1. Achievement-oriented Leadership: a leadership style in which the leader sets challenging goals, has high expectations of employees, and displays confidence that employees will assume responsibility and put forth extraordinary effort 2. Active Listening: assuming half the responsibility for successful communication by actively giving the speaker non judgmental feedback that shows you've accurately heard what he or she said 3. Assemble-to-order: a manufacturing operation that divides manufacturing processes into separate parts or modules that are combined to create semi-customized products 4. Attribution Theory: the theory that we al have a basic need to understand and explain that causes of other people's behavior 5. Batch Production: a manufacturing operation that produces goods in large batches in standard lot sizes 6. Coaching: communicating with someone for the direct purpose of improving the person's on-the-job performance or behavior 7. Consideration: the extent to which a leader is friendly, approachable, and supportive and shows concern for employees 8. Contingency Theory: a leadership theory that states that in order to maximize work group performance, leaders must be matched to situation that best fits their leadership style 9. Communication: the process of transmitting information from one person or place to another 10. Communication Medium: the method used to deliver an oral or written message 2
11. Component Parts Inventories: the basic parts used in manufacturing that are fabricated from raw materials 12. Continuous-flow Production: a manufacturing operation that produces goods at a continuous, rather than discrete, rate 13. Counseling: communication with someone about non-job-related issues that may be affecting or interfering with person's performance 14. Cross-cultural Communication: transmitting information from a person in one country or culture to a person from another country or culture 15. Customer Focus: an organizational goal to concentrate on meeting customers' needs at all levels of organization 16. Degree of Dependence: degree to which an individual is dependent on the partner's actions and on their joint activities 17. Diversity: a variety of demographic, cultural, and personal Differences among an organization's employees and customers 18. Effectiveness: accomplishing tasks that help fulfill organizational objectives 19. Efficiency: getting work done with a minimum of effort, expense, or waste 20. Environment Change: the rate at which a company's general and specific environments change 21. Environment Scanning : searching the environment for important events or issues that might affect an organization 22. Exporting: selling domestically produced products to customers in foreign countries 23. External Environments: al events outside a company that have the potential to influence or affect it. 24. Economic Order Quantity: a system of formulas that minimizes ordering and holding costs and helps determine how much and how often inventory should be ordered 3
25. Empathetic Listening: understanding the speaker's perspective and personal frame of reference and giving feedback that conveys that understanding to the speaker 26. Expectancy Theory: the theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that will be offered attractive rewards 27. Extrinsic Reward: a reward that is tangible, visible to others, and given to employees contingent on the performance of specific tasks or behaviors. 28. Feedback: the amount of information the job provides to workers about their work performance 29. Finished Goods Inventory: the final outputs of manufacturing operations 30. Formal Communication Channel: the system of official channels that carry organizationally approved messages and information 31. First-line Managers: train and supervise the performance of non-managerial employees who are directly responsible for producing the company's products or services 32. Gainsharing :a compensation system in which companies share the financial value of performance gains, such as productivity, cost savings, or quality, with their workers 33. Global Business : the buying and selling of goods and services by people from different countries 34. Groupthink: a barrier to good decision making caused by pressure within the group for members to agree with each other 35. Informal Communication Channel: "grapevine"; the transmission of messages from employee to employee outside of formal communication channels 36. Inputs: in equity theory, the contributions employees make to the organization 37. Intrinsic Reward: a natural reward associated with performing a task or activity for its own sake 38. Inventory Turnover: the number of times per year that a company sells or "turns over" its average inventory 4
39. ISO 9000: a series of five international standards, from ISO 9000 to ISO 9004, for achieving consistency in quality assurance in companies throughout the world 40. Just-in-time Inventory System: an inventory system in which component parts arrive from suppliers just as they are needed at each stage of production 41. Joint Venture: a strategic alliance in which two existing companies collaborate to form a third, independent company 42. Leadership: the process of influencing others to achieve group or organizational goals 43. Leadership Style: the way a leader generally behaves toward followers 44. Motivation: the set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal 45. Management: getting work done through others 46. Mission: A clarification of an organizations purpose, or why it should be doing what it does. An organizations mission is the foundation of its vision of success. 47. Middle Managers: responsible for setting objectives consistent with top management's goals and for planning and implementing subunit strategies for achieving these objectives 48. Mission: A special assignment that is given to a person or group 49. Noise: anything that interferes with transmission of the intended message 50. Nonverbal Communication: any communications that doesn't involve words 51. Operational Plans: day-to-day plans, developed and implemented by lower-level managers, for producing or delivering the organization's products and services over 30-day to six-month period 52. Organizational Culture: the values, beliefs, and attitudes shared by organizational members 53. Organizational Stories: stories told by organizational members to make sense or organizational events and changes and to emphasize culturally consistent and assumptions, decisions, and actions 5
