Management Exam #1

Front 1

Competitive advantage

Back 1

The utilization of a core competency that clearly sets an organization apart from its competition and gives them an advantage in the marketplace

Front 2

Managing diversity

Back 2

The process of comprehensively developing a work environment that is for everyone

Front 3

Intellectual capital

Back 3

The collective brainpower or shared knowledge of a workforce

Front 4

Omnipotent

Back 4

Managers are directly responsible for an organization’s success

Front 5

Symbolic

Back 5

The actual part that managers play in organizational success or failure is minimal

Front 6

Organization's culture

Back 6

A system of shared meaning and beliefs held by organizational members that determines, in large degree, how they act

Front 7

Knowledge management

Back 7

Used to describe the processes through which organizations develop, organize, and share knowledge to achieve competitive advantage

Front 8

Learning organization

Back 8

An organization that “by virtue of people, values, and systems is able to continuously change and improve its performance based upon lessons of experience

Front 9

Affirmative action

Back 9

In which leadership commits the organization to hiring and advancing women and minorities

Front 10

Valuing diversity

Back 10

Leadership commits the organization to educating and training programs to understand and respect individuality

Front 11

Managing diversity

Back 11

Leadership commits to changing the organizational culture to empower and include all people

Front 12

Human resource frame

Back 12

Leadership seeks support and empowers employees

Front 13

Political frame

Back 13

Emphasizes that organizations are composed of individuals or groups with differences in beliefs or values

Front 14

Symbolic frame

Back 14

Sees the organization as a stage and the managers play roles to communicate the right impressions to given audiences

Front 15

Structural frame

Back 15

Emphasizes rational, goal seeking, and efficiency in management

Front 16

Learning organization

Back 16

Peter Senge

Front 17

Mental models (learning organization)

Back 17

Everyone sets aside old ways of thinking

Front 18

Personal mastery (learning organization)

Back 18

Everyone becomes self-aware and open to others

Front 19

Systems thinking (learning organization)

Back 19

Everyone learns how the whole organization works

Front 20

Shared vision (learning organization)

Back 20

Everyone understands and agrees to a plan of action

Front 21

Characteristics of high-flex organizations (7)

Back 21

Larger control of span, strategic intent, competitive culture, focused competencies, sense of urgency, planned overextension, learning organization

Front 22

Personal mastery

Back 22

The discipline of continually clarifying and deepening our own personal vision, of focusing our energies, of developing patience, and of seeing reality objectively

Front 23

Shared vision

Back 23

Creates pictures of the future that foster true commitment and enrollment rather than compliance

Front 24

Mental models

Back 24

Assumptions that are so deeply ingrained as to be unseen and probably unchallenged. They govern the way we act

Front 25

Team learning

Back 25

The process by which we develop team intelligence. (dialogue rather than argument)

Front 26

System thinking

Back 26

Adopting a new problem-solving tool, but rather developing the kind of influence of mind that can deal with a broad, systematic, holistic perspective

Front 27

Transitional learning

Back 27

Renewing your company through knowledge and skills