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      علوم مدیریت-ارایه مطالب آموزشی مناسب ومقالات جهت دانشجویان (درباره علوم مدیریت ومنابع کارشناسی و کارشناسی ارشد این رشته)
  نویسنده: مصطفی نوروزی - چهارشنبه ۱٠ آذر ۱۳۸٩

Celebrating the life and works of Peter Drucker تجلیل از زندگی و آثار پیتر دراکر

تصویر : پیتر دراکر
تصویر : ملک Fredmund

Drucker's impact: an interview with Fredmund Malik دراکر در ضربه : مصاحبه با Fredmund ملک

Fredmund Malik is one of the most renowned general management experts in the German speaking countries and beyond . Fredmund ملک فراتر از یکی از مشهور ترین کارشناسان مدیریت به طور کلی در سخن گفتن ، آلمان و کشورهای.

In this exclusive interview, read what he has to say about his collaborations with Peter Drucker, Drucker's contributions to the discipline of business management, and Drucker's legacy. در این مصاحبه اختصاصی ، خواندن آنچه او در مورد همکاری خود را با پیتر دراکر ، مشارکتهای دراکر به رشته مدیریت کسب و کار و میراث دراکر می گویند.

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منابع دکترای مدیریت، گرایش های مختلف نویسنده: مصطفی نوروزی - شنبه ٦ آذر ۱۳۸٩

http://www.monshizadeh.org/M-powerpoint.html 

تئوریهای سازمان و مدیریت

حدوداً 70% سوالات تئوریهای سازمان و مدیریت از تئوری های پیشرفته و 30% از اصول و مبانی مدیریت می باشد. ذیلاً منابع ذیل جهت مطالعه تئوریهای سازمان و مدیریت ذکر می گردند:

1-1- سازمانها، سیستم های عقلایی، طبیعی و باز

Organizations: Rational, Natural, and open systems

W. Richard Scott

پاورپوینت این کتاب در اینترنت موجود است. و نسخه ی قدیمی آن توسط دکتر میرزایی اهرنجانی ترجمه شده است.

1-2-

Organization theory

Modern, symbolic, and postmodern perspectives

Mary Jo Hatch Oxford university press

کتاب تئوری سازمان: مدرن، نمادین تفسیری و پست مدرن در سال 1385 توسط آقای دکتر دانایی فرد ترجمه شده است و بوسیله انتشارات افکار به چاپ رسیده است. عمدتا کتاب تئوری خانم هچ منبع دانشگاه تربیت مدرس، بهشتی ، تهران و پردیس قم است.

1-3- تئوری و طراحی سازمان (جلد اول و دوم) ، مولف: ریچارد ال دفت(1998)، مترجمان: دکتر اعرابی و دکتر پارساییان

Organization Theory & Design, Richard L. Daft

کتاب های فوق عمدتاً منبع دانشگاه علامه بوده اما بعنوان منبع سایر دانشگاهها نیز از آن استفاده می کنند.

1-4- تئوری سازمان(ساختار، طراحی، کاربردها)

تالیف: استیفن رابینز

ترجمه: دکتر الوانی، دکتر حسن دانایی فرد

بیشتر منابع اصفهان و پردیس قم است.

1-5- تئوری سازمان

مولف ریچارد هال، ترجمه: دکتر پارسائیان

1-6- نظریه های کلان جامعه شناختی و تجزیه و تحلیل سازمان

مولفان، بارل و مورگان

ترجمه : محمدتقی نوروزی ، انتشارات سمت

1-7- نظریه های سازمان و مدیریت از نوین گرایی تا پسا نوین گرایی

تالیف: دکتر حسین رحمان سرشت

ناشر: موسسه فرهنگی انتشاراتی فن و هنر

1-8- مبانی فلسفی تئوریهای سازمان

مولف: دکتر میرزایی اهرنجانی، انتشارات سمت

1-9- استعاره های سازمان

مولف: مورگان، مترجم: دکتر مشبکی

1-10- اصول و مبانی مدیریت

دکتر: علی رضائیان، انتشارات سمت

1-11- اصول و مبانی مدیریت، دکتر سید رضا سیدجوادین

1-12-

Organization Theory, Garret Jones

این کتاب با رویکرد استراتژیک نوشته شده است و برای دانشجویانی که قصد ادامه تحصیل در رشته استراتژیک را دارند مناسب است.

1-13-

The Blackwell companion to organizations, Edited by: Joel Balum, Blackwell publishing 2005

این کتاب مجموعه کاملی است در مورد سازمان، اما بیشتر مناسب مقطع دکتراست.

1-14- اصول و مبانی مدیریت، دکتر جاسبی

1-15- اصول و مبانی مدیریت، گوئل کوهن

1-16- جزوه دکتر مصباح الهدی باقری، در تدریس اصول و مبانی مدیریت

1-17- جزوه دکتر وارث در تدریس تئوریهای سازمان، ریچارد اسکات

1-18- جزوه دکتر رضائیان در تدریس تئوری سازمان، خانم هچ

برای مطالعه بیشتر بعضی از کتابها ذیلاً اشاره می شوند:

19-management, Stephen P. Robbins

20- Management, Richard L. Daft

21- Management, griffin

22- Management Fundamentals, Gary Dessler prentice hall

23-Essentials of management, Harold koontz

24- Management, Krietner & kiniky

1-25- تئوری سازمان: اسطوره ها، 2جلدی، مترجم: دکتر علی پارسائیان

1-26- مقالات معتبر و مشهور در حیطه تئوری سازمان

و...

2. تئوری های مدیریت دولتی و خط مشی گذاری

البته بعضی از کتاب های مطرح شده در فوق همچون کتاب Scott ، Hatch و سایر نویسندگان متناسب با تئوریهای مدیریت دولتی است و تعدادی کتاب نیز ذیلاً معرفی می شوند.

2-1- گفتارهایی در فلسفه تئوریهای سازمان دولتی (1380)

تالیف: دکتر سید مهدی الوانی، حسن دانایی فرد- انتشارات صفار

2-2- تئوریهای سازمان دولتی

مولف: رابرت بی دنهارت ترجمه: دکتر سید مهدی الوانی، حسن دانایی فرد

2-3- مدیریت دولتی نوین

مولف: آون هیوز ترجمه: دکتر الوانی، دکتر شورینی، دکتر معمار زاده- انتشارات مروارید

2-4-تصمیم گیری و تعیین خط مشی دولتی

مولفان: دکتر الوانی و شریف زاده

2-6- خط مشی گذاری، انتشارات مدیریت دولتی

ترجمه: عباس منوریان

2-7- تئوری نظم در بی نظمی مدیریت

دکتر سیدمهدی الوانی، حسن دانایی فرد، انتشارات صفار

2-8- مدیریت عمومی

دکتر سید مهدی الوانی، انتشارات نشر نی

2-9- مقالات دکتر الوانی، دکتر فقیهی، دکتر وارث، دکتر دانایی فرد، دکتر سرمد، دکتر پورعزت و ...

2-10- نظریات سازمان دکتر مقیمی

3. روش تحقیق

معمولاً ضریب درس روش تحقیق در دوره دکتری نسبت به سایر دروس کمتر است (بجز تربیت مدرس) اما اهمیت آن بیشتر است. در واقع دروس تئوریها، رفتار و دروس تخصصی و زبان را اکثر داوطلبان می نویسند اما آمار، اقتصاد و روش تحقیق با وجود ضریب کم دروس تعیین کننده و سرنوشت ساز محسوب می شوند. بعضی از منابع روش تحقیق ذیلاً بیان می گردد. قابل ذکر است که تمرکز روش تحقیق بیشتر روی کیفی است.

3-1- روش شناسی پژوهش کیفی در مدیریت

ترجمه و تألیف: دکتر دانایی فرد، دکتر الوانی و دکتر آذر، انتشارات صفار

3-2- روش شناسی پژوهش کمی در مدیریت

ترجمه و تالیف: دکتر دانایی فرد، دکتر الوانی و دکتر آذر

3-3- روش تحقیق در علوم انسانی

انتشارات سمت دکتر حافظ نیا

3-4- روش تحقیق، دکتر دلاور

3-5- روش تحقیق در علوم اجتماعی

مولف: ریمون کیوی و لوک وان کامپنهود، مترجم: دکتر عبدالحسین نیک گهر

3-6- روش تحقیق در علوم رفتاری

مولفان: دکتر زهره سرمد، دکتر عباس بازرگان و دکتر الهه حجازی ، موسسه نشر آگه

3-7- روش تحقیق، دکتر غلامرضا خاکی

3-8- روش تحقیق، دکتر عاصمی پور(جزوه دانشگاه امام صادق(ع))

3-9- جزوه دکتر خداداد حسینی

3-10- جزوه آقای گنجعلی

3-11- جزوه آقای لطیفی

3-12- جزوه آقای دکتر باقری

سایر کتابها:

3-13-

Business Research method, cooper

3-14-

Research method, Newman

3-15- مجموعه کتاب های دکتر اعرابی (روش تحقیق کیفی، کمی، موردی و ...)

4. آمار

4-1- آمار و کاربرد آن در مدیریت (جلد اول)

دکتر عادل آذر و دکتر منصور مومنی، انتشارات سمت

4-2- آمار و کاربرد آن در مدیریت(جلد دوم، تحلیل آماری)

دکتر عادل آذر و دکتر منصور مومنی، انتشارات سمت

4-3- تشریح مسائل آمار و کاربرد آن در مدیریت(جلد اول و دوم)

دکتر عادل آذر، دکتر مومنی و اسلام فاخر

4-4- آمار و کاربرد آن در مدیریت (جلد اول)

دکتر جمشید صالحی صدقیانی

4-5- آمار و کاربرد آن در مدیریت (آمار پیشرفته)

دکتر جمشید صالحی صدقیانی

4-6- جزوه دکتر عادل آذر در دانشگاه امام صادق (ع)

جهت مطالعه مطالب جدید که در کتاب نیامده است.