54. Organizing: deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom 55. Output Control: the regulation of workers' results or outputs through rewards and incentives 56. Procedures: a standing plan that indicates the specific steps that should be taken in response to a particular event. 57. Participative Leadership: a leadership style in which the leader consults employees for their suggestions and input before making decisions 58. Perception: the process by which individuals attend to, organize, interpret, and retain information from their environments. 59. Purpose: The mission, aim, need, primary concern, function of or results sought from a system. A purpose is what the system is to accomplish, with no emphasis on how it is to be accomplished. 60. Perceptual Filters: the personality; psychology; or experience-based differences that influence people to ignore or pay attention to particular stimuli 61. Position Power: the degree to which leaders are able to hire, fire, reward, and punish workers 62. Positive Reinforcement: reinforcement that strengthens behaviors with desirable consequences 63. Project Team: a team created to complete specific, one-time projects or tasks within a limited time 64. Protectionism: a government's use of trade barriers to shield domestic companies and their workers from foreign competition 65. Rational Decision Making: a systematic process of defining problems, evaluating alternatives, and choosing optimal solutions. 66. Raw Material Inventories: the basic inputs in a manufacturing process 67. Reinforcement Theory: the theory that behavior is a function of its consequence, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences, or not followed by positive consequences, will occur less frequently 6
68. Reducing Dependence: making others independent upon themselves in the work place 69. Resource Flow: the increase or decrease of a resource as the result of an event 70. Risk Propensity: the willingness to undertake risk with the opportunity of gaining an increased payoff 71. Satisfying: choosing a "good enough" alternative 72. Selective Perception: the tendency to notice and accept objects and information consistent with our values, beliefs, and expectations, while ignoring or screening out or not accepting inconsistent information 73. Stock out: the point when a company runs out of finished product 74. Self-monitoring: awareness of one's behavior and how it affects others 75. Semi-autonomous Work Group: a group that has the authority to make decisions and solve problems related to the major tasks of producing a product or service 76. Standards: a basis of comparison for measuring the extent to which various kinds of organizational performance are satisfactory or unsatisfactory 77. Strategic Plan: overall company plans that clarify how the company will serve customers and position itself against competitors over the next two to five years 78. Strategic Issues: Fundamental policy questions or critical challenges that affect an organizations mandates, mission and values; product, service level or mix; clients, users or payers; or cost, financing, organization or management. 79. Strategy: A pattern of purposes, policies, programs, actions, decisions or resource allocations that define what an organization is, what is does and why it does it. Strategies can vary by level, function and time frame. Strategies are developed to deal with strategic issues. Sub optimization: performance improvement in one part of organization but only at the expense of decreased performance in another part. 7
80. Tactical Plans: plans created and implemented by middle managers that specify how the company will use resources, budgets, and people over the next six months to two years to accomplish specific goals within its mission 81. Top Managers: executives responsible for the for the overall direction of the organization 82. Trade Barriers: government-imposed regulations that increase the cost and restrict the number of imported goods 83. Work Team: a small number of people with complementary skills who hold themselves mutually accountable for pursuing a common purpose, achieving performance goals, and improving interdependent work processes 84. Total Quality Management (TQM): an integrated, principle-based, organization-wide strategy for improving product and service quality 85. Trait Theory: a leadership theory that holds that effective leaders possess a similar set of traits or characteristics 86. Vision: An object of imagination. A manifestation to the senses of something immaterial. In planning, the perception or imagining of a desired end state, as yet unachieved, and its expression in the form of a narrative description, picture, recording, plan, model, etc. 87. Vision of Success: A statement of what an organization should look like and how it should behave as it fulfills its mission. 88. Values: Beliefs; societal, organizational and individual aspirations; and desired end states 89. Worker Maturity: describes how leadership should change with an employee's maturity