contend with as opposed to managing from an office and relying solely on reports about what is happening in the workplace.
tip of the iceberg  Only a little bit of the issue or the problem; there is much more to the issue than what appears on the surface.
top managers  One of three managerial levels; they make the long-term decisions about the overall direction of the organization and establish the objectives, policies, and strategies for it.
total quality management (TQM)  A comprehensive approach-led by top management and supported throughout the organization-dedicated to continuous quality improvement, training, and customer satisfaction. It has four components: (1) Make continuous improvement a priority. (2) Get every employee involved. (3) Listen to and learn from customers and employees. (4) Use accurate standards to identify and eliminate problems.
totalitarian governments  Governments ruled by a dictator, a single political party, or a special-membership group.
trade protectionism  The use of government regulations to limit the import of goods and services.
trading bloc  Also known as an economic community; a group of nations within a geographical region that have agreed to remove trade barriers with one another.
training  Educating technical and operational employees in how to better do their current jobs.
trait approaches to leadership  Attempts to identify distinctive characteristics that account for the effectiveness of leaders.
transactional leader  One who focuses on the interpersonal transactions between managers and employees.
transactional leadership  Leadership style that focuses on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance.
transformation processes  The organization's capabilities in management and technology that are applied to converting inputs into outputs; one of four parts of a system, along with inputs, outputs, and feedback.
transformational leadership  Leadership style that transforms employees to pursue organizational goals over selfinterests.
trend analysis  A hypothetical extension of a past series of events into the future.
turnover  The movement of employees in and out of an organization when they obtain and then leave their jobs.
two-factor theory  Herzberg's theory that proposes that work satisfaction and dissatisfaction arise from two different work factors-work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors.
underemployed  Working at a job that requires less education than one has.
unrelated diversification  Operating several businesses that are not related to one another under one ownership.
unstructured interview  Interview in which the interviewer asks probing questions to find out what the applicant is like.
up front  To be forthcoming, to be honest from the start.
upward communication  Communication that flows from lower levels to higher levels.
utilitarian approach  One of four approaches to solving ethical dilemmas; ethical behavior is guided by what will result in the greatest good for the greatest number of people.
valence  The value or the importance a worker assigns to a possible outcome or reward.
value system  The pattern of values within an organization.
values  Abstract ideals that guide one's thinking and behavior across all situations; the relatively permanent and deeply held underlying beliefs and attitudes that help determine a person's behavior.
variable budget  Allowing the allocation of resources to vary in proportion with various levels of activity.
variable costs  Expenses that vary directly depending on the numbers of the product that one produces and sells.
videoconferencing  Using video and audio links along with computers to enable people located at different locations to see, hear, and talk with one another.
virtual bank  A bank with no building to go to; an Internet bank.
vision statement  Statement that expresses what the organization should become and where it wants to go strategically.
walking the walk  Doing what you say you will do.
wannabes  Individuals who want to be something but who aren't.
watching over someone's shoulder  Looking at everything someone does.
whistleblower  An employee who reports organizational misconduct to the public.
wholly owned subsidiary  A foreign subsidiary, or subordinate section of an organization, that is totally owned and controlled by the organization.
work teams  Teams that engage in collective work requiring coordinated effort; they are of four types, which may be identified according to their basic purpose: advice teams, production teams, project teams, and action teams.
World Bank  One of three principal organizations designed to facilitate international trade; its purpose is to provide low-interest loans to developing nations for improving transportation, education, health, and telecommunications.
World Trade Organization (WTO)  One of three principal organizations designed to facilitate international trade; it is designed to monitor and enforce trade agreements.
you get what you pay for  If you pay a low price, you'll probably get a low-quality product.
youth stage  The stage in which the organization is in a prebureaucratic phase, one of growth and expansion.
zero-sum game  A game in which, if one side wins, the other side must lose-as opposed to a game where both sides can win, which is called a win-win game.
zero-based budgeting (ZBB)  Forcing each department to start from zero in projecting its funding needs for the coming budget period.





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