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95 Cards in this Set

  • Front
  • Back

First-line management

leader/supervisor in charge of a small work group composed of non-managerial workers

Middle managers

In charge of relatively large departments consisting of smaller work units

Top managers

Responsible for performance of organization as a whole



Quality of work (QWL)

Quality of human experiences in the workplace. Not all about money. Fair pay, safe working conditions, takes pride in work

POLC

Planning, organizing, leading, controlling



Upside-down pyramid

Customers and non-managerial workers are at the top, manager as a coach. Focus on serving the customer

Board of directors

Oversee the affairs of the organization

Interpersonal roles

How a manager interacts with other people

Informational roles

How a manager exchanges and processes information

Decisional roles

How a manager uses information in decision making

Conceptual skill

Think analytically/achieve integrative problem solving



Human skill

Work well in cooperation with other persons; emotional intelligence

Technical skill

Apply expertise/perform a special task with proficiency

Glass-ceiling effect

Invisible barrier limiting career advancement of women and minorities

Free-agent economy

Change jobs more often, and many work on independent contracts with a shifting mix of employers

Prejudice

The display of negative, irrational attitudes toward women or minorities

Discrimination

Actively denies women and minorities the full benefits of organizational membership

Shamrock organization

Permanent full-time, independent contractors, temporary part-time, permanent part

Effective managers meet...

Performance goals and satisfaction goals

Intellectual capital

competency x commitment

Scientific management

Jobs should be studied to identify/determine ways of doing them-- careful selection

Administrative principles: Fayol's Five Duties of Management

Foresight, organization, command, coordination, control

Scalar chain principle

Clear/unbroken lines of communication top to bottom

Unity of command principle

Worker should receive orders from only one boss

Bureaucracy

Rational/efficient form of organization founded on logic/order/legitimate authority

Unity of direction

Bunch of people are in charge of different things

Mary Parker Follet

Social responsibility, respect for workers, better cooperation. Every employee an owner in business, ever manager should be an ethical role model

Hawthorne Effect

Tendency of persons singled but for special attention to perform as expected

Progression principle

A need only becomes activated after the next-lower-level need is satisfied

Deficit principle

Satisfied need does not motivate behavior

Theory X

Dislike work, lack ambition (boss thinks you act this way)

Theory Y

Boss assumes people are willing to work, accept responsibility, self-directed

Deming

Tally defect, analyze/trace to source, make corrections, keep record of what happens after

Total Quality Management

Organizationwide commitment to continuous improvement, product quality, customer needs

Evidence-based management

involves making decisions based on hard facts about what really works



Terminal values

Desired end goals, goals of lifelong learning. Ex: freedom, happiness, family security

Instrumental values

Means for accomplishing these ends. Ex: honesty, freedom, inner harmony

Utilitarian view

Ethical behavior delivers the greatest good to the most people

Individualism view

Ethical behavior advances long-term self-interests

Justice view

Behavior to be ethical when people are treated impartially and fairly, according to legal rules/standards

Cultural relativism

No one right way to behave. Ex: Do as the Romans do, not culture's ethics are superior

Moral absolutism

Ethical standards apply universally across all cultures. Ex: Not okay in one's home environment, not acceptable anywhere

ethical imperialism

externally impose one's ethical standards on others

Hypernorms

Core values that travel across cultural/national boundaries focus on human dignity, basic rights, good citizenship

Sherman Act

Contract, combination, conspiracy in restraint of trade and monopolization

Federal Trade Commission Act

Bans unfair methods of competition and unfair or deceptive acts or practices

Clayton Act

Mergers and interlocking directorates, bans discriminatory prices, services, and allowances in dealing with merchants

Sarbanes-Oxley

Prohibits corruption in a company

Preconventional level

Moral development, individual is self-centered

Conventional stage

Attention broadens to include more social concerns, meeting expectations of others, living up to agreed-upon obligations

Post-conventional stage

Strongly driven by core principles and personal beliefs

Immoral manager

Behave unethically

Ammoral manager

Fails to consider ethics of his/her behavior

Moral manager

Makes ethical behavior a personal goal

Whistleblowers

Expose misconduct of organization and their members

Corporate Social Responsibility

Organization should serve its own interests and those of its stakeholders, "good" and "bad" in business

CSR- classical view

Business should focus on the pursuit of profits only

CSR- socioeconomic view

Focus on contributions to society

Triple-bottom line

How well an organization is doing, not only financially, but on social, environmental, and economical/financial standpoint

3 P's

Profit, Planet, People

Diversity

Describes race, gender, age, and other individual differences

Revolving door syndrome

High turnover among minorities and women

Pluralism

Members of minority and majority cultures influence key values and policies

Leaking pipeline problem

Women leave careers because their employer lacks family-friendly human resource policies and practices

Ethnocentrism

Belief that one's membership group or subculture is superior to all others

Affirmative action

Create upward mobility for minorities and women

Valuing differences

Build quality relationships with respect for diversity

High-context cultures

Rely on nonverbal and situational cues as well as spoken or written words in communication

Low-context cultures

Emphasize communication via spoken or written words

Monochronic cultures

People tend to do one thing at a time

Polychronic cultures

Accomplish many different things at once



Proxemics

The study of how people use interpersonal space

Tight cultures

Social norms are rigid and clear, and members try to conform

Loose cultures

Social norms are mixed and ambiguous, and conformity varies

Strategy

Comprehensive action plan that identifies long-term direction for an organization and guides resource utilization to accomplish its goals

Competitive advantage

ability to outperform rivals

Growth strategy

Expansion of organizations current options

Concentration

Expansion within an existing business area

Diversification

Expansion by entering related or new business areas

Vertical integration

Acquiring suppliers or distributors

Retrenchment strategy

Correct weaknesses by making radical changes to current ways of operating

Liquidation

When business closes and sells its assets to pay creditors

Restructuring

Less extreme, reduces the scale or mix operations

Downsizing

Decreases the size of operations

Divestiture

Selling parts of organization to refocus attention on core business areas

Co-operation

Working with rivals on projects of mutual benefit

E-business strategy

Strategically uses the Internet to gain competitive advantage

B2B business strategy

Uses IT and Web portals to link organizations vertically in supply chain

B2C business strategy

Uses IT and web portals to link businesses with customers

Crowdsourcing

Uses Internet to engage customers and potential customers to provide opinions and suggestions

Porters Five Forces Model

Competitors, new entrants, suppliers, customers, substitutes

Question marks

High growth rate, low market share

Stars

High growth rate, high market share

Dogs

Low growth rate, low market share

Cash Cows

Low growth rate, high market share