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138 Cards in this Set
- Front
- Back
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Organization
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A systematic arrangement of people brought together to accomplish some specific purpose.
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Operatives
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People who work directly on a job or task and have no responsibility for overseeing the work of others.
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Managers
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Individuals in an organization who direct the activities of others.
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First-Line Managers
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Supervisors responsible for directing the day to day activities of operative employees.
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Middle Managers
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Individuals at levels of management between the first line manager and top management.
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Top Managers
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Individuals who are responsible for making decisions about the direction of the organization and establishing polices that affect all organizational members.
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Management
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The process of getting things done, effectively and efficiently, through and with other people.
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Effectiveness
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Means doing the right tasks; goal attainment.
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Efficiency
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Means doing the task correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs.
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Management Processes
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Planning, organizing, leading, and controlling
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Planning
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Includes defining goals, establishing strategy, and developing plans to coordinate activities.
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Organizing
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Includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
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Leading
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Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts.
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Controlling
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The process of monitoring performance, comparing it with goals, and correcting any significant deviations.
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Managerial Roles
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Specific categories of managerial behavior; often groups under three primary headings: interpersonal relationships, transfer of information, and decision making.
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Small Business
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Any independently owned and operated profit-seeking enterprise that has fewer than 500 employees.
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Conceptual Skills
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A manager's mental ability to coordinate all of the organization's interests and activities
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Interpersonal Skills
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A manager's ability to work with, understand, mentor, and motivate others, both individually and in groups.
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Technical Skills
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A manager's ability to use the tools, procedures, and techniques of a specialized field.
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Political Skills
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A manager's ability to build a power base and establish the right connections.
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Management Competencies
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A cluster of knowledge, skills, and attitudes related to effective managerial performance.
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Division of Labor
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The breakdown of jobs into narrow, repetitive tasks.
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Industrial Revolution
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The advent of machine power, mass production, and efficient transportation begun in the late eighteenth century in Great Britain.
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Classical Approach
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The term used to describe the hypotheses of the scientific management theorists and the general administrative theorists.
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Scientific Management
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The use of the scientific method to define the one best way for a job to be done.
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Therbligs
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Gilbreths' classification scheme for labeling 17 basic hand motions.
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Principles of Management
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Fayol's fundamental or universal principles of management practice.
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Bureaucracy
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Weber's ideal type of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.
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General Administrative Theorists
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Writers who developed general theories of what managers do and what constitutes good management practice.
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Hawthorne Studies
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A series of studies done during the 1920's and 1930's that provided new insights into group norms and behaviors.
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Process Approach
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The performance of planning, leading, and controlling activities is seen as circular and continuous.
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Systems Approach
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Defines a system as a set of interrelated and interdependent parts arranged in a whole manner that produces a unified whole.
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Closed System
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A system that is not influenced by and does not interact with its environment.
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Open System
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A system that dynamically interacts with its environment.
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Stakeholders
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Any group that is affected by organizational decisions and policies.
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Contingency Approach
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The situational approach to management that replaces more simplistic systems and integrates much of management theory.
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Knowledge Workers
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Workers whose jobs are designed around the acquisition and application of information.
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Global Village
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Refers to the concept of a boundary-less world; the production and marketing of goods and services worldwide.
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Multinational Corporations (MNC's)
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Companies that maintain significant operations in two or more countries simultaneously but are based in one home country.
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Transnational Corporation (TNC)
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A company that maintains significant operations in more than one country simultaneously and decentralizes decision making in each operation to the local country.
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Borderless Organization
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A management structure in which internal arrangements that impose artificial geographic barriers are broken down.
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Strategic Alliances
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A domestic and a foreign firm share the cost of developing new products or building production facilities in a foreign country.
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Parochialism
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Refers to a narrow focus in which one sees things solely through one's own view and from one's own perspective.
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Global Leadership and Organizational Behavior Effectiveness (GLOBE)
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Research program started in 1993 that is an ongoing cross-cultural investigation of leadership and national culture.
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Technology
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Any equipment, tools, or operating methods that are designed to make work more efficient.
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e-Commerce
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Any computer transaction that occurs wen data are processed and transmitted over the internet.
