Foreign Service Officer Test - Management

Front 1

10 roles involved in mgmt

Back 1

interpersonal (figurehead, leader, liaison), informational (monitor, desseminator, spokesperson), decisional (entrepreneur, distrubance handler, resource-allocator, negotiator)

Front 2

3 levels of mgmt

Back 2

top (upper) - president, chief executive; middle - district manger, base commander; first-line (lower-level, front-line, supervisory) - foreman, head nurse

Front 3

3 phases of decision-making

Back 3

intelligence (gathering knowledge leading to an understanding of what decision will have to be made, etc.), design (alternative courses of actions are invented), choice (actual decision is made)

Front 4

3 skills involved in mgmt

Back 4

technical, interpersonal, conceptual

Front 5

4 functions of managers

Back 5

planning, organizing, leading, and controlling

Front 6

5 management process functions

Back 6

"planning, organizing, staffing, directing and controlling"

Front 7

5 Types of managers

Back 7

line, staff, functional, general, and administrators

Front 8

7. McCellands Theory Achievement:

Back 8

the desire to excel or achieve in relation to a set of standards

Front 9

7. McCellands Theory power

Back 9

the desire to control overs and have influence over them.

Front 10

8 Key Results Areas

Back 10

market share, productivity, profitability, innovation, resources, worker performance and morale, manager performance and development, social responsibilities

Front 11

Absolute comparisons

Back 11

a process in which each criterion is compared to a standard or ranked on its own merits

Front 12

Accessible: effective segmentation

Back 12

the market segments can be effectively reached and served

Front 13

Accommodative strategy

Back 13

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

Front 14

accounting

Back 14

the discipline that keeps track of a company's financial situation.

Front 15

Action plan

Back 15

the specific steps, people, and resources needed to accomplish a goal

Front 16

actionable: effective segmentation

Back 16

effective programs can be designed for attracting and serving the segments

Front 17

activities

Back 17

defined within the context of the work breakdown structure and are pieces of work that consume time

Front 18

Activity in control process

Back 18

Establishing performance standers, Measuring performance, Comparing measured performance to established standers, Talking corrective actions

Front 19

Ad Council

Back 19

a nonprofit organization that helps produce public service advertising campaigns for government agencies and other qualified sponsors.

Front 20

ad layout

Back 20

a sketch that shows the general arrangement and appearance of a finished ad.

Front 21

adaptation

Back 21

changing an existing product and/or promotion to better suit the characteristics of a targeted country or region.

Front 22

Administrative Principles

Back 22

Foresight, Organization, Command, Coordination, Control

Front 23

Administrators

Back 23

work in public and nonprofit organizations.

Front 24

adoption: adoption process

Back 24

the consumer decides to make full and regular use of the new product

Front 25

advantages of functional project

Back 25

team member can work on several projects, technical expertise is maintained within the functional area, functional area is a home after project completion, critical mass of specialized functional-area experts creates synergistic solutions to a project's technical problems

Front 26

advantages of matrix project

Back 26

communication bw functional divisions is enhanced, project manager is held responsible for successful completion of the project, duplication of resources is minimized, team members have a functional "home" after project completion, policies of the parent org are followed

Front 27

advantages of pure project

Back 27

project manager has full authority over the project, team members report to one boss, shortened communication lines, team pride, motivation, and commitment are high

Front 28

advertising

Back 28

a form of nonpersonal promotion in which companies pay to promote ideas, goods, or services in a variety of media outlets.

Front 29

advertising agencies

Back 29

independent businesses that specialize in developing ad campaigns and crafting the ads for the clients.

Front 30

advertising campaign

Back 30

a group of advertisements, commercials, and related promotional materials and activities that are designed as part of a coordinated advertising plan to meet specific goals of a company.

Front 31

advertising proof

Back 31

a representation of an ad that shows exactly how it will appear in print.

Front 32

Advocacy groups

Back 32

groups of concerned citizens who band together to try to influence the business practices of specific industries, businsesses and professions

Front 33

After the fact controls

Back 33

Current policies and procedures may prescribe corrective actions. Corrective action may call for exceptions to prescribed modes of behavior – doing whatever it takes to solve the problem may require empowering employees to use their imitative, discretion and good judgment to craft a unique of creative solution. Correction may be under automatic controls; check that these controls are not malfunctioning .

Front 34

age and life cycle segmentation

Back 34

dividing a market into different age and life cycle groups

Front 35

agent

Back 35

a wholesaler who represents buyers or sellers on a relatively permanent basis, performs only a few functions, and does not take title to goods

Front 36

agents

Back 36

intermediaries who bring buyers and sellers together and do not own the goods they sell.

Front 37

aggregate sales and operations planning

Back 37

finding the minimum-cost production schedule

Front 38

agreement

Back 38

a specific commitment that each member makes to the group.

Front 39

allowance

Back 39

a partial return of the sale price for merchandise that the customer has kept.

Front 40

alteration

Back 40

any changes made by a tailor to improve the fit of a garment, common with men's suits.

Front 41

application blank

Back 41

any form on which the employer asks the candidate to provide info

Front 42

aptitude

Back 42

an ability or natural talent; the potential to learn a certain skill.

Front 43

arbitration

Back 43

a dispute resolution procedure in which an independent third party decides and recommends how the disagreement should be resolved

Front 44

articles of incorporation

Back 44

a document filed with a state department of commerce that identifies the name and address of a new corporation, its purpose, the name of the inital directors, and the amount of stock that will be issued to each director.

Front 45

aseptic packaging

Back 45

a food storage process that keeps food fresh without refrigeration for up to six months.

Front 46

assertiveness

Back 46

standing up for what you believe.

Front 47

asset

Back 47

anything of monetary value that a person owns, such as cash, checking and savings accounts, real estate, or stocks.

Front 48

attitude

Back 48

a person's relatively consistent evaluations, feelings, and tendencies toward and object or idea

Front 49

attitude research

Back 49

a type of research designed to obtain information on how people feel about certain products, services, companies, or ideas; also known as opinion research.

Front 50

A-type Conflict (affective)

Back 50

disagreement that focusses on individual or personal issues

Front 51

Autocratic Leaders

Back 51

Directive leaders who prefer to make decisions and solve problems on their own with little input from subordinates.

Front 52

Autocratic Style

Back 52

A leader who tended to centralize authority, dictate work methods, make unilateral decisions, and limit employee participation

Front 53

awareness: adoption process

Back 53

the consumer becomes aware of the new product, but lacks information about it

Front 54

balance of trade

Back 54

the difference in value between a nation's exports and its imports.

Front 55

Balance Sheet

Back 55

546 A plan and control for the receipt and spending of income over a fixed period Assests= liabilities + shareholders equity

Front 56

bar graph

Back 56

a drawing made up of parallel bars whose lengths are proportional to the qualities being measured.

Front 57

barriers

Back 57

obstacles that interfere with the understanding of a message

Front 58

basic stock list

Back 58

a list used for those staple items that should always be in stock.

Front 59

behavior modification

Back 59

application to problems of industrial mgmt of the reinforcement theory

Front 60

Behavioral addiction

Back 60

the process of having managers and employees perform new behaviors that are central to symbolic of the new organizational culture a company wants to create

Front 61

behavioral approach

Back 61

focus on what effective leaders did - how they behaved

Front 62

behavioral segmentation

Back 62

dividing a market into groups based on consumer knowledge, attitude, use, or response to a product

Front 63

Behavioral substitution

Back 63

the process of having managers and employees perform new behaviors central to the new organizational cutlrure in place of behaviors that were central to the old organizational culture

Front 64

Behavioral Theories

Back 64

Leadership theories that identified behaviors that differentiated effective leaders from ineffective leader

Front 65

belief

Back 65

a descriptive thought that a person has about something

Front 66

benefit segmentation

Back 66

dividing a market into groups according to the different benefits that consumers seek from the product

Front 67

better business bureau (bbb)

Back 67

one of the oldest nonprofit organizations that establishes self-regulation among businesses.

Front 68

blind check method

Back 68

the receiver of a delivery writes the description of the merchandising, counts the quantities received, and lists them on a blank form or dummy invoice.

Front 69

blisterpack

Back 69

packaging with preformed plastic molds surrounding individual items arranged on a cardboard backing.

Front 70

Bona Fide Occupational Qualifications (BFOQ)

Back 70

 requires job candidate's race, color, etc. may not be considered or asked about in the hiring process unless legitimately related to job

Front 71

bonded warehouses

Back 71

public or private warehouses that store products requiring the payment of a federal tax.

Front 72

boomerang method

Back 72

a selling method that converts a customer's objection ino a selling point.

Front 73

bounded rationalityÂ

Back 73

real-world decision-maker has his thinking limited by such things as societal and organizational norms and impracticality of obtaining all possible info about problem or alternatives

Front 74

Brainstorming

Back 74

a decision-making method in which group members build on each others' ideas and generate many alternative solutions

Front 75

brand

Back 75

a name, term, design, symbol, or combination of these elements that identifies a business, product, or service and distinguishes it from its competitors.

Front 76

brand equity

Back 76

the positive differential effect that knowing the brand name has on customer response to the product or service

Front 77

brand extension

Back 77

a branding strategy that uses an existing brand name to promote a new or improved product in a company's product line.

Front 78

brand label

Back 78

label giving the brand name, trademark, or logo.

Front 79

brand licensing

Back 79

a legal authorizaion by a trademarked brand owner to allow another company (the licensee) to use its brand, brand mark, or trade character for a fee.

Front 80

brand mark

Back 80

a unique symbol, coloring, lettering, or other design elements.

Front 81

brand name

Back 81

a word, group of words, letters, or numbers that represent a product or service; also known as a product brand.

Front 82

break-even point

Back 82

the point at which sales revenue equals the costs and expenses of making and distributing a product.

Front 83

brick-and-mortar retailers

Back 83

traditional retailers that sell goods to customers from physical stores, rather than over the internet.

Front 84

broadcast media

Back 84

radio and television.

Front 85

broker

Back 85

a wholesaler who does not take title to goods and whose function is to bring buyers and sellers together and assist in negotiation

Front 86

budget

Back 86

single-use plan - plan for use of resources (usu. along w/ expected results stated in quantitative terms)

Front 87

budget accounts

Back 87

accounts that allow the payment of a purchased item over a certain time period without a finance charge.

Front 88

Budgeting

Back 88

quantitative planning trough which mangers decide how to allocate available money to best accomplish company goals

Front 89

bundle pricing

Back 89

a pricing technique in which a company offers several products in a package that is sold at a single price.

Front 90

Bureaucracy

Back 90

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

Front 91

bureaucracy theory - 3 kinds of authority

Back 91

traditional (the way it's always been done); charismatic (leader has magnetism); rational-legal (based on expertise, training, experience)

Front 92

Bureaucratic Organization

Back 92

Bureaucracy: An ideal, intentionally rational, and very efficient form of organization. Based on principles of logic, order, and legitimate authority.

Front 93

Business confidence indices

Back 93

indices that show managers' level of confidence about future business growth

Front 94

business cycle

Back 94

recurring changes in economic activity, such as the expansion and contraction of an economy.

Front 95

business philosophy

Back 95

beliefs about how a business should be run that demonstrate an understanding of the business's role in the marketplace.

Front 96

business plan

Back 96

a proposal that outlines a strategy to turn a business idea into a reality.

Front 97

business risk

Back 97

the possibility of financial loss.

Front 98

business-to-business selling

Back 98

sales that take place in a manufacturer's or wholesaler's showroom (inside sales) or in a customer's place of business (outside sales).

Front 99

buyer

Back 99

a representative of a retail store who places orders for products that will be sold in the store, usually by traveling to manufacturers' showrooms.

Front 100

buyer readiness stages

Back 100

awareness, knowledge, liking, preference, conviction, and purchase

Front 101

Buyers dependence

Back 101

the degree to which a supplier relies on a buyer because of the importance of that buyer to supplier and the difficulty of finding other buyers for it products

Front 102

buying behavior

Back 102

the process individuals use to decide what they will buy, where they will buy it, and from whom they will buy it.

Front 103

buying signals

Back 103

the things customers do or say to indicate a readiness to buy.

Front 104

buzz marketing

Back 104

involves cultivating opinion leaders and getting them to spread information about a product or service to others in their communities

Front 105

capacity

Back 105

ability to hold, receive, store, or accommodate

Front 106

capacity flexibility

Back 106

ability to rapidly increase/decrease production levels

Front 107

capacity utilization rate

Back 107

capacity used/best operating level

Front 108

cash flow statement

Back 108

a monthly plan that tracks when a person anticipates that cash will come into their business and when they expect to pay out cash.

Front 109

cash on delivery (cod) sale

Back 109

a transaction that ocurs when a customer pays for merchandise at the time of delivery.

