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121 Cards in this Set
- Front
- Back
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All managers work in ____ |
organizations |
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collections of people who work together and coordinate their actions to achieve a wide variety of goals or desired future outcomes |
Organizations |
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The people responsible for supervising the use of an organizations resources to meet its goals |
Managers |
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The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectivly and efficiently |
Management |
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Include people, skills, know-how and experience, machinery, raw materials, computers and IT, patents, financial capital, and loyal customers and employees |
Resources |
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A measure of how efficiently and effectively managers use available resources to satisfy customers and achieve organizational goals |
Organizational Performance |
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Minimum input of resources with maximum output. "Getting the most bang for your buck" |
Efficiency |
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Doing the right things. Establishing the correct goals |
Effectiveness |
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Learning from someone else's mistakes or accomplishments |
Social Learning |
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Individuals generally learn through personal experience or the experiences of others. By studying _____ in school, you are exposing yourself to the lessons others have learned |
management |
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The economic benefits of becoming a good manager are also impressive. In the US, general managers earn a median wage of ___ |
$95,000 |
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Leaning management principles can help you make good decisions in ____ contect |
non-work |
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Who came up with the four functions of management? |
Henry Fayol |
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Choose appropriate organizational goals and courses of action to best achieve those goals |
Planning |
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Establish task and authority relationships that allow people to work together to acheive organization goals |
Organizing |
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Motivate, coordinate, and energize individuals and groups to work together to achieve organizational goals |
Leading |
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Establish accurate measuring and monitoring systems to evaluate how well the organization has achieved its goals |
Controlling |
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What are the three steps in the planning process? |
Deciding the goal, deciding the strategies to attain the goal, deciding how to allocate organizational resources |
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managers must decide how to best organize resources, particularly ____ |
human resources |
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A formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals |
Organizational Structure |
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Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in achieving organizational goals; involves managers using their power, personality, influence, persuasion, and communication skills to coordinate people and groups |
Leadership |
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The outcome of the ____ is the ability to measure performance accurately and regulate organizational efficiency and effectiveness; managers must decide which goals to measure |
Control Process |
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What are the 5 levels of management? |
CEO, Top manager, Middle managers, First-line managers, and non-managerial employees |
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Responsible for the daily supervision of the nonmanagerial employees |
First line managers |
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Supervises first line managers, responsible or finding the best way to use resources to achieve organizational goals |
Middle managers |
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Responsible for the performance of all departments, establishes organizational goals, decides how different departments should interact, and monitors how well middle managers utilize resources to achieve goals |
Top managers |
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The ability to analyze and diagnose a situation and distinguish between cause and effect |
Conceptual skills |
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The ability to understand, alter, lead, and control the behavior of other individuals and groups |
Human Skills |
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Job-specific skills required to perform a particular type of work or occupation at a higher level |
Technical Skills |
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Top managers have to have ____ skills |
Conceptual |
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Middle managers have to have ___ skills |
Human |
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Lower-level managers have to have ____ skills |
Technical |
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Specific set of departmental skills, abilities, knowledge and experience that allows one organization to outperform its competitors; skills for a competitive advantage |
Core Competency |
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Downsizing an organization by eliminating the jobs of large numbers of top, middle, and first-line managers and non-managerial employees |
Restructuring |
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Contracting with another company, usually in a low cost country abroad, to perform a work activity the company previously performed |
Outsourcing |
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Involves giving employees more authority and reponsibility over the way they perform their work activities |
Empowerment |
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What are the 4 challenges for Management in a Global Environment |
1. Building a Competitive Advantage 2. Maintaining Ethical and Socially Responsible Standards 3. Managing a Diverse Workforce 4. Practicing Global Crisis Management |
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Ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively that its competitors |
Competitive Advantage |
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The process of creating new or improved goods and services or developing better ways to produce or provide them |
Innovation |
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Creation of a new vision for a struggling company using a new approach to planning and organizing to make better use of a company's resources to allow it to survive, and eventually prosper (revamp) |
Turnaround Management |
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Managers are under considerable pressure to make the best use of resources; too much pressure may induce managers to behave ____, and even ____ |
unethically, illegally |
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To create a highly trained and motivated workforce managers must establish _____ procedures that are legal, fair, and do not discriminate against organizational members |
Human Resource Management |
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Create teams to facilitate rapid decision making and communication, establish the organizational chain of command and reporting relationships necessary to mobilize a fast response, recruit and select the right people to lead and work in such teams, and develop bargaining and negotiating strategies to manage the conflicts that arise |
Practicing Global Crisis Management |
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Particular tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual |
