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61 Cards in this Set
- Front
- Back
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Organisation
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A social entity that is goal directed and deliberately structured
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Performance
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The organisations ability to attain it's goals by using its resources in an EFFICIENT and EFFECTIVE manner
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Management
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The attainment of organisational goals in an effective and efficient manner through PLANNING, ORGANISING, LEADING and CONTROLLING
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Attitudes
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A COGNITIVE and AFFECTIVE evaluation that predisposes a person to ACT (behaviour) in a certain way
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Perception
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The cognitive process people use to make sense out of the environment by selecting, organising and interpreting information
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Motivation
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The arousal, direction and persistence of behaviour
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Intrinsic reward
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Feeling a sense of achievement
E.g someone who writes their own music for his own listening pleasure is relying on intrinsic motivation |
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Extrinsic reward
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A reward given by another person, typically a manager, and include promotions and pay increases
E.g A person who writes music to sell for profit is using the extrinsic motivation of pay |
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Stress
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A physiological and emotional response to stimuli that place physical or physiological demands on an individual
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Teams
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A unit of two or more people who interact and co-ordinate their work to accomplish a specific goal
--> a team = group --> a group does not equal a team |
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Communication
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Information exchanged and understood by two or more people, usually with intent to motivate or influence
Key elements: - sender - receiver - channel - decodes - noise - feedback |
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Non-verbal communication
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A communication transmitted through actions and behaviours rather than words
E.g. Facial expressions, voice, posture, dress, touch |
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Leadership
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(Soul)
The ability to influence people towards the attainment of organisational goals |
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Management
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(Mind)
The attainment of organisational goals in an effective and efficient manner through planning, organising, leading and controlling organisational resources |
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Transactional leader
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Management-oriented style; plans, schedules and budgets
--> positional power e.g. Mr. Burns |
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Charismatic leader
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Vision, values, trust, idiosyncratic (something peculiar to an individual)
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Transformational leader
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(Personal power)
Interaction between the leader and follow - vision, shared values, ideas; relationship building |
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System
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Interrelated parts, function as a whole
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Open-system
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Focus on relationships and external environment
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The external environments
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All elements existing outside the organisation's boundaries that have the potential to affect the organisation
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The general environment (6 dimensions)
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Outer boundaries of a business, influential over time
1. International 2. Technological 3. Sociocultural 4. Economic 5. Legal-political 6. Natural |
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Task environment (4 dimensions)
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These factors impact a business on a day-to-day basis, and is specific to each organisation
1. Customers 2. Competitors 3. Suppliers 4. Labour market |
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Corporate Social Responsibility (CSR)
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The obligation of organisation management to make decisions and take actions that will enhance the welfare and interests of society as well as the organisation
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Ethixs
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The code of moral principles and values that governs the behaviour of a person or a group with respect to what is right or wrong
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Business ethics
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Business ethics explores the ethical legitimations for, and effects of, a wide range of business practices
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Sustainable Development
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Sustainable development seeks to meet the needs and aspirations of the present without compromising those of the future
- win-win outcomes for a variety of stakeholders - finding innovative ways to create wealth at the same time they are preserving natural resources |
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Sustainability
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Economic development that generates wealth and meets the needs of the current population while preserving the environment for the needs of future generations
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Triple Bottom Line (TBL)
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TBL performance of an organisation involves measuring three types of outcomes of an organisation's activities: environmental, social and economic/financial
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Entrepreneurship
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The process of initiating a business venture, organising the necessary resources, and assuming the associated risks and rewards
E.g. The Virgin Group |
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Social entrepreneurship
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The process of pursuing innovative solutions to social problems, adopting a mission to both good business and positive social change
E.g. Trade Aid NZ |
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Business incubators
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An innovation that provides shared office space, management support services and management advice to entrepreneurs
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Competitive advantage
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What sets the organisation apart from others and provides it with a distinctive edge for meeting customer or client needs in the marketplace
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Core competence
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A business activity that an organisation does particularly well in comparison to its competitors
- Expertise that the organisation has that the competitors done... --> R & D/Innovation --> Technological know --> Process efficiency --> Customer service |
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Programmed decision
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Those decisions that the manager has encountered and made in the past enough times that decision rules have developed and are now applied for future programmed decisions
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Programmed decision
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Those decisions that the manager has encountered and made in the past enough times that decision rules have developed and are now applied for future programmed decisions
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Non-programmed decisions
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Non-programmed decisions are not encountered regularly and involve situations that are new in which there are no proven answers to use as a guide. These decisions usually have important consequences for the organisation and therefore involve strategic planning, as uncertainty is great.
