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
http://college.cengage.com/business/kreitner/management/11e/assets/students/glossary_complete/kreitner_11e_glossary_complete.html
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