Personality traits |
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manager's personalities influence their behavior and approach to managing ____ and ____ |
people and resources |
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What are the big 5 personality traits? |
Extraversion, Negative Affectivity, Agreeableness, Conscienctiousness, and Oppenness to Experience |
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Tendency to experience positive emotions and moods and feel good about oneself and the rest of the world |
Extraversion |
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Tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others |
Negative Affectivity |
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Tendency to get along well with others |
Agreeableness |
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Tendency to be careful, scrupulous, and persevering |
Conscientiousness |
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Tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks |
Openness to Experience |
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Belief that you are responsible for your own fate; own actions and behaviors are major decisive determinants of job outcomes; more positive |
Internal Locus of control |
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The tendency to locate resposibility for one's fate in outside forces and to believe one's own behavior has little impact on outcomes; more negative outlook; my vote doesnt matter |
External Locus of Control |
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The degree to which people fee good about themselves and their capabilities |
Self-esteem |
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The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along |
Need for Affilitation |
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Unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group or organization |
Norms |
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The values that are guiding principles in an individual's life; What a person is striving to achieve in life and how they want to behave |
Value System |
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A collection of feelings and beliefs that managers have about their current job; when this is high, managers have a positive view of their jobs, and it increases and managers move up the hierarchy in the organization |
Job Satisfaction |
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Behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive dvantage |
Organizational Citizenship Behaviors |
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The collection of feelings and beliefs that managers have about their organization as a whole: Believe in what their organiations are doing, proud of what thier organization stand for, more likely to go above and beyond the call of duty, and less likely to quit |
Organizational Commitment |
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Ceremonies and rites, Values of the founder, socialization, and stories and language are all examples of what? |
Organizational culture |
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A feeling or state of mind: positive - excitement, elation, and enthusiasm; negative - lead to fear, distress, and nervousness |
Mood |
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The ability to understand and manage one's own moods and emotions and the moods and moods and emotions of other people; helps managers carry out their interpersonal roles of figurehead, leader, and liasion |
Emotional intelligence |
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The personality of the organization |
Organizational Culture |
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When organizational members share an intense commitment to cultural values, beliefs, and routines, a ______ exists. |
strong organizational culture |
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Degree to which employees are expected to exhibit precision and analysis |
Attention to detail |
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Degree to which managers focus on results rather than how they are achieved |
Outcome orientation |
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Degree to which management decisions take into account the effects on people in the organization |
People Orientation |
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Degree to which work is organized around teams rather than individuals |
Team Orientation |
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Degree to which employees are competitive rather than cooperative |
Aggressiveness |
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Degree to which organizational decisions and actions emphasize maintaining the status quo |
Stability |
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Degree to which employees are encouraged to be innovative |
Innovation and Risk Taking |
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Organizational Culture comes from whom? |
The Values of the foundes |
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_____ determine and shape organizational culture through the kinds of values and norms they promote in an organizations |
Managers |
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Process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively |
Organizational Socialization |
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Formal evens that recognize incidents of importance to the organiztion as a whole and the specific employees |
Ceremonies and Rites |
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Determine how individuals enter, advance within, or leave the organizations |
Rites of Passage |
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Shared announcements of organization success, build and reinforce common bonds among organizational members |
Rites of Integration |
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Let organizations publicly recognize and reward employee's contributions and this strengthen their commitment to organizational values |
Rites of Enhancement |
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Communicate organizational culture, reveal behaviors that are valued by the organization, and includes how people dress, the offices they occupy, the cars they drive, and the degree of formality they use when they address one another |
Stories and Language |
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Challenge and Involvement, Freedom, Trust and Openness, Idea Time, Plafulness/humor, Conflict resolution, debates, and risk-taking |
Innovative Culture |
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How do you create a ______ culture? |
Customer Responsive |
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The inner-guiding moral principles, values, and beliefs that people use to analyze or interpret a situation and then decide what is the right or appropriate way to behave |
Ethics |
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Quandary people find themselves in when they have to decide if they should act in a way that might help another person even though doing so would go against their own self interest Lapse: Deciding after its done |
Ethical Dilemma |
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There are no absolute or indisputable rules or principles that can be developed to decide if action is ethical or unethical. Neither law nor ethics are _____ ____ |
fixed principles |
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The people and groups that supply a company with its productive resources and so have a claim on and stake in the company. People impacted by decisions and/or actions of an organization. Any person or entity who is interested in the activities of the company |
Stakeholders
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Stockholders, Managers, Customers, Community, Society and nation-state, Suppliers and distributors, and employees are all examples of what? |
Stakeholders |
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____ are the most critical stakeholders; the company must work to increase efficiency and effectiveness in order to create loyalty and new business |
