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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 |
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Middle managers |
In charge of relatively large departments consisting of smaller work units |
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Top managers |
Responsible for performance of organization as a whole |
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Quality of work (QWL) |
Quality of human experiences in the workplace. Not all about money. Fair pay, safe working conditions, takes pride in work |
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POLC |
Planning, organizing, leading, controlling |
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Upside-down pyramid |
Customers and non-managerial workers are at the top, manager as a coach. Focus on serving the customer
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Board of directors |
Oversee the affairs of the organization |
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Interpersonal roles |
How a manager interacts with other people |
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Informational roles |
How a manager exchanges and processes information |
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Decisional roles |
How a manager uses information in decision making |
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Conceptual skill |
Think analytically/achieve integrative problem solving |
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Human skill |
Work well in cooperation with other persons; emotional intelligence |
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Technical skill |
Apply expertise/perform a special task with proficiency |
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Glass-ceiling effect |
Invisible barrier limiting career advancement of women and minorities
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Free-agent economy |
Change jobs more often, and many work on independent contracts with a shifting mix of employers |
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Prejudice |
The display of negative, irrational attitudes toward women or minorities |
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Discrimination |
Actively denies women and minorities the full benefits of organizational membership |
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Shamrock organization |
Permanent full-time, independent contractors, temporary part-time, permanent part |
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Effective managers meet... |
Performance goals and satisfaction goals |
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Intellectual capital |
competency x commitment |
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Scientific management |
Jobs should be studied to identify/determine ways of doing them-- careful selection |
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Administrative principles: Fayol's Five Duties of Management |
Foresight, organization, command, coordination, control |
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Scalar chain principle |
Clear/unbroken lines of communication top to bottom |
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Unity of command principle |
Worker should receive orders from only one boss |
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Bureaucracy |
Rational/efficient form of organization founded on logic/order/legitimate authority |
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Unity of direction |
Bunch of people are in charge of different things |
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Mary Parker Follet |
Social responsibility, respect for workers, better cooperation. Every employee an owner in business, ever manager should be an ethical role model |
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Hawthorne Effect |
Tendency of persons singled but for special attention to perform as expected |
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Progression principle |
A need only becomes activated after the next-lower-level need is satisfied |
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Deficit principle |
Satisfied need does not motivate behavior |
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Theory X |
Dislike work, lack ambition (boss thinks you act this way) |
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Theory Y |
Boss assumes people are willing to work, accept responsibility, self-directed |
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Deming |
Tally defect, analyze/trace to source, make corrections, keep record of what happens after |
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Total Quality Management |
Organizationwide commitment to continuous improvement, product quality, customer needs |
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Evidence-based management |
involves making decisions based on hard facts about what really works |
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Terminal values |
Desired end goals, goals of lifelong learning. Ex: freedom, happiness, family security |
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Instrumental values |
Means for accomplishing these ends. Ex: honesty, freedom, inner harmony |
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Utilitarian view |
Ethical behavior delivers the greatest good to the most people |
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Individualism view |
Ethical behavior advances long-term self-interests |
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Justice view |
Behavior to be ethical when people are treated impartially and fairly, according to legal rules/standards |
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Cultural relativism |
No one right way to behave. Ex: Do as the Romans do, not culture's ethics are superior |
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Moral absolutism |
Ethical standards apply universally across all cultures. Ex: Not okay in one's home environment, not acceptable anywhere |
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ethical imperialism |
externally impose one's ethical standards on others |
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Hypernorms |
Core values that travel across cultural/national boundaries focus on human dignity, basic rights, good citizenship |
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Sherman Act |
Contract, combination, conspiracy in restraint of trade and monopolization |
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Federal Trade Commission Act |
Bans unfair methods of competition and unfair or deceptive acts or practices |
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Clayton Act |
Mergers and interlocking directorates, bans discriminatory prices, services, and allowances in dealing with merchants |
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Sarbanes-Oxley |
Prohibits corruption in a company |
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Preconventional level |
Moral development, individual is self-centered |
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Conventional stage |
Attention broadens to include more social concerns, meeting expectations of others, living up to agreed-upon obligations |
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Post-conventional stage |
Strongly driven by core principles and personal beliefs |
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Immoral manager |
Behave unethically |
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Ammoral manager |
Fails to consider ethics of his/her behavior |
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Moral manager |
Makes ethical behavior a personal goal |
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Whistleblowers |
Expose misconduct of organization and their members |
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Corporate Social Responsibility |
Organization should serve its own interests and those of its stakeholders, "good" and "bad" in business |
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CSR- classical view |
Business should focus on the pursuit of profits only |
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CSR- socioeconomic view |
Focus on contributions to society |
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Triple-bottom line |
How well an organization is doing, not only financially, but on social, environmental, and economical/financial standpoint |
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3 P's |
Profit, Planet, People |
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Diversity |
Describes race, gender, age, and other individual differences |
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Revolving door syndrome |
High turnover among minorities and women |
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Pluralism |
Members of minority and majority cultures influence key values and policies |
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Leaking pipeline problem |
Women leave careers because their employer lacks family-friendly human resource policies and practices |
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Ethnocentrism |
Belief that one's membership group or subculture is superior to all others |
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Affirmative action |
Create upward mobility for minorities and women |
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Valuing differences |
Build quality relationships with respect for diversity |
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High-context cultures |
Rely on nonverbal and situational cues as well as spoken or written words in communication |
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Low-context cultures |
Emphasize communication via spoken or written words |
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Monochronic cultures |
People tend to do one thing at a time |
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Polychronic cultures |
Accomplish many different things at once |
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Proxemics |
The study of how people use interpersonal space |
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Tight cultures |
Social norms are rigid and clear, and members try to conform |
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Loose cultures |
Social norms are mixed and ambiguous, and conformity varies |
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Strategy |
Comprehensive action plan that identifies long-term direction for an organization and guides resource utilization to accomplish its goals |
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Competitive advantage |
ability to outperform rivals |
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Growth strategy |
Expansion of organizations current options |
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Concentration |
Expansion within an existing business area |
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Diversification |
Expansion by entering related or new business areas |
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Vertical integration |
Acquiring suppliers or distributors |
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Retrenchment strategy |
Correct weaknesses by making radical changes to current ways of operating |
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Liquidation |
When business closes and sells its assets to pay creditors |
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Restructuring |
Less extreme, reduces the scale or mix operations |
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Downsizing |
Decreases the size of operations |
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Divestiture |
Selling parts of organization to refocus attention on core business areas
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Co-operation |
Working with rivals on projects of mutual benefit |
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E-business strategy |
Strategically uses the Internet to gain competitive advantage |
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B2B business strategy |
Uses IT and Web portals to link organizations vertically in supply chain |
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B2C business strategy |
Uses IT and web portals to link businesses with customers |
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Crowdsourcing |
Uses Internet to engage customers and potential customers to provide opinions and suggestions |
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Porters Five Forces Model |
Competitors, new entrants, suppliers, customers, substitutes |
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Question marks |
High growth rate, low market share |
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Stars |
High growth rate, high market share |
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Dogs |
Low growth rate, low market share |
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Cash Cows |
Low growth rate, high market share |