Mgmt 330-Exam 1

Front 1

the attainment of organizational goals in an effective and efficient matter through planning, organizing, leading, and controlling organizational resources

Back 1

Management

Front 2

Planning, Organizing, Leading, and Controlling

Back 2

The Functions of Management

Front 3

Select goals and ways to attain them

Back 3

Planning

Front 4

Assign responsibility for task accomplishment

Back 4

Organizing

Front 5

Use influence to motivate employees

Back 5

Leading

Front 6

Monitor activities and make corrections

Back 6

Controlling

Front 7

a social entity(being made up of two or more people) that is goal directed and deliberately structured

Back 7

Organization

Front 8

refers to the degree to which the organization achieves a stated goal

Back 8

Effectiveness

Front 9

pertains to the amount of resources---raw materials, money, and people--used to produce a desired volume of output.

Back 9

Efficiency

Front 10

Conceptual, Human, and Technical

Back 10

Manager's Skills

Front 11

the cognitive ability to see the organization as a whole and the relationships among its parts

Back 11

Conceptual Skills

Front 12

refers to manager's ability to work with and through other people and to work effectively as part of a group

Back 12

Human Skill

Front 13

is the understanding of and proficiency in the performance of specific tasks

Back 13

Technical Skill

Front 14

Set Objectives, Organize, Motivate and Communicate, Measure, and Develop People.

Back 14

What Managers Do

Front 15

Vertical and Horizontal Differences

Back 15

Management Types

Front 16

Top Managers, Middle Managers, Project Managers, and First-Line Managers

Back 16

Vertical Differences

Front 17

Responsible for the entire organization

Back 17

Top Managers

Front 18

Responsible for business units

Back 18

Middle Managers

Front 19

Responsible for misinterpreting signals

Back 19

Project Managers

Front 20

Responsible for production of goods and services

Back 20

First-Line Managers

Front 21

Functional and General Managers

Back 21

Horizontal Differences

Front 22

Responsible for departments that perform certain tasks

Back 22

Functional Managers

Front 23

Responsible for several departments

Back 23

General Managers

Front 24

General and Task Environment

Back 24

The two components that an organization's external environment can be conceptualized further by.

Front 25

affects organizations indirectly which includes six dimensions: international, technological, social-cultural, economic, legal-political, and natural.

Back 25

General Environment

Front 26

includes the sectors that conduct day-to-day transactions with the organizations and directly influence its basic operations and performance; this includes competitors, customers, suppliers, and labor market.

Back 26

Task Environment

Front 27

includes the elements within the organization's boundaries, such as employees, management, and corporate culture

Back 27

Internal Environment

Front 28

Managers do not have sufficient info about environmental factors to understand and predict environmental needs and changes

Back 28

Environmental Uncertainty

Front 29

link and coordinate the organization with environment, seek: Business Intelligence and Competitive Intelligence

Back 29

Boundary-Spanning Roles

Front 30

reduce boundaries and begin collaborating with other organizations

Back 30

Inter organizational partnerships

Front 31

occurs when two or more organizations combine to become one

Back 31

Mergers

Front 32

strategic alliance or program by two or more organizations

Back 32

Joint Ventures

Front 33

is the set of key values, beliefs, understandings, and norms that members of an organization share, which includes symbols, stories, heroes, slogans, and ceremonies

Back 33

Internal Environment: Corporate Culture

Front 34

Adaptability, Achievement, Involvement, and Consistency

Back 34

The Four Types of Corporate Culture

Front 35

emerges in an environment that requires fast response and high-risk decision making

Back 35

Adaptability Culture

Front 36

is suited to organizations concerned with serving specific customers in the external environment, but without the intense need for flexibility and rapid change

Back 36

Achievement Culture

Front 37

emphasizes an internal environment focus on the involvement and participation of employees to adapt rapidly to changing needs from the environment

Back 37

Involvement Culture

Front 38

uses an internal focus and a consistency orientation for a stable environment

Back 38

Consistency Culture

Front 39

managers being able to emphasize or pay attention to both cultural values and business performance to create this....

