TinM

alternative dispute resolution avoiding courtroom battles by settling disputes with less costly methods, including arbitration and mediation

amoral managers managers who are neither moral nor immoral but ethically lazy

authority right to direct the actions of others

anticipatory changes planned changes based on expected situations

business cycle the up-and-down movement of an economy’s ability to generate wealth

break-even point level of sales at which there is no loss or profit

body language nonverbal communication based on facial expressions, posture, and appearance
bargaining zone the gap between two parties’ BATNAs

benchmarking identifying, studying, and building upon the best practices of organizational role models

closed system a self-sufficient entity

contingency approach research effort to determine which managerial practices and techniques are appropriate in specific situations

contingent workers part-timers and other employees who do not have a long-term implicit contract with their ultimate employers

cultural intelligence (CQ) ability to interpret and act in appropriate ways in unfamiliar cultural surroundings

culture a population’s taken-for-granted assumptions, values, beliefs, and symbols that foster patterned behavior

collectivist cultures cultures that emphasize duty and loyalty to collective goals and achievements

comparative management study of how organizational behavior and management practices differ across cultures

culture shock negative feelings triggered by a mismatch between expectations and reality

cross-cultural training guided experience that helps people live and work successfully in foreign cultures

corporate social responsibility (CSR) the idea that business has social obligations above and beyond making a profit

critical path most time-consuming route through a PERT network

contribution margin selling price per unit minus variable costs per unit

capability profile identifying the organization’s strengths and weaknesses

cross-sectional scenarios describing future situations at a given point in time

condition of certainty solid factual basis allows accurate prediction of decision’s outcome

condition of risk decision made on basis of incomplete but reliable information

condition of uncertainty no reliable factual information available

creativity the reorganization of experience into new configurations

causes variables responsible for the difference between actual and desired conditions

contingency design fitting the organization to its environment

centralization the retention of decision-making authority by top management

cluster organization collaborative structure in which teams are the primary unit

communication interpersonal transfer of information and understanding

cafeteria compensation plan that allows employees to select their own mix of benefits

cohesiveness tendency of a group to stick together

conformity complying with prevailing role expectations and norms

cross-functional team task group staffed with a mix of specialists pursuing a common objective

coercive power gaining compliance through threats or punishment

conflict incompatible behaviors that make another person less effective

conflict trigger any factor that increases the chances of conflict

control taking preventive or corrective actions to keep things on track

crisis management anticipating and preparing for events that could damage the organization

contingency plan a backup plan for emergencies

customer-centered satisfying the customer’s needs by anticipating, listening, and responding

control chart visual aid showing acceptable and unacceptable variations from the norm for repetitive operations

demographics statistical profiles of human populations

differentiation buyer perceives unique and superior value in a product

decision making identifying and choosing among alternative courses of action

decentralization management’s sharing of decision-making authority with lower-level employees

delegation assigning various degrees of decision-making authority to lower-level employees

Deming management application of W. Edwards Deming’s ideas for more responsive, more democratic, and less wasteful organizations

effectiveness a central element in the process of management that entails achieving a stated organizational objective

efficiency a central element in the process of management that balances the amount of resources used to achieve an objective against what was actually accomplished

e-business a business using the Internet for greater efficiency in every aspect of its operations

enlightened self-interest a business ultimately helping itself by helping to solve societal problems

ethics study of moral obligation involving right versus wrong

effect uncertainty impacts of environmental changes are unpredictable

escalation of commitment people get locked into losing courses of action to avoid the embarrassment of quitting or admitting error

explicit knowledge documented and sharable information

employment selection test any procedure used in the employment decision process

expectancy theory model that assumes that motivational strength is determined by perceived probabilities of success

expectancy the belief or expectation that one thing will lead to another

extrinsic rewards payoffs, such as money, that are granted by others

expert power gaining compliance on the basis of one’s ability to dispense valued information

empowerment making employees full partners in the decision-making process and giving them the necessary tools and rewards

executive reality check top managers periodically working at lower-level jobs to become more aware of operations

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