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Programmed decision
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Those decisions that the manager has encountered and made in the past enough times that decision rules have developed and are now applied for future programmed decisions
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Non-programmed decisions
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Non-programmed decisions are not encountered regularly and involve situations that are new in which there are no proven answers to use as a guide. These decisions usually have important consequences for the organisation and therefore involve strategic planning, as uncertainty is great.
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Coalition
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An informal alliance among managers who support a specific goal
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Programmed decision
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Those decisions that the manager has encountered and made in the past enough times that decision rules have developed and are now applied for future programmed decisions
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Non-programmed decisions
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Non-programmed decisions are not encountered regularly and involve situations that are new in which there are no proven answers to use as a guide. These decisions usually have important consequences for the organisation and therefore involve strategic planning, as uncertainty is great.
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Coalition
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An informal alliance among managers who support a specific goal
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Strategic goals
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Strategic goals are set by top management for the entire company. They are planned objectives that an organisation strives to achieve.
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Programmed decision
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Those decisions that the manager has encountered and made in the past enough times that decision rules have developed and are now applied for future programmed decisions
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Non-programmed decisions
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Non-programmed decisions are not encountered regularly and involve situations that are new in which there are no proven answers to use as a guide. These decisions usually have important consequences for the organisation and therefore involve strategic planning, as uncertainty is great.
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Coalition
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An informal alliance among managers who support a specific goal
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Strategic goals
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Strategic goals are set by top management for the entire company. They are planned objectives that an organisation strives to achieve.
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Tactical goals
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Tactical goals are goals that define the outcomes that major divisions and departments must achieve in order for the organisation to reach their overall goals
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Programmed decision
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Those decisions that the manager has encountered and made in the past enough times that decision rules have developed and are now applied for future programmed decisions
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Non-programmed decisions
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Non-programmed decisions are not encountered regularly and involve situations that are new in which there are no proven answers to use as a guide. These decisions usually have important consequences for the organisation and therefore involve strategic planning, as uncertainty is great.
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Coalition
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An informal alliance among managers who support a specific goal
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Strategic goals
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Strategic goals are set by top management for the entire company. They are planned objectives that an organisation strives to achieve.
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Tactical goals
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Tactical goals are goals that define the outcomes that major divisions and departments must achieve in order for the organisation to reach their overall goals
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Operational goals
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Operational goals are specific results expected from departments, work groups and individuals in an organisation. They are precise and measurable, for example x sales, x units
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Programmed decision
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Those decisions that the manager has encountered and made in the past enough times that decision rules have developed and are now applied for future programmed decisions
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Non-programmed decisions
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Non-programmed decisions are not encountered regularly and involve situations that are new in which there are no proven answers to use as a guide. These decisions usually have important consequences for the organisation and therefore involve strategic planning, as uncertainty is great.
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Coalition
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An informal alliance among managers who support a specific goal
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Strategic goals
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Strategic goals are set by top management for the entire company. They are planned objectives that an organisation strives to achieve.
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Tactical goals
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Tactical goals are goals that define the outcomes that major divisions and departments must achieve in order for the organisation to reach their overall goals
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Operational goals
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Operational goals are specific results expected from departments, work groups and individuals in an organisation. They are precise and measurable, for example x sales, x units
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Organisation structurw
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The framework:
- how tasks are divided - how resources are deployed - how departments are co-ordinated |
