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70 Cards in this Set
- Front
- Back
the attainment of organizational goals in an effective and efficient matter through planning, organizing, leading, and controlling organizational resources |
Management |
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Planning, Organizing, Leading, and Controlling |
The Functions of Management |
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Select goals and ways to attain them |
Planning |
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Assign responsibility for task accomplishment |
Organizing |
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Use influence to motivate employees |
Leading |
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Monitor activities and make corrections |
Controlling |
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a social entity(being made up of two or more people) that is goal directed and deliberately structured |
Organization |
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refers to the degree to which the organization achieves a stated goal |
Effectiveness |
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pertains to the amount of resources---raw materials, money, and people--used to produce a desired volume of output. |
Efficiency |
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Conceptual, Human, and Technical |
Manager's Skills |
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the cognitive ability to see the organization as a whole and the relationships among its parts |
Conceptual Skills |
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refers to manager's ability to work with and through other people and to work effectively as part of a group |
Human Skill |
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is the understanding of and proficiency in the performance of specific tasks |
Technical Skill |
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Set Objectives, Organize, Motivate and Communicate, Measure, and Develop People. |
What Managers Do |
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Vertical and Horizontal Differences |
Management Types |
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Top Managers, Middle Managers, Project Managers, and First-Line Managers |
Vertical Differences |
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Responsible for the entire organization |
Top Managers |
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Responsible for business units |
Middle Managers |
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Responsible for misinterpreting signals |
Project Managers |
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Responsible for production of goods and services |
First-Line Managers |
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Functional and General Managers |
Horizontal Differences |
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Responsible for departments that perform certain tasks |
Functional Managers |
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Responsible for several departments |
General Managers |
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General and Task Environment |
The two components that an organization's external environment can be conceptualized further by. |
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affects organizations indirectly which includes six dimensions: international, technological, social-cultural, economic, legal-political, and natural. |
General Environment |
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includes the sectors that conduct day-to-day transactions with the organizations and directly influence its basic operations and performance; this includes competitors, customers, suppliers, and labor market. |
Task Environment |
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includes the elements within the organization's boundaries, such as employees, management, and corporate culture |
Internal Environment |
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Managers do not have sufficient info about environmental factors to understand and predict environmental needs and changes |
Environmental Uncertainty |
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link and coordinate the organization with environment, seek: Business Intelligence and Competitive Intelligence |
Boundary-Spanning Roles |
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reduce boundaries and begin collaborating with other organizations |
Inter organizational partnerships |
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occurs when two or more organizations combine to become one |
Mergers |
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strategic alliance or program by two or more organizations |
Joint Ventures |
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is the set of key values, beliefs, understandings, and norms that members of an organization share, which includes symbols, stories, heroes, slogans, and ceremonies |
Internal Environment: Corporate Culture |
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Adaptability, Achievement, Involvement, and Consistency |
The Four Types of Corporate Culture |
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emerges in an environment that requires fast response and high-risk decision making |
Adaptability Culture |
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is suited to organizations concerned with serving specific customers in the external environment, but without the intense need for flexibility and rapid change |
Achievement Culture |
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emphasizes an internal environment focus on the involvement and participation of employees to adapt rapidly to changing needs from the environment |
Involvement Culture |
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uses an internal focus and a consistency orientation for a stable environment |
Consistency Culture |
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managers being able to emphasize or pay attention to both cultural values and business performance to create this.... |
a High-Performance Culture |
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define and articulate important values that are tied to clear and compelling mission, which they communicate widely and uphold through their actions |
Cultural Leadership |
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Managers being able to work with different groups or individuals that are from different cultural backgrounds |
Global Mindset |
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an organization that receives more then 25% of its total sales revenues from operations outside the parent company's home country and has a number of distinctive cost characteristics |
Multinational Corporation (MNC) |
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Exporting, Outsourcing, Licensing, and Direct Investing |
Ways to Get Started Internationally |
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defined as the risk of lost assets, earning power, or managerial control |
Political Risk |
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this includes riots, revolutions, civil disorders, and frequent changes in the government |
Political Instability |
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Power Distance, Uncertainty Avoidance(High or Low), Individualism and Collectivism Masculinity and Femininity |
Hofstede's Value Dimensions |
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is the degree to which people accept inequality in power among institutions, organizations, and people. |
Power Distance |
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is characterized by people's intolerance for uncertainty and ambiguity and resulting support for beliefs that promise certainty and conformity. |
Uncertainty Avoidance |
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refers to the performance for a loosely knit social framework in which individuals are expected to take acre of themselves |
Individualism |
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refers to a performance for a tightly knit social framework in which individuals look after one another and organizations protect their members' interests |
Collectivism |
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is a cultural preference for achievements, heroism, assertiveness, work centrality, and material success. |
Masculinity |
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is a cultural preference for relationships, cooperation, group decision making, and quality of life |
Femininity |
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is one in which people use communications to build personal relationships |
High=Context Culture |
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people use communication primarily to exchange facts and information |
Low-Context Culture |
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is the code of moral principles and values that governs the behaviors of a person or group with respect to what is right or wrong |
Ethnics |
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is a situation in which all alternative choices or behaviors have potentially negative consequences. Right or wrong cannot be clearly distinguished |
Ethical Dilemma |
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Utilitarian Individualism Moral-Rights Justice Practical |
Ethical Decision Making Approaches |
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to ethical decision making says that the ethical choice is the one that produces the greatest good for the greatest number of people |
Utilitarian Approach |
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contends that acts are moral when they promote individual's best long-term interests |
Individualism Approach |
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holds that ethical decisions are those that best maintain fundamental rights of people affected by them |
Moral-Rights Approach |
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says that ethical decisions must be based on standards of equity, fairness, and impartiality |
Justice Approach |
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Distributive Procedural Compensatory |
Three Justices that falls under the Justice Approach |
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sidesteps debates about what is right, good, or just and bases decisions on prevailing standards of the profession and the larger society; taking the interests of all stakeholders into account |
Practical Approach |
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Pre-Conventional Conventional Post-Conventional |
Three Levels of Moral Development |
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follows rules to avoid punishment, acts in own interest, obedience for its own sake |
Pre-Conventional Level |
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lives up to expectations of others; fulfills duties and obligation of social system, upholds laws |
Conventional Level |
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follows self-esteem principles of justice and right. Aware that people hold different values and seeks creative solutions to ethical dilemmas. Balances concern for individual with concern for common good. |
Post-Conventional Level |
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is the management's obligation to make choices and take actions that will contribute to the welfare and interests of society, not just the organization |
Corporate Social Responsibility |
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refers to the economic development that generates wealth and meets the needs of the current generation while preserving the environment and society so future generations can meet their needs as well |
Sustainability |
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the disclosure by employees of unethical, illegitimate, or illegal practices by the ogranization |
Whistle-Blowing |