MAN 320F Definitions Exam 2

MAN 320F Definitions Exam 2 - MAN 320F Definitions Chapter...

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MAN 320F Definitions Chapter 4 Managing Diversity Workforce Diversity The ways people in an organization are different from and similar to one another Surface-level diversity Deep-level diversity Easily perceived differences that may trigger certain stereotypes, but that do not necessarily reflect the ways people think or feel Differences in values, personality, and work preferences Bias Tendency or preference toward a particular perspective or ideology Prejudice Preconceived belief, opinion, or judgment toward a person or a group of people Stereotyping Judging a person based on a perception of a group to which person belongs Discrimination When someone acts out their prejudicial attitudes toward people Mentoring Process whereby an experienced organizational member (mentor) provides advice and guidance to a less-experienced member (mentee) Diversity skills training Specialized training to educate employees about the importance of diversity and teach them skills for working in a diverse workplace Employee resource groups Groups made up of employees connected by some common dimension of diversity Chapter 6 Managing Change and Innovation Organizational change Any alteration of people, structure, or technology in an organization Change agent Someone who acts as a catalyst and assumes responsibility for managing the change process Organizational development Change methods that focus on people and the nature and quality of interpersonal work relationships Complex Adaptive System (CAS) Theory Study of how order emerges organically from interactions among actors Continual interactions impact actions/decisions dynamically and nonlinearly System rules change over time based on interactions Open to energy and information from environment Small changes can create big results Transactional change Evolutionary – gradual, continuous process; focused on one portion of a system Transformational change Revolutionary - discontinuous, episodic; focused on entire system Stress Role conflicts Role overload Role ambiguity Type A vs Type B personality The reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities. Stress can be functional when it enhances performance, but it is dysfunctional when it negatively impacts performance Work expectations that are hard to satisfy Having more work to accomplish than time permits When role expectations are not clearly understood Type A = people who have a chronic sense of urgency and an excessive competitive drive Type B = People who are relaxed and easy going and accept change easily Creativity Ability to combine ideas in a unique way or to make unusual associations between ideas Innovation Idea champion Structural variables Cultural variables Process of turning creative ideas into useful products or work methods Individual who actively and enthusiastically supports new ideas, builds support , overcomes resistance, and ensures that innovations are implemented
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This note was uploaded on 01/22/2012 for the course MAN 320F taught by Professor Passovoy during the Fall '08 term at University of Texas.

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MAN 320F Definitions Exam 2 - MAN 320F Definitions Chapter...

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