4-7-

Basic Business statistics, Bernson

5. مدیریت رفتار سازمانی

5-1- مبانی رفتار سازمانی، دکتر علی رضائیان، انتشارات سمت

5-2- انتظار عدالت و عدالت در سازمان، دکتر علی رضائیان، انتشارات سمت

5-3- مدیریت رفتارهای سیاسی در سازمان، دکتر علی رضائیان، انتشارات سمت

5-4- مدیریت تعارض و مذاکره، دکتر علی رضائیان، انتشارات سمت

5-5- تعامل انسان و سیستم اطلاعاتی، دکتر علی رضائیان، انتشارات سمت

5-6- مدیریت فشار روانی ، دکتر علی رضائیان، انتشارات سمت

5-7- رفتار سازمانی، مولف: کریتنرو کینیکی، مترجمان: دکتر فرهنگی

5-8- مبانی رفتار سازمانی، دکتر سید رضا سید جوادین

5-9- تئوریهای رفتار سازمانی ، علی اکبر افجه ای

5-10- مبانی رفتار سازمان، مولف: استیفن پی رابینز، مترجمان: دکتر اعرابی و دکتر پارسائیان

5-11- رفتار سازمانی (فرد) ، مولف: استیفن پی رابینز، مترجمان: دکتر اعرابی و دکتر پارساییان

5-12- رفتار سازمانی (گروه) ، مولف: استیفن پی رابینز، مترجمان: دکتر اعرابی و دکتر پارساییان

5-13- رفتار سازمانی (سازمان)، مولف: استیفن پی رابینز، مترجمان: دکتر اعرابی و دکتر پارسائیان

کتاب های انگلیسی و مناسبی در زمنیه رفتار سازمانی وجود دارد که تعدادی از آنها اشاره می شود:

5-14-Behavior in Organizations, Greenberg prentice hall

5-15-Hellriegel, Don&etal, Organizational Behavior, west publishing co

5-16- Organizational Behavior

Robert, Kreintner & Angelo kiniki, McGraw hill

5-17- Organizational Behavior , Robbins Stephen P.

5-18-Managing Organizational Behavior, Schermerhorn, Jr.

6. منابع انسانی

6-1- استراتژی های منابع انسانی، مولف: مایکل آرمسترانگ

مترجم: دکتر اعرابی، دفتر پژوهش های فرهنگی

6-2- استراتژی های منابع انسانی، مولف: من شولم و پیتر بامبرگر

مترجم: دکتر اعرابی، دفتر پژوهش های فرهنگی

6-3- مدیریت منابع انسانی، دکتر سیدرضا سیدجوادین

6-4- منابع انسانی، دکتر حاج کریمی

6-5- مدیریت منابع انسانی، انتشارات سمت، دکتر اسفندیار سعادت

دانشجویانی که قصد ثبت نام در گرایش تخصصی منابع انسانی را دارند لازم است که کتاب های مدیریت بهره وری نیروی انسانی، مدیریت منابع انسانی و حقوق و دستمزد و برنامه ریزی استراتژیک منابع انسانی را مطالعه نمایند.

7. مدیریت استراتژیک (راهبردی)

7-1- مدیریت راهبردی، انتشارات سمت

مولف: پیرس و رابینسون، ترجمه: دکتر حسینی

7-2- مدیریت استراتژیک، دفتر پژوهش های فرهنگی

مولف: فرد آر دیوید، مترجم : دکتر اعرابی

7-3- مبانی مدیریت استراتژیک، دفتر پژوهش های فرهنگی

مولف: تامسون و ویلن ، مترجم: دکتر اعرابی

7-4- مدیریت استراتژیک، انتشارات هیئت

مولف: کارون جان، جفری هریسون، مترجم: دکتر بهروز قاسمی

7-5-

Strategic Management: an integrated perspective, Hill & Jones

7-6- جزوات دکتر حاجی پور

8. مدیریت بازاریابی

بازاریابی عمدتاً شامل رفتار مصرف کننده ، اصول و مبانی بازاریابی، بازاریابی صنعتی، بازاریابی خدمات، مدیریت بازاریابی، بازاریابی اینترنتی، بازاریابی جهانی، بازاریابی بین المللی، تحقیقات بازاریابی و استراتژی های بازاریابی (برنامه ریزی بازاریابی) می شود که ذیلاً بعضی از منابع ذکر می گردند:

8-1- ویلیام ویلکی ، Consumer Behavior

8-2- اصول بازاریابی، مولف: فیلیپ کاتلر مترجم: دکتر بهمن فروزنده، ترجمه دوم: دکتر پارسائیان

8-3- مدیریت بازاریابی، مولف: فیلیپ کاتلر مترجم: دکتر بهمن فروزنده

8-4- کاتلر در مدیریت بازار

8-5- مدیریت بازاریابی، دکتر ونوس، دکتر روستا و دکتر ابراهیمی

8-6- Internet Marketing

8-7- بازاریابی جهانی، مولف: وارن جی کیگان

مترجم: دکتر عبدالحمید ابراهیمی

8-8-بازاریابی بین الملل، مولف: دکتر محمدعلی بابایی

8-9- International Marketing, Philip Cateora McGraw-Hill

8-10- تحقیقات بازاریابی، انتشارات سمت

مولف: دکتر ونوس، دکتر روستا، دکتر ابراهیمی

8-11- برنامه ریزی بازاریابی، علی اکبر اسلام

موسسه مطالعات و پژوهش های بازرگانی

8-12- بازاریابی جهانی، مولف: اچ اختر، مترجم: دکتر اسماعیلی

8-13- مجموعه مقالات اساتید بزرگوار، دکتر روستا، دکتر ابراهیمی و دکتر ونوس و...

8-14- جزوه بازاریابی دکتر باقری

8-15- جزوه بازاریابی بین المللی دکتر باقری

8-16- استراتژی های بازاریابی، انتشارات : دفتر پژوهش های فرهنگی

اورویل سی . واکر، هارپر دابلیو بوید، ترجمه: دکتر سید محمد اعرابی و داود ایزدی

منبع:http://www.baniasad.ir

منابع دکتری رشته مدیریت دولتی دانشگاه آزاد

1- رفتار سازمانی جلد 1و2و3 رابینز رفتار سازمانی گریفین

2- مدیریت منابع انسانی استراتژیک با رویکرد جهانی آن ناصر میرسپاسی انتشارات میر

3- مدیریت و سازمان نجف بیگی انتشارات دانشگاه آزاد اسلامی

4- تئوری سازمانهای دولتی رابرت دنهارت ترجمه الوانی ،دانایی فرد نشر صفار

5- مدیریت دولتی نوین اوون هیوز

6-تئوری های سازمان مدیریت رحمان سرشت جلد 1و2

7-اداره امور تطبیقی فرل هدل ترجمه الوانی و معمار زاده نشر اندیشه های گوهربار

8-خط و مشی گذاری الوانی و فتاح شریف زاده

9- تصمیم گیری الوانی

10- فرهنگ جامع مدیریت الوانی ،دانایی فر نشر صفار

11- روش شناسی پژوهش کمی در مدیریت ، رویکردی جامع ترجمه عادل آذر ، دانایی فر ، الوانی

12- روش شناسی پژوهش کیفی در مدیریت ، رویکردی جامع ترجمه عادل آذر ، دانایی فر ، الوانی

-13مدیریت منابع انسانی ، سعادت

14- تئوری و طراحی سازمان 1و 2 ال دفت

منابع دکتری مدیریت رسانه

عنوان دروس

مدیریت سازمان و رفتار سازمانی

ارتباطات سازمانی

نظریه های ارتباطات و مدیریت رسانه

آمار و روش تحقیق

زبان

ممکن است برخی سال ها عناوین بالا کم و زیاد شود ؛ محتوای امتحان همان است.
دوم : منابع پیشنهادی

1.اصول مدیریت ؛ 2 جلد ؛ کونتز ؛ ترجمه دکتر فرهنگی و . . . ؛ مرکز آموزش مدیریت دولتی
2. رفتار سازمانی ؛ رابینز ؛ پارساییان ، اعرابی ؛ دفتر پژوهش های فرهنگی
3. مبانی سازمان و مدیریت ؛ علی رضائیان ؛ سمت
4. مدیریت رفتار سازمانی ؛ علی رضائیان ؛ سمت
5. سازمان ؛ ریچارد هال ؛ رابینز ؛ پارساییان ، اعرابی ؛ دفتر پژوهش های فرهنگی
6. رفتار سازمانی ؛ مورهد /گریفن ؛ الوانی / معمارزاده
7. مدیریت عمومی ؛ الوانی ؛ مروارید
8. وسائل ارتباط جمعی ؛ معتمد نژاد ؛ دانشگاه علامه
9. روزنامه نگاری ؛ معتمد نژاد ؛ نشر سپهر
10. روزنامه نگاری نوین ؛ بدیعی / قندی ؛ دانشگاه علامه
11. خبر ؛ شکرخواه ؛ مرکز تحقیقات رسانه
12. ارتباطات انسانی ؛ فرهنگی ؛ رسا
13. کاربرد نظریه های ارتباطات ؛ ویندال ؛ دهقان ؛ مرکز تحقیقات رسانه
14. روش های تحقیق در علوم اجتماعی ؛ 3 جلد ؛ ساروخانی ؛ پژوهشگاه علوم انسانی
15. زبان دو بخش دارد : عمومی و تخصصی ؛ منبع بسیار مختصر و مفید برای تخصصی فهرست واژگان آخر منبع ردیف 10 بالا است. کتاب واژه نامه ارتباطات دکتر شکرخواه ؛ انتشارات سروش نیز مفید است
منبع: http://aoabtahi.blogspot.com

 

 

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وازه نامه مدیریت نویسنده: مصطفی نوروزی - شنبه ٦ آذر ۱۳۸٩
     
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360-degree appraisal Sometimes called multisource evaluation. Involves an individual being evaluated by their superiors, peers, subordinates and others (for example, customers).

absenteeism Failure of employees to report to work when they are scheduled to do so.

access Concerned with who will have access to the HRIS. For example, will there be decentralised access and data entry capability or will access and data entry be centralised and tightly controlled?

accident-prone The proposition that certain employees have specific characteristics that make them more likely to have accidents, and that these same employees cause or are involved in most accidents.

accreditation (HR) The process of certifying the professional competence of HR specialists.

achievement motivation The desire to be successful in competitive situations or to perform in terms of a standard of excellence.

acquisition Purchase of a firm or company by another firm or company.

across-the-board increases General pay increases awarded to all employees irrespective of performance.

action learning Based on learning by experience. Uses real problems from the work situation for trainees to solve.

active listening Asking lots of questions and carefully listening to the answers.

activity phase (training) Concerned with selecting the training methods and learning principles to be employed in a training program.

adaptability Relates to the extent that HRM policies foster employee and organisational readiness for, and acceptance of, change.

administrative expert Refers to the efficiency of HR managers and the effective management of HR activities (such as selection, etc.) so that they create value.

adventure training Adventure or wilderness training presents managers with physical and mental challenges such as abseiling, canoeing and bushwalking. The aim is to promote self-awareness, confidence and teamwork.

advertised recruitment Communicating to the public an organisation’s HR requirements using the media (such as newspaper advertisements).

advocates
Employer or union representatives who argue a case before an industrial tribunal or court.

affirmative action (AA) Programs that require firms to make special efforts to recruit, hire and promote women and members of minority groups.

ageing population
Occurs when the number of older people increases relative to the number of young people in the population.

