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37 Cards in this Set
- Front
- Back
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communication process |
the process of transferring meanings from sender to receiver |
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high context cultures |
messages are implicit and indirect; voice intonation, timing, facial expressions can play important roles in conveying information |
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low context cultures |
people often meet only to accomplish objectives; they tend to be direct and focused in communications |
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downward communication |
transmission of information from manager to subordinate to convey orders/information |
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upward communication |
transfer of meaning from subordinate to superior to provide feedback, ask questions, and obtain assistance |
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nonverbal communication: kinesics |
study of communication through body movement and facial expression ex. eye contact, posture, gestures |
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nonverbal communication: proxemics |
study of the way people use physical space to convey messages
ex. intimate - confidential personal - family/close friends social - business public - across room or group |
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nonverbal communication: chronemics |
the way time is used in a culture monochromic time schedule: things done in linear fashion; time schedules are important; time can be controlled, should be used wisely polychromic time schedule: people do several things at the same time and place higher value on personal involvement than time schedules done on time; personal relationship more important than time schedules |
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negotiation |
the process of bargaining with 1+ parties to arrive at solution acceptable to all planning > interpersonal relationship building > exchanging task-related info > persuasion > agreement |
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negotiation - distributive |
two parties with opposing goals compete over a set value |
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negotiation - integrative |
two groups integrate interests, create value, invest in the agreement (win-win scenario) |
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strategic management |
the process of determining an organization's basic mission and LT obj and then implementing a plan of action for pursuing the mission and attaining these objectives |
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strategic management imperatives - economic |
worldwide strategy based on cost leadership, differentiation, and segmentation ex. generic -> sold based on name brand or support service |
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strategic management imperatives - political |
utilizing strategies that are country-responsive and designed to protect local market niches (based on each specific country) success depends on marketing, sales, and service |
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strategic management imperatives - quality |
2 interdependent paths: - a change in attitudes and a raising of expectations for service quality - the implementation of management practices designed to make quality improvement as ongoing process |
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strategic management imperatives - administrative coordination |
strategic decisions based on the merits of the indiv situation rather than using a predetermined economic or political strategy least commonly used |
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elements of strategic planning - environmental scanning - elements |
- environmental scanning - provides management with accurate forecasts of trends where the firm is doing business or considering doing business - elements - industry/market, technology, regulations, economic aspects, social aspects, political aspects |
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entry strategies: - exports/imports - wholly owned subsidiary - mergers/acquisitions - alliances and joint ventures - licensing - franchising |
- exports/imports - wholly owned subsidiary: an overseas operation is totally owned and controlled by an MNC; believe managerial efficiency is better without outside partners - mergers/acquisitions: cross-border purchase or exchange of equity involving two or more companies - alliances: any type of cooperative relationship among different firms; temp/perm - joint ventures: agreement under which 2+ partners from diff countries own/control a business - licensing: an agreement that allows one party to use an industrial property right in exchange for payment to the other party - franchising: an arrangement in which one party (franchisor) permits another (franchisee) to operate an enterprise using its trademark, logo, product line, and method of operation in return for a fee |
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international division structure |
structural arrangement that handles all international operations out of a division created for this purpose |
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basic organizational structures - global product, area, function divisions - mixed |
- global product division: structural arrangement in which domestic divisions are given worldwide responsibility for product groups - global area division: structure under which global operations organized on geographic basis rather than a product basis - global functional division: structure that organizes worldwide operations primarily based on function and secondarily on product (mainly used for oil and mining) - mixed organization structure: structure is a combination of global product, area, or functional arrangements |
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organizational characteristics of MNCs - formalization - specialization - centralization |
- formalization: use of defined structures and systems in decision making, communication, and controlling - specialization: assigning individuals to specific, well-defined tasks - centralization: important decisions are made at the top - decentralization: decision making is pushed down the line and lower-level personnel are involved |
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managerial decision making |
involves choosing a course of action among alternatives depends on structure of subsidiaries and focus of decision making |
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Total quality management (TQM) |
an organizational strategy and the accompanying techniques that result in the delivery of high-quality products or services to customers |
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International standards organization (ISO) - ISO 9000 Certification |
- ISO ensure quality products and services - areas examined: design, process control, purchasing, service, inspection and testing, and training |
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Controlling - internal/external - direct/indirect |
- external: needed to find out what customers want and to be prepared to respond appropriately; ensure market for goods and services exist - direct: involves the use of face-to-face personal meetings for purpose of monitoring operations - indirect: involve the use of reports and other written forms of communication to control operations at subsidiaries |
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co-determination |
- german: mitbestimmung - a legal system that requires workers and their managers to discuss major decisions |
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motivation - intrinsic - extrinsic |
a psychological process through which unsatisfied wants or needs lead to drives that are aimed at goals or incentives - intrinsic: an individual experiences fulfillment through carrying out an activity itself and helping others - extrinsic: the external environment and result of the activity in the form of competition or compensation or incentive plans are of great importance |
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Maslow's theory |
- physiological: basic physical needs for water, food, clothing, and shelter - safety: desires for security, stability, and absence of pain - social: needs to interact and affiliate with others and the need to feel wanted by others - esteem: needs for power and status - self-actualization: desire to reach one's full potential |
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Herzberg theory |
a theory that identifies two sets of factors that influence job satisfaction - motivators: job-content factors such as achievement, recognition, responsibility, advancement, and the work itself. Only when motivators are present will there be satisfaction - hygiene: job-context factors such as salary, interpersonal relations, technical supervision, working conditions, and company policies and administration. If these aren't taken care of, there will be dissatisfaction |
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equity theory |
focuses on how motivation is affected by people's perception of how fairly they are being treated - equal = satisfied - unequal = not satisfied |
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work centrality |
the importance of work in an individual's life relative to other areas of interests |
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leadership |
the process of influencing people to direct their efforts toward the achievement of some particular goals or goal |
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management-leader paradigm |
- the terms manage and leader have often been used interchangeably in the business environment - managers may provide leadership and leaders perform management functions, but managers don't perform the unique functions of leaders |
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Theory X manager |
believes that people are basically lazy and that coercion and threats of punishment often are necessary to get them to work |
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Theory Y manager |
believes that under the right conditions people not only will work hard but will seek increased responsibility and challenge |
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Theory Z manager |
believes that workers seek opportunities to participate in management and are motivated by teamwork and responsibility sharing |
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types of leadership - authoritarian - paternalistic - participative |
- authoritarian: the use of work-centered behavior designed to ensure task accomplishment - paternalistic: the use of work-centered behavior coupled with protective employee centered concern - participative: the use of both work- or task- centered and people-centered approaches to leading subordinates |
