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73 Cards in this Set
- Front
- Back
communication channel
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oral, nonverbal, and written
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communication process
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takes place between a sender who encodes a message and transmits it through a channel to a receiver who decodes it and may give feedback
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vertical and horizontal communication
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vertical - is the flow of information both downward and upward through the organization chain of command aka formal communication.
horizontal - is the flow of information between colleagues and peers. It is formal and doesn't follow the chain of command. |
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Grapevine
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the informal flow of information in any direction throughout an organization.
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paraphrasing
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is restating a message in your own words
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perception
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it is the way that someone perceives a message
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noise
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anything that interferes with a message transmition
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filtering
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is the process of altering or distorting information to project a more favorable image
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message sending process
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1. develop rapport
2. state your communication objective 3. transmit your message 4. check the receiver's understanding 5. get a commitment and follow up |
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response styles
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1 reflecting - use when coaching or counseling
2 probing - shows full understanding 3 diverting - is appropriate if it makes either side uncomfortable 4 advising - when someone is asking for advise 5 reassuring - when the speaker's confidence needs a boost |
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empathic listening
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is understanding and relating to another's feelings
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management information systems (MIS)
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transform data into the information employees need to do their work
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decision support systems (DSS)
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use managers insights to make non-routine decisions
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motivation
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is the willingness to achieve organizational objectives or to go above and beyond
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motivation process
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go from need to motive to behavior to consequence to satisfaction or dissatisfaction
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performance formula
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performance= ability x motivation x resources
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motivation theories
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content motivation theories - identifying and understanding employees needs
process motivation theories - focus on understanding how employees choose behaviors to fulfill the needs reinforcement theory - consequences of behavior will motivate employees to behave in predetermined ways |
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content motivation theories
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hierarchy of needs - five level of needs physiological, safety, social, esteem, and self actualization
ERG theory - 3 needs, existence, relatedness, and growth two factory theory, people are motivated by motivators Acquired needs theory - are motivated by their need for achievement, power, and affiliation |
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Process motivation theories
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equity theory - motivated when their perceived inputs equal outputs
goal setting theory - achievable but difficult goals motivate employees expectancy theory - motivated when they think they can accomplish the task and the reward is worth it |
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reinforcement theory
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positive reinforcement - having a preferred consequence for desirable performance
avoidance reinforcement - is threatening to provide negative consequences for poor performance punishment - providing an undesirable consequence for an undesirable behavior extinction - is the withholding of reinforcement for a particular behavior |
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groups versus teams
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group - has two or more members with a clear leader who perform independent jobs
team - has a small number of members with shared leadership who perform independent jobs |
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group performance model
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group performance is a function of organizational context, group structure, group process, and group development stage
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group types
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are formal or informal, functional or cross-functional, and command or task
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command groups
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consist of managers and the employees they supervise
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task groups
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consist of employees selected to work on a specific objective
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virtual teams
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are physically located in different places but work together as a team
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group roles
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task role- do and say things that directly aid in the accomplishment of the objectives
maintenance role - members who do and say things to develop and sustain the group process self-interest - members who do and say things that help themselves |
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norms
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are expectation about behavior that are shared by member of a group.
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cohesiveness
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is the extent to which members stick together
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status
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is the perceived ranking of one member relative to another
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stages or group development
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1. orientation - is characterized by a low development level. figure out tasks
2. dissatisfaction - or storming state is characterized by a moderate development level 3. resolution - or norming stage, is characterized by high development 4. production - or performing stage, is characterized by outstanding development 5. termination - or adjourning stage |
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team leaders
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empower members to take responsibility for performing the management functions and focus on developing effective group structure and group process and on furthering group development.
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meeting plan
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time, objectives, participation and assignments, agenda
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parts of meeting
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identify objectives, cover agenda, summarize and review assignments
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controlling
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is the process of establishing and implementing mechanisms to ensure that objectives are achieved
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preliminary control
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is designed to anticipate and prevent possible problems
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concurrent control
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is action taken to ensure that standards are met as inputs are transformed into outputs
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rework control
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is action taken to fix an output
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damage control
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is action taken to minimize negative impacts on customers/stakeholders due to faulty outputs
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systems process
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varies according to function within company
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control systems process
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1. set objectives and standards
2. measure performance 3. compare performance to standards 4. correct or reinforce |
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standards
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measure performance levels in the areas of quantity, quality, time, cost, and behavior
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critical success factors
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are the limited number of areas in which satisfactory results will ensure successful performance, achieving the objective/standard
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frequency and methods
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constant controls - are in continuous use, include self control, clan control, and standing plans
periodic controls - are used on a regular, fixed basis, such as once per hour or day, every week, or at the end of the month, quarter, or year occasional controls - are used on a sporadic basis when needed |
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budget
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is a planned quantitative allocation of resources for specific activities
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capital expenditures
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includes all planned major asset investments
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financial statement
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- income statement - presents revenue and expenses and the profit or loss
- balance sheet - presents the assets and liabilities and owners equity - cash flow statement - present that cashreceipts and payments for the stated time period |
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coaching
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is the process of giving motivational feedback to maintation and improve performance
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management by walking around (MBWA)
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listening - to find out what is going on
teaching - does not mean telling employees what to do it means training facilitation - means taking action to help employees get their jobs done |
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management counseling
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is the process of giving employees feedback so they realize that a problem is affecting their job performance
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Employee Assistance Program (EAP)
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has a staff of people who help employees get professional assistance in solving their problems
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discipline
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1. refer to past feedback
2. ask why the undesired behavior was used 3. give the discipline 4. get a commitment to change and develop a plan 5. summarize and state the follow up |
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operations
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is the function concerned with transforming resource inputs into product outputs
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product/service
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product - is a good, a service, or a combination of the two
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customer involvement
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make to stock - produce products with a common design and price, in anticipation of demand. most goods that you see in retail stores are from make to stock.
assemble to order - produce a standard product with some customized features make to order - are carried out only after an order has been received from a customer |
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facility layout
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product layout - is associated with make to stock and assemble to order leves of customer involvement
process layout - is associated with a make to order level of customer involvement cellular layout - is associated with make to stock and assemble to order levels of customer involvement |
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logical reasons for choosing facility location
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cost, proximity to inputs, transportation, access to human resources, number of facilities
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capacity
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is the amount of products an organization can produce
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routing
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is the path and sequence of the transformation of a product into an output
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priority scheduling
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is the continuing evaluation and reordering of the sequence in which products will be produced
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planning sheet
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state an objective and list the sequence of activities required to meet the objective, when each activity will begin and end
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gantt chart
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use bars to graphically illustrate a schedule and progress toward the objective over a period of time
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PERT Network chart
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is a network scheduling technique that illustrates the dependence of activities
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inventory
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is the stock of materials held for future use
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inventory control within systems process
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inputs - transformation - outputs - delivery to customer
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materials requirement planning (MRP)
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is a system that integrates operations and inventory control with complex ordering and scheduling
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enterprise resource planning (ERP)
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it collects processes and provides information about a firm's entire enterprise
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supply chain management
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is the process of coordination all the activities involved in producing a product and delivering it to the customer
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quality control
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is the process of ensuring that all types of inventory meet standards
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international standards organization (ISO)
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certifies firms that meet set quality standards
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Statistical process control (SPC)
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aids in determining whether quality is within an acceptable standard range
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productivity
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is a performance measure relating outputs to inputs
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balanced scorecard (BSC)
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missions and goals
financial performance customer service performance internal business performance learning and growth performance |