AIDS (acquired immune deficiency syndrome)
A disease that undermines the body’s immune system, leaving the person susceptible to a wide range of fatal diseases.

air rage Offensive and violent behaviour by commercial airline passengers. Examples include food throwing, sexual harassment, indecent behaviour, insulting language, abusive conduct and physical assault.

alcoholism A treatable disease characterised by uncontrolled and compulsive drinking that interferes with normal living patterns.

allowable matters These are provisions allowed to remain in awards by the Workplace Relations Act. No other items can be covered by an award.

anti-discrimination Elimination of any practice that makes distinctions between different groups based on age, sex, etc. and that results in one group being advantaged and the other group disadvantaged.

application form Basic source of employment information covering qualifications, experience and other job-related data.
apprenticeship training A combination of classroom and on-the-job training.

aptitude tests Tests of special abilities (such as clerical, linguistic, musical and artistic abilities) that are required in specific jobs.

arbitration The submission of a dispute to a third party for a binding decision.
assessment centre Technique that uses interviews, tests, simulations, games and observations to evaluate an individual’s potential.

assessment phase (training) Establishes what training is needed, by whom, when and where so that training objectives can be established.

at-risk’ compensation Rewards that are payable only when a performance target is met.
attitude survey Systematic method of determining what employees think about their job, supervision and the organisation.

Australian Council of Trade Unions (ACTU) National trade union organisation which represents the Australian trade union movement.

Australian Workplace Agreements (AWA) Agreements made directly between an employer and an employee.

automatic progression Sometimes called incremental salary scales. Salary increases occur automatically each year on a specified date, irrespective of performance.

autonomous work teams Represents job enrichment at the group level. This is achieved by creating self-managed work teams responsible for accomplishing defined performance objectives.

autonomy The extent to which the job provides the employee freedom to plan, schedule and decide about work procedures.

avoidable turnover A standard method of computing employee turnover that focuses on that part of employee turnover that can be reduced.

awards Written determinations setting out the legally enforceable terms and conditions of employment in a firm or industry.

award restructuring Process designed to simplify, update and remove anomalies from industrial awards.

background investigation Process of checking job applicant information prior to an employment offer being made.

bargaining Another term for negotiation.

bargaining zone The parameters between which the union and management are prepared to negotiate comprises the bargaining zone.

base salary Standard salary that an employee receives for doing a job. It is used as the basis for calculating other allowances and benefits.

behaviour modelling Process of learning from other people’s experience by simulating (copying) their behaviour.

behaviour observation scale (BOS) Performance appraisal system that uses critical incidents to develop a list of desired behaviours needed to perform a specific job successfully.

behaviourally anchored rating scale (BARS) A performance appraisal method that combines elements of the traditional rating scale and critical incidents method.

benchmark job or key job A job that is similar or comparable in content across firms.

benchmark The identification of best practices among competitors and non-competitors that make them superior performers.

benefits All financial rewards that are not paid directly in cash to the employee; for example, annual and maternity leave, life insurance.

biographical information blank (BIB) A specially designed application form that is used to obtain comprehensive information about an employee’s background, attitudes, hobbies, sports, early life experiences, and so on.

blue circle salaries Salaries that are below the range minimum for the job.

body language Non-verbal signals (such as facial expressions) that can indicate what a person is really thinking or feeling.

bonus A discretionary reward provided after the achievement of a goal.

bottom line Refers to a final result, such as the net profit after taxes.

boundaryless careers Careers that involve switching jobs, specialisations, companies, industries and location. They may involve upwards, downwards and sideways moves.

broadbanding Collapses numerous job grades with narrow salary bands in a salary structure into a few broad job grades with wide salary bands.

bullying Examples of workplace bullying include persecuting or ganging up on an individual; making unreasonable demands or setting impossible work targets; restrictive and petty work rules; constant, intrusive surveillance; abusive language; physical assault; and open or implied threats of dismissal or demotion.

burnout A state of mental, emotional and physical exhaustion that results from substantial and prolonged stress.

business game Simulation that represents actual business situations.

cafeteria benefits Employees choose their own benefits up to a certain cost per employee.

career All the jobs that an employee has held in their working life.

career counselling Involves the giving of information and advice to employees to facilitate their career planning and development.

career path Flexible line of progression through which an employee moves during their employment with an organisation.

career planning and development Giving employees assistance to develop realistic career goals and the opportunities to realise them.

career plateau Point in an individual’s career where the probability of further advancement is negligible.

career transition Involves a significant change in an employee’s career via transfer, demotion, promotion, overseas assignment or switch from one occupation to another.

central processing unit (CPU) The brain of the computer. It causes data to be read, stored, written or otherwise processed.

central tendency A common error that occurs when every employee is incorrectly rated near the average or middle of the scale.

certified agreements (CA) Agreements that are the product of negotiations between an employer and a union(s) and that are subsequently registered by an industrial tribunal.

change agents People who act as catalysts for change.

charter of professional standards Statement of an organisation’s ethical values and standards that guides the professional conduct of its employees.

classification method A job evaluation method by which classes or grades are defined to describe a group of jobs.

closed shop Exists when a job applicant cannot be hired by an employer unless he or she is a member of a designated union.

coaching On-the-job approach to management development in which the manager is given an opportunity to teach on a one-to-one basis.

collective bargaining The process through which representatives of management and the union meet to negotiate a labour agreement.

commission An individual incentive system whereby an employee is paid either a percentage or flat sum amount on the revenue of sales volume they generate.

commitment Relates to the extent that HRM policies enhance employee identification with and attachment to their job and the organisation.

common law ‘Case law’ developed in the court system. It is the body of previous judgements that guides how the other sources of legal obligations should be interpreted.

communication The process of transferring meanings from a sender to a receiver.

compa ratio (salary index) The ratio between the average salary for a particular job point or grade and the midpoint of the salary range for that point or grade.

compensation What employees receive in exchange for their work. Includes pay and benefits (total compensation) or just pay (cash compensation).

compensatory approach Involves considering all the selection data (favourable and unfavourable) before a selection decision is made.

competence Relates to the extent that HRM policies attract, retain, motivate and develop employees with the abilities, skills, knowledge and competence to achieve the organisation’s strategic business objectives.

competencies Demonstrable and assessable skills that distinguish effective from ineffective job performance.

competency-based training (CBT) Skills approach to employee development. Focus is on performing specific tasks to a predetermined standard.

competency profiling Job analysis method that focuses on the skills and behaviours needed to successfully perform a job.

competitive advantage A special edge that allows organisations to better deal with business challenges.

competitive analysis Review of the competitive forces in an industry, including the threat of new entrants, bargaining power of buyers and suppliers and the threat of substitute products or services.

compulsory unionism An arrangement whereby union membership is a necessary condition of employment.

computer-based training Uses computers as a learning vehicle to provide interactive drills, problem solving, simulations and gaming. The emphasis is on self-managed learning.

conciliation Occurs when a dispute involves a third party (a conciliator) who tries to facilitate agreement between unions and management.

conduct guide A formal statement of expected professional conduct and ethical rules.

congruence Relates to the extent that HRM policies generate (or sustain) and promote the simultaneous achievement of employee goals and the organisation’s strategic business objectives.

conscript mindset Employees are externally motivated (that is, they are coerced by management) to perform.

consent agreement Occurs when the parties to an industrial dispute reach agreement without third party involvement. If ratified by an industrial tribunal, it becomes a consent award and is binding on the parties in the same way as an arbitrated award.

consent awards These occur when the parties to an industrial dispute reach agreement without third party involvement, and the agreement is then ratified by an industrial tribunal. A consent award is binding on the parties in the same way as an abitrated award.

content theories Attempt to explain motivation in terms of factors that initiate employee behaviour.

contingent worker Temporary or part-time employee.
continuous reinforcement Occurs when rewards are given after each desired behaviour.

contract Legal agreement, enforceable by law, that sets forth the relationship between parties regarding the performance of a specific action.

contribution-based pay Pay plan designed to directly link rewards to the contributions made by an individual employee.

contributory superannuation Scheme where the employee (along with the company) is required to make a regular contribution (typically 5 per cent of monthly base salary) to their retirement plan.

corporate culture The values, beliefs, assumptions and symbols that define the way in which the organisation conducts its business.

correlation coefficient A statistical procedure showing the strength of the relationship between two variables; for example, between an employee’s test score and on-the-job performance.

corruption Includes fraud, bribery, graft and the payment of secret commissions and kickbacks.

cost centre A unit in which managers are held responsible for all associated costs; for example, administrative and service departments where inputs are measured in financial terms, but outputs are not.

cost-effectiveness Relates to the extent that HRM policies reduce personnel-related costs, help correctly size the organisation, eliminate unnecessary work, reduce compensation and benefit costs, reduce labour turnover, etc.

cost–benefit analysis Involves an evaluation of the tangible and intangible costs and benefits resulting from a decision.

cost-of-living allowance (COLA) Designed to protect the expatriate’s standard of living from cost-of-living differences between the host country and the home country and to offer some protection against exchange rate fluctuations.

craft unions Unions that include workers who have a common skill; for example, carpenters or plumbers.

