Management Exam 1

Front 1

Organization

Back 1

a group of people who work together to achieve some specific purpose

Front 2

Management

Back 2

the pursuit of organizational goals efficiently and effectively by connecting people to the environment, purpose,people, and the right resources to achieve productivity and results

Front 3

Efficient

Back 3

to use resources wisely and cost-effectively

Front 4

Effective

Back 4

to achieve results

Front 5

Competitive advantage

Back 5

the ability of an organization to produce goods or services more effectively than competitors do

Front 6

Innovation

Back 6

finding new ways to deliver new or better goods or services

Front 7

Internet

Back 7

global network of interdependently operating but interconnected computers, linking hundreds of thousands of smaller networks around the world

Front 8

E-commerce

Back 8

electronic commerce - the buying and selling of goods over a computer network

Front 9

E-business

Back 9

using the internet to facilitate every aspect of running a business

Front 10

E-mail

Back 10

text messages and documents transmitted over a computer network

Front 11

Project management software

Back 11

programs for planning and scheduling the people, costs, and resources to complete a project on time

Front 12

Databases

Back 12

computerized collections of interrelated files

Front 13

Telecommute

Back 13

work from home or remote locations using a variety of information technologies

Front 14

Videoconferencing

Back 14

using video and audio links along with computers to let people in different locations see, hear, and talk with one another

Front 15

Collaborative computing

Back 15

using state-of-the-art computer software and hardware to help people work better together

Front 16

Knowledge management

Back 16

implementing of systems and practices to increase the sharing of knowledge and information throughout an organization

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Management process/Four management functions

Back 17

planning, organizing, leading, and controlling

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Planning

Back 18

setting goals and deciding how to achieve them

Front 19

Organizing

Back 19

arranging tasks, people and other resources to accomplish the work

Front 20

Leading

Back 20

motivating, directing, and otherwise influencing people to work hard to achieve the organization's goals

Front 21

Controlling

Back 21

monitoring performance, comparing it with goals, and taking corrective action as needed

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Top managers

Back 22

make long-term decisions about the overall direction of the organization and establish the objectives, policies and strategies for it

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Middle managers

Back 23

implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them

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First-line managers

Back 24

make short-term operating decisions, directing daily tasks of nonmanagerial personnel

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Functional manager

Back 25

responsible for just one organizational activity

Front 26

General manager

Back 26

responsible for several organizational activities

Front 27

Interpersonal roles

Back 27

managers interact with people inside and outside their work units (figurehead, leader, liaison)

Front 28

Informational roles

Back 28

managers receive and communicate information (monitor, disseminator, and spokesperson)

Front 29

Decisional roles

Back 29

managers use information to make decisions to solve problems or take advantage of opportunities (entrepreneur, disturbance handler, resource allocator)

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Entrepreneurship

Back 30

process of taking risks to try to create a new enterprise

Front 31

Entrepreneur

Back 31

someone who sees a new opportunity for a product or service and launches a business

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Intrapreneur

Back 32

someone who works inside an existing organization who sees an opportunity for a product or service and mobilizes the organization's resources to try to realize it

Front 33

Internal locus of control

Back 33

the belief that you control your own destiny

Front 34

Technical skills

Back 34

job-specific knowledge needed to perform well in a specialized field

Front 35

Conceptual skills

Back 35

ability to think analytically, to visualize an organization as a whole and to understand how parts work together

Front 36

Human skills

Back 36

ability to work well in cooperation with other people to get things done

Front 37

Historical perspective

Back 37

classical, behavioral, and quantitative viewpoints

Front 38

Contemporary perspective

Back 38

systems, contingency and quality-management viewpoints

Front 39

Classical viewpoint

Back 39

emphasized finding ways to manage work more efficiently; made up of scientific and administrative

Front 40

Scientific management

Back 40

emphasized the scientific study of work methods to improve the productivity of individual workers

