Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
69 Cards in this Set
- Front
- Back
|
Management
|
Getting work done through others
|
|
|
Efficiency
|
Getting work done with minimum effort
|
|
|
Planning
|
Setting goals and ways to obtain those goals
|
|
|
Organizing
|
Deciding where decisions will be made and who will do what jobs
|
|
|
Controlling
|
Monitoring progress toward goal achievement and taking fixing the problem if progress is not being made
|
|
|
Top Managers
|
CEO, VP
|
|
|
Middle Manager
|
General Manager, Regional Manager
|
|
|
First Line Managers
|
Shift Supervisor, Office Manager
|
|
|
Team Leader
|
Team leader
|
|
|
`Interpersonal Roles
|
Figurehead,leader, liason
|
|
|
Informational Roles
|
Monitor, Disseminator, Spokesperson
|
|
|
Decisional Roles
|
Entrepreneur, Negotiator, Disturbance handler.
|
|
|
Conceptual Skills
|
ability to see the organization as a whole, understanding how the different parts affect each other
|
|
|
Scientific Management
|
studying and testing different work methods to find out the most efficient way to do a job
|
|
|
Soldiering
|
When workers slow down their work pace on purpose
|
|
|
Rate Buster
|
Someone who works faster than normal
|
|
|
Motion Study
|
Breaking each task into many parts and eliminating parts that do not matter
|
|
|
Time Study
|
How long it takes to do a job
|
|
|
Gantt Study
|
graphical chart that shows which tasks must be completed at which times in order to do a task
|
|
|
Bureaucracy
|
The exercise of control on the basis of knowledge, expertise, or experience
|
|
|
Domination
|
When you solve a problem with benefit from one party and the expense from another party
|
|
|
Compromise
|
Both parties give up something to reach an agreement
|
|
|
Interactive Compromise
|
when parties work together to find an alternative that meets the needs of both
|
|
|
Synergy
|
When two ore more subsystems work together to produce more than if they were working apart
|
|
|
Closed Systems
|
systems that can survive without reacting with their environments
|
|
|
Open Systems
|
systems that can only survive by interacting with their elements
|
|
|
Contingency Approach
|
No one way to manage. It all depends on what problems managers are facing at the given time.
|
|
|
Stable Environment
|
slow rate of change
|
|
|
Dynamic
|
Fast rate of change
|
|
|
Punctuated Equilibrium
|
Companies to through long periods of being Stable, followed by short periods of being Dynamic, then there is a new equilibrium
|
|
|
Resource Scarcity
|
abundance or shortage of resources in an companies external environment
|
|
|
General Environment
|
the economic, technological, sociocultural, and political trends that indirectly affect all organizations
|
|
|
Specific Environment
|
customers, competitors, suppliers, industry regulations, and advocacy groups that are unique to an industry and directly affect how a company does business
|
|
|
Opportunistic Behavior
|
A transaction in which one party benefits at the expense of another
|
|
|
Relationship behavior
|
Mutually beneficial, long term exchanges between buyers and suppliers
|
|
|
Cognitive Maps
|
graphic depictions of how managers believe environmental factors relate to possible organizational actions
|
|
|
Consistent organizational cultural
|
a company culture in which the company actively defines and teachers
|
|
|
Preconventional moral development
|
the first level of moral development, in which people make decisions based on selfish reasons
|
|
|
Conventional moral development
|
the second level of moral development, in which people make decisions that conform to societal expectations
|
|
|
Postconventional moral development
|
the third level of moral development, in which people make decisions based on internalized principles
|
|
|
Long term self interest
|
an ethical principle that holds that you should never take any action that is not in your or your organization's long-term self-interest
|
|
|
Personal virtue
|
an ethical principle that holds that you should never do anything that is not honest, open, and truthful and that you would not be glad to see reported in the newspapers or on TV
|
|
|
Religious injunctions
|
an ethical principle that holds that you should never take any action that is not kind and that does not build a sense of community
|
|
|
Government requirements
|
an ethical principle that holds that you should never take any action that violates the law, for the law represents the minimal moral standard
|
|
|
Utilitarian benefits
|
an ethical principle that holds that you should never take any action that does not result in greater good for society
|
|
|
Individual rights
|
an ethical principle that holds that you should never take any action that infringes on others' agreed-upon rights
|
|
|
Distributive rights
|
never harm the least fortunate among us
|
|
|
Primary Stakeholder
|
any group on which an organization relies for its long-term survival
|
|
|
Secondary Stakeholder
|
any group that can influence or be influenced by a company and can affect public perceptions about the company's socially responsible behavior
|
|
|
Reactive Responsibility
|
a social responsiveness strategy in which a company does less than society expects
|
|
|
Defensive Strategy
|
when a company admits responsibility for a problem, but does the minimum to clean it up
|
|
|
Accommadative strategy
|
a social responsiveness strategy in which a company accepts responsibility for a problem and does all that society expects to solve that problem
|
|
|
Proactive strategy
|
a social responsiveness strategy in which a company anticipates a problem before it occurs and does more than society expects to take responsibility for and address the problem
|
|
|
SMART Goals
|
goals that are specific, measurable, attainable, realistic, timely
|
|
|
Proximal goals
|
short term
|
|
|
Distal goals
|
long term
|
|
|
Tactical plans
|
plans created and implemented by middle managers that specify how the company will use resources, budgets, and people over the next six months to two years to accomplish specific goals within its mission
|
|
|
Strategic Plan
|
overall company plans that clarify how the company will serve customers and position itself against competitors over the next two to five years
|
|
|
Management by objectives
|
a four-step process in which managers and employees discuss and select goals, develop tactical plans, and meet regularly to review progress toward goal accomplishment
|
|
|
Operational Plans
|
day-to-day plans, developed and implemented by lower-level managers, for producing or delivering the organization's products and services over a thirty-day to six-month period
|
|
|
Absolute Comparisons
|
a process in which each decision criterion is compared to a standard or ranked on its own merits
|
|
|
Relative Comparisons
|
a process in which each decision criterion is compared directly with every other criterion
|
|
|
Maximize
|
best option
|
|
|
Satisficing
|
"good enough" alternative
|
|
|
C type conflict
|
disagreement that focuses on problem- and issue-related differences of opinion
|
|
|
A type conflict
|
disagreement that focuses on individuals or personal issues
|
|
|
Dialectal inquiry
|
a decision-making method in which decision makers state the assumptions of a proposed solution (a thesis) and generate a solution that is the opposite (antithesis) of that solution
|
|
|
Nominal group technique
|
a decisionmaking method that begins and ends by having group members quietly write down and evaluate ideas to be shared with the group
|
|
|
Delphi technique
|
a decision-making method in which members of a panel of experts respond to questions and to each other until reaching agreement on an issue
|