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e-Business
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The full breadth of activities included in a successful internet-based enterprise.
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Telecommuting
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A system of working at home on a computer that is linked to the office.
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Social Responsibility
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A firm's obligation, beyond that required by the law and economics, to pursue long-term goals that are beneficial to society.
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Social Obligation
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The obligation of a business to meet its economic and legal responsibilities and no more.
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Social Responsiveness
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The ability of a firm to adapt to changing societal conditions.
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Ethics
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A set of rules or principles that defines right and wrong conduct.
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Code of Ethics
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A formal document that states an organization's primary values and the ethical rules it expects managers and operatives to follow.
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Entrepreneurship
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The process of initiating a business venture, organizing the necessary resources, and assuming the risks and rewards.
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Intrapreneurs
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Persons within an organization who demonstrate entrepreneurial characteristics.
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Workforce Diversity
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The varied backgrounds of organizational members in terms of gender, race, age, sexual orientation, and ethnicity.
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Downsizing
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An activity in an organization designed to create a more efficient operation through extensive layoffs.
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Rightsizing
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Linking staffing levels to organizational goals.
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Outsourcing
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An organization's use of outside firms for providing necessary products and services.
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Contingent Workforce
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Part-time, temporary, and contract workers who are available for hire on an as-needed basis.
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Core Employees
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The small group of full-time employees of an organization who provide some essential job tasks for the organization.
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Empowerment
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The redesigning of jobs in order to increase the decision-making discretion of workers.
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Continuous Improvement
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Organizational commitment to constantly improving the quality of a product or service.
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Kaizen
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The Japanese term for an organization committed to continuous improvement.
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Work Process Engineering
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Radical or quantum change in an organization.
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Coach
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A manager who motivates, empowers, and encourages his or her employees.
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Strategic Plans
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Plans that are organization wide, establish overall objectives, and position an organization in terms of its environment.
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Tactical Plans
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Plans that specify the details of how an organization's overall objectives are to be achieved.
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Short-term Plans
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Plans that cover less than one year
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Long-term Plans
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Plans that extend beyond five years.
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Specific plans
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Plans that have clearly defined objectives and leave no room for misinterpretation.
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Directional Plans
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Flexible plans that set out general guidelines.
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Single Use Plans
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A plan that is used to meet the needs of a particular or unique situation.
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Standing Plan
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A plan that is ongoing and provides guidance for repeatedly preformed actions in an organization.
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Management By Objective (MBO)
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A system in which specific performance objectives are jointly determined by subordinates and their supervisors, progress toward objectives is periodically reviewed, and rewards are allocated on the basis of that progress.
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Strategic Management Process
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A nine-step process that involves strategic planning, implementation, and evaluation.
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Environmental Scanning
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Screening large amounts of information to detect emerging trends and create a set of scenarios.
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Competitive Intelligence
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Accurate information about competitors that allows managers to anticipate competitors' actions rather than merely react to them.
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Opportunities (strategic)
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Positive external environmental factors.
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Threats
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Negative external environmental factors.
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Strengths (strategic)
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Internal resources that are available or things that an organization does well.
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Core Competency
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Any of the strengths that represent unique skills or resources that can determine the organization's competitive edge.
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Weaknesses
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Resources that an organization lacks or activities that it does not do well.
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SWOT Analysis
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Analysis of an organization's strengths, weaknesses, opportunities, and threats in order to identify a strategic niche that the organization can exploit.
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Grand Strategies
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The four primary types of strategies: growth, stability, retrenchment, and combination.
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Growth Strategy
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A strategy in which an organization attempts to increase the level of its operations; can take the form of increasing sales revenue, number of employees, or market share.
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Merger
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Occurs when two companies, usually of similar size, combine their own resources to form a new company.
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Acquisition
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Occurs when a larger company buys a smaller one and incorporates the acquired company's operations into its own.
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Stability Strategy
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A strategy that is characterized by an absence of significant change.
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Retrenchment Strategy
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A strategy characteristic of a company that is reducing its size, usually in an environment of decline.
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Combination Strategy
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The simultaneous pursuit by an organization of two or more of growth, stability, and retrenchment strategies.
