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customers and clients,owners,suppliers,regulators,communities,and employees affected by an organizations peformance.
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terms list

customers and clients,owners,suppliers,regulators,communities,and employees affected by an organizations peformance.
value creation
the extent to which it satisfies the needs of these strategic constituencies.
total quality management
(TQM) mamangement dedicated to ensuring that an organization and all of its members are committed to high-quality results,continuous improvement,and customer satisfaction.
human capital
the economic value of people with job-relevant abilities,knowledge,experience,ideas,energies,creatvity and dedication.
knowledge workers
people whose minds rather than physical capabilties become critical assets for organizations.
intellectual capital
the performace potential of the expertise,compentencies,creative,and commitment within an organization workforce.
pluralism and respect for diversity and individual differences in the workplace.
degree to which the culture respects and values diverity and is open to anyone who can perform a job, regardless of their diversity attributes.
glass ceiling
existance of an invisible barrier or "ceiling" that prevents woman and minorities from rising above a certain level of organizational responsibilities.
ethical behavior
morally "good" and "right", as opposed to "bad" or "wrong". in a particular setting.
a foundation for ethics in leadership,yours or anyones else's.
work-life balance
making sure that the demands of the job are a reasonable fit with ones personal life and nonwork responsibilities.
contracting out work to persons in other countries.
global manager
manager who knows how to conduct business in multiple countries.
the learned,shared way of doing things in a particular society.
low-context cultures
very explicit in using the spoken and written word
high-context cultures
use words to convey only a limited part of the message
polychronic cultures
people hold a traditional view of time that may be descibed as a "circle"
monochornic cultures
view time more as a straight line.
uncertainty avoidance
a cultural tenedency toward discomfort with risk and ambiguity.
tendency of a culture to emphasize either individual or group interests.
masulinity -femininity
the tendency of a culture to value stereotypical masculine or feminine traits.
assuming that the ways of your culture are the only way of doing things.
multinational corporation (MNC)
a business firm that has extensive international operations in more than one foreign.
domestic multiculturalism
describes cultural diversity within a given national population.
people who work and live abroad for extended periods of time.
cultural relativism
position that there is no universal right way to behave and that ethical behavior is determined by its cultural context.
organizations that force workers to labor under adverse conditions that may include long work days,involve unsafe conditions,and even make use of child labor.
a special case of interpersonal influence that gets an individual or group to do what the leader or manager wants to do.
trait perspectives
assume that traits play a central role in a diferentiating between leaders and non-leaders or in a predicting leader or organizational outcomes.
behaviral perspective
that ledership is central to performance and other outcomes.
initiatin structure
concerned with defining task requirements and other aspects of the work agenda.
situational control
extent to which a leader can defermine what his or her group is going to do as well as the outcoems of the group's actions and decisions.
path-goal theory of leadership
assumes that a leader's key function is to adjust his or her behaviors to complement situational contingencies.
directive leadership
spelling out the what and how a subordinates tasks.
participative leadership
focuses on consulting with subordinats and seeking and taking their suggestions info account before making decisions.
substitutes for leadership
make a leader's influence either unnecessary or redundant in that they replace a leader's influence.
leadership prototype
the view that people have an image in their minds of what a model leaders should look like.
charismatic leaders
leaders who, bye force of their personal abilities, are capable of having a profound and extraordinary effection followers.
transactional leaderships
involves leader- follower exchanges necessary for achieving routine performance agreed upon between leaders and followers
transformational leadership
when leaders broaden and elevate their followers interests when they generate awareness and acceptance of the groups purposes and mission,and when they stir their followers to look beyond their own self-interests to the good of others.

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