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41 Cards in this Set
- Front
- Back
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Globalization |
A boundaryless world where goods and services are produced and marketed worldwide |
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What does global mean? |
Exchanging goods and services, using managerial and employee talent, using financial sources/resources all outside the home country |
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Types of global organization |
Multidomestic Corp Transnational organization Global corp |
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G.l.o.b.e. |
Global leadership organizational behavior effectiveness |
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Hofstedes framework |
5 dimensions of national culture: power distance Individualism/collectivism Quantity/quality of life Uncertainty avoidance Long-term/short-term orientation |
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Globe 9 dimensions of cultural difference |
Assertiveness/future orientation/gender differentiation/uncertainty avoidance/power distance/ individualism/in group collectivism/performance orientation/humane orientation |
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Social responsibility |
Corporate social responsibility Social obligation Social responsiveness |
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Sustainability |
Meeting the needs of people today without compromising the ability of future generations of meet their own needs. A company's ability to achieve its business goals and increase long term shareholder value by integrating economic, environmental, and social opportunity |
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Ethic behavior |
A set of rules or principles that defines right and wrong conduct |
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Ethic views |
Utilitarian Rights view Theory of justice |
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Ethical leadership |
Honest/truth/admit to failure/ share personal values |
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Changing workforce diversity |
Is visible in age, gender, race, physical attributes, style of dress, personality type |
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Adapting to changing workplace |
Work-lifestyle balance Contingent workforce Generational differences |
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The primary management function |
Planning |
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Reasons for planning |
Set standards Provide direction Minimize waste/redundancy Reduce the impact of change |
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What managers do to develop an organization's strategies |
Strategic management |
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Steps in strategic management |
SWOT analysis |
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SWOT |
External- opportunity/threats Internal- strengths/weaknesses |
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An organization expands the number of markets served or products offered |
Growth strategy |
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Is a strategy for how an organization will compete in it's business |
Competitive strategy |
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What sets an organization's apart |
Distinctive edge that comes from it's core competencies and resources Competitive advantage |
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Strategic weapons |
Customer service Employee skills/loyalty Innovation Quality Social media Big data |
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Planning =goals+plans |
Well written goals Types of plans: Financial vs strategic Stated vs real |
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Contemporary issues in planning |
Planning in dynamic environments Environmental scanning |
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Six key elements in organizational design |
Work specialization Departmentalization Authority/responsibility Span of control Centralization/decentralization Formalization |
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A structure in which each employee reports to only one manager |
Unity of command |
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Authority versus power |
Authority A right whose legitimacy is based on an authority figures position in the organization; goes with the job Power: an individual ability to influence decisions |
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Types of power |
Coercive power Reward Legitimate Expert Referent |
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Span of control includes: |
Employee experience, training and similarity/complexity of tasks |
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Organization |
A deliberate arrangement of people brought together to accomplish a specific purpose |
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Characteristics of an organization |
Goals, people, structure |
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Non managerial employee |
Work directly on tasks, not responsible for overseeing others work |
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Managers |
Direct and oversee activities of others; other work duties |
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Titles of managers |
Top manager, middle manager, first line manager, team leader |
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Management |
Process of getting things done effectively and efficiently with and through people |
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Four functions approach of managers role |
Plan, organize, lead, control |
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Management roles approach |
Interpersonal, informational, decisional |
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Skills and competencies of management |
Conceptual, interpersonal, technical, political |
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Organizational culture |
Shared values, principles, traditions, and ways of doing things that influence the way an organization's members act |
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Stakeholders |
Any constituencies in an organization's environment that are affected by that organizations decisions and actions |
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Components of external environment |
Economy, demographics, political/legal, technology, global |
