Chapter 1: Merger: Joining ownership of two organizations Acquisition: The Transfer of ownership and control of one organization to another Ethics: A set of rules or principles that defines right and wrong behavior Code of Ethics: A formal document that states an organizations primary values and ethical rules it expects organizational members to follow. Offshoring: The process of moving jobs out of one country and into another country. Work Process engineering: Radical, Quantum change in an organization.

Quality Management: Organizational commitment to continuous process of improvement that expands the definition of customer to include everyone involved in the organization from the truck drivers to accountants. Continuous Improvement: Organization’s commitment to constantly improving quality of products or services. Kaizen: The Japanese term for an organization’s commitment to continuous improvement. Core Employee’s: An organizations full-time employee population. Downsizing: An activity in an organization aimed at creating greater efficiency by eliminating certain jobs.

Rightsizing: Linking Employee needs to an organizational strategy. Outsourcing: Sending Work “outside” the organization to be done by individuals not employed full-time with the organization . Contingent Workforce: The part time, temporary, and contract workers used by organizations to fill peak staffing needs or perform work not done by core employees. Baby Boomers: individuals born between 1946 and 1965. Work Force Diversity: The varied personal characteristics that make that workforce heterogeneous.

Knowledge Workers: individuals whose jobs are designed around the acquisition and application of information. Globalization: A process of interaction and integration among people, companies and governments of different nations, driven by international trade and investment, accelerated by information technology. Globalization: •1. 0: extends from Columbus’s 1492 discovery of the Americas to 1800 •2. 0: began in 1800 and ended in 2000 •3. 0: arrived around 2000 as countries, companies, and individuals were able to compete on an almost level playing field.

Multinational Corporations: Corporations with significant operations in more than one country. Employee Vs. independent Contractor: The difference between employees and independent contractors is an important yet frequently difficult distinction to make Independent contractors: the general rule is tat an individual is an independent contractor if you, the person for whom the services are performed, have the right to control or direct only the result of the work and not the means and methods of accomplishing the result.

Employee: Under common-law rules, anyone who performs services for you is an employee if you can control what will be done and how it will be done. This is so even when you give the employee freedom of action. What matters is that you have the right to control the details of how the services are performed. Chapter 2: Frederick Taylor: Regarded as father of scientific Management W.

Edwards Deming: is a quality expert who has been credited for helping Japanese firms improve their productivity following World War II Mary Parker Follet: early management theorist was a forerunner of today's teamwork concept? Frederick Taylor developed principles to enhance worker productivity Hugo Munsterberg devised improvements to worker testing, training, evaluations, and efficiency Mary Parker Follet advocated people-oriented organizations Elton Mayo’s Hawthorne Studies: dynamics of informal work groups have a bigger effect on worker performance than do wage incentives

Management: The process of efficiently completing activities with and through people Planning: A management function focusing on setting organizational goals and objectives Organizing: a Management function that deals with determining what jobs are to be done, by whom, where decision are to be made, and how to group employees. Controlling: Management function concerned with monitoring activities to ensure goals are met. Leading: MF concerned with directing the work of others. Strategic Human Resource Management: Aligning HR policies and decisions with the organizational strategy and mission.

Staffing Function: Activities in HRM concerned with seeking and hiring qualified employees Training ; Development Functions: Activities in HRM concerned with assisting employees to develop up-to-date skills, knowledge, and abilities Motivation Function: Activities in HRM concerned with helping employees exert at high energy levels. Maintenance Function: Act. In HRM concerned with maintaining employees commitment and loyalty to the organization Communications Programs: HRM programs designed to provide information to employees Labor Unions: Acts on behalf of its members to secure wages, hours, and other terms and conditions of employment.

Management Thought: Early Theories that promoted today’s HRM operations Scientific Management: A set of principles designed to enhance worker productivity Hawthorne Studies: A series of studies that provided new insights into group behavior and motivation. Compensation and Benefits: HRM function concerned with paying employees and administering the benefits package Employee Relations Function: Activities in HRM concerned with effective communications among organizational members.

Outsourcing: Contracting With a company to handle one or more HR functions Professional Employer Organization: Assumes all HR functions of a client company by hiring all of its employees and leasing them back to the company. Shared activities: sharing HRM activities among geographical dispersed divisions HR Generalist: Position responsible for all or a large number of HR functions in an organization. Serbanes-Oxley Act: establishes procedures for public companies regarding how they handle and report their finances.