criterion validity A type of validity based on showing that scores on the test (predictors) are related to job performance (criterion).

critical incidents Examples of employee behaviour that illustrate effective or ineffective job performance.

critical incident method A performance appraisal technique that requires a written record of highly favourable and highly unfavourable employee work behaviour.

cross-cultural communications Occur when a person from one culture (for example, an Australian) communicates with a person from another culture (for example, a Korean). Misunderstandings may occur because of differences in language, values, attitudes and beliefs.

culture shock The inability to adjust to a different cultural environment.

cut-off score The score on a test below which an applicant will not be considered for employment.

data Numerous facts that are part of an information system.

databanks Stored collection of raw, unanalysed facts.

database A collection of information specific to an operation, business or enterprise.

database management Systematic approach to storing, updating and retrieving information stored as data items.

deadline The time limit set for the completion of the negotiation.

deadlock Occurs when neither side in a negotiation will make a concession.

decision making Choosing from alternatives.

defined benefit plans Retirement plans that specify the actual benefit payable upon retirement.

defined contribution plans Retirement plans that specify employer and employee contributions, but do not specify what the actual benefit at retirement will be.

delegation Giving decision-making responsibilities to subordinates.
Delphi technique Obtains predictions from a panel of experts about some specific future occurrence. The collective estimates are fed back to individual panel members until general agreement is reached.

demarcation An exclusive right that restricts a specific type of work to members of a particular union. In practice, it operates as a form of job protection.

demotion The process of moving a worker to a lower level of duties and responsibilities, which typically involves a pay cut.

desk rage Offensive and/or violent employee behaviour occurring in an office environment.

development Involves those activities that prepare an employee for future responsibilities.

diary/log The employee keeps a written record of the duties they perform.

direct discrimination Refers to any overt bias towards a person based on characteristics such as age, sex, race, etc. Direct discrimination is often the product of stereotypes about a particular group. It can be expressed through a refusal to hire, dismissal, providing unfavourable working conditions or limited opportunities.

disability insurance Insurance designed to protect employees during long-term disablement (and loss of income) through illness or injury.

disciplinary action Invoking a penalty against an employee who fails to meet organisational standards or comply with organisational rules.

discrimination Any practice that makes distinctions between different groups based on characteristics such as sex, race, age, religion and so on, which results in particular individuals or groups being advantaged and others disadvantaged.

disk storage Determines how much data can be kept in a computer for access and processing.

distribution of learning Relates to the scheduling of training activities. In most cases, spacing out training produces more rapid learning and better retention.

diversity Human characteristics that make people different from one another.

diversity management Activities involved in integrating non-traditional employees (such as women and minorities) into the work force and using their diversity to the firm’s competitive advantage, as well as considering other work force characteristics that need to be addressed to ensure fair and effective utilisation of employees.

divestiture Selling selected operating units for either strategic or financial reasons.

division of labour Process of dividing work and assigning tasks to workers.

domestic HRM HRM as practised within the geographical boundaries of one country. Its focus is the management of people in a single-country context.

dominant or traditional employees/group Employees who come from the majority group. In Australia, the dominant racial/ethnic group are people, particulary men, of Anglo-Celtic ancestry.

downsizing A reduction in a company’s work force to improve its bottom line.

dual career Situation where both spouses or partners have career responsibilities and aspirations.

early retirement Occurs when an employee retires from an organisation before normal retirement age.

economy class syndrome Blood clots caused by cramped airline seating.

education Activities designed to improve the knowledge, skills and abilities of an individual.

effectiveness Determining appropriate objectives; ‘doing the right things’.

efficiency Minimum use of resources to achieve the organisation’s objectives; ‘doing things right’.

electronic recruiting Recruiting via the Internet (external) and intranet (internal). Sometimes called cybercruiting.
employability Having marketable skills (skills that are attractive to employers).

employee assistance programs (EAPs) Company-sponsored programs that help employees to cope with personal problems that are interfering with their job performance.

employee champion Requires the HR manager to be the employee’s voice in management decisions.

employee motivation See motivation.

employee obligations Those duties and obligations defined in law that an employee must fulfil.

employee relations (ER) Concerned with the relationship between an organisation and its employees. Sometimes ER is regarded as the same as industrial relations (IR). The focus of ER is more on workplace relations than the traditional IR emphasis on institutions and the making of rules governing the employer–employee relationship.

employee turnover See turnover.

employer associations Represent employer interests at industrial tribunals and provide a range of IR advisory services, including award interpretation, dispute handling and how to counter union activity.

employer obligations Those duties and obligations defined in law that an employer must fulfil.

employment contract An informal (oral) or formal (written) agreement between an employer and employee specifying the legal obligations of each.

employment relations Attempt to integrate HR and IR. Views industrial relations and HRM as its constituent parts.

employment tests Attempt to assess the match between the application and the job requirements. Examples include typing, welding and driving tests.

empowerment Giving employees a reasonable amount of authority and the means and decision guidelines for exercising it.

enterprise award An award that applies to a single employer or enterprise and its employees.

enterprise bargaining Direct negotiation that takes place between an employer or enterprise and its employees and/or its nominated representatives.

enterprise flexibility agreements (EFAs) Collective non-union agreements directly negotiated between employers and their award employees.

enterprise unions Unions that only represent the interests of employees working for a single employer or enterprise.

environmental influences Refers to opportunities and threats that may be present in the organisation’s external and internal environments.

equal employment opportunity (EEO) Means giving people a fair chance to succeed by avoiding discrimination based on unrelated job factors such as age, race, sex or nationality.

equal opportunity Concept that all individuals should have equal consideration and treatment in employment regardless of their sex, race, religion or other non-job-related factors.

equity theory of motivation A theory that assumes that people have a strong need to balance their inputs of labour and their rewards.

essay description A written statement describing an employee’s strengths, weaknesses, past performance and future development prepared by the rater.

ethics Deals with what is good and bad or right and wrong, or with moral duty and obligation. Ethical behaviour may require higher standards than that established by law.

evaluation phase (training) Concerned with measuring how well a training activity met its objectives.

executive leasing Similar to temporary help except that the focus is on supplying management and professional personnel.

executive recruiters Firms specialising in locating qualified candidates for top management jobs.

executive search Sometimes called ‘head-hunting’. Executive search firms specialise in identifying top-level executives for key positions and approaching them directly.

exit interview An employee’s final interview following separation. The purpose of the interview is to find out the reasons why the employee is leaving (if the separation is voluntary) or to provide counselling and/or assistance in finding a new job.

expatriate Someone who lives and works in a foreign country.

expatriate packages Total compensation and benefits given to personnel on a foreign assignment. Include base salary, foreign service premium, hardship allowance, housing assistance, education allowance, relocation allowance and other special allowances and benefits associated with a foreign assignment.

expectancy Employee’s perceived probability that exerting a given amount of effort will lead to performance.

exposure Employee behaviour designed to make management aware of the employee’s abilities and achievements.

external equity Payment of employees at rates comparable with those paid for similar jobs elsewhere.

extinction Withdrawal of a positive reinforcer so that the undesired behaviour gets weaker and eventually disappears.

factor comparison system Job evaluation technique that involves comparing (ranking) jobs on a range of factors such as know-how, responsibility, etc. Each factor ranking for each job is converted to points. The total number of points for the factors equals the job size.

featherbedding A type of restrictive work practice that involves the use of too many employees for the actual work to be performed.

feedback The extent to which the job permits the employee to obtain clear and direct knowledge about how well they are doing.
fixed interval schedule Frequency of reinforcement is determined by an interval of time (for example, hour, day, week, month, year).

fixed ratio schedule Occurs when an employee is rewarded after producing a fixed number of items or performing an activity a fixed number of times.

flat organisation structure Organisation structure with a wide span of control, few managerial levels and a short chain of command.

flexitime System that allows employees to choose their own starting and finishing times within a broad range of available hours.

focus groups Groups of employees who are brought together to confidentially discuss specific HR topics such as a company’s pay-for-performance program, restructuring, quality of management, and so on.

foreign service premium Paid to the expatriate as compensation for being located outside of their home country.

fringe benefits Indirect or non-cash compensation items such as life insurance, medical benefits, sick leave and the like.

fringe benefits tax Australian federal government tax designed to tax organisations on the benefits provided by them to their employees.

functional competency Concerned with job-specific competencies. For example, can the person satisfy the skills, knowledge and experience requirements of the job to perform at a satisfactory level?

Functional Job Analysis Job analysis method that uses standardised statements and terminology to describe the nature of jobs and to prepare job descriptions and job specifications.

gainsharing An incentive system that shares the gains from productivity improvements with the employees who made the improvements.

gender The social construction of males and females. It describes what is seen as appropriate rules and behaviour for men and women.

general union A union that represents workers without regard to their skill, qualifications, occupation or industry (for example, the Australian Workers Union).

genetic screening Biological testing that can determine whether a job applicant is genetically susceptible to certain diseases, such as cancer and heart disease or to specific chemical substances.

glass ceiling Occurs when people can see higher-level positions but are blocked by an unseen barrier, such as discrimination.

glass walls A hypothetical barrier that faces women (and minorities) in moving across functions in an organisation.
goal Also called an objective or target. A goal is a desired result. It may be quantitative or qualitative. A goal should be measurable and have a deadline.

goal setting The process of defining an objective or target to achieve. Gives a sense of purpose or direction to an action.

go slows Occur when workers refuse to work at their normal pace in order to pressure management into making a concession. Often implemented by working strictly according to the rules.

government employment agencies Sometimes called personnel consultants. Typically specialise in the recruitment of clerical and secretarial personnel.

grading Employee’s performance is matched with a specific grade definition such as superior, good, acceptable, marginal and unsatisfactory.

graphic scales Rating scale that evaluates employee performance using specific employee behaviour or characteristics (for example, quality and quantity of output, reliability, etc.).

graphology The study of handwriting for the purpose of measuring personality.

grievance Any dispute or difference arising between the employer and an employee or the union.

grievance procedure A formal, systematic process that permits employees to complain about matters affecting them and their work.

group incentives Incentives designed to recognise group as opposed to individual performance.

group interviews Meetings in which several job applicants interact in the presence of one or more company representatives.

halo effect A problem that occurs during performance appraisal, when a supervisor’s rating of a subordinate on one factor biases the rating of that person on other factors.

harassment Behaviour designed to make a person feel unwelcome, offended, humiliated and/or intimidated.

hardship allowance Paid to compensate the expatriate for hardship resulting from physical isolation, cultural and language differences, extremes of climate, political instability and other inconveniences.

hardware Physical parts of a computer; for example, the hard drive.

health and safety committee Joint employer–employee committee responsible for examining OHS matters in the workplace.
health and safety representative (HSR) Employee charged with representing the OHS interests of a work group.

high-context cultures Cultures where non-verbal communications (such as body language and gestures) and indirect language are used to transfer meaning. China and Japan are examples of high-context cultures.

