Across
- 3. pane of Johari Window that contains information that you and others do not know about you
- 4. information that tells one how well he or she has performed
- 9. the actual person an individual may be
- 11. refers to not being part of a company-sponsored program.
- 13. pane of Johari Window that contains information known to us about ourselves but is hidden from others
- 16. pane of Johari Window consisting of information that is known to self and others
- 21. the extent to which an organization is productive and satisfies the demands of interested parties, such as employees, customers, and investors.
- 24. pane of Johari Window that contains information that others are aware of but we cannot see in ourselves in reference to both negative and positive.
- 26. a key figure in advancing the cause of industrial humanism, Her experience as a management consultant led her to believe that the key to increased productivity was to motivate employees, rather than simply ordering better job performance.
- 27. confidence in one's own worth or abilities, self-respect
- 28. gathering valid information about oneself:
- 29. an understanding of the self, based on what could have been if something in the past had happened differently
- 30. applying research methods to investigate problems of employee productivity using the scientific method; in the study, employees reacted positively because management cared about them.
Down
- 1. was one of the two key figures in developing this philosophy of industrial humanism. He cautioned mangers that emotional factors were a more important contributor to productivity than physical and logical factors.
- 2. study of one's own behavior and motivation
- 5. area for growth or weakness
- 6. the expenditure of physical and mental effort in work is a natural as play or rest, External control and the treat of punishment are not the only means for bringing about effort toward reaching company objectives. Employees will exercise self-direction and self0control in the service of objectives to which they attach high valence. Commitment to objectives is related to the rewards associated with their achievement.
- 7. managing people through more effective methods of human relations known as Theory X and Theory Y.
- 8. what a person communicates about himself or herself and what others actually perceive about the person.
- 10. a formal method of feedback used from superiors to convey to you what he or she thinks you are doing well and not so well.
- 12. a person dislikes work and will avoid it if they can, because of this dislike of work, most people must be coerced, controlled, directed, or threatened with punishment to get them to put forth enough effort to achieve organizational goals. The average employee prefers to be directed, wishes to shirk responsibility, has relatively little ambition, and highly values job security.
- 14. system in which teammates contribute to an evaluation of a person's job performance
- 15. movement that began as a concentrated effort by some mangers and their advisers to become more sensitive to the needs of employees or to treat them in a more humanistic manner.
- 17. The art of using systematic knowledge about human behavior to improve personal, job and career effectiveness.
- 18. refers to differences among people because of their racial or ethnic backgrounds, language, dress and traditions.
- 19. a grid showing how much information you know about yourself as well as how much other people know about you.
- 20. the process of organizing the employees of a company into a labor union which will act as a intermediary between the employees and company management.
- 22. considered the father of scientific management, was an engineer by background, he used scientific analysis and experiments to increase worker output.
- 23. theory that focuses on the application of scientific methods to increase individual workers' productivity.
- 25. a complex idea generally referring to a person's total being or individuality