Front 110

casual research - marketing research process

Back 110

marketing research to test hypotheses about cause and effect relationships

Front 111

category management

Back 111

a process that involves managing product categories as individual business units.

Front 112

cause packaging

Back 112

packaging that is used by companies to promote social and political causes.

Front 113

centralized buying

Back 113

buying process for all branches in a chain store operation, usually done in a central location, such as company headquarters.

Front 114

chain stores

Back 114

two or more outlets that are commonly owned and controlled.

Front 115

channel of distribution

Back 115

the path a product takes from its producer or manufacturer to the final user.

Front 116

channels

Back 116

the avenues through which messages are delivered.

Front 117

Characteristic of org information

Back 117

information Data that have been deliberately selected, processed, and organized to be useful to an individual manager

Front 118

Characteristics of a leader

Back 118

guide, direct, persuade, coach, counsel and inspire others

Front 119

Characteristics of bureaucratic organizations:

Back 119

-Clear division of labor -Clear hierarchy of authority -Formal rules and procedures -Impersonality -Careers based on merit

Front 120

Characteristics of multicultural organizations:

Back 120

Pluralism, Structural integration, Informal network integration, Absence of prejudice and discrimination, Minimum intergroup conflict.

Front 121

Charismatic leader

Back 121

An leader whose personality and actions influence people to behave in certain ways

Front 122

Chester Barnard

Back 122

saw organization as open system

Front 123

Chief information officer

Back 123

the person over a group that is centralized IS serving the entire organization's needs placed under the control of a top-level manager and link them to top for control , coordination, and guidance.

Front 124

Child labor

Back 124

full-time employment of children for work otherwise done by adults.

Front 125

circle graph

Back 125

a pie-shaped geometric representation of the relative sizes of the parts of a whole; also called a pie chart.

Front 126

Civil Rights Act of 1964 (part of EEO)

Back 126

major piece of the structure of civil rights and EEO legislation; see Title VII.

Front 127

Classical (administrative) Mgmt

Back 127

Frenchman Henri Fayol "father of modern mgmt", first to distinguish the functions of mgmt, developed 14 principles of mgmt

Front 128

clip art

Back 128

images, stock drawings, and photographs used in print advertisements.

Front 129

Closed systems

Back 129

systems that can sustain themselves without interacting with their environment

Front 130

closed systemsÂ

Back 130

one you can analyze as though it is in a black box w/ impenetrable boundaries

Front 131

closing the sale

Back 131

the process of obtaining a positive agreement from the customer to buy.

Front 132

co-branding

Back 132

a combination of one or more brands in the manufacture of a product or in the delivery of a service.

Front 133

coercive power

Back 133

based on ability to inflict punishment or deprive others of something valued

Front 134

Cognitive maps

Back 134

graphic depictions of how mangers believe environmental factors relate to possible organizational actions

Front 135

cold canvassing

Back 135

the process of locating as many potential customers as possible without checking out leads beforehand.

Front 136

collateral

Back 136

something of value that a person pledges as payment for a loan in case of default.

Front 137

collective attitudes

Back 137

The attitudes workers have about their work life and their work life.

Front 138

color wheel

Back 138

a circular illustration of the relationships between colors.

Front 139

Command

Back 139

to lead, select, and evaluate workers to get the best work toward the plan.

Front 140

command economy

Back 140

an economic system in which the government decides what, when, and how much will be produced and distributed.

Front 141

common carriers

Back 141

trucking companies that provide transportation services to any business in their operating area for a fee.

Front 142

communication

Back 142

the process of exchanging messages between a sender and a receiver.

Front 143

communications program

Back 143

software applications that enable users to electronically communicate through computers with people around the world.

Front 144

Companies achieve competitive advantage by:

Back 144

Products, Pricing, Customer service, Cost efficiency, Quality

Front 145

Company Sales Force - types of intermediaries

Back 145

expand the company's direct sales force. Assign salespeople, develop company sales

Front 146

Company vision

Back 146

a business;s purpose or reason for existing

Front 147

comparative advertising

Back 147

a company directly or indirectly compares its brand with one or more other brands.

Front 148

competition

Back 148

the struggle between companies to attract new customers, keep existing ones, and take away customers from other companies.

Front 149

Competitive advantage

Back 149

a core competency that clearly sets an organization apart from competitors and gives it an advantage over them in the marketplace.

Front 150

Competitive analysis

Back 150

is a process for monitoring the competition that involves identifying competition, anticipating their moves, and determining their strengths and weaknesses

Front 151

competitive dimensions

Back 151

cost/price, quality, delivery speed, delivery reliability, coping with changes in demand, flexibility and new-product intro speed, other product-specific criteria

Front 152

Competitors

Back 152

companies in the same industry that sell similar products or services to customers

Front 153

Complex environment

Back 153

an environment with many environmental factors

Front 154

concentrated marketing: targeting strategies

Back 154

a market coverage strategy in which a firm goes after a large share of one or a few segments or niches

Front 155

Concentration of effect

Back 155

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

Front 156

Conceptual Skills

Back 156

A managers ability to view the organization as a whole, understand how the various parts are interdependent, and assess how the organization relates to its external environment.

Front 157

conditional value

Back 157

payoff you think would happen under condition of each of the states of nature

Front 158

Conglomerates

Back 158

corporations that combine several different retailing forms under central ownership

Front 159

Consensual Leaders

Back 159

Leaders who encourage discussion about issues and then require that all parties involved agree to the final decision.

Front 160

consensus

Back 160

a decision on which all members of a team agree.

Front 161

consideration

Back 161

leadership behaviors include showing interest in the personal life and well-being of the employee, being warm and friendly, and listening to the employee's ideas

Front 162

consignment buying

Back 162

paying for goods only after the final customer purchases them.

Front 163

Constant organizational culture

Back 163

when a company actively defines and teaches organizational values, beliefs, and attitudes

Front 164

Consultative Leaders

Back 164

Leaders who confer with subordinates before making a decision but who retain the final decision-making authority.

Front 165

consultive selling

Back 165

sales that provide solutions to customers' problems by finding products that meet their needs.

Front 166

consumer market

Back 166

consumers who purchase goods and services for personal use.

Front 167

consumer price index (cpi)

Back 167

measurement of the change in price over a period of time of approximately 400 retail goods and services used by the average urban household.

Front 168

consumer product

Back 168

product bought by final consumer for personal consumption

Front 169

consumer product safety commission (cpsc)

Back 169

federal agency responsible for overseeing the safety of all products except food, drugs, cosmetics, medical devices, tobacco products, firearms and ammunition, motor vehicles, pesticides, aircraft, boats, and fixed site amusment rides.

Front 170

consumer promotions

Back 170

sales strategies that encourage customers and prospects to buy a product or service.

Front 171

Contingency approach

Back 171

holds that there are no universal management theories and that the most effective management theory or idea depends on the kinds of problems or situations that managers are facing at a particular time and place.

Front 172

Contingency Plan

Back 172

Plans that identify alternative courses of action for very unusual or crisis situations; typically stipulate the chain of command, standard operating procedures, and communication channels the organization will use during and emergency.

Front 173

Contingency Theory of Leadership Effectiveness

Back 173

Fred Fiedler; effectiveness of a particular leadership style depends on the situation

Front 174

contract carriers

Back 174

for-hire trucking companies that provide equipment and drivers for specific routes.

Front 175

contract manufacturing

Back 175

the process of hiring a foreign manufacturer to make products according to certain specifications.

Front 176

Control

Back 176

to make sure things happen according to plan and to take necessary corrective action.

Front 177

Controlling

Back 177

The process of assessing the organizations progress toward accomplishing its goals; includes monitoring the implementation of a plan and correcting deviations from it.

Front 178

controlling function

Back 178

making sure things are being done in a way that we want; the reverse of planning (measure/observe how much performance is deviating from plans)

Front 179

convenience product

Back 179

consumer product that the customer usually buys frequently, immediately, and with a minimum of comparison and buying effort

Front 180

Conventional Distribution Channel

Back 180

consists of one or more independent producers, wholesalers, and retailers. Each is a separate business seeking to maximize itw own profits, perhaps even at the expense of the system as a whole

Front 181

Conventional level of moral development

Back 181

the second level of moral development in which people make decisions that conform to societal expectations

Front 182

cooperative advertising

Back 182

a cost-sharing arrangement whereby both a supplier and a local advertiser pay for advertising.

Front 183

Coordination

Back 183

to fit diverse efforts together and ensure information is shared and problems solved.

Front 184

copy

Back 184

the selling message of a written advertisment.

Front 185

copyright

Back 185

the exclusive right to reproduce or sell a work authored by an individual, such as writings, music, and artwork.

Front 186

core competencies

Back 186

skills that differentiate the service or manufacturing firm from its competitors

Front 187

core goods

Back 187

provide a significant service component; appliances, data storage systems, automobiles

Front 188

core services

Back 188

integrate tangible goods; hotels, airlines, internet service providers

Front 189

Corporate Culture

Back 189

The set of attitudes, values, and standards that distinguishes one organization from another.

Front 190

corporation

Back 190

a legal entity created by either a state or a federal statute authorizing individuals to operate an enterprise.

Front 191

Corruption

Back 191

illegal practices that further one's business interests.

Front 192

cost-benefit analysis

Back 192

any systematic comparison of what a system/program or capital good will cost compared w/ revenues or benefits that will be generated

Front 193

cost-plus pricing

Back 193

all costs and expenses are calculated, and then the desired profit is added to arrive at a price.

Front 194

coupons

Back 194

certificates that entitle customers to discounts on goods and services.

Front 195

cover letter

Back 195

a letter written by an applicant to an employer describing why that applicant is the best person to fill a specific job opening.

Front 196

CPM single time estimate

Back 196

used when activity times are known with certainty, used to determine timing estimates for the project, each activity in the project, and slack time for activities

Front 197

CPM with three time estimates

Back 197

used when activity times are uncertain, used to obtain the same info as the single time estimate model and probability info

Front 198

Credibility

Back 198

The degree to which followers perceive someone as honest, competent, and able to inspire

Front 199

credit

Back 199

the opportunity for businesses or individuals to obtain products or money in exchange for a promise to pay later.

Front 200

credit union

Back 200

a cooperative association formed by labor unions or groups of employees for the benefits of its members.

Front 201

critical path

Back 201

path taking the longest time through this network of activities

Front 202

Cross-functional strategic plan

Back 202

Clearly the greatest advantage of strategic planning with a cross-functional team is the ability of team members to consider a situation from a number of viewpoints.

Front 203

cross-training

Back 203

a process that prepares a team member to do many different activities.

Front 204

C-Type conflict (cognitive)

Back 204

disagreement that focuses on problem-and issue-related differences of opinion

Front 205

Culture

Back 205

The shared set of beliefs, values, and patterns of behavior common to a group of people.

Front 206

current issues in OM

Back 206

coordinating relationships bw mutually supportive but separate orgs, optimizing global supplier, production and distribution networks, increased co-production of g/s, managing customer touch points, raising senior management awareness of operations as a significant competitive weapon

Front 207

customer benefits

Back 207

the advantages or personal satisfaction a customer will get from a good or service.

Front 208

customer profile

Back 208

a list of information about a target market, such as age, income level, ethnicity, occupation, attitudes, lifestyle, and geographic residence.

Front 209

customer relationship management (crm)

Back 209

identifying and understanding customers to form a strong, long-lasting relationship.

Front 210

customer satisfaction

Back 210

the extent to which a product's perceived performance matches a buyer's expectations

Front 211

Customer-Driven Organizations

Back 211

Customers want: High quality, Low price, On-time delivery

Front 212

customization

Back 212

the process of creating products or promotions for certain countries or regions.

Front 213

cycle counts

Back 213

a small portion of the inventory is physically counted each day by stockkeeping units so that the entire inventory is accounted for on a regular basis.

Front 214

data analysis

Back 214

the process of compiling, analyzing, and interpreting the results of primary and secondary data collection.

Front 215

database

Back 215

a collection of related information about a specific topic.

Front 216

database marketing

Back 216

a process of deisgning, creating, and managing customer lists that contain information about an individual's characteristics and transactions with a business; also known as customer relationship management (crm).

Front 217

database programs

Back 217

software applications that store and organize information.

Front 218

debt capital

Back 218

borrowed funds that must be repaid.

Front 219

decentralized buying

Back 219

local chain store managers or their designated buyers who are authorized to make special purchases for their individual stores.

Front 220

decimal number

Back 220

a fraction or mixed number whose denominator is a multiple of 10.

Front 221

decision criteria

Back 221

musts and NTH's ("nice to have's")

Front 222

Decision making

Back 222

the process of choosing a solution from available alternatives

Front 223

Decision Support System

Back 223

A specialized variant of a CIS an analytic model that joins a manager's experience, judgment, and intuition

Front 224

Decisional Roles

Back 224

A managers activities as an entrepreneur, resource allocator, conflict resolver, or negotiator.