HIV/AIDS Human immunodeficiency virus that causes a breakdown in the body’s immune system and can lead to the development of AIDS.
HIV/AIDS testing Medical tests designed to determine the presence of AIDS in job applicants or existing employees.

home-country national An expatriate who is a citizen of the country where a multinational company is headquartered; for example, an American working for a company with its headquarters in the United States.

homosocial reproduction Sometimes called ‘comfort cloning’. Occurs when existing groups of people replicate themselves through selecting people like themselves to join their group.

honesty tests Tests designed to evaluate a candidate’s honesty and integrity.

horizontal loading Job enrichment through the addition of tasks of a similar nature.

host-country national A local employee of the foreign location working for a multinational; for example, a Singaporean working in Singapore for a US multinational.

hostile work environment Occurs when an employee is subjected to unwanted harassment in the workplace.

HR audit Involves a systematic analysis and evaluation of the efficiency and effectiveness of the HRM function and its contribution to the achievement of the organisation’s strategic business objectives.

HRIS security Concerned with the protection of HRIS data from invasion and abuse by unauthorised parties.

HRM activities Refers to HR activities such as job analysis, HR planning, recruitment, etc.

human capital The knowledge, skills and abilities of an organisation’s employees.

human relations movement Recognises that employees seek more than financial rewards from their jobs. Focus is on group norms and behaviour.

human resource development (HRD) Includes training and development, career planning and performance appraisal. Its focus is on the acquisition of the required attitudes and knowledge to facilitate the achievement of employee career goals and organisational strategic business objectives.

human resource information system (HRIS) Use of computers to systematically generate relevant and timely information for the making of HRM decisions.

human resource planning The process of systematically reviewing human resource requirements to ensure that the required number of employees, with the required skills, are available when they are needed.

human resource management (HRM) Involves the productive use of people in achieving the organisation’s strategic business objectives and the satisfaction of individual employee needs.

human resource strategy A firm’s deliberate use of human resources to help it to gain or maintain an edge against its competitors in the marketplace.

humanistic (soft) HRM Recognises the need for the integration of HR policies and practices with the organisation’s strategic business objectives, but places emphasis on employee development, collaboration, participation, trust and informed choice.

hygiene factors Lower-order employee needs that are met by pay, working conditions, interpersonal relations, supervision, company policy and administration.

in-basket exercises See in-basket training.

in-basket training A simulation in which the participant is asked to establish priorities for handling a number of business papers, such as memoranda, reports and telephone messages, that would typically cross a manager’s desk.

incentive A reward to be given if a specified goal is achieved.

incentive compensation Compensation that is linked to performance by rewarding employees for actual results achieved instead of seniority or hours worked.

indirect discrimination Occurs when policies, procedures and practices that appear to be neutral (that is, non-discriminatory) produce adverse outcomes for people with specific characteristics.

individual incentives Incentives directly linked to individual (as opposed to group or team) performance.

industrial democracy Type of employee participation that involves a redistribution of decision-making power from management to employees (often via a trade union).

industrial relations Involves employees and their unions, employers and their associations and governments and the industrial tribunals that make regulations governing the employment relationship.

Industrial Relations Commission (IRC) Federal industrial tribunal charged with preventing and settling industrial disputes.

industrial tribunal Refers to government tribunals charged with preventing and settling industrial disputes.

industrial unions Sometimes called general unions. Include all types of workers ranging from unskilled to skilled.

information Data that have been analysed and processed.

instrumental (hard) HRM Stresses the rational, quantitative aspects of managing human resources. Performance improvement and improved competitive advantage are highlighted.

instrumentality The degree to which an employee believes that performing at a specific level will bring about a desired result.

intellectual capital The knowledge that exists within an organisation.

intellectual disability Refers to an impairment of a person’s mental functioning. A person is determined to have an intellectual disability if they have an IQ score of less than 70–5 and have difficulties with adaptive skills (e.g. following and understanding directions). Intellectual disabilities may result from genetic factors (e.g. Down Syndrome), physical factors (e.g. injuries, accident, infection) or environmental factors (e.g. inadequate nutrition).

intelligence tests Measure an individual’s intelligence (IQ) (that is, ability to reason).

interest tests Aim to measure how an applicant’s interest patterns compare with the interest patterns of successful people in a specific job.

internal equity Payment to employees according to the relative values of their jobs within an organisation.

international HRM HRM as practised by multinational organisations. Its focus is the management of people in a multi-country context.

Internet A global network of electronic information sources. It enables people to send mail, access reference material, share documents electronically and send computer software directly from one computer to another.

interviews The job analyst interviews the job holder about the duties performed.

intranet A system of computers that enables employees within an organisation to communicate with each other.
IT (information technology) department Responsible for the methods and equipment that provide information about all aspects of the operation of an organisation.

job A group of tasks that must be performed if an organisation is to achieve its objectives.

job analysis A systematic investigation of the tasks, duties and responsibilities of a job and the necessary knowledge, skills and abilities a person needs to perform the job adequately.

job analysis questionnaire Questionnaire specially designed to collect information about job content, how the job is done and the personal requirements needed to do the job successfully.

job analysts People who collect information about job content, how the job is done and the personal requirements needed to do the job successfully.

Job Characteristics Model An example of comprehensive job enrichment. It combines both horizontal and vertical loading to stimulate employee motivation and satisfaction.

Job characteristics theory See Job Characteristics Model.

job description A written statement explaining what a job holder does, how the work is performed and where and when it is performed.

job design Specification of the content of a job, the material and equipment required to do the job, and the relation of the job to other jobs.

job dissatisfaction Employee dissatisfaction caused by poor pay, working conditions, supervision and/or company policy and administration.

job enlargement The horizontal expansion of a job by adding similar level responsibilities.

job enrichment The vertical expansion of a job by adding planning and decision-making responsibilities.

job evaluation The systematic determination of the relative worth of jobs within an organisation.

job grading Job evaluation method that sizes jobs using a series of written classifications.

job hierarchy A list of jobs in order of their importance to the organisation, from lowest to highest.

job posting Advertising of job openings to current employees via bulletin boards, newsletters or personal letters.

job pricing Placing a dollar value on the worth of a job.

job ranking Job evaluation method that sizes jobs by placing them in rank order.

job rotation Increases task variety by moving employees from one task to another.

job satisfaction The degree to which employees have positive attitudes about their jobs.

job sharing A concept that allows two or more people to share a single full-time job.

job specialisation Involves the use of standardised work procedures and having employees perform repetitive, precisely defined and simplified tasks.

job specification A written statement of the qualifications, skills and know-how a person needs to perform a given job successfully.

knowledge management Deals with an organisation’s ability to collect, store, share and apply knowledge in order to enhance its survival and success.

knowledge worker A worker who transforms information into a product or service.

labour market The geographical area from which employees are recruited for a particular job.

large-group incentives Designed to cover large groups of employees. Typically use broad achievement measures such as profit or sales.

lateral career Career path where an employee undertakes a series of lateral moves (often in different functions) instead of moving upward within the organisation.

lay off Separation of the employee from the organisation because of economic or business reasons.

lean organisation Organisation with relatively few managers overall and a low ratio of staff managers to line managers.

learning curve A graphical representation of the rate at which a person learns something over time.

learning organisations Organisations where the focus is on the acquisition, sharing and utilisation of knowledge to survive and prosper.

leniency bias Occurs when employees are rated more highly than their performance warrants.

lifelong employment Situation where an employee is ‘guaranteed’ a job for their entire working life.

line manager A manager who is authorised to direct the work of subordinates and is responsible for accomplishing the organisation’s objectives.

line of sight The relationship between employee control and influence over the end result. The more direct the relationship, the stronger the line of sight.

local area network (LAN) Computer network connecting a group of computers within one work site, allowing them to exchange data and share hardware and software.

local employee Someone who lives and works in their home country.

local nationals Citizens of the host country in which the business is located; for example, a Singaporean working for an Australian company in Singapore.

lockout Refusal by management to let workers enter a plant or building to work.

log of claims A list of demands covering pay and conditions of work typically made by a union on an employer.

lost-time injury A severe job-related injury that causes an employee to be absent from the job.

low-context cultures Cultures where verbal communications are explicit and direct. What is said is what is meant. Australia and the United States are examples of low-context cultures.

mainframes Biggest, fastest and most expensive class of computer.

management Art of getting things done through people.

management by objectives (MBO) Involves setting specific measurable goals with each employee and then periodically reviewing the progress made.

management development Any attempt to improve current or future management performance by imparting knowledge, changing attitudes or increasing skills.

Management Position Description Questionnaire Job analysis method that uses a behaviourally oriented, structured questionnaire to describe, compare, classify and evaluate management positions.
management recruitment consultants Concentrate on advertised recruiting for professional and managerial positions.

management style Reflects the particular approach used by a manager to achieve goals through other people.

managerial prerogatives The decision-making rights considered by management as essential for the efficient and effective operation of the organisation.

managing diversity See diversity management.

mandatory retirement Designated age at which all employees must retire from the organisation (usually 65 years).

market postures Determine where an organisation seeks to be in the pay market — above market, market average or below market.

Markov analysis A mathematical technique used to forecast the availability of internal job candidates.