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Competitive Strategy
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A strategy to position an organization in such a way that it will have a distinct advantage over its competition; Three types are cost leadership, differentiation, and focus strategies.
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Cost-Leadership Strategy
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The strategy an organization follows when it wants to be the lowest-cost producer in its industry.
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Differentiation Strategy
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The strategy an organization follows when it wants to be unique in its industry within a broad market.
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Focus Strategy
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The strategy an organization follows when it wants to establish an advantage in a narrow market segment.
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Benchmarking
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The search for the best practices among competitors or non-competitors that lead to their superior performance.
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Competitive Strategy
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A strategy to position an organization in such a way that it will have a distinct advantage over its competition; Three types are cost leadership, differentiation, and focus strategies.
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Cost-Leadership Strategy
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The strategy an organization follows when it wants to be the lowest-cost producer in its industry.
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Differentiation Strategy
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The strategy an organization follows when it wants to be unique in its industry within a broad market.
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Focus Strategy
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The strategy an organization follows when it wants to establish an advantage in a narrow market segment.
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Benchmarking
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The search for the best practices among competitors or non-competitors that lead to their superior performance.
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ISO 9000 Series
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Designed by the international organization for standardization, these standards reflect a process whereby independent auditors attest that a company's factory, laboratory, or office has met quality management standards.
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Six Sigma
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A philosophy and measurement process that attempts to design in quality as a product is being made. A document that explains the business founder's vision and describes the strategy and operations of that business.
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Decision-making process
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a set of eight steps that includes, identifying a problem, selecting a solution, and evaluating the effectiveness of the solution.
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problem
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a discrepancy between an existing and a desired state of affairs.
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decision criteria
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factors that are relevant in a decision.
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decision implementation
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putting a decision into action; includes conveying the decision to the persons who will be affected by it and getting their commitment to it.
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rational
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describes choices that are consistent and value maximizing within specified constraints.
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certainty
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the implication that, in making a decision, the decision maker knows the outcome of every possible alternative.
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risk
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the probability that a particular outcome will result from a given decision.
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uncertainty
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a condition in which managers do not have full knowledge of the problem they face and cannot determine even a reasonable probability of alternative outcomes.
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Creativity
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the ability to produce novel and useful ideas.
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satisfice
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making a good enough decision
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bounded rationality
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behavior that is rational within the parameters of a simplified model that captures the essential features of a problem.
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heuristics
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judgmental shortcuts
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availability heuristic
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the tendency for people to base their judgments on information that is readily available to them.
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representative heuristic
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the tendency for people to base judgments of probability on things with which they are familiar.
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escalation of commitment
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an increased commitment to a previous decision despite negative information.
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well-structured problems
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straightforward, familiar, easily defined problems.
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ill structured problems
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new problems in which information is ambiguous or incomplete.
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programmed decision
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a repetitive decision that can be handled by a routine approach.
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procedure
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a series of interrelated sequential steps that can be used to respond to a well-structured problem.
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rule
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an explicit statement that tells managers what they ought or ought not to do.
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policy
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a general guide that establishes parameters for making decisions.
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Nonprogrammed decisions
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decisions that must be custom-made to solve unique and nonrecurring problems.
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expert systems
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software that acts like an expert in analyzing and solving ill-structured problems.
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neural networks
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software that is designed to imitate the structure of brain cells and connections among them.
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groupthink
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the withholding by group members of different views in order to appear to be in agreement.
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brainstorming
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an idea-generating process that encourages alternatives while withholding criticism.
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nominal group technique
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a decision-making technique in which group members are physically present but operate independently.
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electronic meeting
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a type of nominal group technique in which participants are linked by computer.
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ringisei
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Japanese consensus-forming group decisions.
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decision trees
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useful quantitative tool to analyze decisions that involve a progression of decisions.
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break-even analysis
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a technique for identifying the point at which total revenue is just sufficient to cover total costs.
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linear programming
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a mathematical technique that solves resource allocation problems.
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queuing theory
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a technique that balances the cost of having a waiting line against the cost of service to maintain that line.
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fixed point reordering system
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a pre-established point at which inventory is replenished.
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economic order quantity (EOQ)
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a technique for balancing purchase, ordering, carrying, and stock-out costs to derive the optimum quantity for a purchase order.
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