Mgt 302 Exam 1

Front 1

management

Back 1

1 the pursuit of organizational goals efficiently and effectively by 2 integrating the work of people through 3 planning, organizing, leading, and controlling the organization's resources

Front 2

efficiency

Back 2

the means -- attain the organizations goals; to be efficient means to use resources-people, money, raw materials, and the like - wisely and cost-effectively

Front 3

effectiveness

Back 3

the ends -- to be effective means to achieve results, to make the right decisions and to successfully carry them out so that they achieve the organization's goals

Front 4

multiplier effect

Back 4

your influence on the organization is multiplied far beyond the results that can be achieved by just one person acting alone

Front 5

competitive advantage

Back 5

is the ability of an organization to produce goods or services more effectively than competitors do, thereby outperforming them; must stay ahead in 4 areas: 1 being responsive to customers 2 innovation 3 quality and 4 efficiency

Front 6

managements 4 functions

Back 6

planning, organizing, leading, and controlling (POLC)

Front 7

planning

Back 7

setting goals and deciding how to achieve them

Front 8

organizing

Back 8

arranging tasks, people, and other resources to accomplish the work

Front 9

leading

Back 9

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

Front 10

controlling (4 functions of management)

Back 10

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

Front 11

3 levels of management

Back 11

top managers, middle managers, and first-line managers

Front 12

top managers

Back 12

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

Front 13

middle managers

Back 13

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

Front 14

first-line managers

Back 14

make short term operating decisions, directing the daily tasks of non-managerial personnel

Front 15

functional managers

Back 15

are responsible for just one organizational activity (ex: vice pres of research and dev)

Front 16

general managers

Back 16

are responsible for several organizational activities (ex: managing several DEPARTMENTS)

Front 17

Henry Mintzberg

Back 17

studied 5 CEOs in the late 60s; findings: 1 a manager relies more on verbal than on written communication 2 a manager works long hours at an intense pace 3 a manager's work is characterized by fragmentation, brevity, and variety

Front 18

executive functioning

Back 18

the ability to manage oneself and on's resources in order to achieve a goal; ability to focus your thoughts, control your impulses, and avoid distractionso

Front 19

3 types of managerial roles

Back 19

interpersonal, informational, and decisional

Front 20

interpersonal roles (managerial roles)

Back 20

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

Front 21

informational roles (managerial roles)

Back 21

monitor, disseminator, and spokesperson -- managers receive and communicate with information with other people inside and outside the organization

Front 22

decisional roles (managerial roles)

Back 22

entrepreneur, disturbance handler, resource allocator, and negotiator -- managers use information to make decisions to solve problems or take advantage of opportunities

Front 23

entrepreneurship

Back 23

the process of taking risks to try to create a new enterprise

Front 24

the entrepreneur

Back 24

is someone who sees a new opportunity for a product of service and launches a business to try to realize it

Front 25

the intrepreneur

Back 25

is 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 (ex: google employees)

Front 26

3 principle skills to be a good manager

Back 26

be technical, conceptual, and human

Front 27

technical skills

Back 27

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

Front 28

conceptual skills

Back 28

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

Front 29

human skills

Back 29

the ability to interact well with people to get things done

Front 30

toxic organizations

Back 30

firms with high turnover and low productivity

Front 31

ethical dilemma

Back 31

a situation in which you have to decide whether to pursue a course of action that may benefit you or your organization but that is unethical or even illegal

Front 32

utilitarian approach

Back 32

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

Front 33

individual approach

Back 33

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

Front 34

moral-rights approach

Back 34

is guided by respect for the fundamental right of human beings, such as those expressed in the US constitution's bill of rights

Front 35

justice approach

Back 35

is guided by respect for impartial standards of fairness and equity

Front 36

Ponzi scheme

Back 36

using cash from newer investors to pay off older ones

Front 37

Sarbanes-Oxley Act of 2002

Back 37

established requirements for proper financial record keeping for public companies and penalties of as much as 25 years in prison for noncompliance

Front 38

ethical climate

Back 38

represents employees' perceptions about the extent to which work environments support ethical behavior

Front 39

code of ethics

Back 39

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

Front 40

whistle-blower

Back 40

an employee who reports organizational misconduct to the public

Front 41

social responsibility

Back 41

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

Front 42

corporate social responsibility (CSR)

Back 42

the notion that corporations are expected to go above and beyond following the law ans making a profit