Marxist approach Sees industrial conflict as an aspect of class conflict. The solution to worker alienation and exploitation is the overthrow of the capitalist system.

medical examination Examination to determine whether an applicant is physically fit to perform a job.

mentor A person (generally an experienced manager) who helps a younger employee to advance his or her career by offering advice, giving instruction and opening up career opportunities.

mentoring A developmentally oriented relationship between senior and junior colleagues or peers that involves advising, role modelling, sharing contacts and giving general support.

merger Combination of two or more firms to form one new company, which often has a new corporate identity.

merit Concerned with excellence, superiority and/or being the best qualified.

merit grid Technique used to allocate rewards linked to performance.

merit pay Any salary increase awarded to an employee based on their individual performance.

microcomputer Smallest and least expensive class of computer. Generally called a personal computer (PC).

microprocessor The logic, mathematic and central functions contained in a computer chip.

middle managers Managers who are concerned with implementing the plans and policies of top managers.

minicomputers Computers that are more powerful than a microcomputer but less powerful than a mainframe computer.

mission General purpose or reason for an organisation’s existence.

mission statements The operational, ethical and financial reasons for an organisation’s existence.

motivation That which energises, directs and sustains employee behaviour.

motivators Job-centred factors such as achievement and responsibility which, when present in a job, moderate employees.

motivator factors Higher-order employee needs for achievement, recognition, an interesting job, responsibility and advancement.

multimedia training Training that combines audiovisual training methods with computer-based training.

multisource evaluations (360-degree appraisals) Seek performance feedback on employees from their colleagues, superiors, customers and subordinates. Popular in companies with teams, TQM and employee involvement programs.

needs hierarchy Sequence of five human needs, as proposed by Maslow — physiological, safety, social, esteem, and self-actualisation needs.

negative reinforcement Also called avoidance learning. Involves the withdrawal or withholding of punishment when the desired behaviour occurs.

negotiation The process by which one party (for example, a union) seeks to get something it wants (for example, a pay increase) from another party (for example, an employer) through persuasion.

networking Using informed contacts inside and outside an organisation.

non-contributory superannuation Scheme where all contributions to the retirement plan are made by the organisation.

non-traditional employees Employees who are not part of the dominant group because of sex, race/ethnicity, disability or some other characteristic.

objective (bargaining) The goal or target solution. It gives a sense of direction or purpose to the negotiation.

objectives Measurable targets to be achieved within a certain time frame.

observation The job analyst observes an employee working and records the duties performed.

occupational health and safety (OHS) Concerned with the provision of a safe and healthy work environment.

occupational union A union that represents workers from one occupation (for example, nurses or teachers).

off-the-job training Employment training that takes place away from the workplace.

off-the-shelf Commercially available HRIS software.

on-the-job training Employment training that takes place at the job site and tends to be directly related to the job.

operant conditioning Also called learning by reinforcement or behaviour modification. Focuses on rewards and punishments and the effect that they have on employee behaviour.

optimal turnover Employee turnover that sees unwanted (i.e. low performing) employees depart and valued (i.e. high performing) employees stay.

options Provide the opportunity for employees to be given shares, or to buy a specified number of shares at or below current market price.

organisation chart Shows the relationships between jobs and those given authority to do those jobs.

organisation incentives Cover all employees in an organisation and can take the form of a bonus, standard incentive or ‘at-risk’ incentive.

organisational competency Concerned with what and how a person can contribute to the achievement of the organisation’s objectives.

organisational culture See corporate culture.

organisational structure Refers to the organisation’s framework or design.

orientation (expatriate) The introduction of the expatriate and their family to the culture, living conditions, etc. of the host country.


orientation (new hire) The introduction of new employees to their job, their colleagues and the organisation.

outplacement Special assistance given to terminated employees to help them to find jobs with other organisations.

outsourcing Subcontracting work to an outside company that specialises in and is more efficient at doing that kind of work.

panel interview An interview in which a group of interviewers question the applicant.

partial reinforcement Occurs when rewards are given occasionally after each desired behaviour; that is, the desired behaviour is not rewarded each and every time.

participation rate Refers to the numbers of a particular group in the work force. For example, the increased participation rate of women in the work force is one of the most significant demographic changes to occur in recent times.

pattern bargaining Occurs when the same (or essentially the same) pay and conditions are negotiated for several firms (often in the same industry).

patterned interview An interview using a set sequence of questions that every candidate is asked.

pay compression Occurs when workers perceive that the pay differential between their pay and that of employees in jobs above or below them is too small.

pay for performance Pay system that rewards employees on the basis of their performance.

pay policy A firm’s decision to pay above, below or at the market rate for its jobs.

pay secrecy Occurs where salaries are kept confidential between the employer and the employee.

peer review A performance appraisal system in which workers at the same level in the organisation rate one another.

performance Relates to the achievement or non-achievement of specific results designated to be accomplished.

performance appraisal Concerned with determining how well employees are doing their jobs, communicating that information to employees and establishing a plan for performance improvement.

performance appraisal record Document used to record the performance ratings and supervisor comments on an employee’s performance.

performance management Aims to improve organisational, functional, unit and individual performance by linking the objectives of each. Incorporates job design, recruitment and selection, training and development, career planning and compensation and benefits, in addition to performance appraisal.

performance range Salary administration technique used to better align performance with rewards.

performance review discussion Where the manager and subordinate mutually review the employee’s job responsibilities, performance improvement and career goals.

performance standards The benchmarks against which performance is measured.

personality tests Measure basic aspects of a person’s personality or temperament (such as level of motivation, assertiveness, sociability, etc.).

personnel consultancies Privately owned employment agencies.

personnel management (PM) Emphasis is on the administration of activities such as selection, training, welfare and industrial relations. As such, it is regarded as reactive and non-strategic.

physical disability Refers to an impairment of the body (e.g. someone who is missing a limb or who is paralysed). It can also include impairments to physical abilities resulting from diseases or conditions such as arthritis, back injuries and muscular dystrophy. Sometimes, people also refer to sensory disabilities (e.g. visual or hearing impairments) as physical disabilities.

piecerate Incentive system in which compensation is based on the number of units produced or sold. Employees are paid according to their level of output as opposed to a fixed amount per day, week or month.

placement Assignment of an employee to a new or different job.

plan Action step that identifies how an objective or goal is to be achieved.

plateauing A career condition that occurs when job functions and work content remain the same because of a lack of promotional opportunities within the firm.

pluralist approach Regards conflict as inevitable because employers and employees have conflicting interests. Trade unions are seen as a legitimate counter to management authority.

point system An approach to job evaluation in which numerical values are assigned to specific job factors and the sum of those values provides a quantitative assessment of a job’s relative worth.

policy A general statement that guides decision making.

polygraph Lie detector that records changes in a person’s physiology (such as heart rate, blood pressure) in response to a structured set of questions.

portability The ability of an employee to transfer without penalty their accrued retirement benefits from one superannuation plan to another superannuation plan.

Position Analysis Questionnaire Job analysis method that uses a structured questionnaire for quantitatively assessing jobs.

Position Classification Inventory Job analysis inventory that can be used to classify occupations and assess person–job fit.

positive reinforcement Encourages a desired behaviour by repeatedly pairing the desired behaviour with rewards.

post-exit questionnaire Survey questionnaire used with departed employees to find out why they left the organisation, their feelings about the company, their supervision, and so on.

predictor A selection criterion, such as the level of education or scores in an intelligence test.

prejudice Where a manager demonstrates a positive or negative bias.

preventive health programs Programs designed to promote employee health and fitness. Examples include physical fitness, stress reduction, weight loss and smoking cessation.

pro-active When managers anticipate problems and take corrective measures to minimise their effect.

process theories Attempt to explain motivation in terms of the thought processes that employees go through in choosing their behaviour.

processing speed Speed at which a computer can process information and produce a report.

productivity The overall output of goods and services produced, divided by the inputs needed to generate that output.

profession An occupation having a common body of knowledge, a code of ethics and a procedure for certifying its practitioners.

professional association Group of specialists who join together to advance their profession and enhance their own personal development.

professional ethics Rules and principles that define right and wrong professional conduct.

professional literature Literature relating to a particular academic discipline or professional occupation.

profit centre A unit where performance is measured by the difference between revenues and expenditures.

profit share Reward program that gives employees additional income based on the profitability of a work unit division or the entire organisation.

profit sharing A plan whereby employees share in the company’s profits.

programmed instruction Based on the principles of operant conditioning. It involves presenting questions or facts, getting the trainee to respond, and then giving the trainee immediate feedback on the correctness of their answer.

promotion The movement of a person to a higher level position in the company.

promotion from within Policy that gives preference to existing employees when filling a job vacancy.

psychological contract Unwritten expectations of an employee or an employer.

punishment Occurs when negative consequences are experienced after the undesired behaviour is demonstrated.

qualitative HR planning The use of the opinions of experts to predict future HR requirements.

quality circles Small groups of employees who meet regularly to identify and solve work-related problems.

quality of work life Involves the quality of supervision, working conditions, pay and benefits and the nature of the job.

quantitative HR planning Use of statistical and mathematical techniques to forecast demand and supply of labour.

quid pro quo Involves a negotiator requesting a trade-off for every concession asked for; that is, something is always demanded for something.

racial vilification A particular form of discrimination sometimes called racial harassment.

ranking The manager compares their subordinates’ performance then ranks each in order from ‘best’ to ‘worst’.

rater errors Errors in the evaluation of an employee’s performance resulting from leniency, strictness, bias, central tendency, prejudice, recency effect and the like.

reactive When managers wait until a problem occurs before taking action.

realistic job preview A method of conveying job information to an applicant in an unbiased manner, including both positive and negative factors.

reasonable notice The amount of notice to be given to an employee before actual termination. What constitutes reasonable or sufficient notice is dependent on the particular circumstances of each case.

recency effect The use of most recent events to evaluate employee performance instead of using a longer, more comprehensive time frame.

recognition programs Make use of various rewards such as cash, merchandise, travel, certificates and the like.

recruitment The process of seeking and attracting a pool of qualified applicants from which candidates for job vacancies can be selected.

recruitment methods The specific means by which potential employees are attracted to an organisation.

recruitment sources Where qualified individuals are located.
red circle salaries Salaries that are above the range maximum for a job.

redundancy Employee termination resulting from the permanent elimination of some jobs because organisational or technological change has removed the need for those particular skills.

