Management

Front 1

Selective Investing

Back 1

Whena fund refuses to invest in firms with products deemed unethical, such astobacco or weapons.

Front 2

Goal

Back 2

A desired future state that the organization attempts to realize

Front 3

Plan

Back 3

ablueprint for goal achievement and outlines the procedure

Front 4

Contingency/Crisis planning

Back 4

Planning for emergencies or unexpected conditions

Front 5

Mission Statement

Back 5

asummary of the aims and values of a company, organization, or individual.

Front 6

Competitive Advantage

Back 6

Theability of a firm to be distinguished from its competitors and allows it toachieve its mission.

Front 7

Frameworks

Back 7

astructured way of thinking

Front 8

SWOT Analysis

Back 8

Internal Strengths

Internal Weaknesses

External Opportunities

External Threats

Front 9

Porters Five Forces

Back 9

Rivals

Threat of New entrants

Threat of Substitutes

Bargaining power of suppliers

Bargaining power of buyers

Front 10

BCG Matrix

Back 10

Advises a firm on how to deal with its multiple business units

Front 11

Industry Scope

Back 11

The set of industries that an organization operates in

Front 12

Franchise

Back 12

a type of license that a party (franchisee) acquires to allow them to have access to a business's (the franchiser) proprietary knowledge, processes and trademarks in order to allow the party to sell a product or provide a service under the business's name.

Front 13

Refranchising

Back 13

corporationselling a store it owns, letting the store become a franchise

Front 14

Revenue Synergy

Back 14

If pepsi buys out a food cart; people go to the food cart for pepsi (+ for the cart) and a different market is now drinking pepsi products (+ for pepsi)

Front 15

Synergy

Back 15

when the sum of the value of the Buyer and the Target as a combined company is greater than the two companies valued apart. 2+2=5

Front 16

Cost Synergy

Back 16

the savings in operating costs expected after two companies that compliment each other's strengths join.

Front 17

Organizing

Back 17

designing an organizationsstructure in order to achieve its goal

Front 18

Chain of Command

Back 18

The line of authority that specifies of who reports to whom. This is bottom up

Front 19

Delegation

Back 19

The process managers use to transfer authority and responsibilities down the chain. Top down.

Front 20

Line Departments

Back 20

Perform primary business tasks (i.e production)

Front 21

Staff Departments

Back 21

Supports line departments (i.e human resources or a banker)

Front 22

Tall Structure organization structure

Back 22

Has more levels and narrow span. Used to supervise homogenous tasks

Front 23

Flat Structure organization structure

Back 23

has a wide span and fewer levels. Used to supervise more heterogenous tasks.

Front 24

Centralization

Back 24

Decision authority is located near the top of the organization (more cost effective + better stability)

Front 25

Decentralization

Back 25

Decision authority is pushed downwards to lower levels (gives more innovation)

Front 26

Functional Organizational Structure

Back 26

Grouping people into departments based on the type of skills (sales, human resources)

Front 27

Divisional Organizational Structure

Back 27

Grouping based on organizational output/ location (split things into location/products)

Front 28

Matrix Organizational structure

Back 28

Combines functional and divisional approaches

Front 29

Leading

Back 29

Managing people and representing an organization in order to achieve a goal

Front 30

Contingent workers

Back 30

workers who are not permanents, maintain flexibility, and keep costs low

Front 31

Human Capital

Back 31

knowledge, experience, skills, and capabilities of employees.

Front 32

Human Resource Management (HRM)

Back 32

management of human resources. It is a function in the organizations designed to maximize employee performance in service of an employer's strategic objectives

Front 33

Motivation

Back 33

Stimulating people to pursue a course of action

Front 34

Intrinsic Motivation

Back 34

doing something because you enjoy it or find it interesting

Front 35

Extrinsic Motivation

Back 35

doing something for external rewards or to avoid negative consequences

Front 36

360 degree feedback

Back 36

assesses employees performance. Uses multiple rates to appraise employees and development

Front 37

Controlling

Back 37

the systematic process through which managers:

Check if organizational performance meets the expectations established in the mission (goal)

Make corrections if appropriate

Front 38

Hierarchical controls

Back 38

monitoring of behaviors through rules, policies, reward systems, and written documentation (top down approach)

Front 39

Decentralized controls

Back 39

isbased on values and assumptions; rules are only used when necessary (bottom upapproach)

Front 40

Key Performance Indicator

Back 40

a measurable value that demonstrates how effectively a company is achieving key business objectives

Front 41

Six Sigma

Back 41

apractice for reducing variation in product quality

Front 42

Total Quality Management

Back 42

Management control tool that focuses on teamwork and collaboration

Front 43

The Balanced Scorecard

Back 43

breaking an organizations goal into four parts: Learning and growth

Business process

Customer

Financial

Front 44

Product Mix

Back 44

Arange of associated products that yields larger sales revenue when marketedtogether than if they were marketed individually or in isolation from others.

Front 45

Platform

Back 45

Connects multiple parties (groups) and enables exchanges between them

Front 46

Network Effects

Back 46

anindividual (or organizations) decision to join a platform depends on thecurrent number of users

Front 47

Same-side network effect

Back 47

An individual (or organization) decision to join a platform depends on the number of its users of the same side

Front 48

Positive same side networks

Back 48

Buyers attracts more buyers

Front 49

Negative same side network

Back 49

If a shopping mall is very crowded with customers, then new customers may not want to enter

Front 50

Cross-side network effects

Back 50

An individual (or organziation) decision to join a platform depends on the number of users on a different side

Front 51

Positive cross-side network

Back 51

Morebuyers attract more sellers and vice versa

Front 52

Negative Cross-side network

Back 52

Viewers may find it annoying if a website has too many advertisements (too much coming from one side)

Front 53

Corporation

Back 53

an artificial entity created by the state andexisting apart from its owners

Front 54

Sole proprietorship

Back 54

- unincorporated business owned by an individual for profit

- vast majority of these in our community

Front 55

Debt Financing

Back 55

moneythat usually need to be repaid with interests

Front 56

Equity financing

Back 56

moneypaid for purchasing the shares in a business

Front 57

Ethics

Back 57

moralprinciples that govern behaviors

Front 58

Code of Ethics

Back 58

a formal statement of the companys values regarding ethics and social issues

Front 59

Ethical structures

Back 59

establishingpositions in the organization chart to oversee ethical issues (i.e ethicstraining)

Front 60

Whistle blowing

Back 60

employeedisclosure of illegal, immoral, or illegitimate practices

Front 61

Corporate Social Responsibility

Back 61

-Do the right thing and contribute to community -i.e starbucks doing that free tuition thing at ASU