Customers |
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How do you manage the stakeholder relationships? |
Identify stakeholders, what are their interest, how crucial are their interest, how to manage each individual relationship |
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What are the 4 sources of business ethics? |
Societal, Individual, Organizational, and Occupational |
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Standards that govern how members of a society should deal with one another in matters involving issues such as fairness, justice, poverty, and the rights of the individual. People behave ethically because they have internalized certain values, beliefs, and norms. |
Societal Ethics |
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Standards that govern how members of a profession, trade, or craft should conduct themselves when performing work-related activities. Medical and legal ethics |
Occupational Ethics |
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Personal standards and values that determine how people view their responsibilities to other people and groups. How they should act in situations when their own self-interests are at stake |
Individual Ethics |
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Which stage of moral development would be following rules only when doing so is in your immediate interest and sticking to rules to avoid physical punishment |
Preconventional |
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Which stage of moral development would be maintaining conventional order by fulfilling obligations to which you have agreed and living up to what is expected by people close to you |
Conventional |
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Which stage or moral development would be following self-chosen ethical principles even if they violate the law and valuing rights of others and upholding absolute values and rights regardless of the majority's opinion |
Principles |
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Guiding practices and beliefs through which a particular company and its managers view their responsibility toward their stakeholders. Top managers are especially important in shaping the organization's code of ethics |
Organizational Ethics |
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The way a company's managers and employees view their duty or obligation to make decisions that protect, enhance, and promote the welfare and well-being of stakeholders and society as a whole |
Social Responsibility |
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What are the different approaches to Social Responsibility from low to high? |
Obstructionist, Defensive, Accommodative, and Proactive
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Companies choose not to behave in a social responsible way and behave unethically and illegality |
Obstructionist Approach |
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Companies and managers stay within the law and abide strictly with legal requirements but make no attempt to exercise social responsibility |
Defensive Approach |
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Companies behave legally and ethically and try to balance the interests of different stakeholders are seen in relation to the claims of other stakeholders |
Accommodative Approach |
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Managers actively embrace the need to behave in socially responsible ways and go out of their way to learn about the needs of different stakeholder groups and are willing to use organizational resources to promote the interests not only of stockholders but also of the other stakeholders such as their employees and communities |
Proactive Approach |
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The systematic study of the relationships between people and tasks or the purpose of redesigning the work process to increase efficiency |
Taylor’s Scientific Management Theory |
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What are the 4 principles of Taylor's Scientific Management theory? |
Study how workers perform tasks, Codify new way, select workers and train, and pay accordingly for those who perform above |
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What are two problems with Taylor’s Scientific Management Theory? |
Managers required more work with same pay, and workers had more hardship than gain, and managers didn't care |
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Principle 1: Formal authority derives from one's position inside the organization. Principle 2: Individuals occupy positions because of their performance. Principle 3: Each individual's authority and responsibilities are specified by the organization. Principle 4: Authority is exercised effectively when positions are arranged hierarchically Principle 5: Rules of the organization are followed and control individual behavior |
Weber‘s Theory ofBureaucracy |
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Division of Labor, Authority and Responsibility, Unity of Command, Line of Authority, Centralization, Unity of Direction, Equity, Order, Initiative, Discipline, Remuneration of Personnel, Stability of Tenure of Personnel, Subordination of Individual Interest to the Common Interest, and Esprit de Corps |
Fayol’s Principles of Management |
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Studies of how characteristics of the work setting affected worker fatigue and performance at the Hawthorne Works of the Western Electric Company from 1924-1932 |
Hawthorne Studied and Human Relations |
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In the Hawthorne Studied and Human Relations, worker productivity was measured at various levels of _____ |
light illumination |
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The finding that a manager's behavior or leadership approach can affect workers' level of performance |
Hawthorne effect |
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A management approach that advocates the idea that supervisors should receive behavioral training to manage subordinates in ways that elicit their cooperation and increase their productivity |
Human relations movement |
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Behavior of managers and workers in the work setting is as important in explaining the _____ as the technical aspects of the task |
level of performance |
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Hawthorne Studies and Human Relations demonstrated the importance of understanding hoe the ___, ____, and ___ of work-group members and managers affect performance |
Feelings, thoughts, and behavior |
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The system of behavioral rules and norms that emerge in a group |
Informal Organization |
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The study of the factors that have an impact on how individuals and groups respond to and act in organizations |
Organizational Behavior |
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_____ proposed two different sets of assumptions about workers: Theory X and Theory Y |
Douglas McGregor |
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A set of negative assumptions about workers that leads to the conclusion that a manager's task is to supervise workers closely and control their behavior |
Theory X |
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A set of positive assumptions about workers that leads to the conclusion that a manager's task is to create a work setting that encourages commitment to organizational goals and provides opportunities for workers to be imaginative and to exercise initiative and self-direction |
Theory Y |
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The idea that the organizational structures and control systems manager choose are contingent on characteristics of the external environment in which the organization operates. "There is no one best way to organize" |
Contingency Theory |
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The study of how managers should personally behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals |
Behavioral Management |
