| Flap 1 | Flap 2 |
| PROJECTION | Attributing to others our own traits and motives. |
| SNAP JUDGEMENTS | Instant evaluation without the benefit of fact or experience. |
| HALO EFFECT | Assuming because a person is good at one thing, he or she will be good at something else. |
| FALLACY OF COMPOSITION | Assuming what is true of a part is true of the whole. |
| FALLACY OF DIVISION | Assuming what is true for the whole is true for each of the parts. |
| POST HOC, ERGO PROPTER HOC | After this, therefore because of this. The fallcy of false cause assumes that when one event precedes another. The first event is the cause of the second event. |
| FALLACY OF WISHING IT WERE SO | Ignoring reality to hold onto assumptions. |
| TWO-VALUED REASONING | Viewing a situation as good or bad; right or wrong; no other possibilities. |
| MULTIVALUED REASONING | Recognizing there maybe more than two sides to a situation. |
| What are the nine steps to decision making? | Problem Recognition; Problem Definition; Setting Objectives; Group Identification; Generating Options; Evaluating Options; Option Selection; Option Implementation; Decision Evaluation. |
| INTUITION | Reaching conclusions from feelings rather than from logic. |
| What are some pitfalls to Decision making? | Making unnescessary decision; not considering the cost; procrastination; environmental changes. |
| PERCEPTION | Directly becoming aware through any of the senses |
| MENTAL SET | Perceiving what we want, regardless of reality |
| PERCEPTUAL FILTERS | Attitudes about people and things. |
| FACT | Anything we all agree to be true. |
| INFERENCE | A conclusion reached from information we know or assume to be true. |
| OPINION | A belief or conclusion not proven. |
| DISTRIBUTIVE JUSTICE | Employees receive rewards or outcomes fairly. |
| NEUTRALIZERS | Attributes of subordinates, tasks or organizations that interfere with or diminishes a leader's attempt to influence employees. |
| LEADERSHIP | The ability to influence the activities of others through communication, to reach a goal. |
| What is the difference between leadership and management? | Leadership is concerned with moving people towards a vision and managements concern is focused on the present and day-to-day running of an organization. (See more differences on pg. 367, The Human Side of Organizations - 9th Edition) |
| MANAGEMENT | The process of planning, controlling, organizing and directing resources. |
| FORMAL LEADERSHIP | Leadership arising from an organization (through promotion or recruitment) to accomplish organizational objectives. |
| AUTHORITY | Power given to make decisions and direct others. |
| ACCOUNTABILITY | Answering to ones boss. |
| RESPONSIBILITY | An obligation to perform a required task or to make sure someone else does the task in a prescribed way. |
| POWER | The ability to command resources. |
| PERSONAL POWER | An individual's power. |
| INSTITUTIONAL POWER | Power from an organization. |
| EXPERT POWER | Power from knowledge. |
| COERCIVE POWER | Power from the threat of physical harm. |
| REWARD POWER | Power to give people what they want. |
| COERCIVE INSTITUTIONAL POWER | Power from nonphysical threats. |
| LEGITIMATE POWER | Power from one's position in an organization. |
| TRANSFORMATIONAL LEADERS | are defined by their achievements. They help others to reach their goals/ self actualization (see Maslow's theory). |
| CHARISMATIC LEADERS | have the ability to inspire trust and confidence. Followers tend to indentify with them. |
| CONTIGENCY AND SITUATIONAL LEADERS | belive that leadership may need to change based on the situation. |
| FIELDER'S CONTINGENCY THEORY | The leader's style cannot change. Assign the leader to a situation that needs or matches that style. |
| HERSHEY-BLANCHARD SITUATIONAL MODEL | Leaders can change their leadership methods. |
| PATH-GOAL THEORY | Robert House's theory that states that a manager can and should adapt a leadership style based on the circumstance. |
| THEORY X | Douglas Macgregor's theory on the atttitudes of employees who need to be motivated. Most employees dislike work and will avoid it when they can. |
| THEORY Y | Macgregor's theory on self-motivated employees. Most employees find work as natural as play. |