Front 41

Administrative management

Back 41

concerned with managing the total organization

Front 42

Behavioral viewpoint

Back 42

importance of understanding human behavior and motviating employees toward achievement

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Human relations movement

Back 43

proposed that better human relations could increase worker productivity

Front 44

Behavioral science

Back 44

relies on scientific research for developing theories about human behavior that can be used t provide practical tools for managers

Front 45

Quantitative management

Back 45

application to management of qualitative techniques such as statistics and computer simulations; includes management science and operations management

Front 46

Management science

Back 46

focuses on using mathematics to aid in problem solving and decision making

Front 47

Operations management

Back 47

focuses on managing the production and delivery of an organization's products or services more effectively

Front 48

System

Back 48

a set of interrelated parts that operate together to achieve a common purpose

Front 49

Systems viewpoint

Back 49

regards organization as a system of interrelated parts

Front 50

Subsystems

Back 50

parts making up the whole system

Front 51

Inputs

Back 51

people, money, information, equipment, and materials required to produce an organization's goods or services

Front 52

Outputs

Back 52

products, services, profits, losses, employee satisfaction or discontent and the like that are produced by the organization

Front 53

Transformation processes

Back 53

an organization's capabilities in management and technologies that are applied to converting inputs into outputs

Front 54

Feedback

Back 54

information about the reaction of the environment to the outputs that affects the inputs

Front 55

Open system

Back 55

continually interacts with its environment

Front 56

Closed system

Back 56

has little interaction with its environment

Front 57

Contingency viewpoint

Back 57

emphasizes that a manager's approach should vary according to the individual and the environmental situation

Front 58

Quality-management viewpoint

Back 58

includes quality control, quality assurance, and total quality management

Front 59

Quality

Back 59

refers to the total ability of a product or service to meet customer needs

Front 60

Quality control

Back 60

defined as the strategy for minimizing errors by managing each stage of production

Front 61

Quality assurance

Back 61

focuses on the performance of workers, urging employees to strive for "zero defects"

Front 62

Total quality management (TQM)

Back 62

a comprehensive approach led by top management dedicated to continuous quality improvement, training, and customer satisfaction

Front 63

Learning organization

Back 63

actively creates, acquires, and transfers knowledge within the organization, and is able to modify its behavior to reflect new knowledge

Front 64

Virtual organization

Back 64

members are geographically apart, usually working with e-mail, collaborative computing, and other computer connections

Front 65

Boundaryless organization

Back 65

fluid, highly adaptive organization whose members, linked by information technology, come together to collaborate on common tasks

Front 66

Knowledge worker

Back 66

someone whose occupation is principally concerned with generating or interpreting information

Front 67

Human capital

Back 67

economic or productive potential of employee knowledge, experience, and actions

Front 68

Social capital

Back 68

economic or productive potential of strong, trusting, and cooperative relationships

Front 69

Evidence-based management

Back 69

based on the belief that "facing hard facts about what works and what doesn't, understanding dangerous half-truths that constitute so much conventional wisdom about management, and rejecting total nonsense that too often passes for sound advice will help organizations perform better."

Front 70

Stakeholders

Back 70

people whose interests are affected by an organization's activities

Front 71

Internal stakeholders

Back 71

consist of employees, owners, and the board of directors

Front 72

Owners

Back 72

all those who can claim it as their legal property

Front 73

External stakeholders

Back 73

people or groups in the organization's external environment that are affected by it

Front 74

Task environment

Back 74

11 groups that present you with daily tasks to handle

Front 75

Customers

Back 75

those who pay to use an organization's goods or services

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Competitors

Back 76

people or organization's that compete for customers or resources

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Supplier

Back 77

person or organization that provides supplies to other organizations

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Distributor

Back 78

a person or organization that helps another organization sell its goods or services

Front 79

Strategic allies

Back 79

the relationship of 2 organizations who join forces to achieve advantages neither can perform as well alone

