Business Mangement Ch 1-4

Front 1

Efficiency

Back 1

getting work done with a minimum of effort, expense or waste

Front 2

Effectiveness

Back 2

accomplishing tasks that help fulfill organizational objectives

Front 3

Top Managers

Back 3

responsible for the overall direction of the organization. Ex. CEO, CFO

Front 4

Middle Managers

Back 4

responsible for setting goals consistent with top management's goals and for planning and implementings strategies for achieving those objectives
Ex.GM or Plant manager

Front 5

First-line Manager

Back 5

managers that train & supervise the performance of non-managerial employess who are directly responsible for producing the company's products or services

Front 6

Technical skills

Back 6

the specialized procedures, techniques, and knowledge required to get the job done

Front 7

Human Skills

Back 7

the ability to work well with others

Front 8

Conceptual Skills

Back 8

ability to see orgainzation as a whole, understand how the different parts affect each other, and recognize how the company fits into or is affected by it's environment

Front 9

Motivation to Manage

Back 9

an assessment of how enthusiastic employees are about managing the work of others

Front 10

Frank and Lillian Gilbreth

Back 10

Use of motion studies to simplify work and eliminate unecessary motions

Front 11

Taylor's 4 principles of Scientific Management

Back 11

1, Develop science for each element of man's work
2. Scientifically select then teach, train, and develop workman
3. Heartily cooperate witht he men so as to ensure all work in being done is in accordance with the principles of the science that has been developed
4. There is an almost equal division of work and responsibility between management and workmen. Management will take over work for which they are better fitted.

Front 12

Bureaucracy

Back 12

the exercise of control on the basis of knowledge, expertise, or experience

Front 13

Fayol's 14 principles of managerment

Back 13

1, Division of work
2. Authority and responsibility
3. Discipline
4. Unity of Command (Most Important)
5. Unity of Direction
6. Subordination of individual interest to the general interest
7.Remuneration
8. Centralization
9. Scalar chain
10. Order
11. Equity
12. Stability of tenure of personnel
13. Initiative
14. Esprit de corps

Front 14

Hawthorne studies: Elton Mayo

Back 14

Cohesive work groups.Group developed a sense of participation in the critical determinations and becomes something of a social unit

Front 15

Operations management

Back 15

managing daily production of goods and service Use quantitative or mathmatical approach to find ways to increase productivity, improve quality and manager or reduce costly inventories.. guns, geometry and fire.

Front 16

Punctuated Equilibrium Theory

Back 16

companies go through long simple periods of stability followed by short periods of dynamic fundamental change and ending with a return to stability

Front 17

Environmental Complexity

Back 17

the number of exteral factors in the environment that affect organizations

Front 18

Resource Scarcity

Back 18

abundance or shortage of critical organizational resources in an organizations external environment

Front 19

Uncertainty

Back 19

managers can understand or predict which environmental changes and trends will affect their business

Front 20

General Environment

Back 20

the economic, technological, sociocultural and poitical trends that indirectly affect all organizations

Front 21

Specific Environment

Back 21

customers, competitors, suppliers, industry regulations, and advocacy groups that are unique to an industry and directly affect how a company does business

Front 22

What is the primary source of organizational culture?

Back 22

company's founder

Front 23

Organizational culture

Back 23

values, beliefs and attitudes shared by members of the organization

Front 24

Organizational stories

Back 24

stories told by members to make sense of events and changes in an organization and to emphasize culturally consistent assumptions, decisions and actions

Front 25

Organizational heroes

Back 25

people celebrated for their qualities and achievements within an organizations

Front 26

Company vision

Back 26

a business's purpose or reason for existing

Front 27

Visible artifacts

Back 27

visible signs of an organizations culture, such as the office design and layout, company dress code, and company benefits and perks, like stock options, person parking spaces, or the private company dining room

Front 28

Workplace deviance

Back 28

unethical behavior that violates organizational norms about right and wrong

Front 29

Production deviance

Back 29

unethical behavior that hurts the quality and quanity of work produced

Front 30

Property deviance

Back 30

unethical behavior aimed at the organization's property or products

Front 31

Political deviance

Back 31

unsing one's influence to harm other's in the company

Front 32

Ethical Intensity

Back 32

the degree of concern people have about an ethical issue

Front 33

Promixity of Effect

Back 33

social, physcological, cultual, or physical distance between a decision maker and those affected by his or her decisions

Front 34

Concentration of Effect

Back 34

the total harm or benefit that an act produces on the average person

Front 35

Practical Steps to Ethical Decision making:

Back 35

1. Selecting and hiring ethical employess
2. Establishing and specific Code of Ethics
3. Training employees to make ethical decisions
4. Creating an ethical climate

Front 36

Whistleblowing

Back 36

reporting others' ethics violations to management or legal authorites

Front 37

Shareholder model

Back 37

view of social responsibility that hold that an organization's overriding goal should be to maximize profit for the benefit of the shareholders

Front 38

Stakeholder model

Back 38

theory of corporate responsibilty that holds that management's most important responsibility, long term survival, is achieved by satisfying the interest of multiple corporate stakeholders

Front 39

Primary stakeholder

Back 39

any group on which an organization relies for its long term survival

Front 40

Secondary stakeholder

Back 40

any group that can influence of can be influenced by a company and can affect public perceptions about it's socially responsible behavior

Front 41

Economic Responsibility

Back 41

the expectation that a company will make a profit by producing a valued product or service

Front 42

Legal Responsibility

Back 42

company's social responsibility to obey society's laws and regulations

Front 43

Ethical responsibilty

Back 43

company's social responsibility not to violate accepted principles of right and wrong when conducting its business

Front 44

Discretionary responsibility

Back 44

the expectation that a company will voluntarily serve a social role beyong its economic, legal and ethical responsibilites

Front 45

Social Responsiveness

Back 45

company's strategy for responding stakeholder's economic, legal, ethical, or discretionary expectations concerning social responsibility

Front 46

Reactive Strategy

Back 46

social responsiveness strategy in which a company does less than society expects

Front 47

Defensive strategy

Back 47

a social responsiveness strategy in which a company admits responsibility for a problem but does the least required to meet societal expectations

Front 48

Accommodative stratgey

Back 48

social responsiveness strategy in which a company accepts responsibility for a problem and does all that society expects to solve that problem

Front 49

Proactive strategy

Back 49

social responsiveness strategy in which a company anticipates responsibility for a problem before it occurs and does more than society expects to address the problem