Front 225

decision-making done under 3 conditions

Back 225

certainty, risk, uncertainty

Front 226

decision-making done under certainty

Back 226

outcome or payoff for an alternative has a probability of 1.0 (few real-world examples)

Front 227

decision-making done under risk

Back 227

probability of event is known or can be estimated - can be assigned a value from 0 to 1.0

Front 228

decision-making done under uncertainty

Back 228

probability of event unknown, cannot be estimated

Front 229

decline stage

Back 229

product's sales decline

Front 230

Decoding - communication process

Back 230

the process by which the receiver assigns meaning to the symbols encoded by the sender

Front 231

Defensive strategy

Back 231

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

Front 232

Delphi method

Back 232

an approach to technological forecasting; used w/ expert respondents in the field of interest; getting individuals to state their judgments, review them, and make a final judgment about some question

Front 233

Delphi technique

Back 233

a decision-making method in which members of a panel of experts respond to questions and to each other until reaching agreement on an issue

Front 234

demand

Back 234

consumer willingness and ability to buy products.

Front 235

demand elasticity

Back 235

the degree to which demand for a product is affected by its price.

Front 236

Democratic Leaders

Back 236

Leaders who solicit input from all members of the group and then allow the members to make the final decision through a vote.

Front 237

Democratic Style

Back 237

A leader who tended to involve employees in decision making, delegate authority, encourage participation in deciding work methods and goals, and use feedback as an opportunity for coaching employees

Front 238

demographic segmentation

Back 238

dividing a market into groups based on variables such as age, gender, family size, family life cycle, income, occupation, religion, race, generation, and nationality

Front 239

demographics

Back 239

statistics that describe a population in terms of personal characteristics such as age, gender, income, marital status, ethnicity, education, and occupation.

Front 240

denominator

Back 240

the bottom number in a fraction; it represents how many parts make up a whole.

Front 241

depression

Back 241

a period of prolonged recession.

Front 242

derived demand

Back 242

the demand for industrial goods based on the demand for consumer goods and services.

Front 243

descriptive label

Back 243

a label that gives information about the product's use, construction, care, performance, and other features.

Front 244

descriptive research - marketing research process

Back 244

marketing research to better describe marketing problems, situations, or markets, such as the market potential for a product or the demographics and attitudes of consumers

Front 245

Designing acceptable controls

Back 245

focus on critical control points, integration, acceptability, timeliness, feasibility, accuracy and comprehensibility.

Front 246

desktop publishing programs

Back 246

a software application that is part word processor and part graphics application, and enables users to edit and manipulate both text and graphics in one document.

Front 247

Devil's advocacy

Back 247

a decision-making method in which an individual or a sub group is assigned the role of a critic

Front 248

differentiable: effective segmentation

Back 248

the segments are conceptually distinguishable and respond differently to different marketing mix elements and programs

Front 249

differentiated marketing: targeting strategies

Back 249

a market coverage strategy in which a firm decides to target several market segments and designs separate offers for each

Front 250

digit

Back 250

the ten basic symbols that compose the numbering system; 0, 1, 2, 3, 4, 5, 6, 7, 8, and 9.

Front 251

direct check method

Back 251

the merchandise is checked directly against the actual invoice or purchase order.

Front 252

direct close

Back 252

a closing method in which a salesperson asks for the sale.

Front 253

direct distribution

Back 253

sales of goods or services directly to the customer, with no intermediares.

Front 254

direct investment

Back 254

e.g. building a hotel in another country

Front 255

direct marketing

Back 255

direct connections with carefully targeted individual consumers to both obtain an immediate response and cultivate lasting customer relationships

Front 256

direct marketing channel

Back 256

a marketing channel that has no intermediary levels

Front 257

directing (leading) function

Back 257

guiding and influencing people to seek organizational objectives

Front 258

directive leadership

Back 258

House's Path-Goal theory; used in complex, non-routine jobs

Front 259

disadvantages of functional project

Back 259

aspects of the project that are not directly related to the functional area get short-changed, motivation of team members is often weak, needs of the client are secondary and are responded to slowly

Front 260

disadvantages of matrix project

Back 260

two bosses, doomed to failure unless PM has strong negotiation skills,suboptimization is a danger

Front 261

disadvantages of pure project

Back 261

duplication of resources, organizational goals and policies are ignored, org falls behind on its knowledge of new technology , team members have no functional area "home"

Front 262

disclaimer

Back 262

a statement that contains exceptions to and exclusions form a warranty.

Front 263

discretionary income

Back 263

the money left over from a consumer's income after paying for basic living necessities such as food, shelter, and clothing.

Front 264

Discretionary responsibility

Back 264

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

Front 265

display

Back 265

the visual and artistic aspects of presenting a product to a target group of customers.

Front 266

disposable income

Back 266

the money left over after taxes are taken out of a consumer's income.

Front 267

Disseminator role

Back 267

the informational role managers play when they share information with others in their departments or companies

Front 268

Distal goals

Back 268

short-term goals or subgoals

Front 269

Distinctive competencies

Back 269

Distinctive competencies are things that an organization does well—so well in fact that they give it an advantage over similar organizations.

Front 270

distractions

Back 270

things that compete with the message for the listener's attention.

Front 271

distribution center

Back 271

a warehouse designed to speed delivery of goods and to minimize storage costs.

Front 272

distribution scheduling

Back 272

finding the optimal shipping schedule for distributing products between factories and warehouses or between warehouses and retailers

Front 273

Disturbance handler role

Back 273

the decisional role managers play when they respond to sever problems that demand immediate action

Front 274

Diversification

Back 274

This strategy can lead the organization into entirely new and even unrelated businesses. It involves seeking new products (often through acquisitions) for customers not currently being served.

Front 275

Diversity

Back 275

Describes differences among people at work.How diversity is handled in the workplace reflects the organization's culture

Front 276

doing business as (dba) registration

Back 276

the registraion by which a county government officially recognizes that a new proprietorship or partnership exists.

Front 277

dollar control

Back 277

the planning and monitoring of the total inventory investment that a business makes during a stated period of time.

Front 278

domestic business

Back 278

a business that sells its products only in its own country.

Front 279

drop shippers

Back 279

businesses that own the goods they sell but do not physically handle the products.

Front 280

Dynamic environment

Back 280

an environment in which the rate of change is fast

Front 281

economic forecastingÂ

Back 281

uses variety of methods to predict general levels of economic activity for a locality, region, country or the whole world

Front 282

Economic responsibility

Back 282

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

Front 283

economic risks

Back 283

risks that result from changes in overall business conditions.

Front 284

economies of scale

Back 284

as a plant gets larger and volume increases, average cost per unit of output drops

Front 285

economy

Back 285

the organized way a nation provides for the needs and wants of its people.

Front 286

effectiveness

Back 286

doing the right thing to create the most value for the company

Front 287

efficiency

Back 287

doing something at the lowest possible cost

Front 288

Electronic Brainstorming

Back 288

a decision-making method in which group members use computers to build on each others' ideas and generate many alternative solutions

Front 289

Elements of observable culture

Back 289

Stories, Heroes, Rites and rituals, Symbols

Front 290

Elton Mayo

Back 290

Hawthorne Studies, Human Relations Mvt, Behavioral Approach

Front 291

e-marketplace

Back 291

the online shopping location where products are sold to customers and industrial buyers through the use of the internet.

Front 292

embargo

Back 292

a total ban on specific goods coming into and leaving a country.

Front 293

emotional barriers

Back 293

biases against the sender's opinions that prevent a listener from understanding.

Front 294

emotional motive

Back 294

a feeling experienced by a customer through association with a product.

Front 295

empathy

Back 295

an understanding of a person's situation or frame of mind.

Front 296

employee discounts

Back 296

discounts offered by employers to their workers.

Front 297

Employee shrinkage

Back 297

employee theft of company merchandise

Front 298

Empowerment

Back 298

The process of giving employees increased autonomy and discretion to make decision. as well as control over the resources needed to implement those decisions.

Front 299

Encoding - communication process

Back 299

process of putting thought into symbolic form

Front 300

endless chain method

Back 300

the process of asking previous customers for names of potential customers.

Front 301

enterprise resource planning (erp)

Back 301

sophisticated software that integrates all parts of a company's business management.

Front 302

Entrepreneur Role

Back 302

the decisional role managers play when they adapt themselves, their subordinates, and their units to change

Front 303

entrepreneurs

Back 303

people who create, launch, organize, and manage a new business and take the risk of business ownership.

Front 304

enumeration

Back 304

listing items in order

Front 305

Environmental change

Back 305

the rate at which a company's general and specific environments change

Front 306

Environmental complexity

Back 306

the number of external factors in the environment that affect organizations

Front 307

environmental protection agency (epa)

Back 307

federal agency that protects human health and our environment.

Front 308

environmental scan

Back 308

an analysis of outside influences that may have an impact on an organization.

Front 309

Environmental scanning

Back 309

searching the environment for important events or issues that might affect an organization

Front 310

Equal Employment Opportunity (EEO)

Back 310

refers to legislation and governmental and org. policies that require that all persons have the same treatment

Front 311

equal employment opportunity commission (eeoc)

Back 311

federal agency responsible for the fair and equitable treatment of employees with regard to hiring, firing, and promotions.

Front 312

Equal Pay Act of 1963 (part of EEO)

Back 312

men and women performing the same work must get the same pay

Front 313

equity

Back 313

the concept of equal rights and opportunities for everyone.

Front 314

equity capital

Back 314

the process of raising money from within your company or by selling part of tthe interest in the business.

Front 315

Equity theoryÂ

Back 315

 people try to maintain or est. an equality b/w their own ratio of what they put in to a job vs. what they get out of it [I/O (self) = I/O (other)]

Front 316

ERG Hiearchy

Back 316

a motivation category that uses three types of needs, existence, relatedness and growth needs.

Front 317

ERISA (Employee Retirement Income Security Act of 1974)

Back 317

est. standards for company retirement plans

Front 318

e-tailing

Back 318

retailers selling products over the internet to the customer; also known as online retailing.

Front 319

ethical behavior

Back 319

behavior that conforms to a society;s accepted principles of right and wrong

Front 320

Ethical intensity

Back 320

the degree of concern people have about an ethical issue

Front 321

Ethical Issues for Multinational Corporations

Back 321

Corruption, Sweatshops, Child labor, Sustainable development

Front 322

Ethical responsibility

Back 322

a company's social responsibility nnot to violate accepted principles of right and wrong when conducting its business

Front 323

ethics

Back 323

basic values and moral principles that guide the behavior of individuals and groups.

Front 324

Ethics training

Back 324

Structured programs that help participants to understand ethical aspects of decision making. Helps people incorporate high ethical standards into daily life.

Front 325

european union (eu)

Back 325

european trading bloc

Front 326

Evaluation apprehension

Back 326

fear of what others will think of your ideas

Front 327

evaluation: adoption process

Back 327

the consumer considers whether trying the new product makes sense

Front 328

everyday low prices (edlp)

Back 328

consistently low prices with no intention of raising them or offering discounts in the future.

Front 329

exception principle

Back 329

once procedures, policies, and other plans have been est. and are working, mgmt should focus on the exceptions where performance does not meet standards

Front 330

exchange

Back 330

the act of obtaining a desired object from someone by offering something in return

Front 331

Exclusive distribution

Back 331

giving a limited number of dealers the exclusive right to distribute the company's products in their territories

Front 332

excuses

Back 332

reasons for not buying or not seeing the salesperson.

Front 333

executive summary

Back 333

a brief overview of an entire marketing plan.

Front 334

exempt carriers

Back 334

trucking companies that are free from direct regulation of rates and operating procedures.

Front 335

existence needs

Back 335

the need related to a person's well being

Front 336

exit interview

Back 336

an interview arranged by human resources department when an employee leaves a company.

Front 337

expansion

Back 337

a time when the economy is flourishing; also called prosperity.

Front 338

expected value

Back 338

conditional value of alternative times probability of state of nature

Front 339

experimental method

Back 339

a research technique in which a researcher observes the results of changing one or more marketing variables while keeping certain other variables constant under controlled conditions.

Front 340

expert opinion

Back 340

method of sales forecasting; asking marketing executives what they expect will happen

Front 341

Expert Power

Back 341

Power that is derived from an individuals extensive knowledge in one or more areas.

Front 342

Exploratory Research - marketing research process

Back 342

marketing research to gather preliminary information that will help define problems and suggest hypotheses

Front 343

exports

Back 343

goods and services sold to other countries.

Front 344

express warranty

Back 344

a warranty that is explicitly stated, in writing or verbally, to encourage a customer to make a purchase.

Front 345

extended coverage

Back 345

an endorsement tha provides protection against types of loss that may not be covered under a basic property insurance policy.

Front 346

extensive decision making

Back 346

the process used when there has been little or no previous experience with an item.

