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58 Cards in this Set
- Front
- Back
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external |
changing consumer needs and wants new government laws changing technology economic changes |
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Internal |
New Organization Strategy Change in composition of workforce new equipment changing employee attitudes |
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organizational change |
any alterations in people,structure, or technology of an organization |
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change agents |
persons who acts as catalysts and assume the responsibility for managing the change process |
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organizational development |
techniques or programs to change people and the nature and quality of interpersonal work relationship |
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stress |
the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints or opportunities |
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stressors |
factors that cause stress |
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what causes stress |
role conflicts role overload role ambiguity interpersonal demands organization structure organization leadership |
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creativity vs innovation |
creativity: the ability to combine ideas in a unique way or to make an unusual associations innovation: turning the outcomes of the creative process into useful products, services, or work methods. |
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decision |
making a choice from two or more alternatitce |
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the decision making process |
1. identify a problem 2. identify decision criteria 3. allocate weights to the criteria 4. develop alternatices 5. analyze alternative 6. select an alternative 7. implement alternative 8. evaluate decision effectiveness |
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rational decision making |
describes choices that are logical and consistent while maximizing value |
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assumption of rationality |
the decision maker would be fully objective and logical the problem faces would be clear and unambiguous the decision maker would have a clear and specific goal and know all possible alternatives and consequences and consistently select the alternatice that mazimzes achieving that goal |
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satisfice |
accepting solutions that are "good enough" |
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intuitive decision making |
making decisions on the basis of experience,feelings,and accumulated judgment |
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Linear Thinking |
A person's tendency to use external data/facts; the habit of processing information through rational, logical thinking |
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Nonlinear Thinking |
A persons preference for internal sources of information; a method of processing this information with internal insights,feelings,and hunches |
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social obligation |
the obligation of a business to meet its economic and legal repsonsibilities and nothing more |
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social responsibility |
a business's intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society |
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green management |
managers consider the impact of their organization on the natural environment |
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values |
basic convictions about what is right and wrong |
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stages of moral development |
principled conventional preconventional |
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organizations culutre |
consists of the shared organizational values. |
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ethics |
principles, values, and belifs that define right and wrong behavior |
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Workforce Diversity |
the ways in which people in an organization are difference from a simliar to one another |
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types of diversity |
diversity regers to any dissimilarities or differences that might be present in a workplace |
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Bias |
A tendency or preference toward a particular perspective or ideology |
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prejudice |
a pre-conceived belief,opinion,or judgment toward a person or a group of people |
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glass ceiling |
the invisible barrier that separates womena nd miniorites form top management positions |
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mentoring |
a process whereby an experienced organizational member(a mentor) provides advice and guidance to a less-experienced member(a protege) |
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Parochialism |
viewing the world solely through own perspectives,leading to an inability to recognize differences between people |
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Ethnocentric Attitude |
The Parochialistic belief that the best work approaches and practices are those of the home country |
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polycentric attitude |
the view that the managers in the host country know the best work approaches and practices for running their business |
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geocentric attitude |
a world-oriented view that focuses on using the best approaches and people from around the globe |
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European Union |
A union of 27 european nations created as a unified economic and trade entity with Euro as a single common currency |
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NAFTA |
North American Free Trade Agreement an agreement among the Mexican,Canadian,and US government in which certain barriers to trade have been eliminated |
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How Organizations go Global |
Global Sourcing Exporting Importing Licensing Franchising Strategic Alliance Joint Venture Foreign Subidiary |
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Managing in a Global Environment |
The Political/Legal Enviornemnt - US Managers are accustoned to a stable legal and political system - Managers must stay informed of the specific laves in countries where they do business - some countries have risky political climates |
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external environment |
factors and forces outside the organization that affect its performance |
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types of culture |
organized strong |
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strong culture |
values widely shared leads to success
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weak cultures |
values limited to a few people - usually top management |
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Management Organization |
Organizations need their managerial skills and abilities more than ever in chaotic times |
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Manager |
someone who coordinates and oversees the work of other people so that organizational goals can be accomplished |
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first line managers |
individuals who manage the work of non-managerial employees |
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middle managers |
individuals who manage the worl of first-line managers |
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top managers |
individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization |
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the four management functions |
planning organizing leading controlling
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planning |
defining goals, establishing strategies to achieve goals and developing plans to intergrate and coordinate activities |
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organizing |
arranging and structuring work to accomlish organizational goals |
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leading |
working with and through people to accomplish goals |
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controlling |
monitoring, comparing and correcting work |
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management roles |
roles are specific actions or behaviors expected of a manager |
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technical skills |
knowledge and proficiency in a specific field |
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Managers need |
technical skills human skills conceptual skills |
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customers |
the reason that organizations exist |
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Why Study Management |
The Reality that management is needed |
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Efficiency |
Doing things right getting the most output for the least inputs |
