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166 Cards in this Set
- Front
- Back
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Management
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Getting work done through others
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Efficiency
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Getting work done with a minimum effort, expense or waste
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Effectiveness
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Accomplishing tasks that help fulfill organizational objectives
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Planning
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Determining organizational goals and a means for achieving them
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Organizing
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Deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom
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Leading
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Inspiring and motivating workers to work hard to achieve organizational goals
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Controlling
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Monitoring progress toward goal achievement and taking corrective action when needed
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Top Managers
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Executives responsible for the overall direction in the organization
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Middle Managers
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Responsible for setting objectives consistent with top management's goals and for planning and implementing strategies for achieving those objectives
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First-Line Managers
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Train and supervise the performance of nonmanagerial employees who are directly responsible for producing the company's products or services
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Team Leaders
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Managers responsible for facilitating team activities toward accomplishing a goal
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Figurehead Role
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Interpersonal role managers play when they perform ceremonial duties
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Leader Role
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Interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives
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Liaison Role
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Interpersonal role played when they deal with people outside their units
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Monitor Role
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Informational role played when they scan their environment for information
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Disseminator Role
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Informational role played when they share information with others in their departments or companies
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Spokesperson Role
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Informational role played when they share information with people outside their departments or companies
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Entrepreneur Role
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Decisional role played when they adapt themselves, their subordinates, and their units to change
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Disturbance Handler Role
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Decisional role played when they respond to severe problems that demand immediate action
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Resource Allocator Role
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Decisional role played when they decide who gets what resources and in what amounts
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Negotiator Role
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Decisional role played when they negotiate schedules, projects, goals, outcomes, resources, and employee raises
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Technical Skills
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Specialized procedures, techniques, and knowledge required to get the job done
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Human Skills
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Ability to work well with others
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Conceptual Skills
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Ability to see the organization as a whole, understand how the different parts affect each other, and recognize how the company fits into or is affected by its environment
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Motivation to Manage
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Assessment of how enthusiastic employees are about managing the work of others
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Scientific Management
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Studying and testing different work methods to identify the best, most efficient way to complete a job
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Soldiering
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When workers deliberately slow their pace or restrict their work outputs
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Rate Buster
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Group member whose work pace is significantly faster than the normal pace in his or her group
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Motion Study
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Breaking each task or job into its separate motions and then eliminating those that are unnecessary or repetitive
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Time Study
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Timing how long it takes good workers to complete each part of their jobs
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Gantt Chart
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Shows which tasks must be completed at which times in order to complete a project or task
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Bureaucracy
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Exercise of control on the basis of knowledge, expertise, or experience
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Integrative Conflict Resolution
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Both parties deal with the conflict by indicating their preferences and then working together to find an alternative that meets the needs of both
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Organization
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System of consciously coordinated activities or forces created by two or more people
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System
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Set of interrelated elements or parts that function as a whole
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Subsystems
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Smaller systems that operate within a larger system
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Synergy
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When two or more subsystems working together can produce more than they can working apart
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Closed Systems
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Can sustain themselves without interacting with their environments
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Open Systems
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Can sustain themselves only by interacting with their environments, on which they depend for survival
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Contingency Approach
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There are no universal management theories and the most effective management theory or idea depends on the kinds of problems or situations managers are facing at a particular time or place
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External Environments
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All events outside a company that have the potential to influence or affect it
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Environmental Change
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Rate at which a company's general and specific environments change
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Stable Environment
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Environment in which the rate of change is slow
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Dynamic Environment
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Environment in which the rate of change is fast
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Punctuated Equilibrium Theory
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Where companies go through long, simple periods of stability (equilibrium), followed by short periods of dynamic, fundamental change (revolution), and ending with a return to stability (new equilibrium)
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Environmental Complexity
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Number of external factors in the environment that affect organizations
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Simple Environment
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Environment with few environmental factors
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Complex Environment
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Environment with many environmental factors
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Resource Scarcity
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Abundance or shortage of critical organizational resources in an organization's external environment
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Uncertainty
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Extent to which managers can understand or predict which environmental changes and trends will affect their businesses
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General Environment
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Economic, technological, sociocultural, and political trends that indirectly affect all organizations
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Specific Environment