Front 347

External environments

Back 347

all events outside a company that have the potential to influence or affect it

Front 348

factors of production

Back 348

economic term for the four categories of resources: land, labor, capital, and entrepreneurship

Front 349

factory outlets

Back 349

producer operated stores by firms in value retail centers

Front 350

family

Back 350

most important consumer buying organization in society

Front 351

feature-benefit selling

Back 351

sales that match the characteristics of a product to a customer's need and wants.

Front 352

federal trade commission (ftc)

Back 352

federal agency responsible for enforcing the principles of a free enterprise system and protecting consumers from unfair or deceptive business practices.

Front 353

Feed Foward Control

Back 353

A control that prevents defects and deviations from standards by focusing on operations before they begin

Front 354

feedback

Back 354

a receiver's response to a message.

Front 355

Feedback - communication process

Back 355

the part of the receiver's response communicated back to the sender

Front 356

fidelity bonds

Back 356

a type of insurance that protects a business from employee dishonesty.

Front 357

Fiedler contingency model

Back 357

A contigency theory that proposed that effective group performance depended upon the proper match between a leader's style of interacting with his or her followers and the degree to which the situation allowed the leader to control and influence

Front 358

Figurehead role

Back 358

the interpersonal role managers play when they perform ceremonial duties

Front 359

finance

Back 359

a business function that involves money management.

Front 360

firewall

Back 360

hardware or software that protects a computer from attacks by hackers.

Front 361

first principle of Scientific Mgmt

Back 361

scientific study of work - use systematic procedures, gather info, est. method of performance

Front 362

First-Line managers

Back 362

managers who train and supervise the performance of non managerial employees who are directly responsible for producing the company's products or services

Front 363

fixtures

Back 363

the principle installations in a store; permanent or movable store furnishings that hold and display merchandise.

Front 364

flexibility

Back 364

behavior that allows you to adapt to changing circumstances.

Front 365

flexible plants

Back 365

zero-changeover-time plant- moveable equipment, knockdown walls, and easily accessible and reroutable utilities

Front 366

flexible processes

Back 366

flexible manufacturing systems and simple, easy set up equipment; allow for rapid low-cost switching from one product line to another which enables economies of scope

Front 367

flexible-price policy

Back 367

a price policy that lets customers bargain for merchandise.

Front 368

flextime

Back 368

a program that allows workers to choose their work hours.

Front 369

focal point

Back 369

an area in a display that attracts attention first, above all else.

Front 370

focused factory

Back 370

a production facility works best when it focuses on a fairly limited set of production objectives

Front 371

food and drug administration (fda)

Back 371

federal agency that regulates labeling and safety of food, drugs, and cosmetics sold in the united states.

Front 372

forced-choice questions

Back 372

questions that ask repsondents to choose answers from possibilities given on a questionnaire.

Front 373

forecasting

Back 373

early step in planning process; est. premises or assumptions on which plans will be based

Front 374

foreign corporation

Back 374

a company that is incorporated under the laws of a state that differs from the one in which it does business.

Front 375

foreign direct investment (fdi)

Back 375

investments in factories, offices, and other facilities in another country that are used for a business's operations.

Front 376

Foresight

Back 376

to complete a plan of action for the future.

Front 377

formal balance

Back 377

when a large item is placed on one side of the display, a similarly large item should be placed on the other side.

Front 378

Forms of International Business

Back 378

?

Front 379

for-profit business

Back 379

a business that seeks to make a profit from its operations.

Front 380

fourth principle of Scientific Mgmt

Back 380

work to be divided b/w mgmt and workers

Front 381

fractions

Back 381

numbers used to describe or compare parts of a whole.

Front 382

franchise

Back 382

a legal agreement to sell a parent company's product or services in a designated geographic area.

Front 383

Frank and Lilian GilbrethÂ

Back 383

Scientific Mgmt, "One Best Way", Science of Bricklaying

Front 384

Frederick W. Taylor

Back 384

"Father of Scientific Mgmt"

Front 385

free enterprise system

Back 385

a system that encourages individuals to start and operate their own businesses in a competitive market, without government involvement.

Front 386

Free reign style

Back 386

when a leader asks his friends and subordinates to take over his leadership position, is characterized by delegation, and his willingness to give advice.

Front 387

free trade

Back 387

commercial exchange between nations that is conducted on free market principles, without tariffs, import quotas, or other restrictive regulations.

Front 388

free-on board (fob)

Back 388

the price for goods includes delivery at the seller's expense to a specified point and no further.

Front 389

Free-rein (Laissez-fair) Leadership

Back 389

A leadership style in which the leader turns over all authority and control to subordinates.

Front 390

freight forwarders

Back 390

private companies that combine less than carload or truckload shipments form several businesses and deliver them to their destinations.

Front 391

Fritz Roethlisberger

Back 391

Hawthorne Studies, Behavioral Approach, Human Relations

Front 392

Full Service Retailers

Back 392

specialty stores and first class department stores. Salespeople assist customers in every phase of the shopping process

Front 393

full warranty

Back 393

a warranty that guarantees that if a product is found to be defective within the warranty period, it will be repaired or replaced at no cost to the purchaser.

Front 394

Functional managers

Back 394

are responsible for a single area of activity.

Front 395

functional project

Back 395

project housed within a functional division

Front 396

Gantt chart

Back 396

a graphic chart that shows tasks must be completed at which times in order to complete a project or task

Front 397

gender segmentation

Back 397

dividing a market into different groups based on gender

Front 398

General environment

Back 398

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

Front 399

General managers

Back 399

are responsible for more complex units that include many functional areas.

Front 400

general partnership

Back 400

a way to organize a business in which each partner shares in the profits and losses

Front 401

generalization

Back 401

a statement that is accepted as true by by most people.

Front 402

generic brand

Back 402

products that do not carry a company identity.

Front 403

geographic segmentation

Back 403

dividing a market into different geographical units such as nations, states, regions, counties, cities, or neighborhoods

Front 404

geographical pricing

Back 404

a pricing technique that makes price adjustments because of the location of the customer for delivery of products.

Front 405

geographics

Back 405

segmentation of the market based on where people live.

Front 406

global business

Back 406

a business that sells its products to more than one country.

Front 407

global company

Back 407

sells a single product all over the world

Front 408

Global Diversity

Back 408

?

Front 409

Global Management Skills

Back 409

A managers ability to operate in diverse culture environments.

Front 410

Globalization

Back 410

-National boundaries of world business have largely disappeared. -Globalization is the worldwide interdependence of resource flows, product markets, and business competition that characterize the new economy.

Front 411

Goal of controls

Back 411

Planning, organizing, leading and staffing

Front 412

goal setting theory

Back 412

people work harder to achieve goals that are specific, accepted by them, and challenging

Front 413

goals

Back 413

 desired end states

Front 414

goods

Back 414

tangible items of monetary value that satisfy needs and wants.

Front 415

grade label

Back 415

a label that states the quality of the product.

Front 416

graphics and design programs

Back 416

software applications for creating and modifying images.

Front 417

green marketing

Back 417

producing and promoting environmentally safe products.

Front 418

greeting approach

Back 418

a way to approach a customer that focuses on welcoming the customer to the store.

Front 419

gross domestic product (gdp)

Back 419

the output of goods and services produced by labor and property located within a nation.

Front 420

gross natinal product (gnp)

Back 420

the total dollar value of goods and services produced by a nation.

Front 421

gross profit

Back 421

the difference between sales revenue and the cost of goods sold.

Front 422

gross sales

Back 422

the total of all sales for a given period of time.

Front 423

group

Back 423

two or more people who interact to accomplish individual or mutual goals

Front 424

Groupthink

Back 424

a barrier to good decision making caused by pressure within a group for members to agree with each other

Front 425

growth needs

Back 425

needs that relate to a person's achievement and competence.

Front 426

growth stage

Back 426

sales start climbing quickly

Front 427

Hawthorne studies: Employee attitudes, interpersonal relations and group processes.

Back 427

Some things satisfied some workers but not others. People restricted output to adhere to group norms.

Front 428

Hawthorne studies: Lessons from the Hawthorne Studies:

Back 428

Social and human concerns are keys to productivity. Hawthorne effect — people who are singled out for special attention perform as expected.

Front 429

headline

Back 429

the phrase or sentence that captures the readers' attention, arouses their interest, and entices them to read the rest of the ad.

Front 430

Henri Fayol

Back 430

Classical Approach, Functions of Mgmt, 14 Principles of Mgmt, "Father of Modern Mgmt"

Front 431

Henry L. GanttÂ

Back 431

Scientific Mgmt, Gantt Charts for Scheduling

Front 432

Henry MintzbergÂ

Back 432

Mangerial Roles - Interpersonal, Informational, Decisional

Front 433

Herbert Simon

Back 433

adminstrative man model of decision-making; 3 phases of decision making (Nobel prize winner)

Front 434

Herzberg's hygiene (dissatisfier) factors

Back 434

extrinsic to work (working conditions, company policy, supervision, pay, benefits); keep employee from quitting (do not motivate exceptional performance

Front 435

Herzberg's motivator (satisfier) factors

Back 435

recognition, responsibility, achievement, etc., intrinsic

Front 436

Herzberg's Two-Factor (Motivator-Hygiene) Theory

Back 436

motivators lead to extraordinary job performance while hygiene factors keep employee showing up and doing the minimum necessary

Front 437

hierarchy of plans

Back 437

planning flows in a top-down sequence from overall vision to more specific detailed level of plans

Front 438

High-High leader

Back 438

A leader high in both initiating structure and consideration behaviors

Front 439

home page

Back 439

the main page of a web site that clearly and quickly lets people know what site they are visiting.

Front 440

horizontal organization

Back 440

a structure where top management shares decision making with self-managing teams of workers who set their own goals and make their own decisions.

Front 441

Human relations (behavioral) perspective

Back 441

Hawthorne studies

Front 442

Human Relations Skills

Back 442

a managers interpersonal skills that are used to accomplish goals through the use of human resources.

Front 443

human risks

Back 443

risks that are triggered by errors or omissions as well as the unpredictability of customers or of working environments.

Front 444

human skills

Back 444

the ability to work well with other

Front 445

hypertext markup language (html)

Back 445

a detailed code used to write web pages.

Front 446

hypertext transfer protocol (http)

Back 446

the global computer protocol used to identify and locate web pages on the internet.

Front 447

illustration

Back 447

the photograph, drawing, or other graphic elements used in an advertisement.

Front 448

Implementing CIS

Back 448

Computer operations, System programming, Data entry, Application development, Application maintenance, data management, Communication management End-user computing

Front 449

implied warranty

Back 449

a warranty that takes effect automatically by state law whenever a purchase is made.

Front 450

imports

Back 450

goods and services purchased from other countries.

Front 451

incentives

Back 451

products earned or given away through contests, sweepstakes, and rebates.

Front 452

income segmentation

Back 452

dividing a market into different income groups

Front 453

income statement

Back 453

a summary of income and expenses during a specific period of time; also known as profit and loss statement.

Front 454

indirect distribution

Back 454

sales of goods or services to the customer through one or more intermediaries.

Front 455

indirect marketing channel

Back 455

channel obtaining one or more intermediary levels

Front 456

Industrial distributors - types of intermediaries

Back 456

Find distributors in the different regions or industries who will buy and carry the new line

Front 457

industrial market

Back 457

businesses that buy products to use in their operations; also called the business-to-business market (this can be abbreviated as b-to-b or b2b).

Front 458

industrial product

Back 458

product bought by individuals and organizations for further processing or for use in conducting a business

Front 459

industry

Back 459

a group of establishments primarily engaged in producing or handling the same product or group of products or in rendering the same services.

Front 460

Industry regulation

Back 460

regulations and rules that govern the business practices and procedures of specific industries, businesses, and professions

Front 461

influence

Back 461

viewed as the essence or equivalent of leadership by some; ability to get others to do something desired by the person doing the influencing

Front 462

informal balance

Back 462

the placement of several small items with one large item within a display.

Front 463

Informational Roles

Back 463

A managers activities as an information gatherer, information disseminator, or spokesperson for the company.

Front 464

Informative advertising

Back 464

used heavily when introducing a new product category

Front 465

infrastructure

Back 465

the physical development of a country, including its roads, ports, sanitation facilities, and utilities.

Front 466

initiating structure

Back 466

involves giving direction and orders, clarifying jobs and roles, explaining objectives and pressuring subordinates for task performance

Front 467

initiative

Back 467

the process of taking action and doing what needs to be done without being asked.

Front 468

innovation

Back 468

introduction of things that are new - technology, methods, ideas, and new products and services

Front 469

installment accounts

Back 469

accounts that allow for payment over a period of time; also known as time payment accounts.

Front 470

institutional advertising

Back 470

the process used to try to create a favorable image for a company and foster goodwill in the marketplace.