Front 43

glass ceiling

Back 43

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

Front 44

underemployed

Back 44

working at jobs that require less education than they have

Front 45

ethnocentrism

Back 45

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

Front 46

barriers to diversity

Back 46

1 stereotypes and prejudices 2 fear of reverse discrimination 3 resistance to diversity program priorities 4 unsupportive social atmosphere 5 lack of support for family demands 6 lack of support for career-building steps

Front 47

motivation

Back 47

the psychological processes that arouse and direct goal-directed behavior

Front 48

extrinsic rewards

Back 48

satisfaction in the payoff from others -- payoff, such as money, a person receives from others for performing a particular task

Front 49

intrinsic rewards

Back 49

satisfaction in performing the task itself -- the satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself

Front 50

4 perspectives on motivation

Back 50

content, process, job design, and reinforcement

Front 51

content perspectives

Back 51

AKA need-based perspectives, are theories that emphasize the needs that motivate people

Front 52

needs

Back 52

physiological or psychological deficiencies that arouse behavior

Front 53

hierarchy of needs theory

Back 53

Maslow -- 5 levels of needs: 1 physiological, 2 safety 3 love 4 esteem 5 self-actualization

Front 54

Alderfer's ERG theory

Back 54

existence, relatedness, and growth

Front 55

existence needs (Alderfer's ERG theory)

Back 55

existence needs are the desire for physiological and material well-being

Front 56

relatedness needs (Alderfer's ERG theory)

Back 56

the desire to have meaningful relationships with people who are significant to us

Front 57

growth needs (Alderfer's ERG theory)

Back 57

the desire to grow as human beings and to use our abilities to their fullest potential

Front 58

frustration-regression component (Alderfer's ERG theory)

Back 58

if higher level needs are frustrated, we will seen more intensely to fulfill our lower level needs (ex: bill collector making phone calls having no contact with coworkers might lobby your boss for better pay and benefits)

Front 59

acquired needs theory (McClelland)

Back 59

three needs - achievement, affiliation, and power - are major motives determining people's behavior in the workplace

Front 60

two-factor theory (Herzberg)

Back 60

proposed that work saatisfaction and dissatisfaction arise from two different factors -- work satisfaction from motivating factors and work dissatisfaction from hygiene factors

Front 61

process perspectives

Back 61

are concerned with the thought processes by which people decide how to act

Front 62

equity theory

Back 62

focuses on employee perceptions as to how fairly they think they are being treated compared with others

Front 63

expectancy theory (Vroom)

Back 63

people are motivated by 2 things: 1 how much they want something and 2 how likely they think they are to get it

Front 64

expectancy Vroom

Back 64

the belief that a particular level of effort will lead to a particular level of performance

Front 65

instrumentality Vroom

Back 65

the expectation that successful performance of the task will lead to the outcome desired

Front 66

valence Vroom

Back 66

is value, the importance a worker assigns to the possible outcome or reward

Front 67

goal-setting theory

Back 67

suggests that employees can be motivated by goals that are specific and challenging but achievable

Front 68

goals should be... (goal-setting theory)

Back 68

specific, challenging, achievable, linked to action plans

Front 69

job design

Back 69

is 1 the dicision of an organizations work among its employees and 2 the application of motivational theories to jobs to increase satisfaction and performance

Front 70

job simplification

Back 70

the process of reducing the number of tasks a worker performs

Front 71

job enlargement

Back 71

consists of increasing the number of tasks in a job to increase variety and motivation

Front 72

job enrichment

Back 72

consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement

Front 73

job characteristics model

Back 73

consists of 1 five core job characteristics that affect 2 three critical psychological states of an employee that in turn affect 3 work outcomes -- the employee's motivation performance, and satisfaction

Front 74

Globalization

Back 74

the shift toward a more integrated, interdependent world economy

Front 75

globalization of markets

Back 75

the merging of separate national markets into a global marketplace. Firms that offer similar commodities worldwide will help create the global market; Examples: Coca Cola, McDonalds, Starbucks, and IKEA

Front 76

globalization of production

Back 76

sourcing goods and services from locations around the world to exploit national differences in cost and quality of factors of production, including energy, land, capital, and labor; Examples: Boeing

Front 77

limits to globalization of markets

Back 77

- Differences among national markets (especially food markets) cause issues in international franchises because different cultures have different tastes and preferences; food companies have especially hard time in international markets; Example: Cambells soup in Russia

Front 78

limits to globalization of production

Back 78

managing a global web of suppliers and production facilities is very complex; crisis's test supply chains weak links; Example: Japan's earthquake created product shortages, especially in electronics & automotive

Front 79

Globalization debate

Back 79

Positives of and concerns with Globalization