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Customers, competitors, suppliers, industry regulations, and advocacy groups that are unique to an industry and directly affect how a company does business
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Business Confidence Indices
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Indices that show managers' level of confidence about future business growth
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Technology
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Knowledge, tools, and techniques used to transform input into output
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Competitors
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Companies in same industry that sell similar products or services to customers
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Competitive Analysis
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Process for monitoring that competition that involves identifying competition, anticipating their moves, and determining their strengths and weaknesses
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Suppliers
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Companies that provide material, human, financial, and informational resources to other companies
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Supplier Dependence
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Degree to which a company relies on a supplier because of the importance of the supplier's product to the company and the difficulty of finding other sources for the product
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Buyer Dependence
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Degree to which a supplier relies on a buyer because of the importance of that buyer to the supplier and the difficulty of finding other buyers for its products
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Opportunistic Behavior
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One party in the relationship benefits at the expense of another
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Relationship Behavior
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Mutually beneficial, long-term exchanges between buyers and suppliers
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Industry Regulation
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Rules and regulations that govern the business practices and procedures of specific industries, businesses, and professions
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Advocacy Groups
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Group that bands together to try to influence the business practices of specific industries, businesses, and professions
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Public Communications
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Advocacy group tactic that relies on voluntary participation by the news media and the advertising industry to get the advocacy group's message out
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Media Advocacy
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Advocacy group tactic that involves framing issues as public issues; exposing questionable, exploitative, or unethical practices; and forcing media coverage by buying media time or creating controversy that is likely to receive extensive news coverage
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Product Boycott
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Advocacy group tactic involving protesting a company's actions by convincing consumers not to purchase its products or services
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Environmental Scanning
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Searching the environments for important events or issues that might affect an organization
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Cognitive Maps
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Shows how managers believe environmental factors relate to possible organizational actions
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Internal Environment
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Events and trends inside an organization that affect management, employees, and organizational culture
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Organizational Culture
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Values, beliefs, and attitudes shared by members of the organization
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Organizational Stories
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Told by members to make sense of events and changes in an organization to emphasize culturally consistent assumptions, decisions, and actions
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Organizational Heroes
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People celebrated for their qualities and achievements within an organization
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Company Vision
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Business's reason for existing
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Consistent Organizational Culture
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When a company actively defines and teaches organizational values, beliefs, and attitudes
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Behavioral Addition
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Having managers and employees perform new behaviors
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Behavioral Substitution
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Having managers and employees perform a new behavior in place of another behavior
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Visible Artifacts
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Visible signs of an organization's culture, such as the office design and layout, company dress code, and company benefits and perks
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Ethics
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Moral principles or values that define right and wrong for a person or group
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Ethical Behavior
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Conforms to a society's accepted principles of right and wrong
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Workplace Deviance
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Violates organizational norms about right and wrong
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Production Deviance
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Hurts the quality and quantity of work produced
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Property Deviance
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Aimed at the organization's property or products
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Employee Shrinkage
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Employee theft of company merchandise
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Political Deviance
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Using one's influence to harm others in the company
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Personal Aggression
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Hostile or aggressive behavior toward others
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Ethical Intensity
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Degree of concern people have about an ethical issue
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Magnitude of Consequences
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Total harm or benefit derived from an ethical decision
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Social Consensus
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Agreements on whether behavior is good or bad
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Probability of Effect
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Chance that something will happen and then harm others
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Temporal Immediacy
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Time between an act and it's consequence
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Proximity of Effect
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Social, psychological, cultural, or physical distance between a decision maker and the people affected
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Concentration of Effect
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Total harm or benefit that an act produces on someone
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Preconventional Level of Moral Development
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First level where people make decisions for selfish reasons
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Conventional Level of Moral Development
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Second level where people make decisions that conform to societal expectations
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Postconventional Level of Moral Development
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Third level where people make decision based on internalized principles
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Principle of Long-Term Self-Interest
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You should never take action that's not of long-term self-interest
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Principle of Personal Virtue
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You should never do anything that is not honest, open, and truthful and that you would not be glad to see reported in the media
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Principle of Religious Injunctions
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You should never take any action that is not kind and that doesn't build a sense of community
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Principle of Government Requirements
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You should never violate the law
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Principle of Utilitarian Benefits
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You should never take any action that does not result in greater good for society
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Principle of Individual Rights
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You should never infringe on other's agreed upon rights
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Principle of Distributive Justice
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You should never harm the least fortunate (poor, uneducated, unemployed...)
