Chapter 11 effective team management Synergy - performance gains that result when individuals and departments coordinate their

actions formal group - a group that managers establish to achieve organizational goals informal group - a group that managers or nonmanagerial employees form to achieve their own goals or meet their own needs top management team - a group opposed to the CEO, the president, and the heads of the most important departments research and development team - a team whose members have the expertise and experience to need it to develop new products command group - a group composed of subordinates who report to the same supervisor, also called department or unit task force - a committee of managers or nonmanagerial employees from various departments or divisions who meet to solve specific, mutual problem; also called ad hoc committee self managed work teams - a group of employees who supervise their own activities and monitor the quality of the goods and services they provide five stages of development forming - members try to get to know one another and reach a common understanding of what the group is trying to accomplish and how group membership behaves storming - group members experience conflicts and disagreements because some members do not wish to submit to the demands of other group members norming - close ties between group members develop, and feelings of friendship and camaraderie emerge performing - the real work of the group gets accomplished

adjourning - applies only to groups that eventually are disbanded, such as task forces conformity and deviance low conformity high deviance - too much deviance and a lack of conformity results in low performance because the group can't control its members behavior moderate conformity moderate deviance - good balance results in high-

performance high conformity low deviance - too much conformity and a lack of deviance results in low performance because the group fails to change dysfunctional norms social loafing - the tendency of individuals to put forth less effort when they work in groups than when they work alone cross functional team - a group of managers brought together from different departments to perform organizational tasks promoting innovation innovation - the implementation of creative ideas for new products, new technologies, new services, or even new organizational structures managers can better encourage innovation by creating teams of diverse individuals who together have the knowledge relevant to a particular type of rather than by relying on individuals working alone to speed innovation , managers also need to form teams in which each manager brings unique resources to the team, such as engineering prowess, knowledge of production, marketing expertise, or financial savvy the managers role is to provide guidance, assistance, coaching, and the resources team members need and not to closely direct or supervise the activities member's roles in a cross functional team group role - set of behaviors and tasks and a member of a group is expected to perform because of his or her position in the group group member roles are based primarily on areas of expertise how to reduce social loafing making individual contributions to a group identifiable when possible emphasizing the valuable contributions of individual members keeping group size at an appropriate level

short answer top five bucket list

Chapter 12 human resource management external recruiting- external recruiting refers to a process in which managers search for qualified personnel from outside organization. advertisements in newspapers and magazines open houses for students and career counselors at high schools and colleges were on site at the organization career fairs at colleges and recruitment meetings with groups in the local community internal recruiting- Internal recruiting refers to a process in which managers look for qualified personnel within an organization six different ways to recruit the recruit employees interviews background information references paper and pencil tests physical ability tests performance tests

training - teaching organizational members how to performer their jobs and help them acquire the knowledge and skills they need to be effective performers development - building the knowledge and skills of organizational members so that they are prepared to take on new responsibilities and challenges training tends to be used more frequently at lower levels of organization; development tends to be used more frequently with professionals and managers performance appraisal-evaluation of employees job performance and contributions to the organization performance feedback- process through which managers share performance appraisal information was subordinates getting subordinates and at opportunity to reflect on their own performance and develop with subordinates, plans for the

future. Performance appraisal and feedback contribute to the effective management of human resources. Performance appraisal gives managers important information on which to base human resource decisions. Performance appraisal can also help managers determine which workers are candidates for training and development and in what areas. Performance feedback encourages high levels of employee motivation and performance. Performance feedback can provide both good and poor performers with insight on their strengths and weaknesses and ways in which they can improve their performance.

Collective bargaining - negotiations between labor unions and managers to resolve conflicts and disputes about issues such as working hours wages and benefits, working conditions and job security five components to human resources supervisors customers or clients subordinates self peers

performance feedback- be specific and focus on behaviors are outcomes that are correctable and within a worker's ability to improve. Approach performance appraisal as an exercise in problem solving and solution finding, not criticizing. Express confidence in subordinates ability to improve. Provide performance feedback both formally and informally.

Praise instances of high performance in areas of a job in which a worker excels. Avoid personal criticisms and treat subordinates with respect. Agree to a timetable for performance improvements.

Short answer - defined the art and philosophy of management

Chapter 13 Data - raw, unsummarized, and unanalyzed facts Information - data that are organized in a meaningful fashion verbal communication - the encoding of messages into words, either written or spoken nonverbal communication - the encoding of messages by means of facial expressions, body language, and styles of dress four mediums of communication face-to-face communication

strengths - take advantage of verbal and nonverbal communication. The manager receives instant feedback. Weaknesses - can be time-consuming. There are no paper or electronic documentation spoken communication electronically transmitted

strengths - the manager can receive instant feedback. Allows communication to

take place over long distances. weaknesses - does not have the opportunity to observe nonverbal body language personally addressed written communication

strengths - the sender and receiver are more likely to pay attention to the message. The receiver is more likely to understand. Can be delivered electronically Weaknesses - the managers does not have access to instant feedback. It can be subject to fraud. Can be subject to bad grammar, punctuation, and misspellings impersonal written communication

strengths - can be used to address a large number of employees. Can be delivered electronically. Weaknesses - the receiver is less likely to pay attention to the message. Can be subject to information overload

four types of management information systems transaction processing systems - system designed to handle large volumes of routine, recurring transactions operations information systems - system that gathers, organizes, and summarizes comprehensive data in a form that managers can use in their nonroutine coordinating, controlling, and decision-making tasks decision support systems - system with model building capability that managers can use when they must make nonroutine decisions expert systems - system that employs human knowledge captured in a computer to solve problems that ordinarily requires human expertise phases of communication transmission phase - information is shared between two or more individuals or groups feedback phase - a common understanding is assured Sender - the person or group wishing to share information Message - the information that a sender wants to share Encoding - translating a message into understandable symbols or language

Receiver - the person or group for which a message is intended

Medium - the pathway through which an encoded message is transmitted to a receiver Decoding - interpreting or trying to make sense of a message

information richness - the amount of information a communication medium can carry and the extent to which the medium enables the sender and receiver to reach a common understanding short answer - would you have approved Gay pride week

Chapter 14 customer preferences a lower price to a higher price

high-quality products to low-quality products quick service to slow service product with many features to products with few features

products that are, as far as possible, customize or tailored to the unique needs total factor productivity how well an organization utilizes all of his resources such as labor, materials, or energy to produce outputs total factor productivity = outputs/all inputs the fewer the inputs required to produce a given output, the higher will be the efficient seat of the production system just-in-time inventory system - a system in which parts or supplies arrived at the organization when they are needed, not before can be used to improve product quality

can lead to major cost savings from increasing inventory turnover and reducing inventory holding costs, such as warehousing and storage units and the cost of capital tied up in inventory JIT systems does not leave an organization with a buffer stock of inventory

production system - the system better organization uses to acquire inputs, convert the inputs into outputs, and dispose of the outputs input stage raw materials component parts labor

conversion stage skills machines computers

output stage

goods services

how quality increases business high-quality products are designed better to meet customer requirements

high-quality product enhances the reputation for an organization and allow it to charge more for its products than its competitors increasing the quality of their product can help in increasing production efficiency and thereby lowering operating costs to boost profits facility layout the way in which machines and workers are organized or group together into workstations affects the efficiency of the production system a major determinant of efficiency is the cost associated with setting up the equipment needed make a particular product short answer - top five core values within your life