Back 39

a High-Performance Culture

Front 40

define and articulate important values that are tied to clear and compelling mission, which they communicate widely and uphold through their actions

Back 40

Cultural Leadership

Front 41

Managers being able to work with different groups or individuals that are from different cultural backgrounds

Back 41

Global Mindset

Front 42

an organization that receives more then 25% of its total sales revenues from operations outside the parent company's home country and has a number of distinctive cost characteristics

Back 42

Multinational Corporation (MNC)

Front 43

Exporting, Outsourcing, Licensing, and Direct Investing

Back 43

Ways to Get Started Internationally

Front 44

defined as the risk of lost assets, earning power, or managerial control

Back 44

Political Risk

Front 45

this includes riots, revolutions, civil disorders, and frequent changes in the government

Back 45

Political Instability

Front 46

Power Distance,

Uncertainty Avoidance(High or Low), Individualism and Collectivism

Masculinity and Femininity

Back 46

Hofstede's Value Dimensions

Front 47

is the degree to which people accept inequality in power among institutions, organizations, and people.

Back 47

Power Distance

Front 48

is characterized by people's intolerance for uncertainty and ambiguity and resulting support for beliefs that promise certainty and conformity.

Back 48

Uncertainty Avoidance

Front 49

refers to the performance for a loosely knit social framework in which individuals are expected to take acre of themselves

Back 49

Individualism

Front 50

refers to a performance for a tightly knit social framework in which individuals look after one another and organizations protect their members' interests

Back 50

Collectivism

Front 51

is a cultural preference for achievements, heroism, assertiveness, work centrality, and material success.

Back 51

Masculinity

Front 52

is a cultural preference for relationships, cooperation, group decision making, and quality of life

Back 52

Femininity

Front 53

is one in which people use communications to build personal relationships

Back 53

High=Context Culture

Front 54

people use communication primarily to exchange facts and information

Back 54

Low-Context Culture

Front 55

is the code of moral principles and values that governs the behaviors of a person or group with respect to what is right or wrong

Back 55

Ethnics

Front 56

is a situation in which all alternative choices or behaviors have potentially negative consequences. Right or wrong cannot be clearly distinguished

Back 56

Ethical Dilemma

Front 57

Utilitarian

Individualism

Moral-Rights

Justice

Practical

Back 57

Ethical Decision Making Approaches

Front 58

to ethical decision making says that the ethical choice is the one that produces the greatest good for the greatest number of people

Back 58

Utilitarian Approach

Front 59

contends that acts are moral when they promote individual's best long-term interests

Back 59

Individualism Approach

Front 60

holds that ethical decisions are those that best maintain fundamental rights of people affected by them

Back 60

Moral-Rights Approach

Front 61

says that ethical decisions must be based on standards of equity, fairness, and impartiality

Back 61

Justice Approach

Front 62

Distributive

Procedural

Compensatory

Back 62

Three Justices that falls under the Justice Approach

Front 63

sidesteps debates about what is right, good, or just and bases decisions on prevailing standards of the profession and the larger society; taking the interests of all stakeholders into account

Back 63

Practical Approach

Front 64

Pre-Conventional

Conventional

Post-Conventional

Back 64

Three Levels of Moral Development

Front 65

follows rules to avoid punishment, acts in own interest, obedience for its own sake

Back 65

Pre-Conventional Level

Front 66

lives up to expectations of others; fulfills duties and obligation of social system, upholds laws

Back 66

Conventional Level

Front 67

follows self-esteem principles of justice and right. Aware that people hold different values and seeks creative solutions to ethical dilemmas. Balances concern for individual with concern for common good.

Back 67

Post-Conventional Level

Front 68

is the management's obligation to make choices and take actions that will contribute to the welfare and interests of society, not just the organization

Back 68

Corporate Social Responsibility

Front 69

refers to the economic development that generates wealth and meets the needs of the current generation while preserving the environment and society so future generations can meet their needs as well

Back 69

Sustainability

Front 70

the disclosure by employees of unethical, illegitimate, or illegal practices by the ogranization

Back 70

Whistle-Blowing