| DERIVED X THEORY | The "I've been burned theory" is a pessimistic outlook, by managers, on employees. |
| TRADITIONAL LEADERSHIP | Leadership through fear and intimidation. |
| BEHAVIORAL LEADERSHIP | The application of positive techniques of leadership. |
| AUTOCRATIC STYLE | Leadership style where others are simply told what to do. |
| PARTICIPATIVE LEADERSHIP | Employees share in the decision making process. |
| FREE REIN LEADERSHIP | Also called laissez-faire leadership; an absence of direct leadership. Group members use their own methods to accomplish goals. |
| TECHNICAL SKILLS | The knowledge, skills and ability to perform a required task. |
| HR SKILLS | Behavioral skills; being able to work effectively with and through others. |
| CONCEPTUAL SKILLS | Being able to think abstractly and analytically; seeing the big picture. |
| What are the four main functions of a manger? | One who plans, controls, organizes and directs organizational resources. |
| What are the four main organizational resources? | Financial; Human; Informational; Material. |
| ORGANIZATION OBJECTIVES | Objectives that must be measurable, they must contain a verb and mention time. |
| PLANNING | Involves establishing the route that the organization will take. It includes setting goals and objectives to establishing standard operating procedures. |
| CONTROLLING | Involves supervising, disciplining, evaluating, and managing the change of the four resources. |
| ORGANIZING | Involves the grouping of the four resources. |
| DIRECTING | Involves leading and motivating. |
| POLITICALLY POPULAR DECISION | Decision made in order to satisfy the majority of people involved. |
| PERSONAL POLITICAL DECISION | A decision that benefits the decision maker. |
| SUPERIOR'S POLITICAL DECISION | A decision to benefit the decision maker's boss. |
| POLITICALLY REWARDING DECISIONS | Decisions made in order to repay a favor. |
| POLITICALLY PUNISHING DECISIONS | Decisions made to exact revenge or to penalize. |
| TEMPORAL DECISIONS | Decisions based on time. |
| EMERGENCY TEMPORAL DECISIONS | Decisions made during a crisis. |
| QUICK TEMPORAL DECISIONS | Decisions made in a short time, but not during a crisis. |
| DELAYED DECISIONS | Decisions taking longer time than is needed. |
| BARRIER DECISIONS | Decisions that are delayed by adding new conditions or barriers. |
| NONDECISION | Never making a decision; saying no by saying nothing. |
| EMOTIONAL DECISIONS | are based on feelings. |
| ANGRY EMOTIONAL DECISIONS | are based on feelings of rage. |
| AFFECTIVE EMOTIONAL DECISIONS | are based on sentiment, instinct or gut reaction. |
| ECONOMIC DECISIONS | are based on concern for money |
| RISK-BASED DECISIONS | involves the chance of loss or injury. |
| HIGH-RISK DECISIONS | are based on the strong chance of failure or loss. |
| LOW-RISK DECISIONS | involves little chance of visible failure. |
| CONFLICT-BASED DECISIONS | are based on whether the cause or avoid conflict. |
| BUCK-PASSING DECISIONS | Decisions that are passed on to someone else. |
| What are the three methods of coping with decisions? | Escapism; Amnesia; Anger |
| AUTHORITY PRINCIPLE | The manager's right to direct employees to accomplish the organization's goals. |
| UNITY OF COMMAND PRINCIPLE | Each person should have one employee. |
| UNITY OF DIRECTION PRINCIPLE | Similar tasks and tasks working towards the same goal should be grouped together. |
| COMMAND SYSTEMS | Heirarchies with narrow spans of control; an emphasis on downward communication and a strict adherence to rules. |
| TIME-MOTION STUDIES | A research involves the time and movements required to finish a job. |
| BEHAVIORAL MANAGEMENT | A system that recognizes the human, social needs in the workplace. |
| THE HAWTHORNE STUDIES | A study on the effects of productivity as a result of changes in the working environment. This research led to the development of Behavioral Management. |
| TOTAL QUALITY MANAGEMENT (TQM) | An organization's effort to maximize product and service quality. |
| PLAY IT BY NUMBERS | Doing what the rule book says. |
| ABDICATION | Passing authority to others. |
| OBFUSCATION | Clouding and confusing issues. |
| THE PETER PRINCIPLE | Being promoted to one's level of incompetence. |
| FRAT | File it; Refer It; Act on it; Trash it. |