Front 471

institutional promotion

Back 471

a promotion method used to create a favorable image for a business, help it advocate for change, or take a stand on trade or community issues.

Front 472

insurance policy

Back 472

a contract between a business and and insurance company to cover a specific business risk.

Front 473

integrated distribution

Back 473

a distribution system in which manufacturers act as wholesaler and retailer for their own products.

Front 474

Integrative conflict resolution

Back 474

an approach to dealing with conflict in which both parties deal with the conflict by indicating their preferences and hen working together to find an alternative that meets the needs of both

Front 475

Intellectual capital & Knowledge Workers

Back 475

-People are the ultimate foundations of organizational performance. -Intellectual capital is the collective brainpower or shared knowledge of a workforce that can be used to create value -A knowledge worker adds to the intellectual capital of an organization.

Front 476

Intensive distribution

Back 476

a strategy in which they stock their products in as many outlets as possible

Front 477

interest

Back 477

the money paid for the use of money borrowed or invested.

Front 478

interest: adoption process

Back 478

the consumer seeks information about the new product

Front 479

intermediaries

Back 479

businesses involved in sales transactions that move products from the manufacturer to the final user; also known as middlemen

Front 480

Internal environment

Back 480

the events and trends inside an organization that affect management, employees, and organizaional cutlture

Front 481

internet

Back 481

a worldwide network of computer networks, allowing a free flow of information.

Front 482

internet service providers (isps)

Back 482

companies that provide internet access for businesses, organizations, and individuals.

Front 483

internship

Back 483

an opportunity that offers students direct work experience and exposure to various aspects of a career, either with or without pay.

Front 484

Interpersonal Roles

Back 484

A mangers activities as a figurehead, company leader, or liaison.

Front 485

introduction stage

Back 485

starts when the new product is first launched. sales are slow

Front 486

inventory

Back 486

all the goods stored by a business before they are sold.

Front 487

inventory control

Back 487

finding the optimal combination of products to stock in a network of warehouses or storage locations

Front 488

inventory management

Back 488

the process of buying and storing materials and products while controlling costs for ordering, shipping, handling, and storage.

Front 489

inventory turnover

Back 489

the number of times the average inventory has been sold and replaced in a given period of time.

Front 490

invoice

Back 490

an itemized list of goods that includes prices, terms of sales, total, takes and fees, and amount due.

Front 491

jargon

Back 491

specialized vocabulary used by members of a particular group.

Front 492

job descriptions

Back 492

written statements listing the requirements of a particular job and the skills needed to fulfill those requirements.

Front 493

job enlargement

Back 493

(horizontally)  addding duties of a similar level of skill at the same organizational level (horizontal loading)

Front 494

job enrichmentÂ

Back 494

(vertically)  redesigning jobs to hold more motivator factors; implies increasing the depth of the job by giving it planning and controlling elements

Front 495

job lead

Back 495

information about a job opening.

Front 496

joint venture

Back 496

a business enterprise that different companies set up together; often, the venture involves a domestic company and a foreign company.

Front 497

just-in-time (jit) inventory system

Back 497

an inventory system that controls the flow of parts and material into assembly and manufacturing plants.

Front 498

Key customer service lessons:

Back 498

Protect reputation for quality products. Treat customers right.

Front 499

kiosks

Back 499

interactive point-of-purchase displays that are typically four feet high, have pedestal-mounted high-tech screens, and take up only a few square feet of floor space.

Front 500

label

Back 500

an information tag, wrapper, seal, or imprinted message that is attached, to a product or its package.

Front 501

Laissez-Faire Style

Back 501

A leader who generally gave the group complete freedom to make decisions and complete the work in whatever way it saw fit

Front 502

Landrum-Griffin Act (1959)

Back 502

attempted to eliminate racketeering from org. labor, to promote union democracy and self-government, and to provide for closer supervision by the Federal gov.

Front 503

law of diminishing marginal utility

Back 503

an economic law stating that consumers will buy only so much of a given product, even though the price is low.

Front 504

Laws, Values, & Ethical Behavior

Back 504

Legal behavior is not necessarily ethical behavior. Personal values help determine individual ethical behavior: Terminal values and Instrumental values

Front 505

layaway

Back 505

a sales method that keeps merchandise in storage until the customer finishes paying for it.

Front 506

layman's terms

Back 506

words the average customer can understand.

Front 507

Leader

Back 507

Someone who can influence others and who has managerial authority

Front 508

Leader participation model

Back 508

A leadership contingency model that related leadership behavior and participation in decision making

Front 509

Leader role

Back 509

the interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives

Front 510

Leader-member relations

Back 510

One of Fiedler's situational contingencies that described the degree of confidence, trust, and respect employees had for their leader

Front 511

Leadership

Back 511

The process of guiding and motivating others toward the achievement of organizational goals.

Front 512

Leadership ability

Back 512

Social skills,cleverness, creativity, diplomacy,tact, fluency in speaking,knowledge about group task, organizational ability, and persuasiveness.

Front 513

Leadership Style

Back 513

The relatively consistent way in which individuals in leadership positions attempt to influence the behaviour of others.

Front 514

Leadership style: negative

Back 514

Uses fines, termination and suspensions to motivate people

Front 515

Leadership style: posetive vs. negative motivation

Back 515

rewards praises and promotion are the approach that a posetive leader takes

Front 516

Leading

Back 516

Inspiring and motivating workers to work hard to achieve organizational goals

Front 517

learning

Back 517

changes in an individual's behavior arising from experience

Front 518

learning curve

Back 518

as plants produce more, they gain experience in the best production methods, which reduce their costs per unit

Front 519

Learning Organizations

Back 519

Organizations that are able to continually learn and adapt to new circumstances.

Front 520

Learning Organizations, Core ingredients include:

Back 520

Mental models, Personal mastery, Systems thinking, Shared vision, Team learning

Front 521

Legal responsibility

Back 521

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

Front 522

Legitimate Power

Back 522

Power that is derived from and individuals position in an organization.

Front 523

liability

Back 523

a debt that a perosn owes to others, such as credit card debt, school loans, car payments, or taxes.

Front 524

Liaison role

Back 524

the interpersonal role managers play when they deal with people outside their units

Front 525

licensee

Back 525

a company that makes a product under a designer's name and pays the designer for the design, packaging, and promotional ideas.

Front 526

licensing

Back 526

the process of letting another company (licensee) use a trademark, patent, special formula, company name, or some other intellectual property for a fee or royalty.

Front 527

lifestyle

Back 527

the kind of life a person lives.

Front 528

limited decision making

Back 528

the process used when a person buys goods and services that he or she has purchased before but not regularly.

Front 529

limited liability

Back 529

the personal assets of the owners cannot be taken if the company does not meet its financial obligations.

Front 530

limited liability company (llc)

Back 530

a relatively new form of business organization that is a hybrid of a partnership and corporation.

Front 531

limited partnership

Back 531

a form of business organization in whixch each limited partner is liable for any debts only up to the amount of his or her investment in the company. the business's general partner is liable for all debts.

Front 532

Limited Service Retailers

Back 532

provide more sales assistance because of carrying more shopping goods about which customers need information

Front 533

limited warranty

Back 533

a warranty that excludes certain parts of the product form coverage or requires the customer to bear some of the expense for repairs resulting form defects.

Front 534

line

Back 534

an assortment of designs offered by one designer or manufacturer.

Front 535

line graph

Back 535

a line that joins points representing changes in a variable quantity, usually over a period of time.

Front 536

Line managers

Back 536

are responsible for work activities that directly affect organization's outputs.

Front 537

linear programming

Back 537

several related mathematical techniques used to allocated limited resources among competing demands in an optimal way

Front 538

long-range plans

Back 538

covering a period of more than one year into the future

Front 539

loss leader

Back 539

an item priced at or below cost to draw customers into a store.

Front 540

Magnitude of consequence

Back 540

the total harm or benefit derived from an ethical decision

Front 541

Management

Back 541

The Process of guiding the development, maintenance, and allocation of resources to attain organizational goals.

Front 542

Management by objectives (MBO)

Back 542

a four-step process in which manger and employees discuss and select goals develop tactical plans and meet regularly to review progress toward goal accomplishment. brings planning process down to the individual; Peter Drucker; judge employee performance on basis of results rather than telling him or her what to do every step of the way

Front 543

manager performance and development

Back 543

deal w/ a critical aspect of the firm - quality of mgmt and continuous availability and updating of managerial competence

Front 544

Managerial grid

Back 544

A grid of two leadership behaviors - concern for people and concern for production - which resulted in five different leadership styles

Front 545

manufacturer representative

Back 545

an employee of a manufacturer whose job it is to sell the manufacturer's products to retail buyers.

Front 546

Manufacturer's agency - types of intermediaries

Back 546

Hire manufacturer's agents. Independent firms whose sales forces handle related products

Front 547

market

Back 547

the set of all actual and potential buyers of a product or service

Front 548

Market development strategies

Back 548

Pursuing growth through market development, an organization would seek to find new customers for its present products.

Front 549

market economy

Back 549

an economic system in which individuals and companies decide what will be produced, when, and how it will be distributed.

Front 550

market intelligence

Back 550

information about the size and location of a market, the competition, and the segmentation within the makret for a particular product or service.

Front 551

market penetration pricing

Back 551

setting a low price for a new product in order to attract a large number of buyers and a large market share

Front 552

Market penetration strategies

Back 552

These strategies focus primarily on increasing the sale of present products to present customers.

Front 553

market research

Back 553

asking customers what they think

Front 554

market segmentation

Back 554

dividing market into small groups with distinct needs, characteristics, or behaviors who might require separate products or marketing mixes

Front 555

market share

Back 555

a company's percentage of total sales volume generated by all comptetition in a given market.

Front 556

market skimming pricing

Back 556

setting a high price for a new product to skim maximum revenues layer by layer from the segments willing to pay the high price. fewer but more profitable sales

Front 557

market targeting

Back 557

the process of evaluating each market segments attractiveness and selecting one or more segements to enter

Front 558

marketing

Back 558

the process of planning, pricing, promoting, selling, and distributing products to satisfy customers' needs and wants.

Front 559

marketing channel

Back 559

a set of interdependent organizations that help make a product or service available for use or consumption by the consumer or business user

Front 560

marketing concept

Back 560

businesses should satisfy customers' needs and wants while making a profit.

Front 561

marketing concept

Back 561

the marketing management philosophy the achieving organizational goals depends on knowing the needs and wants of target markets and delivering the desired satisfactions better than competitors do

Front 562

marketing environment

Back 562

the actors and forces outside marketing that affect marketing management's ability to build and maintain successful relationships with target customers

Front 563

Marketing information systems

Back 563

Throughout the marketing management process, current, reliable, and valid information is needed to make effective marketing decisions. Providing this information is the task of the marketing information system and marketing research.

Front 564

Marketing management

Back 564

Marketing management can be defined as "the process of planning and executing the conception, pricing, promotion, and distribution of goods, services, and ideas to create exchanges with target groups that satisfy customer and organizational objectives."

Front 565

marketing mix

Back 565

the four basic marketing strategies, called the four p's: product, place, price, and promotion.

Front 566

Marketing plan

Back 566

It is a formal statement of decisions that have been made on marketing activities; it is a blueprint of the objectives, strategies, and tasks to be performed.

Front 567

Marketing planning

Back 567

This process can be viewed in terms of three interrelated tasks: (1) establishing marketing objectives, (2) selecting the target market, and (3) developing the marketing mix.

Front 568

marketing research

Back 568

the process and methods used to gather information, analyze it, and report findings related to marketing goods and services.

Front 569

marketing strategy

Back 569

identification of target markets and determination of marketing mix choices that focus on those markets.

Front 570

markup pricing

Back 570

the process where resellers add a dollar amount (markup) to its cost to arrive at a price.

Front 571

marquee

Back 571

an architectural canopy that extends over a store's entrance.

Front 572

Maslow's esteem needs

Back 572

fourth level; needs for recognition and respect

Front 573

Maslows Hearchy of needs

Back 573

physical, servival, social, esteem, and self realization needs

Front 574

Maslow's Need Hierarchy Theory

Back 574

human needs arranged in 5 groups in a hierarchy of pre-potency (lower needs must be satisfied first)

Front 575

Maslow's physiological needs

Back 575

lowest level; hunger, thirst

Front 576

Maslow's safety needs

Back 576

second level; physical safety, health, job security

Front 577

Maslow's self-actualization needs

Back 577

fifth (top) level; become what you are capable of becoming

Front 578

Maslow's social needs

Back 578

third level; love (friendship, conversation, etc.)

Front 579

mass marketing

Back 579

use of a single marketing plan to reach all customers.