re-entry The repatriation or return of an expatriate to their home country after an international assignment.

re-entry shock The reverse culture shock experienced when the expatriate returns to their home country.

reference check (background investigation) Investigation of the background of job candidates. Includes contacting previous employers, verifying dates of employment, salary and job title, as well as reports from credit agencies, letters of reference, and so on.

reinforcement The strengthening or weakening of a behaviour through the use of rewards or punishments.

relationship capital The value of an organisation’s relationships with its suppliers, customers and competitors.

relationship effect This occurs where the nature of the superior/subordinate relationship influences a performance rating.

reliability The extent to which a measure (for example, a test) is consistent and dependable.

renewal capital The intellectual property (patents, trademarks, copyrights, licences) of an organisation that have marketable value.

repatriation The return of the expatriates to their home country on the completion of an overseas assignment.

replacement chart A visual representation of which employee will replace the existing incumbent in a designated position when it becomes vacant.

resignation Voluntary departure of an employee from a job.
resignation rate A standard method of computing employee turnover that focuses on that part of employee turnover due to resignations.

restrictive work practices Any practice designed to restrict the efficient and effective operation of an organisation. Examples include featherbedding, demarcations and limits placed on output.

restructuring Involves a major change to an organisation via downsizing, flattening, elimination of departments, and so on.

retirement Permanent separation of an employee from the company (usually at a specified age; for example, age 60).

retrenchment Employee termination because of changing business, financial, technological or organisational circumstances.

reverse discrimination Occurs when a more qualified candidate from the majority group is denied an opportunity in preference to a less qualified candidate from a minority group.

role ambiguity Occurs when employees are uncertain of what they are expected to do in a job.

role conflict A condition that occurs when an individual is expected to achieve opposing goals.

role-playing A training technique where the trainee assumes a role in order to learn how others feel and think.

role-plays Training activities in which participants assume the roles of specific people in situations (such as the roles of interviewer and job applicant), act out the event and then review the implications of their behaviour.

Rucker plans Gainsharing plans that calculate employee gains using a value-added formula.

rust-out Stress produced from having too little to do.

salaried operations Involves all employees being treated equally as staff rather than as staff and wages (or union) personnel.

salary Compensation that is consistent from period to period and is not directly related to the number of hours worked by the employee.

salary formula The straight line (least squares) formula used to calculate the organisation’s salary line.

salary line Graphically depicts the salaries currently being paid for jobs, related to job size.

salary policy line A graphical representation of the organisation’s predicted salary mid points.

salary range Sets the minimum and maximum scheduled amounts paid for a job at a particular job size.

salary reviews Management reviews of present salaries to determine if an increase is to be given and, if so, how much and when.

salary structure Presents all salary ranges over the whole spectrum of job sizes.

salary survey The vehicle for relating an organisation’s salaries to those for similar jobs in other organisations.

Scanlon plan A gainsharing plan designed to link employee rewards to the firm’s performance.

scientific management Explanation of employee motivation based on the work of Frederick Taylor. Emphasises the division of labour, task specialisation, time measurement and the use of monetary rewards.

secondary boycott The practice of a union attempting to encourage third parties (such as suppliers and customers) to stop doing business with a firm.

selection The process of choosing from a group of applicants those individuals best suited for a particular position.

selection criteria Key factors in making a decision to hire or not to hire a person. May include qualifications, experience, special skills, abilities or aptitudes. Selection criteria should be job-related.

self-actualisation Becoming what one is capable of becoming.

self-evaluation Occurs where the employees evaluate their own performance.

self-fulfilling prophecy Occurs when expectations about someone cause them to behave in a way consistent with the expectations.

self-regulation (OHS) Applies where employers are held responsible for providing a safe and healthy work environment. Emphasis is placed on education and information rather than detailed government regulation.

seniority The length of an employee’s service with the organisation in relation to other employees.

seniority-based pay Occurs where pay levels and increases are determined by length of time on the job and not performance.

seniority system Where the length of time that an employee has worked with an organisation is given recognition and priority for promotions and salary increases.

separation rate A standard method of computing employee turnover. Includes both avoidable and unavoidable separations.

sex Relates to having male or female physical characteristics.

sex discrimination Occurs when an individual is disadvantaged in employment because of sexual prejudice.

sexual harassment Behaviour involving sexually suggestive remarks, unwanted touching and sexual advances, requests for sexual favours, or other verbal or physical conduct of a sexual nature.

shop stewards Elected union officials who represent union members to management when workers have complaints.

sick leave Provides pay for an employee when they are absent from work because of illness.

simulation A training device designed to reproduce a real-world situation in a risk-controlled learning environment.

skill-based pay A system that compensates employees on the basis of job-related skills and the knowledge they possess.

skills inventory A company-maintained record of employees’ abilities, skills, knowledge and education.

skills variety The degree to which a job holder requires a variety of activities, skills and talents to perform the job.

small-group incentives Incentives designed to reward work teams, project groups or departments.

social loafing Occurs when an employee expends less effort and performs at a lower level when working in a group than when working alone.

socio-technical enrichment Focuses on the relationship between technology and groups of workers. The aim is to integrate people with technology.

software Program of instructions that makes computers perform.

specialisation Occurs when a very limited number of tasks are grouped into one job.

split halves method A method of determining the reliability of a test by dividing the results into two parts and then correlating the results of the two parts.

sponsor A sponsor is a person who creates career development opportunities for others.

staff personnel People in an organisation who provide advice and specialised support services to line personnel.

stakeholder Any individual group or organisation that is affected by or has a vested interest in an organisation’s policies and decisions.

statutes Acts of parliament that legislate the minimum conditions of employment that must apply in any employer–employee relationship.

stock option plan The opportunity for employees to buy a specified amount of stock (shares) in the company in the future at or below the current market price.

strategic choice Refers to managers being pro-active (as opposed to reactive) in facilitating the organisation’s successful adaptation to changes in its environment.

strategic compensation Involves compensation practices being aligned with the achievement of the organisation’s strategic business objectives.

strategic HRM Focuses on the linking of all HR activities with the organisation’s strategic business objectives.

strategic intent Sustained obsession to achieve a challenging long-term objective.

strategic partner Refers to HR managers being an essential part of the management team running an organisation and contributing to the achievement of the organisation’s objectives by translating business strategy into action.

strategic planning The determination of overall organisational purposes and goals and how they are to be achieved.

strategic recruitment The linking of recruiting activities to the organisation’s strategic business objectives and culture.

strategic selection The linking of selection activities to the organisation’s strategic business objectives and culture.

strategy Defines the direction in which an organisation intends to move and establishes the framework for action by which it intends to get there.

strategy (negotiating) The overall game plan designed to achieve the negotiating objectives.

strategy formulation Involves selecting an organisation’s mission, key objectives and business strategies.

strategy implementation Involves designing an organisation’s structure and control systems and evaluating the selected strategies in achieving the organisation’s key objectives.

stress A condition of strain that affects one’s emotions, thought processes and physical condition.

stressors Stressors are conditions that cause stress.

strictness bias Occurs when employees are rated lower than their performance justifies.

strike Refusal by employees to work until their demands are met by the employer.

strikebreakers Non-union employees hired to replace striking union workers; also called scabs.

structural capital The knowledge that is captured and retained in an organisation’s systems and structures.

structural or systemic discrimination A form of hidden or indirect discrimination that is the product of social conditioning and that has become embedded within the system; for example, the view that it is ‘natural’ for women to be secretaries and men to be engineers.

structured interview Uses a predetermined checklist of questions that usually are asked of all applicants.

subordinate evaluations Sometimes called upward appraisals. Involve the subordinate evaluating the performance of their superior.

substance abuse Concerned with alcohol, tobacco and other drug addiction.

succession planning A career development activity that focuses on preparing high-potential employees to fill management positions.

successive hurdles approach Involves the screening out of candidates at each stage of the selection process.

summary dismissal Dismissal based on an employee’s serious breach of the employment contract (for example, physical and verbal abuse, drunkenness, neglect of duties and dishonesty).

superannuation Benefit paid as a pension and/or lump sum to help employees to meet their financial needs in retirement.

supervisors Lowest level of managers, responsible for managing operating employees.

SWOT analysis Review of an organisation’s strengths and weaknesses and the opportunities and threats in its environment.

sympathy strike Strike mounted by workers not directly involved in an industrial dispute to support strikers who are directly involved.

systematic approach to training Three-step approach to training that involves: (a) assessment of training needs; (b) conduct of the training activity; and (c) evaluation of the training activity.

tactics (negotiating) Moves or ploys used to facilitate the successful negotiating strategy.

tall organisation structure Organisation structure with a narrow span of control, many managerial levels and a long chain of command.

task identity Means doing an identifiable piece of work, thus enabling the worker to have a sense of responsibility and pride.

task significance Means knowing that the work one does is important to others in the organisation and outside it.

tax equalisation Ensures that the expatriate does not suffer a loss or windfall gain because of differences between home-country tax and the host-country tax obligations. This is achieved by the expatriate being taxed at the home-country tax rate irrespective of the host-country tax rate.

tax protection Ensures that the expatriate does not suffer a loss in spendable income because of higher host-country taxes (by reimbursing the expatriate if the actual host-country taxes exceed the hypothetical home-country tax obligation).

team appraisals Appraisals that are specially designed to evaluate how well a team has performed.

test–retest method Determines selection test reliability by giving the test twice to the same group of individuals and correlating the two sets of scores.