Front 80

Government regulators

Back 80

regulatory agencies that establish ground rules under which organizations may operate

Front 81

Special-interest groups

Back 81

groups whose members may try to influence specific issues

Front 82

General environment/macroenvironment

Back 82

includes 6 forces: economic, technological, sociocultural, demographic, political-legal, and international

Front 83

Economic forces

Back 83

consist of general economic conditions and trends that may affect an organization's performance

Front 84

Technological forces

Back 84

new developments in methods for transforming resources into goods or services

Front 85

Sociocultural forces

Back 85

influences and trends originating in a country's, a society's or a culture's human relationships and values that may affect an organization

Front 86

Demographic forces

Back 86

influences on an organization arising from changes in the characteristics of a population

Front 87

Political-legal forces

Back 87

changes in the way politics shape laws and laws shape the opportunities for and the threats to an organization

Front 88

International forces

Back 88

changes in the economic, political, legal, and technological global system that may affect an organization

Front 89

Ethical dilemma

Back 89

a situation where you have to choose between pursuing a course of action that may benefit you or your organization but may be illegal or unethical

Front 90

Ethics

Back 90

standards of right and wrong that influence behavior

Front 91

Ethical behavior

Back 91

behavior that is accepted as "right" as opposed to "wrong"

Front 92

Value system

Back 92

the pattern of values in an organization

Front 93

Values

Back 93

Relatively permanent and deeply held underlying beliefs and attitudes that help determine a person's behavior

Front 94

Utilitarian approach

Back 94

guided by what will result in the greatest good for the greatest number of people

Front 95

Individual approach

Back 95

guided by what will result in the individual's best long-term interests, which ultimately are in everyone's self-interest

Front 96

Moral-rights approach

Back 96

guided by respect for the fundamental rights of human beings

Front 97

Justice approach

Back 97

guided by respect for impartial standards of fairness and equity

Front 98

Sarbanes-Oxley Act of 2002

Back 98

establishes requirements for proper financial record keeping for public companies and penalties for noncompliance

Front 99

Code of ethics

Back 99

consists of a formal written set of ethical standards guiding an organization's actions

Front 100

Whistleblower

Back 100

an employee who reports organizational misconduct to the public

Front 101

Social responsibility

Back 101

a manager's duty to take actions that will benefit the interests of society as well as of the organization

Front 102

Obstructionist approach

Back 102

managers put economic gain first and resist social responsibility as being outside the organization's self-interest

Front 103

Defensive approach

Back 103

managers make the minimum commitment to social responsibility - obeying the law, but doing nothing more

Front 104

Accommodative approach

Back 104

managers do more than the law requires, if asked, and demonstrate moderate social responsibility

Front 105

Proactive approach

Back 105

managers actively lead the way in being socially responsible for all stakeholders, using the organization's resources to identify and respond to social problems

Front 106

Blended value

Back 106

all investments are understood to operate simultaneously in both economic and social realms

Front 107

Sustainability

Back 107

economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs

Front 108

Philanthropy

Back 108

making charitable donations to benefit humankind

Front 109

Diversity

Back 109

all the ways people are unlike and alike

Front 110

Personality

Back 110

the stable physical and mental characteristics responsible for a person's identity

Front 111

Internal dimensions of diversity

Back 111

human differences that exert a powerful, sustained effect throughout every stage of our lives

Front 112

External dimensions of diversity

Back 112

an element of choice: consist of personal characteristics that people acquire, discard, or modify throughout their lives

Front 113

Glass ceiling

Back 113

metaphor for an invisible barrier preventing women and minorities from being promoted to top executive jobs

Front 114

Americans with Disabilities Act

Back 114

prohibits discrimination against the disabled

Front 115

Underemployed

Back 115

working at jobs that require less education than a person has

Front 116

Ethnocentrism

Back 116

the belief that one's own native country, culture, language, abilities, or behavior is superior to those of another culture