Front 580

material handling

Back 580

finding the minimum-cost routings of material-handling devices

Front 581

matrix project

Back 581

attempts to blend properties of functional and pure project structures

Front 582

maturity stage

Back 582

sales growth slows or levels off

Front 583

Maximizing

Back 583

choosing the best alternative

Front 584

McCellands Theory friendship

Back 584

The desire for friendship, affiliation and close interpersonal relationships.

Front 585

measurable: effective segmentation

Back 585

the size, purchasing power, and profiles of the segments can be measured

Front 586

media

Back 586

the avenues through which messages are delivered; also known as channels.

Front 587

Media - communication process

Back 587

the communication channels through which the message moves from sender to receiver

Front 588

Media advocacy

Back 588

an advocacy group tactic that involves framing issues as public issues

Front 589

media planning

Back 589

the process of selecting the advertising media and deciding the time or space in which the ads should appear to accomplish a marketing objective.

Front 590

media research

Back 590

a type of research focusing on the issues of media effectiveness, selection, frequency, and ratings; also known as advertising research.

Front 591

memorandum buying

Back 591

a buying process in which the supplier agrees to take back any unsold goods by a certain pre-established date.

Front 592

merchandise approach

Back 592

a way to approach a customer that focuses on making a comment or asking questions about a product in which the customer shows interest.

Front 593

merchant wholesalers

Back 593

independently owned business that takes title to the merchandise it handles

Front 594

Message - communication process

Back 594

the set of symbols that the sender transmits

Front 595

micromarketing: targeting strategies

Back 595

the practice of tailoring products and marketing programs to the needs and wants of specific individuals and local customer groups

Front 596

Middle Management

Back 596

Managers who design and carry out tactical plans in specific areas of the company.

Front 597

mini-nationals

Back 597

midsize or smaller companies that have operations in multiple countries.

Front 598

Mission

Back 598

a statement of a company's overall goal that unifies company-wide efforts toward its vision, stretches and challenges the organization, and processes a finish line and a time frame

Front 599

Mission Statement

Back 599

A formal document that states and organizations purpose and reason for existing; and describes its basic philosophy.

Front 600

mixed brand

Back 600

a combination of manufacturer, private distributer, and generic brands as a strategy to sell products.

Front 601

mixed bundling

Back 601

the practice of packaging different products and services together.

Front 602

mixed number

Back 602

a whole number and a fraction written together.

Front 603

model stock list

Back 603

an inventory monitoring plan used for merchandise that quickly goes out of fashion.

Front 604

Monitor Role

Back 604

the informational role managers play when they scan their environment for information

Front 605

monopoly

Back 605

exclusive control over a product or the means of producing it.

Front 606

Motion study

Back 606

breaking each task or job into its separate motions and then eliminating those that are unnecessary or repetitive

Front 607

Motivation to manage

Back 607

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

Front 608

motivator factors

Back 608

responsibiltiy, opportunities for professional growth, achievement and recognition

Front 609

motive

Back 609

a need that is sufficiently pressing to direct the person to seek satisfaction of the need

Front 610

multichannel distribution

Back 610

the company expands its sales and market coverage and gains opportunities to tailor its products and services to the specific needs of diverse customer segments. harder to control and generate conflict

Front 611

multifactor productivity measure

Back 611

ratio of output to a group of inputs; ex. total output/(labor+capital+energy)

Front 612

multi-nationals

Back 612

large corporations that have operations in multiple countries.

Front 613

narrow and deep

Back 613

describes a common stock plan in the peak of a season, with a large number of the top-selling items in the most popular colors available.

Front 614

national brands

Back 614

brands that are owned and initiated by national manufacturers or service companies; also known as producer brands.

Front 615

natural risks

Back 615

risks that result from natural occurrences, such as an earthquake or bad weather.

Front 616

negotiation

Back 616

the process of working with different parties to find a resolution to their conflict.

Front 617

Negotiator role

Back 617

the decisional role managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises

Front 618

net income

Back 618

the amount left after total expenses are subtracted from gross profit.

Front 619

net sales

Back 619

the amount left after gross sales have been adjusted for returns and allowances.

Front 620

net worth

Back 620

the difference between the assets of a business and its liabillities.

Front 621

networking

Back 621

the art of building business contacts and alliances.

Front 622

never-out list

Back 622

an inventory monitoring plan used for best-selling products that make up a large percentage of sales volume.

Front 623

news release

Back 623

an announcement that is sent by a business or organization to media outlets.

Front 624

Noise - communication process

Back 624

the unplanned static or distortion during the communication process, which results in the receiver's getting a different message than the one the sender sent

Front 625

Nominal group technique

Back 625

a decision-making method that begins and ends by having group members quietly write down and evaluate ideas to be shared with the group

Front 626

non personal communication channels

Back 626

media that carry messages without personal contact or feedback, including major media, atmosphere, and events

Front 627

Non store retailing

Back 627

selling to final consumers through direct mail, catalogs, telephone, the internet, tv home shopping, home and office parties, and door to door.

Front 628

nonprice competition

Back 628

competition based on factors that are not related to price, such as product quality, service and financing, business location, and reputation.

Front 629

nonprofit organization

Back 629

an organziation that can function like a business but uses the money it makes to fund the cause identified in its charter.

Front 630

Non-programmed Decisions

Back 630

Responses to infrequent, unforeseen, or very unusual problems and opportunities, where the manager does not have a precedent to follow in decision-making.

Front 631

nonverbal communication

Back 631

expressing oneself without the use of words.

Front 632

north american free trade agreement (nafta)

Back 632

an international trade agreement among the united states, canada, and mexico.

Front 633

notion of trade-offs

Back 633

operations cannot excel simultaneously on all competitive dimensions

Front 634

Number of team members

Back 634

Is best when their are twelve and under members.

Front 635

numerator

Back 635

the top number in a fraction; it represents the number of parts being considered.

Front 636

Objective goals

Back 636

Planning, Organizing, Leading and Staffing

Front 637

objectives

Back 637

results, attainments, or accomplishments used as the end points for plans and actions (narrower than a goal)

Front 638

occasion segmentation

Back 638

dividing a market into groups according to occasions when buyers get the idea to buy, actually make their purchase, or use the purchased item

Front 639

off-shore production

Back 639

manufacture of clothing or accessories in a foreign country to take advantage of lower labor costs.

Front 640

Open system

Back 640

systems that can sustain themselves only by interacting with their environment, on which they depend for their survival

Front 641

operational (action) planning

Back 641

provides the detailed plans and assignments of responsibilities and authority required to execute strategic plans

Front 642

operations and supply management

Back 642

the design, operation, and improvement of the systems that create and deliver the firm's primary products and services

Front 643

operations and supply strategy

Back 643

concerned with settling broad policies and plans for using the resources of a firm to best support its long-term competitive strategy

Front 644

opinion leader

Back 644

person within a reference group who, because of special skills, knowledge, personality, or other characteristics, exerts social influence on others

Front 645

Opportunistic behavior

Back 645

a transaction in which one party in the relationship benefits at the expense of the other

Front 646

optimizing

Back 646

strategy of mythical rational-economic man who knows all

Front 647

Options-based panning

Back 647

maintaining flexibility by making small, simultaneous investments in many alternative plans

Front 648

order qualifier

Back 648

screening criterion that permits a firm's products to even be considered as possible candidates for purchase

Front 649

order winner

Back 649

criterion that differentiates the p/s of one from from those of another; may be the price, quality, and reliability

Front 650

Organization

Back 650

to provide and mobilize resources to implement the plan.

Front 651

Organizational Culture

Back 651

the system of shared beliefs and values that develops within an organization and guides the behavior of its members.

Front 652

Organizational objectives

Back 652

Organizational objectives are the end points of an organization's mission and are what it seeks through the ongoing, long-run operations of the organization.

Front 653

Organizational portfolio plan

Back 653

The final phase of the strategic planning process is the formulation of the organizational portfolio plan.

Front 654

Organizational strategies

Back 654

When an organization has formulated its mission and developed its objectives, it knows where it wants to go. The next managerial task is to develop a "grand design" to get there. This grand design constitutes the organizational strategies.

Front 655

Organizing

Back 655

The process of coordinating and allocating a firms resources to carry out its plans.

Front 656

organizing function

Back 656

dividing work, grouping resources, est. structure of authority/responsibility, devising means for coordination of parts

Front 657

organizing process

Back 657

determines what tasks will have to be done to accomplish objectives, how they will be grouped, and how positions relate to each other

Front 658

OSHA - Occupational Safety and Health Act (1970)

Back 658

est. standards for health/safety at work, provides for their administration by Occupational Safety and Health Administration (also OSHA)

Front 659

outputs/inputs

Back 659

equals productivity

Front 660

Overt integrity test

Back 660

a written test that estimates job applicants' honesty by directly asking them what they think or feel about theft or about punishment of unethical behaviors

Front 661

partial productivity measure

Back 661

ratio of output to a single input; ex. =total output/energy

Front 662

Participative Leadership

Back 662

A leadership style in which the leader shares decision-making with group members and encourages discussion of issues and alternatives; includes democratic, consensual, and consultative styles.

Front 663

Path-goal theory

Back 663

A leadership theory that says it's the leader's job to assist his or her followers in attaining their goals

Front 664

payoff matrix

Back 664

 tabular display of 2 or more strategies or choices; conditional values of each under 2 or more possible states of nature; probabilities of these states of nature, resulting expected values; and total expected value

Front 665

perception

Back 665

the process by which people select, organize, and interpret information to form a meaningful picture of the world

Front 666

Personal agression

Back 666

hostile or aggressive behavior toward othera

Front 667

personal communication

Back 667

two or more people communicate directly with each other, including face to face, on the phone, through mail or email or even through an internet chat

Front 668

personal communication channels

Back 668

channels through which two or more people communicate directly with each other, including face to face, on the phone, through mail or email, or even though an internet chat

Front 669

Personality-based integrity test

Back 669

a written test that indirectly estimates job applicants; honesty by measuring psychological traits, such as dependability and conscientiousness

Front 670

Planning

Back 670

choosing a goal and developing a strategy to achieve that goal

Front 671

planning process

Back 671

est. goals, identify problems, find solutions, decide b/w alternatives, etc.

Front 672

plant location studies

Back 672

finding the optimal location of a new plant by evaluating shipping costs between alternative locations and supply and demand sources

Front 673

plants within plants

Back 673

have separate suborganizations, equipment and process policies, workforce management policies, production control methods, and so forth, for different products- finds the best operating level for each department

Front 674

Policy

Back 674

a standing plan that indicated the general course of action that should be taken in response to a particular event or situation

Front 675

Political deviance

Back 675

using one's influences to harm others in the company

Front 676

Popular dimensions of culture

Back 676

Language, Interpersonal space, Time orientation, Religion, Contracts and agreements

Front 677

portfolio investment

Back 677

e.g. buying stock in companies from other countries

Front 678

Position Power

Back 678

One of Fiedler's situational contingencies that described the degree of influence a leader had over power-based activities such as hiring, firing, discipline, promotions, and salary increases

Front 679

positioning

Back 679

arranging for a product to occupy a clear, distinctive, and desirable place relative to competing products in the minds of target consumers

Front 680

positive reinforcement

Back 680

an event which follows behavior and increases the likelihood that it will occur again

Front 681

Post conventional level of moral development

Back 681

the third level of moral development in which people make decisions based on internalized principles

Front 682

Power

Back 682

The ability to influence others to behave in a particular way.

Front 683

Pre conventional level of moral development

Back 683

the first level of moral development in which people make decisions based on selfish resons

Front 684

premises of planning

Back 684

refers to forecasts about the future environment which serve as the assumptions on which planning is based

Front 685

primacy of mgmt

Back 685

planning must occur before other mgmt functions can take place

Front 686

primary data

Back 686

information collected for the specific purpose at hand

Front 687

Primary stakeholder

Back 687

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

Front 688

Principle of distributive justice

Back 688

an ethical principle that holds that you should never take any action that harms the least fortunate among us

Front 689

Principle of government requirements

Back 689

an ethical principle that holds that you should never take any action that violates the law, for the law represents the minimal moral standard

Front 690

Principle of individual rights

Back 690

an ethical principle that holds that you should never take any action that infringes on others; agreed-upon rights

Front 691

Principle of long-term self interest

Back 691

an ethical principle that holds that you should never take any action that is not in you or your organizations long term self-interest

Front 692

Principle of personal virtue

Back 692

an ethical principle that holds that you should never do anything that is not honest, open, and truthful

Front 693

Principle of religious injunctions

Back 693

an ethical principle that holds that you should never take any action that is not kind and that does not build a sense of community

Front 694

Principle of utilitarian benefit

Back 694

an ethical principle that holds that you should never take any action that does not result in greater good for society

Front 695

Proactice strategy

Back 695

a 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

Front 696

Probability of effect

Back 696

the chance that something will happen and then harm other

Front 697

Problem

Back 697

a gap between a desired state and an existing state

Front 698

problem-solving

Back 698

part of planning process in which problems are defined, understanding of cause-and-effect relationships is acquired, and alternative courses of action are identified

Front 699

Procedure

Back 699

a standing plan that indicates the specific steps that should be taken in response to a particular event

Front 700

process control

Back 700

minimizing the amount of scrap material generated by cutting steel, leather, or fabric from a roll or sheet of stock material

Front 701

product

Back 701

anything that can be offered to a market for attention, acquisition, use, or consumption that might satisfy a want or need

Front 702

Product boycott

Back 702

an advocacy group tactic that involves protesting a company's action by convincing consumers not to purchase its products or service

Front 703

Product development strategies

Back 703

With this particular strategy, the new products developed would be directed primarily to present customers.

