Management Test 1

Front 1

organization

Back 1

a systematic arrangement of people brought together to accomplish some specific purpose

Front 2

operative

Back 2

people who work directly on a job or task and have no responsibility for overseeing the work of others

Front 3

managers

Back 3

individuals in an organization who direct the activities of others

Front 4

first-line managers

Back 4

supervisors responsible for directing the day to day activities of operative employees

Front 5

middle managers

Back 5

individuals that manage other managers- and possibly some operative employees- and are typically responsible for translating the goals set by top management into specific details that lower level managers can perform

Front 6

top managers

Back 6

individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all the organizational members

Front 7

management

Back 7

the process of getting things done, effectively and efficiently, through and with other people

Front 8

efficiency

Back 8

means of doing the task correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs

Front 9

effectiveness

Back 9

means doing the right tasks; goal attainment

Front 10

management processes

Back 10

planning, organizing, leading, and controlling

Front 11

planning

Back 11

includes defining goals, establishing straegy, and developing plans to coordinate activities

Front 12

organizing

Back 12

determining what needs to be done, how it will be done, and who is to do it

Front 13

leading

Back 13

directing and motivating all involved parties and resolving conflicts

Front 14

controlling

Back 14

monitoring activities to ensure that they are accomplished as planned

Front 15

managerial roles

Back 15

specific categories of managerial behavior, often grouped under 3 primary headings: interpersonal relationships, transfer of information, and decision making

Front 16

small business

Back 16

any independently owned and operated profit-seeking enterpries that has fewer than 500 employees

Front 17

conceptual skills

Back 17

a manager's mental ability to coordinate all of the organization's interests and activities

Front 18

interpersonal skills

Back 18

a manager's ability to work with, understand, mentor, and motivate others, both individually and in groups

Front 19

technical skills

Back 19

a managers ability to use tools, procedures, and techniques of a specialized field

Front 20

political skills

Back 20

a manager's ability to build a power base and establish the right connections

Front 21

managment competencies

Back 21

a cluster of knowledge, skills, and attitudes related to effective managerial performance

Front 22

knowledge workers

Back 22

workers whose jobs are designed around the acquistion and application of information

Front 23

global village

Back 23

refers to the concept of a boundayless world, the producation and marketing of goods and services worldwide. managers need to adapt to cultures, systems, and techniques that are different form their own

Front 24

multinational corporations (MNC)

Back 24

companies that maintain significant operations in two or more countries simultaneously but are based in one home country

Front 25

transnational corpation (TNC)

Back 25

a company that maintains significant operations in more than one country simultaneously and decentralizes decision making in each operation to the local country

Front 26

borderless organization

Back 26

a management structure in which internal arrangements that impose artifical geographic barriers are broken down

Front 27

strategic alliances

Back 27

a domestic and foreign firm share the cost of developing new products or building production facilities in a foreign country

Front 28

parochialism

Back 28

refers to a narrow focus in which one sees things soley through one's own view and from one's own perspective

Front 29

Golbal Leadership and Organizational Behavior Effectiveness (GLOBE)

Back 29

research program started in 1993 that is an ongoing cross-cultural investigation of leadership and national culture

Front 30

technology

Back 30

any equipment, tools or operating methods that are designed to make work more efficient

Front 31

e-commerce

Back 31

any computer transaction that occurs when data are processed and transmitted over the Internet

Front 32

e-business

Back 32

the full breadth of activities included in a successful Internet-based enterprise

Front 33

telecommuting

Back 33

a system of working at home on a computer that is linked to the office

Front 34

social responsibility

Back 34

a firm's obligation, beyond that required by the law and economics, to purse long-term goals that are beneficial to society

Front 35

social obligation

Back 35

the obligation of a business to meet its economic and legal responsibilites and no more

Front 36

social responsiveness

Back 36

the ability of a firm to adapt to changing societal conditions

Front 37

ethincs

Back 37

a set of rules or priciples that defines right and wrong conducts

Front 38

code of ethincs

Back 38

a formal document that states an organization's primary values and the ethical rules it expects managers and operatives to follow

Front 39

entrepreneurship

Back 39

the process of initiating a business venture, organizing the necessary resources, and assuming the risks and rewards

Front 40

intrapreneurs

Back 40

persons within an organization who demonstrate entrepreneurial characteristics

Front 41

workforce diversity

Back 41

the varied backgrounds of organizational members in terms of gender, rece, age, sexual orientation, and ethnicty

Front 42

downsizing

Back 42

an activity in an organization designed to create a more efficient operation through extensive layoffs

Front 43

rightsizing

Back 43

linking staffing levels to organizational goals

Front 44

outsourceing

Back 44

an organization's use of outside firms for providing necessary products and services

Front 45

contingent workforce

Back 45

parttime, temporary, and contract workers who are available for hire on as-needed basis

Front 46

core employees

Back 46

the small group of full-time employees of an organization who provide some essentail job tasks for the organziation

Front 47

empowerment

Back 47

the redesigning of jobs in order to increase the decision-making discretion of workers

Front 48

continuous improvement

Back 48

organizational commitment to constantly improving the quality of a product or service

Front 49

kaizen

Back 49

the japanese term of an organization committed to continuous improvement

Front 50

work process engineering

Back 50

radical or quantum change in an organization

Front 51

coach

Back 51

a manager who motivates, empowers, and encourages his or her employees

Front 52

strategic plans

Back 52

plans that are organization wide, establish overall objects, and position an organization in terms of its environment

Front 53

tactical plans

Back 53

plans that specify the details of how an orgaization's overall objectives are to be achieved

Front 54

short-term plan

Back 54

a pplan that covers less than one year

Front 55

long-term plan

Back 55

a plan that last longer than five years

Front 56

specific plans

Back 56

plans that have clearly defined objectives and leave no room for misinterpretation

Front 57

directional plan

Back 57

flexible plans that set out general guidelines

Front 58

single-use plan

Back 58

a plan that is used to meet the needs of a particular or unigue situation

Front 59

standing plans

Back 59

a plan that is ongoing and provides guidance for repeatedly performed actions in an organization

Front 60

management by objectives (MBO)

Back 60

a system in which specific performance objectives are jointly determined by subordinates and their supervisors, prrogress toward objectives is periodically reviewed, and rewards are allocated on the basis of that progress

Front 61

strategic management process

Back 61

a nice-step process that involves strategic planning, implementation, and evaluation

Front 62

mission statement

Back 62

the purpose of an organization

Front 63

environmental scanning

Back 63

screening large amounts of information to detect emerging trends and create a set of scenarios

Front 64

competitive intelligence

Back 64

accurate information about competitors that allows managers to anticipate competitors' actions rather than merely react to them

Front 65

opportunities (strategic)

Back 65

positive external environmental factors

Front 66

threats

Back 66

negative external environmental factors

Front 67

strengths (strategic)

Back 67

internal resources that are available or things that are an organization does well

Front 68

core competency

Back 68

any of the strengths that represent unique skills or reasouces that can determine the organization's competitive edge

Front 69

weaknesses

Back 69

resources that an organization lacks or activities that it does not do well

Front 70

SWOT analysis

Back 70

analysis of an oragnization's streagths, weaknesses, opportunities, and threats in order to identify a strategic niche that the organization can exploit