Exam 1 Vocab

Front 1

a systematic arrangement of people brought together to accomplish some specific purpose

Back 1

organization

Front 2

people who work directly on a job or task and have no responsibility for overseeing the work of others

Back 2

operatives

Front 3

individuals of an organization who direct the activities of others

Back 3

managers

Front 4

supervisors responsible for directing the day-to-day activities of operative employees

Back 4

first-line managers

Front 5

individuals at levels of management between the first-line manager and top management

Back 5

middle managers

Front 6

individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members

Back 6

top managers

Front 7

the process of getting things done, effectively and effieciently, through and with other people

Back 7

management

Front 8

doing the task correctly; refers to the relationship between inputs and outpus; seeks to minimize resource costs

Back 8

efficiency

Front 9

doing the right tasks; goal attainment

Back 9

effectiveness

Front 10

planning, organizing, leading and controlling

Back 10

management processes

Front 11

includes defining goals, establishing strategy, and developing plans to coordinate activities

Back 11

planning

Front 12

includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made

Back 12

organizing

Front 13

includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts

Back 13

leading

Front 14

the process of monitoring performance, comparing it with goals, and correcting any significant deviations

Back 14

controlling

Front 15

specific categories of managerial behavior; often grouped under 3 primary headings:
Interpersonal Relationships
Transfer of Information
Decision Making

Back 15

managerial roles

Front 16

Figurehead, leader, liason are part of which managerial role?

Back 16

interpersonal

Front 17

Monitor, disseminator, and spokesperson are part of which managerial role?

Back 17

Informational

Front 18

Entreprenuer, disturbance handler, resource allocator, and negotiator are part of which managerial role?

Back 18

decisional

Front 19

any independently owned and operated profit-seeking enterprise that has fewer than 500 employees

Back 19

small business

Front 20

a manager's mental ability to coordinate all of the organization's interests and activities

Back 20

conceptual skills

Front 21

a manager's ability to work with, understand, mentor and motivate others both individually and in groups

Back 21

interpersonal skills

Front 22

a manager's ability to use the tools, procedures, and techniques of a specialized field

Back 22

technical skills

Front 23

a manager's ability to build a power base and establish the right connections

Back 23

political skills

Front 24

a cluster of knowledge, skills, and attitudes related to effective managerial performance

Back 24

management competencies

Front 25

the breakdown of jobs into narrow, repetitive tasks

Back 25

division of labor

Front 26

the advent of machine power, mass production, and efficient transportation begun in the late 18th century in Great Britain

Back 26

Industrial Revolution

Front 27

the term used to describe the hypotheses of the scientific management theorists and the general administrative theorists

Back 27

classical approach

Front 28

the use of the scientific method to define the one best way for a job to be done

Back 28

scientific management

Front 29

Gilbreths' classification scheme for labeling 17 basic motions

Back 29

therbligs

Front 30

Fayol's fundamental or universal principles of management practice

Back 30

principles of management

Front 31

Weber's ideal type of organization characterized by a division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships

Back 31

bureaucracy

Front 32

writers who developed general theories of what managers do and what constitutes good management practice

Back 32

general administrative theorists

Front 33

a series of studies done during the 1920s and 1930s that provided new insights into group norms and behaviors

Back 33

Hawthorne studies

Front 34

the performance of planning, leading, and controlling activities is seen as circular and continuous

Back 34

process approach

Front 35

defines a system as a set of interrelated and interdependent parts arranged in a manner that produces a unified whole

Back 35

systems approach

Front 36

a system that is not influenced by and does not interact with its environment

Back 36

closed system

Front 37

a system that dynamically interacts with its environment

Back 37

open system

Front 38

any group that is affected by organizational decisions and policies

Back 38

stakeholders

Front 39

the situations approach to management that replaces more simplistic systems and integrates much of management theory

Back 39

contingency approach

Front 40

workers whose jobs are designed around the acquisition and application of information

Back 40

knowledge workers

Front 41

refers to the concept of a boundaryless world; the production and marketing of goods and services worldwide

Back 41

global village

Front 42

companies taht maintain significant operations in two or more countries simultaneously but are based in one home country

Back 42

Multinational corporations (MNC)

Front 43

a compant that maintains significant operations in more than one country simultaneously and decentralizes decision making in each operation to the local country

Back 43

transnational corporation (TNC)

Front 44

a management structure in which internal arrangements that impose artificial barriers are broken down

Back 44

borderless organization

Front 45

a domestic and a foreign firm share the cost of developing new products or building production facilities in a foreign country

Back 45

strategic alliances

Front 46

refers to a narrow focus in which one sees things solely through one's own view and frmo one's own perspective

Back 46

parochiamism

Front 47

research program started in 1993 that is an ongoing cross-cultural investigation of leadership and national culture

Back 47

Global Leadership and Organizational Behavior Effectiveness (GLOBE)

Front 48

any equipment, tools, or operating methods that are designed to make work more efficient

Back 48

technology

Front 49

any computer transaction that occurs when data are processed and transmitted over the internet

Back 49

e-commerce

Front 50

the full breadth of activities included in a successful internet-based enterprise

Back 50

e-business

Front 51

a system of working at home on a computer that is linked to the office

Back 51

telecommuting

Front 52

a firm's obligation, beyond taht required by the law and economics, to pursue long-term goal that are beneficial to society

Back 52

social responsibility

Front 53

the obligation of a business to meet its economic and legal responsibilities and no more

Back 53

social obligation

Front 54

the ability of a firm to adapt to changing societal conditions

Back 54

social responsiveness

Front 55

a set of rules or principles that defines right and wrong conduct

Back 55

ethics

Front 56

a formal document that states an organization's primary values and the ethical rules it expects managers and operatives to folow

Back 56

code of ethics

Front 57

the process of initiating a business venture, organizing the necessary resources, and assuming the risks and rewards

Back 57

entreprenuership

Front 58

people within an organization who demonstrate entreprenuerial characteristics

Back 58

intraprenuers

Front 59

the varied backgrounds of organizational members in terms of gender, race, age, sexual orientation, and ethnicity

Back 59

workforce diversity

Front 60

an activity in an organization designed to create a more efficient operation through extensive layoffs

Back 60

downsizing

Front 61

linking staffing levels to organizational goals

Back 61

rightsizing

Front 62

an organization's use of outside firms for providing necessary products and services

Back 62

outsourcing

Front 63

part-time, temporary, and contract workers who are available for hire on an as-needed basis

Back 63

contingent workforce

Front 64

the small group of full-time employees of an organization who provide some essential job tasks for the organization

Back 64

core employees

Front 65

the redisigning of jobs in order to increase the decision-making discretion of workers

Back 65

empowerment

Front 66

organizational commitment to constantly improving the quality of a product or service

Back 66

continuous improvement

Front 67

the japanese term for an organization committed to continuous improvement

Back 67

kaizen

Front 68

radical or quantum change in an organization

Back 68

work process engineering

Front 69

a manager who motivated, empowers, and encourages his or her employees

Back 69

coach