Management
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58 terms
Terms | Definitions |
|---|---|
 social movement | A type of group action that is focused on specific political or social issues. |
| social networking | Systems that allow members of a specific site to learn about other members' skills, talents, knowledge, or preferences. |
| learning organization | An organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights. |
| virtual organizations | Organizations with members who are geographically apart and who usually work by computer e-mail and groupware while appearing to others to be a single, unified organization with a real physical location. |
| wiki | An Internet-based method for many people to collaborate and contribute to a document or discussion. |
| uncertainty avoidance | The extent to which members of a society attempt to cope with anxiety by minimizing uncertainty. |
| power distance | The extent to which the less powerful members of institutions and organizations expect and accept that power is distributed unequally. |
| institutional collectivism | The extent to which people act predominantly as a member of a lifelong group or organization. |
| future orientation | One's expectations and the degree to which one is thoughtful about his or her future. It is a multidimensional concept that includes such dimensions as planning, realism, and control. |
| Sarbanes-Oxley Act | Government act that sought to reform corporate governance practices in large U.S. public companies. |
| social network | A patterned set of relationships between two or more people. |
| actors | The individuals, groups, organizations, or supraorganizations that comprise the network. |
| sociogram | A diagram of points and lines used to represent relations among network actors. |
| social capital | The resources available in and through personal and business networks. |
| social network analysis | Mapping and measuring of relationships and flows among network actors. |
| network tie | The connection between actors. |
| node | The point, often another individual or actor, where two other actors are connected. |
| direct ties | Ties where a single link spans actors. |
| indirect ties | Where connections exist between actors, but where the connection spans more than one link. |
| network size | The number of actors in the network. |
| centrality | The degree to which an actor has the most unique links to other actors in the network. |
| density | The degree to which there are overlapping linkages among the actors in a network. |
| communication network | The informal structure of an organization as represented in ongoing patterns of interaction, either in general or with respect to a given issue. |
| information network | Shows who goes to whom for advice on work-related matters. |
| problem-solving network | Indicates who goes to whom to engage in dialogue that helps people solve problems at work. |
| knowledge network | Captures who is aware of whose knowledge and expertise. |
| access network | Shows who has access to whose knowledge and expertise. |
| activity | Gauges how active an actor is in a network. |
| control | Gauges how much control an actor has over the flow of information in a network. |
| access | Tells you how easily a person in the network can get the resources that he or she needs to be successful in the organization. |
| influence | A stakeholder's relative power over and within an organization. |
| power | A stakeholder's ability to get things done. |
| principle of reciprocity | The principle that actors in a network are more likely to reciprocate favors. |
| principle of exchange | The principle that network exchange is more likely when you have access to unique resources. |
| principle of similarity | The principle that network ties are more likely to form among similar, rather than dissimilar, actors. |
| strong tie | A tie that exists among actors who know each other well and engage in regular exchange. |
| weak tie | A tie that exists among actors who do not know one another well and engage in infrequent exchange. |
| bridging tie | A tie that provides nonredundant information and resources. |
| Dunbar's number | Named after anthropologist Robin Dunbar, Dunbar's number is the conceptual upper limit of 150 ties in a network if ties are to be effectively maintained. |
| social network analysis | Mapping and measuring of relationships and flows among network actors. |
| personal network | One's circle of casual acquaintances. |
| operational network | The portion of an actor's network that is geared toward doing assigned tasks more effectively. |
| strategic network | The portion of an actor's network that provides the ability to marshal information, support, and resources from one sector of a network to achieve results in another. |
| social networking | Systems that allow members of a specific site to learn about other members' skills, talents, knowledge, or preferences. |
| career network | Shows who helps an actor progress in their career. |
| strategic human resource management (SHRM) | An organizational level approach to human resources management with a concern for the effects of HRM practices on firm performance. |
| human capital | The collective sum of the attributes, life experience, knowledge, inventiveness, energy, and enthusiasm that its people choose to invest in their work. |
| job design | The process of putting together various elements to form a job, bearing in mind organizational and individual worker requirements. |
| war for talent | Competition between organizations to attract and retain the most able employees. |
| talent management | Anticipating the need for human capital and setting a plan to meet it. |
| succession planning | A process whereby an organization ensures that employees are recruited and developed to fill each key role within the company. |
| at-will employment doctrine | A doctrine of American law that defines an employment relationship in which either party can break the relationship with no liability, provided there was no express contract for a definite term governing the employment relationship and that the employer does not belong to a collective bargaining unit (i.e., a union). |
| situational interview | A job interview where candidates are asked in-depth questions about specific job situations in the past or future. |
| bonus | A form of variable pay where the employee earns additional compensation based on achieved objectives. |
| job evaluation | An evaluation of the positions in an organization to understand job design requirements and identify positions critical to strategy and firm performance. |
| gainsharing | When an organization shares the financial gains with employees, such that employees receive a portion of the profit achieved from their efforts. (Sometimes called profit sharing.) |
| Levels of succession planning | < Level 1: No planning at all. < Level 2: Simple replacement plan. Typically the organization has only considered what it will do if key individuals leave or become debilitated. < Level 3: The company extends the replacement plan approach to consider lower-level positions, even including middle managers. < Level 4: The company goes beyond the replacement plan approach to identify the competencies it will need in the future. Most often, this approach is managed along with a promote-from-within initiative. < Level 5: In addition to promoting from within, the organization develops the capability to identify and recruit top talent externally. However, the primary source of successors should be from within, unless there are key gaps where the organization does not have key capabilities. |
| human capital | The collective sum of the attributes, life experience, knowledge, inventiveness, energy, and enthusiasm that its people choose to invest in their work. |
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