Theory X The assumption that employees dislike work, are lazy, seek to avoid responsibility and must be coerced to perform.
Theory Y The assumption that employees are creative, seek responsibility and can exercise self-direction.

third-country national A citizen of a country differing from the home or host country; for example, a Singaporean working for an Australian company in Hong Kong.

total compensation The package of quantifiable rewards an employee receives for their labour; includes three components: base compensation, incentives and indirect compensation/benefits.

total quality management (TQM) Involves an organisation-wide commitment to continuous improvement and satisfying customer needs.

trade unions Formal organisations that represent individuals employed in one organisation, throughout an industry or in an occupation.

traditional career path A vertical line of career progression from one specific job to the next, more senior job.

training Represents activities that teach employees how to better perform their present jobs.

training needs analysis Identifies training needs and translates them into training objectives.

transaction processing Discrete actions undertaken by a computer that are common and repetitive; for example, payroll calculation.

transfers Occur when an employee is moved from one job to another that is relatively equal in pay, responsibility and organisational level.

transfer of training Relates to the transfer of training to the work situation. The greater the transfer, the more effective the training.

transformational research An information-gathering approach designed to help organisations to create an improved employment relationship.

tripartite approach (OHS) Approach to OHS involving the active participation of employers, unions and government.

trust A measure of how willing employees are to share information, cooperate with one another and not take advantage of each other.

turnover The loss of employees by the organisation. It represents those employees who depart for a variety of reasons.

turnover analysis Involves an examination of why employees leave an organisation.

unfair dismissal Occurs where a dismissal is harsh, unjust or unreasonable, but need not involve a fundamental breach of the employment relationship.

union preference Situation where job applicants who are union members have to be given preference in employment over non-union members.

unitarist approach Industrial relations is grounded in mutual cooperation, individual treatment, teamwork and the sharing of common objectives. Trade unions are regarded as competitors for the employee’s commitment and cooperation.

unstructured interview Uses few, if any, planned questions. It enables the interviewer to pursue, in depth, the applicant’s responses.

upward appraisals Appraisals where the subordinate evaluates the performance of a superior.

valence The value or importance that an employee places on a potential result or reward that can be achieved.

validity The extent to which something measures what it claims to measure.

value-added Activity that increases worth or utility.

vapourware Occurs when there is a discrepancy between what software claims to do and what it can actually accomplish.

variable interval schedule Rewards are administered at varied intervals.

variable pay component That part of pay that is not guaranteed and is at risk; that is, it is paid only if the performance target is met.

variable ratio schedule Rewards are administered only after an employee has performed the desired behaviour a number of times.

vertical career Traditional career path where an employee enters the organisation at a junior level and progresses upward to more senior positions over a period of time.

vertical loading Job enrichment through increased opportunities for responsibility, decision making, recognition, personal growth and achievement.

vestibule training Training that takes place away from the production area on equipment that closely resembles the actual equipment used on the job.

vesting Provision in a retirement plan that gives employees a right to specific benefits after a stated number of years of service.

volunteer mindset Employees are internally motivated (that is, they are self-motivated) to perform.

wage Pay directly calculated on the basis of time worked.

wage and salary surveys Studies made by an organisation to discover what other employers in the same labour market are paying for specific key jobs.

Web site The Web address or location of an organisation; for example, the Web site for the Australian Human Resources Institute is www.ahri.com.au.
Web-based training Refers to training that is delivered via the Internet.

wildcat strikes Spontaneous work stoppages that take place in violation of the labour contract and are officially against the wishes of the union leaders.

win–lose bargaining Sees the negotiation as a competitive conflict with one party winning and the other party losing.

win–win bargaining Sees the negotiation as a cooperative problem-solving exercise that will benefit both parties.

work climate Refers to the overall ‘feeling’ of the work environment as conveyed by the physical layout and surroundings, employee social interaction and employee–management relationships.

workers compensation A legally required benefit that provides medical care, income continuation and rehabilitation expenses for people who sustain job-related injuries or sicknesses.

work–family conflict The conflicting demands made on an individual by home and work.

workplace relations Refers to employer–employee relations in a specific workplace (for example, at a factory site or branch office) as distinct from the total organisation or industry.

workplace violence Violent behaviour occurring in the workplace.

Worksafe Australia Peak Australian occupational health and safety organisation.

wrongful dismissal Occurs when an employee’s employment is terminated by an employer for reasons that are in breach of the employment contract.

   
   
   
   
   
   
   
 
   
 
 
 
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مطالب اخیر برنامه میان ترمهای دانشگاه پیام نور قهاوند نمونه سئوالات درس روابط کار در سازمان نمونه سئوالات درس مدیریت شهرداریها و سازمانهای محلی نمونه سئوالات درس فراگرد کنترل و تنظیم بودجه نمونه سئوال درس مدیریت تعاونی ها دانشگاه علمی کاربردی امور زندان ها دانلود کتاب ۲۰ نکته که در مورد وب و مرورگرها یاد گرفتم محورهای مورد نظر برای تحقیق در مدیریت دولتی: معرفی کتاب : سازماندهی و اصلاح تشکیلات و روشها نمونه سئوالات درس روابط کار در سازمان
کلمات کلیدی وبلاگ مدیریت دولتی (۱٢) مدیریت زمان (۸) مدیریت پروژه (٧) مقاله (٧) دوره روزانه (٧) دوره نیمه حضوری (٧) میانگین نمره کل پذیرفته شدگان (٦) دانشگاه پیام نور قهاوند (٦) ددانلود رایگان (٦) مدیریت (٥) پیام نور (٤) قانون پارکینسون (٤) parkinson's law (٤) مدیریت فناوری اطلاعات (۳) مدیریت صنعتی و تکنولوژی (۳) قهاوند (۳) مدیریت منابع انسانی (۳) تاریخ میا ن ترمهای دانشگاه پیام نور قهاوند (۳) دانلود نمونه سئوالات (۳) پیام نور قهاوند (۳) دانلود خلاصه درس (٢) آموزش نرم افزار spss (٢) مصطفی نوروزی (٢) حمایت از پایان نامه های کارشناسی ارشد (٢) کنفرانس ها و همایش ها (٢) پایان نامه های مورد حمایت (٢) پایان نامه های تحصیلات تکمیلی (٢) پاورپوینتهای مدیریتی (٢) روابط کار در سازمان (٢) مدیریت تغییر (٢) مدیریت بازرگانی (٢) powerpoint (٢) it (٢) مدیریت استراتژیک (٢) پایان نامه ارشد (٢) منابع کنکور کارشناسی ارشد مدیریت دولتی (٢) ماموریت یا رسالت (٢) بیانیه ماموریت شرکتهای خارجی (٢) پاور پوینتهای مدیریت استراتژیک (۱) پاورپوینت مدیریت استراتزیک شرکت دل (deel) (۱) دانشگاههای دولتی (۱) swiss cheese (۱) اصل پنیر سوئیسی (۱) قانون 10 به 90: (۱) اصل پارتو (قانون 80 به 20) (۱) تکنیک ۱۰-۱۰-۱۰ (۱) gtd (۱) اصل تداخل (۱) بحث پرآموزی (۱) دانلود جزوه (۱) خط مشی (۱) تحقیقات اجتماعی (۱) اینترنت و وب (۱) peter drucker (۱) اعلام برنامه (۱) تئوریهای مدیریت (۱) فضای کسب و کار (۱) مجید کشاورزی (۱) بهره وری و رضایت شغلی (۱) خلاصه دروس (۱) زهرا حمیدزاده (۱) جمعیت شهرهای ایران (۱) شهرداریها (۱) نظریه های مدیریت (۱) نمونه سئولات (۱) تصمیم گیری (۱) کارآفرینی (۱) erp (۱) برنامه ریزی منابع سازمانی (۱) پاورپوینت (۱) google (۱) yahoo (۱) شهرداری تهران (۱) مدیریت مالی (۱) فناوری اطلاعات (۱) تحقیق (۱) اخبار (۱) دانلود (۱) آمار (۱) تحقیق در عملیات (۱) رهبری (۱) کتاب انگلیسی (۱) دانلود کتاب (۱) نرم افزار های کاربردی (۱) مدیریت بحران (۱) پست الکترونیک (۱) مدیریت دانش (۱) مدیریت کیفیت (۱) اراک (۱) اثربخش (۱) مدیریت شهری (۱) کاربرد کامپیوتر (۱) پیتر دراکر (۱) فرآیند خط مشی گزاری (۱) امید حسینی (۱) برنامه‌ریزی پویا (۱) آنالیز چند معیاره، (۱) تصمیم گیری چند معیاره، (۱) مدل سازی، (۱) شبکه های عصبی، (۱) پارس بوک (۱) مجلات isi (۱) وازه نامه (۱) منابع دکتری مدیریت (۱) دکتر حسین رحمان سرشت (۱) منابع دکتری مدیریت رسانه (۱) منابع دکتری رشته مدیریت دولتی دانشگاه آزاد (۱) celebrating the life and works (۱) تاریخچه مدیریت (۱) مدیریت امورفنی ، عمرانی و استاندارد سازی (۱) معرفی اساتید مدیریت (۱) دکتر مصطفی علی میری (۱) دانشگاه کار آفرینی (۱) نرم افزار تحلیل آماری (۱) اثربخشی اقتصادی (۱) سازمانهای رسانه ای (۱) رشته مدیریت دولتی (۱) کنفرانس حسابداری و مدیریت (۱) مهلتد ارسال مقالات (۱) کنفرانس مدیریت استراتژیک و تحول (۱) عبدالصمد کرامت فر موضوع: طراحی وب سایت (۱) دانلود کتاب چگونه یک وب سایت رایگان بسازیم (۱) مطالعات کاربردی صنعتی و معدنی (۱) مهندس ناجی (۱) دانشگاه علمی کاربردی (امور زندانها) (۱) اعلام تعطیلی کلاس (۱) لیست سیاه وزارت علوم (۱) حقیقی محمدعلی (۱) مومن مایانی زهرا (۱) سازماندهی و اصلاح تشکیلات و روشها (۱) دانشجویان دانشگاه علمی کاربردی (۱) امور زندانها (۱) برنامه میان ترمها (۱) مباحث ویژه مدیرت دولتی (۱) کاربرد کامپیوتر در مددکاری (۱) کاربرد کامپیوتر در علوم اجتماعی (۱) تست های درس مبانی مدیریت (۱) کارشناس ارشد مدیریت دولتی (۱) مباحث ویژه در مدیریت دولتی (۱) منابع درس (۱) درس فراگرد کنترل و تنظیم بودجه (۱)
دوستان من پايگاه انصار المهدی جوان همدان منابع مدیریت دولتی جامعه متخصصین آکادمی تخصصی مدیریت استرات}یک ایران وبلاگ شخصی عیسی ذوقی خبوشان مرجع الکترونیکی علوم مدیریت ایران اي اس اي ژورنال روستای پرلوک پرتال زیگور طراح قالب