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Whistleblowing
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Reporting others' ethics violations
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Social Responsibility
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Business's obligation to pursue policies, make decisions, and take actions that benefit society
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Shareholder Model of Social Responsibility
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Overriding goal to should be to maximize profit for the benefit of the shareholders
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Stakeholder Model of Social Responsibility
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Long-term survival is achieved by satisfying interests of multiple corporate stakeholders
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Stakeholder
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People or groups with a legitimate interest in a company's actions
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Primary Stakeholder
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Group that company relies in for its long-term survival
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Secondary Stakeholder
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Group that can influence or be influenced by a company and can affect public perceptions and its behavior
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Economic Responsibility
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Company will make a profit by producing a valued product or service
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Legal Responsibility
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Company's responsibility to obey society's laws and regulations
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Ethical Responsibility
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Responsibility not to violate principles of right and wrong
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Discretionary Responsibility
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Expected not to voluntarily serve a social role beyond its economic, legal, and ethical responsibilities
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Social Responsiveness
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Responding to stakeholder's expectations for economic, legal, ethical, or discretionary responsibility
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Reactive Strategy
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Company does less that society expects
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Defensive Strategy
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Company admits responsibility for a problem but does the least required to meet societal expectations
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Accommodative Strategy
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Company accepts responsibility for problem and does what society expects to solve problem
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Proactive Strategy
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Company anticipates responsibility for a problem before it occurs and does more than society expects to address it
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Planning
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Choosing a goal and developing a strategy to achieve it
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SMART Goals
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Specific, Measurable, Attainable, Realistic, Timely
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Goal Commitment
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Determination to achieve a goal
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Action Plan
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Steps, people, and resources needed to accomplish a goal
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Proximal Goals
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Short-term goals; Subgoals
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Distal Goals
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Long-term; Primary goals
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Reactive Strategy
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Company does less that society expects
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Defensive Strategy
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Company admits responsibility for a problem but does the least required to meet societal expectations
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Accommodative Strategy
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Company accepts responsibility for problem and does what society expects to solve problem
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Proactive Strategy
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Company anticipates responsibility for a problem before it occurs and does more than society expects to address it
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Planning
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Choosing a goal and developing a strategy to achieve it
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SMART Goals
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Specific, Measurable, Attainable, Realistic, Timely
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Goal Commitment
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Determination to achieve a goal
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Action Plan
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Steps, people, and resources needed to accomplish a goal
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Proximal Goals
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Short-term goals; Subgoals
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Distal Goals
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Long-term; Primary goals
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Option-Based Planning
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Maintaining flexibility by making small, simultaneous investments in many alternative plans
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Slack Resources
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Extra resources used with options-based planning to adapt to unanticipated change, problems, or opportunities
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Strategic Plans
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How company will serve customers and position itself against competitors over the next 2 to 5 years
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Purpose Statement
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Purpose or reason that company exists
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Strategic Objective
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Unifies company-wide efforts, challenges the organization, and has a deadline
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Tactical Plans
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Specify how a company will use resources, budgets, and people to accomplish goals related to its strategic objective
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Management by Objectives (MBO)
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Discuss and select goals, develop tactical plans, and meet regularly to discuss progress
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Operational Plans
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Developed and implemented by lower-level managers for producing or delivering products and services over a 3-day to a 6-month period
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Single-Use Plans
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Cover unique, one-time events
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Standing Plans
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Repeatedly used to handle frequent events
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Policy
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Indicates a general course of action to be taken in response to a particular situation
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Procedure
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Indicated specific steps to take in response to a particular situation
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Rules and Regulations
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Describes how actions should be performed or what must or must no happen in response to an event
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Budgeting
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Quantitative planning where managers allocate available money towards accomplishing goals
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Decision Making
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Choosing a solution from available alternatives
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Rational Decision Making
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Defining problems, evaluating alternatives, and choosing a solution
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Problem
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Gap between desired state and existing state
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Decision Criteria
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Standards used to guide decisions
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Absolute Comparison
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Where criterion is compared to a standard or ranked on its own merits
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Relative Comparison
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Criterion compared directly to every other
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Maximizing
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Choosing the best alternative
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Satisficing
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Choosing a "good enough" alternative
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Groupthink
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Barrier to good decision making caused by pressure within a group for members to agree with each other
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C-Type Conflict (Cognitive Conflict)
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Problem- and issue-related differences of opinion
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A-Type Conflict (Affective Conflict)
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Individual or personal issues
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Devil's Advocacy
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Individual or subgroup is assigned the role of critic
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Nominal Group Technique
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Group members quietly write down and evaluate ideas to be shared with the group
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Delphi Technique
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Panel of experts responds to questions and each other until reaching agreement on an issue
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Brainstorming
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Group members build on each others' ideas to generate as many solutions as possible
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Electronic Brainstorming
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Group members use computers to build on each others' ideas to generate as many solutions as possible
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Procedure Blocking
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Disadvantage of face-to-face brainstorming where group members must wait to share an idea because another member is presenting an idea
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Evaluation Apprehension
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Fear of what others will think of your ideas
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