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37 Cards in this Set

  • Front
  • Back
important concepts of management
organization, management, the manager
the process of management
planning, controlling, leading, and organizing.
top managers have what position?
executives; president, vice president, CEO.
middle managers have what positions?
managers or directors; production manager, slaes manager, HR manager
first-line managers have what positions
supervisors; production supervisor, regional sales manager,cheif book keeper.
roles of management
figurehead, spokesperson, negotiator, leader, liaision.
other managerial roles
monitor, disseminator,Entrepreneurial, Disturbance Handler, Resource Allocator
categories for managerial roles
interpersonal, informational, and decisional.
three processes for promoting change
entreprenurial, competence-building, renewal.
functions of the people side of management
planning, organizing, controlling
succesful managers have..
personality and interests, competencies, and achievements.
people side of planning; planning
getting department heads to work together
working with small group of employees
dealing with inter-departmental conflicts.
people side of management; organizing.
dealing with power and politics
expediting communication
understanding personal motivation and skills
people side of management; controlling
influencing behavior or subordinates
correcting employee control problems
encouraging employees to change.
successful managers have what skills?
technical
interpersonal
conceptual
diagnostic
communication
decision-making
time-management skills
competition and change deals with?
technology
globalization
deregulation
political change
category killers
global workforce
human capital
fundamental changes facing management
technological innovation
globalization
deregulation
demographic changes
political changes
"the new management" has?
smaller units
team based organizations
empowerment
flatter structures
new power bases
vision and values
knowledge-based organizations
agents of change
leadership
e-commerce
why do companies go abroad?
improve quality
reduce costs
increase sales
international strategies
exporting
licensing
franchising
direct investment
multinational enterprises
wholly-owned subsidaries
strategic alliances
joint ventures
political and legal enviornment of going abroad
trade barriers; tariffs
subsidies; quotas
political risks; legal system
the socio-cultural enviornment
values
language
custom
the technological enviornment of going abroad
suiteable technology
social conditions
economic conditions
willingness and ability
assets of global manager
ethnocenrtic; home market orientation
polycentric; individual foreign market
regiocentric; integrated worldwide marketing
sucessful factors of an international manager
cross cultural sensitivity
business knowledge
courage
motivate others
personal integrity
insight
committ to sucess
takes risks
uses feeback
willing to learn
open to criticism
seeks feedback
maintains flexibility
international management factors
planning controlling leading organizing
how to improve social responsiveness
social auditing
whistle blowing
diversity management
race and ethnicity
working woman
older workers
disablities
sexual preference
barriers to diversity;
discrimination
tokenism
gender roles
stereotyping
prejudice
ethnocentrism
managing diversity
leadershiper
research and measurement
education and training
management and system
evaluation
management function of planning
what are the organizations long term objectives;
what strategies will best achieve these objectives;
what should short term objectives be;
management function of organizing;
how man subordinates should report to me?
How much centralization is appropriate?
How should jobs be designed?
management function of leading;
How should employees be motivated?
What is the most effective leadership style?
When should conflict be stimulated?
mangement function of controlling;
What organizational activities should be controlled?
When is a performance deviation significant?
What is the best management information system?
programmed decision making
classification- routine, generic, programmable;
nature- predictable, welldefined;
strategy- rules and computations;
situation- relatively unchanging;
techniques- decision science, capital budgets;
non programmed decision making
classification-unique, innovative,unpredictable;
nature- unstructured, ambiguous;
strategy- principles or judgement;
situation- rapidly changing and evolving;
techniques- intuition or creativity;
decision making process
identification of a problem
identification of decision criteria
allocation of weights to criteria.