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23 Cards in this Set
- Front
- Back
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Seeing things solely through one’s own eyes and from one’s own perspective, believing that one’s own way is the best |
Parochialism |
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The composition of the workforce to include men, women, whites, blacks, Hispanics, Asians people with disabilities, people with diverse sexual preferences, |
Workforce diversity |
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Radical or quantum change in an organization |
Work process engineering |
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Activities in an organization that enhance processes that result in the improve quality of goods and services produced |
Continuous improvement |
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A formal document that states and organizations primary values in the ethical rules and expects employees to follow |
Code of ethics |
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Rules or principles that define right and wrong conduct |
Ethics |
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An obligation that organizations have to pursue long-term goals that are good for society |
Social responsibility |
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An obligation that organizations have to pursue long-term goals that are good for society |
Social responsibility |
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The Foundation of a businesses social involvement. And organizations social obligation is fulfilled when it meets its economic and legal responsibilities |
Social obligation |
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A process guided by social norms that requires business is to determine what is right or wrong and thus seek fundamental truths, and attempt to do those things that make society better and not to do those things that could make it worse |
Social responsiveness |
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Arranging and grouping jobs allocating resources, and assigning work so that activities can be accomplished as planned, determining which task or to be done, who it is to do them, and how the task are to be group, who reports to him, and when decisions are to be made |
Organizing |
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What are the four decision making style’s |
Directive, analytic, conceptual, behavioral |
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Motivating employees, directing activities of others, selecting the most effective communication channel, and resolving conflicts among members. |
Leading |
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Conceptual, interpersonal, technical, and political copper tease |
Supervisory competencies |
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Planning, organizing, leading, and controlling |
Management functions |
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Defining and organizations goals, establishing an overall strategy for achieving these goals, and developing a comprehensive hierarchy of plans to enter gate and coordinate activities. |
Planning |
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Monitoring an organization’s performance and comparing performance with previously set goals. If significant deviation exist, getting the organization back on track |
Controlling |
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Doing a task right, also refers to the relationship between inputs and outputs |
Efficiency |
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Doing the right task, goal attainment |
Effectiveness |
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The mental Ability to analyze and diagnose complex situations |
Conceptual competence |
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The ability to work with, I understand, communicate with, and motivate other people, both individually and in groups |
Interpersonal competence |
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A supervisor’s ability to enhance his or her power, build a power base, and establish the right connections in the organization |
Political competence |
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The ability to apply specialize knowledge or expertise |
Technical competence |