Front 704

product line

Back 704

a group of products that are closely related because they function in a similar manner, are sold to the same customer groups, are marketed through the same types of outlets, or fall within given price ranges

Front 705

product mix

Back 705

the set of all product lines and items that a particular seller offers for sale

Front 706

product planning

Back 706

finding the optimal product mix where several products have different costs and resource requirements

Front 707

product routing

Back 707

finding the optimal way to produce a product that must be processed sequentially through several machine centers, with each machine in the center having its own cost and output characteristics

Front 708

Production blocking

Back 708

a disadvantage of face-to-face brainstorming in which a group member must wait to share an idea because another member is presenting an idea

Front 709

production concept

Back 709

the idea that consumers will favor products that are available and highly affordable and that the organization should therefore focus on improving production and distribution efficiency

Front 710

Production deviance

Back 710

unethical behavior that hurts the quality and quantity of work produced

Front 711

productivity

Back 711

common measure of how well a country, industry, or business unit is using its resources (or factors of production)

Front 712

profitability

Back 712

(goes beyond dollars) - the benefit resulting from an activity

Front 713

Programmed Decisions

Back 713

Decisions made in response to frequently occurring routine situations.

Front 714

programs

Back 714

single-use plans - broad, long-term, covering specified time period (e.g. putting a man on the moon)

Front 715

project

Back 715

series of related jobs usually directed toward some major output and requiring a significant period of time to perform

Front 716

project management

Back 716

planning, directing, and controlling resources (people, equipment, material) to meet the technical, cost, and time constraints of the project

Front 717

promotion mix

Back 717

the blend of advertising, sales promotion, public relations, personal selling, and direct marketing tools that the company uses to persuasively communicate customer value and build customer relationship

Front 718

Property deviance

Back 718

unethical behavior aimed at the organization;s property or products

Front 719

Proximal goals

Back 719

short- term goals or subgoals

Front 720

Proximity of effect

Back 720

the social, psychological, cultural, or physical distance between a decision make and those affected by his or her decisions

Front 721

psychographic segmentation

Back 721

dividing a market into different groups based on social class, lifestyle, or personality characterisitcs

Front 722

Public communications

Back 722

an advocacy group tactic that relies on voluntary participation by the news media and the advertising industry to get the advocacy group's message out

Front 723

public relations

Back 723

building good relations with the company's various publics by obtaining favorable publicity, building up a good corporate image, and handling or heading off unfavorable rumors, stories, and events

Front 724

pull strategy

Back 724

the producer directs its marketing activities toward final consumers to induce them to buy the product

Front 725

pure goods

Back 725

food products, chemicals, book publishing

Front 726

pure project

Back 726

a self-contained team works full time on the project

Front 727

pure services

Back 727

little use of goods; teaching, medical advice, financial consulting

Front 728

push strategy

Back 728

pushing the product through marketing channels to final consumers.

Front 729

qualitative research

Back 729

a type of research that focuses on smaller numbers of people (usually fewer than 100) and tries to answer why or or how questions.

Front 730

quality work life

Back 730

factors in a work environment that are negative or positive that affect an inviduals work life, well being and job satisfaction.

Front 731

Rate buster

Back 731

a group of members whos work pace is significantly faster than the normal

Front 732

Rational decision making

Back 732

a systematic process of defining problems, evaluating alternatives, and choosing optimal solutions

Front 733

Raw Data

Back 733

Unprocessed facts and figures

Front 734

Reactive strategy

Back 734

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

Front 735

Readiness

Back 735

The extent to which people have the ability and willingness to accomplish a specific task

Front 736

Receiver - communication process

Back 736

the party receiving the message sent by another party

Front 737

recruitment

Back 737

part of staffing function; attracting job candidates to the org. so that they may go through the selection process

Front 738

Referent Power

Back 738

Power that is derived from an individuals personal charisma and the respect and/or admiration the individual inspires.

Front 739

Reinforcement TheoryÂ

Back 739

 refers to learning theory and similar behavioristic approaches to understanding and controlling behavior

Front 740

relatedness needs

Back 740

are the need to relate to people

Front 741

RElationship behavior

Back 741

mutually beneficial, long-term exchanges between buyers and suppliers

Front 742

Relative comparisons

Back 742

a process in which each criterion is compared directly to every other

Front 743

reminder advertising

Back 743

important for mature products. helps to maintain customer relationships and keep consumers thinking about the product

Front 744

requirements for linear programming

Back 744

model must have an explicit objective, limited resources to allocate, linearity, homegeneity, divisibility

Front 745

resident buying office

Back 745

a company, located in a major fashion center, where a buyer can learn about the latest fashion trends, new merchandise available, and deliveries.

Front 746

Resource allocator role

Back 746

the decisional role managers play when they decide who gets what resources

Front 747

Resource scarcity

Back 747

the abundance or shortage of critical organizational resources in an organization's external environment

Front 748

resources

Back 748

include capital, physical plant and equipment

Front 749

Response - communication process

Back 749

the reactions of the receiver after being exposed to the message

Front 750

responsibility

Back 750

an obligation to complete a task or achieve some goal

Front 751

retailer

Back 751

a business whose sales come primarily from retailing

Front 752

Retailing

Back 752

includes all the activities involved in selling products or services directly to final consumers for their personal, nonbusiness use

Front 753

Reward Power

Back 753

The power a leader has because of his or her ability to give positive benefits or rewards

Front 754

role conflict

Back 754

conflicting expectations of job behavior held

Front 755

rolling plan

Back 755

a long-range plan that is updated periodically and extended again

Front 756

rule

Back 756

standing plan - prescribes or prohibits behavior in specific terms

Front 757

Rules and regulations

Back 757

standing plans that describe how a particular action should be preformed or what must happen or not happen in response to a particular event

Front 758

sales forecasting

Back 758

includes the predicted demand for the goods and services provided by the organization; of vital importance for operational and production planning

Front 759

sales promotion

Back 759

short term incentives to encourage the purchase or sale of a product or service

Front 760

satisfices

Back 760

accepts soln that meets his criteria, not necessarily the best possible soln

Front 761

Satisfying

Back 761

choosing a "good enough" alternative

Front 762

scalar (chain of command) principle

Back 762

Fayol - should be a single, clear, and unbroken line of authority from the top of the organization to each subordinate position

Front 763

Scientific Management

Back 763

-Develop rules of motion, standardized work implements, and proper working conditions for every job. -Carefully select workers with the right abilities for the job. -Carefully train workers and provide proper incentives. -Support workers by carefully planning their work and removing obstacles

Front 764

second principle of Scientific Mgmt

Back 764

select workers systematically and scientifically

Front 765

secondary data

Back 765

information that already exists somewhere, having been collected for another purpose

Front 766

Secondary stakeholder

Back 766

any group that can influence or be influenced by a company and can affect public perceptions about its socially responsible behavior

Front 767

selection process

Back 767

 part of staffing function; gather info about candidates, choosing those who meet the org.'s criteria

Front 768

selective distribution

Back 768

the use of more than one, but fewer than all, of the intermediaries who are willing to carry a company's products.

Front 769

Self Service Retailers

Back 769

serve customers who are willing to perform their own locate-compare-select process to save money

Front 770

selling concept

Back 770

the idea that consumers will not buy enough of the firm's products unless it undertakes a large scale selling and promotion effort

Front 771

Sender - communication process

Back 771

the party sending the message to another party

Front 772

sense of ethics

Back 772

ideas of what is right and equitable and fair

Front 773

service intangibility

Back 773

a major characteristic of services that cannot be seen, tasted, felt, heard, or smelled before they are bought

Front 774

service/manufacturing productivity analysis

Back 774

comparing how efficiently different service and manufacturing outlets are using their resources compared to the best-performance unit

Front 775

services

Back 775

require interaction with customer, intangible, heterogeneous, perishable and time dependent, can't be stored, come with a packaged feature that affect the five senses

Front 776

Shareholder model

Back 776

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

Front 777

shopping product

Back 777

consumer good that the customer, in the process of selection and purchase, characteristically compares on such bases as suitability, quality, price, and style

Front 778

Simple environment

Back 778

an environment with few environmental factors

Front 779

Single-use plans

Back 779

plans that coer unique, one-time-only events

Front 780

Situation analysis

Back 780

The situation analysis can be divided into six major areas of concern: (1) the cooperative environment; (2) the competitive environment; (3) the economic environment; (4) the social environment; (5) the political environment; and (6) the legal environment.

Front 781

Situational Leadership Theory (SLT)

Back 781

A leadership theory that focuses on followers readiness

Front 782

slack resources

Back 782

a cushion of extra resources that can be used with options-based planning to adapt to unanticipated change, problems, o opportunities

Front 783

SMART goals

Back 783

goals that are specific measurable attainable, realistic and timely

Front 784

Social consensus

Back 784

agreement on whether behavior is bad or good

Front 785

social responsibilities

Back 785

include obligation to perform the organization's primary function (e.g. make a profit), but to do so in a way that does not have harmful side effects to society

Front 786

Social responsiveness

Back 786

refers to a company;s strategy for responding to stakeholders' economic, legal, ethical, or discretionary expectations concerning social responsibility

Front 787

societal marketing concept

Back 787

a principle of enlightened marketing that holds that a company should make good marketing decisions by considering consumers wants, the company's requirements, consumers' long run interests, and society's long run interests

Front 788

Soldiering

Back 788

when workers deliberately slow their pace or restrict their work outputs

Front 789

span of control

Back 789

there is a limit to the number of subordinates a single person can supervise

Front 790

speciality product

Back 790

consumer product with unique characterisitcs or brand identification for which a significant group of buyers is willing to make a special purchase effort

Front 791

specialization (division of labor)

Back 791

dividing the work into very simple or basic tasks

Front 792

specialty store

Back 792

carries narrow product lines with deep assortments within those lines

Front 793

Specific environment

Back 793

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

Front 794

Spokesperson role

Back 794

the informational role managers play when they share information with people outside their departments or companies

Front 795

Stable environment

Back 795

an environment in which the rate of change is slow

Front 796

staff mangers

Back 796

use technical expertise to advise and support the efforts of line workers.

Front 797

staffing function

Back 797

provides the right people to fill the structure designed by the organizing function. human resources (personnel) mgmt

Front 798

staffing process

Back 798

same as personnel process; includes manpower planning, recruitment, selection, orientation, training, etc.

Front 799

Stages in adjusting to a new culture:

Back 799

Confusion, Small victories, The honeymoon, Irritation and anger, Reality

Front 800

Stages of team development: form development

Back 800

the stage where the members are becoming aquainted

Front 801

stages of team development: normative stage

Back 801

The stage where the team is unified, and focused and all problems are resolved.

Front 802

stages of team development: performing stage

Back 802

phase of team development in which team members progress toward team objectives , handle problems, coordinate work , and confront each other if necessary.

Front 803

Stages of team development: storming stage

Back 803

the stage where the teams development starts happening through personality conflict and personality issues

Front 804

Stakeholder Issues and Analysis

Back 804

Those persons, groups, and other organizations directly affected by the behavior of the organization and holding a stake in its performance:Employees, Customers, Suppliers, Owners, Competitors, Regulators, Interest groups.

Front 805

stakeholder model

Back 805

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

Front 806

Stakeholders

Back 806

persons or groups with a "stake" or legitimate interest in a company's action

Front 807

Standing plans

Back 807

plans used repeatedly to handle frequently recurring events

Front 808

states of nature

Back 808

 future environmental conditions which are listed and assigned a probability in a payoff matrix

Front 809

statistical methods

Back 809

use of regression analysis, or correlations b/w variables, to predict one from the other (e.g. to predict housing starts from marriages)

Front 810

steps in problem-solving and decision-making

Back 810

define the problem, analyze info and try to understand cause-and-effect relations, generate alternative solns, identify criteria, make decision, develop action/contingency plans

Front 811

straddling

Back 811

a company seeks to match the benefits of a successful position while maintaining its existing position; add new features, services, or technologies onto the activities it already performs

Front 812

strategic capacity planning

Back 812

an approach to determining the overall capacity level of capital intensive resources, including facilities, equipment, and overall labor force size

Front 813

Strategic Goals

Back 813

Mission statement, Strategic plans, Past Experience, Feedback from External Environment, Control System Design

Front 814

Strategic plan

Back 814

A larger plan or blueprint for the entire organization.

Front 815

Strategic Planning

Back 815

Strategic planning includes all the activities that lead to the development of a clear organizational mission, organizational objectives, and appropriate strategies to achieve the objectives for the entire organization.

Front 816

strategic plans

Back 816

overall company plans that clarify how the company will serve customers and position itself against competitors over the next two to five years

Front 817

strategy

Back 817

a broad conception of how to achieve the organization's goals

Front 818

Strong cultures:

Back 818

Commit members to do things that are in the best interests of the organization.

Front 819

substantial: effective segmentation

Back 819

the market segments are large or profitable enough to serve

Front 820

Subsystem

Back 820

smaller systems that operate within the context of a larger system

Front 821

Superstore

Back 821

a store larger than regular supermarkets and offer a larger assortment of routinely purchased food products, nonfood items, and services

Front 822

Supervisory Management

Back 822

Managers who design and carry out operational plans for the ongoing daily activities of the firm.

Front 823

Supplier dependence

Back 823

the degree to which a company relies on a supplier because of the importance of the suppliers products to the company's and the difficulty of finding other sources for that product

Front 824

suppliers

Back 824

companies that provide material, human, financial, and informational resources to other companies

Front 825

supportive leadershipÂ

Back 825

House's Path-Goal theory; used in routine, repetitive situations

Front 826

survey research

Back 826

gathering primary data by asking people questions about their knowledge, attitudes, preferences, and buying behavior

Front 827

Sustainable development

Back 827

meeting current needs without compromising future needs.

Front 828

Sweatshops

Back 828

employing workers at low wages for long hours and in poor working conditions.

Front 829

swot analysis

Back 829

an overall evaluation of the company's strengths, weaknesses, and opportunties, and threats

Front 830

Synergy

Back 830

when two or more subsystems working together can produce more than they can working apart

Front 831

System

Back 831

a set of interrelated elements or parts that function as a whole

Front 832

systems approach (theory)

Back 832

see an organization in terms of its parts (sub-systems)

Front 833

Tactical Plans

Back 833

plans created and implemented by middle managers that specify how the company will use resources, budgets, and people over the next six months to two years to specific goals within its mission

Front 834

Taft-Hartley Act (1947)Â

Back 834

tried to balance power more equally b/w labor and mgmt; outlawed the closed-shop (which required union membership before employment)

Front 835

target market

Back 835

a set of buyers sharing common needs or characteristics that the company decides to serve

Front 836

Task Structure

Back 836

One of Fiedler's situational contingencies that described the degree to which job assignments were formalized and procedurized

Front 837

Team Leaders

Back 837

managers responsible for facilitating team activities towards accomplishing a goal

Front 838

Technical skills

Back 838

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

Front 839

technological forecasting

Back 839

predicting the state of scientific and technological knowledge and the kind of machinery and skills that will exist

Front 840

technology

Back 840

the knowledge, tools, and techniques used to transform input into output

Front 841

Temporal immediacy

Back 841

the time between an act and the consequences the act produces

Front 842

The Acceptance Theory of Authority

Back 842

Chester Barnard; authority of any communication or command lies in the degree to which the receiver accepts it as legitimate

Front 843

the buying center

Back 843

all the individuals and units that play a role in the purchase decision making process

Front 844

The Equal Employment Opportunity Commission (EEOC); part of EEO

Back 844

est. by federal gov. to administer equal employment opportunity legislation

Front 845

The general environment include:

Back 845

Economic, Socio-cultural, Legal-political, Technological, Natural environment

Front 846

The Hawthorne Studies

Back 846

Manipulated physical work conditions to assess impact on output. Factors that accounted for increased productivity: Group atmosphere and Participative supervision

Front 847

The marketing concept

Back 847

The marketing concept means that an organization should seek to make a profit by serving the needs of customer groups.

Front 848

Theory X and Theory Y

Back 848

Douglas McGregor; traditional mgmt (X) views man as lazy, w/o initiative, etc. vs. (Y) - motivation is internal, desire to work like desire to play, etc.

Front 849

Theory X assumes that workers:

Back 849

Dislike work, Lack ambition, Are irresponsible, Resist change, Prefer to be led

Front 850

Theory Y assumes that workers are:

Back 850

Willing to work, Capable of self control, Willing to accept responsibility, Imaginative and creative, Capable of self-direction

Front 851

third principle of Scientific Mgmt

Back 851

training workers in methods developed by Sci. Mgmt, providing incentives, giving leadership support

Front 852

Thorndike's Law of Effect

Back 852

behavior followed by reinforcement tends to be repeated

Front 853

time cost models

Back 853

used when cost trade-off info is a major consideration in planning, used to determine the least cost in reducing total project time

Front 854

Time study

Back 854

timing how long it takes good workers to complete each part of their jobs

Front 855

Title VII (part of EEO)Â

Back 855

part of the Civil Rights Act of 1964; outlaws discrimination in employment on basis of race, color, religion, nat'l origin, or sex

Front 856

Top Management

Back 856

The highest level of managers; includes CEO's, presidents, and vice presidents, who develop strategic plans and address long-range issues.

Front 857

Traditional Conflict

Back 857

Conflict is unnecessary ,conflict is to be feared,conflict is harmful,conflict is a personal failure, immediately stop conflict remove all evidence of conflict , including people.

Front 858

trait approach

Back 858

looks for permanent traits of personality which distinguish leaders from non-leaders or effective leaders from non-effective onesÂ

Front 859

Transactional leaders

Back 859

Leaders who lead primarily by using social exchanges

Front 860

transformation process

Back 860

uses resources to convert inputs into some desired output

Front 861

transformation processes

Back 861

physical (manufacturing), location (transportation), exchange (retailing),storage (warehousing),psychological (healthcare),informational (telecommunications)

Front 862

Transformational leaders

Back 862

Leaders who stimulate and inspire followers to achieve extraordinary outcomes

Front 863

trial: adoption process

Back 863

the consumer tries the new product on a small scale to improve his or her estimate of its value

Front 864

Trust

Back 864

The belief in the integrity, character, and ability of a leader

Front 865

Types of Controls

Back 865

Feed forward Controls, Concurrent Control, Feedback Control, Control Systems and after the fact controls

Front 866

Types of power

Back 866

coercive, reward, legitimate,expertise, and referential power

Front 867

Types of teams: horizontal team

Back 867

members are from different departments in an organization

Front 868

Types of teams: vertical

Back 868

a manager and his subordinates. Might involve three to four levels of management.

Front 869

Types of teams:task force

Back 869

consists of members from different departments who have gotten together to achieve a task, usually the team is disbanded when the project is acomplished.

Front 870

Uncertainty

Back 870

extent to which managers can understand or predict which environmental changes and trends will affect their businesses.

Front 871

undifferentiated marketing: targeting strategies

Back 871

a market coverage strategy in which a firm decides to ignore market segment differences and go after the whole market with one offer

Front 872

Uniform Guidelines on Employee Selection Procedures (part of EEO)

Back 872

set of rules in area of EEO, published in 1978; provide that all procedures (tests, etc.) used be valid and relevant to job performance

Front 873

unity of command

Back 873

Fayol - each subordinate should have only one boss

Front 874

unity of direction

Back 874

Fayol - all activities in pursuit of a given organizational goal should be under direction of a single person

Front 875

unsought product

Back 875

consumer product that the consumer either does not know about or know about but does not normally think of buying

Front 876

value

Back 876

quality/price

Front 877

variable costs

Back 877

things that vary w/ the quantity of sales

Front 878

vehicle/crew scheduling

Back 878

finding the optimal way to use resources such as aircraft, bus, or trucks, and their operating crews to provide transportation services to customers and materials to be moved between different locations

Front 879

Vertical Marketing System

Back 879

Consists of producers, wholesalers, and reltailers acting as a unified system. One channel member own the others, has contracts with them, or wields so much power that they must all cooperate

Front 880

vertical retailer

Back 880

a company that designs, produces, and sells its own products, without using middlemen or wholesalers.

Front 881

vignette

Back 881

a merchandise display that shows how merchandise looks in use.

Front 882

Visible artifacts

Back 882

visible signs of an organization's culture, such as the office design and layout, company dress code, nd company benefits and perks, like stop options, personal parking spaces or the private company dining room

Front 883

Vision

Back 883

a statement of a company's purpose or reason for existing

Front 884

Visionary Leadership

Back 884

The ability to create and articulate a realisitic, credible, and attractive vision of the future that improves upon the current situation.

Front 885

Wagner Act (National Labor Relations Act of 1935) NLRA

Back 885

nation's basic labor legislation; est. employee rights to form unions, requires employers to bargain w/ such unions in good faith, and prohibits unfair labor practices

Front 886

Ways to manage conflict

Back 886

What is the level of conflict, who is in conflict and what is the source of conflic

Front 887

What is an aspect of procedural justice theory in management?

Back 887

If you are giving negative feedback on job performance, you must make it clear why negative feedback is being given.

Front 888

What is an aspect of procedural justice theory in management?

Back 888

If you are giving negative feedback on job performance, you must make it clear why negative feedback is being given.

Front 889

What is Cognitive dissonance?

Back 889

Cognitive dissonance arises from conflicting cognitions. Cognitive dissonance is the perception of incompatibility between two cognitions, which for the purpose of cognitive dissonance theory can be defined as any element of knowledge, attitude, emotion, belief or value, as well as a goal, plan, or an interest. In brief, the theory of cognitive dissonance holds that contradicting cognitions serve as a driving force that compels the mind to acquire or invent new thoughts or beliefs, or to modify existing beliefs, so as to minimize the amount of dissonance (conflict) between cognitions.

Front 890

What is observable culture

Back 890

What one sees and hears when walking around an organization.

Front 891

What is proxemics in psychology?

Back 891

The term proxemics was introduced by anthropologist Edward T. Hall in 1963 to describe the measureable distances between people as they interacted. Hall pointed out that social distance between people is reliably correlated with physical distance, and described four distances: intimate distance for embracing, touching or whispering (15-45 cm, 6-18 inches), personal distance for interactions among good friends (45-120 cm, 1.5-4 feet), social distance for interactions among acquaintances (1.2-3.5 m, 4-12 ft), public distance used for public speaking (over 3.5 m, 12 ft). Hall pointed out that different cultures maintain different standards of personal space. In Latin cultures, for instance, those relative distances are smaller, and people tend to be more comfortable standing close to each other; in Nordic cultures the opposite is true.

Front 892

What is the core culture

Back 892

Underlying assumptions and beliefs that influence behavior and contribute to the observable culture.

Front 893

What is the Fundamental attribution error?

Back 893

The fundamental attribution error (sometimes referred to as the actor-observer bias, correspondence bias or overattribution effect) is the tendency for people to over-emphasize dispositional, or personality-based, explanations for behaviors observed in others while under-emphasizing the role and power of situational influences on the same behavior. In other words, people tend to have a default assumption that what a person does is based more on what "kind" of person he is, rather than the social and environmental forces at work on that person. This default assumption leads to people sometimes making erroneous explanations for behavior. This general bias to over-emphasizing dispositional explanations for behavior at the expense of situational explanations is much less likely to occur when people evaluate their own behavior.

Front 894

What is Vroom's expectancy theory?

Back 894

This theory deals with motivation and management. It assumes that people wish to maximize pleasure and minimize pain. It says that people will be motivated to perform well if good performance will result in outcomes they value. Vroom introduces three variables which he calls Valence, Expectancy and Instrumentality. Valence is the importance that the individual places upon the expected outcome of a situation. Expectancy is the belief that output from the individual and the success of the situation are linked, e.g. if I work harder then this will be better. Instrumentality is the belief that the success of the situation is linked to the expected outcome of the situation, e.g. it's gone really well, so I'd expect praise

Front 895

wheel of retailing concept

Back 895

retailing that states that new types of retailers usually begin as low margin, low price, low status operations but later evolve into higher priced, higher service operations, eventually becoming like the conventional retailers they replaced

Front 896

Whistleblowing

Back 896

reporting others' ethics violations to management or legal authorities

Front 897

work breakdown structure

Back 897

defines the hierarchy of project tasks, subtasks, and work packages

Front 898

Work Team Characteristics

Back 898

A team composed of multiskilled workers, that does all the tasks previously done by individual member in a functional department or departments.

Front 899

worker performance and morale

Back 899

contribute to productivity, product quality, and reputation of organization not only for its goods and services but also as a place to work

Front 900

Workplace deviance

Back 900

unethical behavior that violates organizational norms about right and wrong

Front 901

WOTS-UP analysis

Back 901

weaknesses, opportunities, threats and strengths underlying planning