Ch. 1-4

Front 1

Organization

Back 1

a group of people who work together to achieve some specific purpose

Front 2

Management

Back 2

The pursuit of organizational goals efficiently and effectively by integrating the work of people through planning, organizing, leading, and controlling the organizations resources.

Front 3

efficient

Back 3

to use resources--people, money, raw materials and the like --wisely and cost effectively

Front 4

efficiency

Back 4

(the means) the means of attaining the organizations goals

Front 5

effective

Back 5

means to achieve results, to make the right decisions and to successfully carry them out so that they achieve the organizations goals.

Front 6

effectiveness

Back 6

(the ends) the organizations ends, the goals.

Front 7

Competitive advantage

Back 7

is the ability of an organization to produce goods or services more effectively than competitors do, thereby outperforming them.

Front 8

to outperform a competitor an organization must stay ahead in what four areas?

Back 8

1.) being responsive to customers
2.) innovation
3.) quality
4.) efficiency

Front 9

Innovation

Back 9

Finding ways to deliver new or better goods or services

Front 10

Internet

Back 10

the global network of independently operating but interconnected computers, linking hundreds of thousands of smaller networks around the world.

Front 11

e-commerce

Back 11

"electronic commerce"-the buying and selling of goods or services over computer networks

Front 12

e-business

Back 12

using the internet to facilitate every aspect of running a business

Front 13

project management software

Back 13

programs for planning and scheduling the people, costs, and resources to complete a project on time

Front 14

e-mail

Back 14

text messages and documents transmitted over a computer network

Front 15

Databases

Back 15

computerized collections of interrelated files

Front 16

telecommute

Back 16

work from home or remote locations using a variety of information technologies.

Front 17

videoconferencing

Back 17

using video and audo links along with computers to let people in different locations see, hear, and talk with one another

Front 18

collaborative computing

Back 18

using state-of-the-art computer software and hardware, will help people work better together

Front 19

Knowledge management

Back 19

the implementing of systems and practices to increase the sharing of knowledge and information throughout an organization

Front 20

sustainability

Back 20

economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs.

Front 21

Four management functions

Back 21

also called the management process.
1.)panning
2.)organizing
3.)leading
4.)controlling

Front 22

Planning

Back 22

setting goals and deciding how to achieve them

Front 23

organizing

Back 23

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

Front 24

Leading

Back 24

is defined as motivating, directing, and otherwise influencing people to work hard to achieve the organizations goals.

Front 25

Controlling

Back 25

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

Front 26

top managers

Back 26

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

Front 27

middle managers

Back 27

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

Front 28

first-line managers

Back 28

make short term operating decisions, directing the daily tasks of nonmanagerial personnel

Front 29

functional managers

Back 29

responsible for just one organizational activity

Front 30

general managers

Back 30

responsible for several organizational activities

Front 31

Three types of managerial roles

Back 31

1.) interpersonal roles
2.) informational roles
3.) decisional roles

Front 32

interpersonal roles

Back 32

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

Front 33

informational roles

Back 33

-Monitor, disseminator, and spokesperson
-receive and communicate information

Front 34

decisional roles

Back 34

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

Front 35

Entrepreneurship

Back 35

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

Front 36

entrepreneur

Back 36

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

Front 37

intrapreneur

Back 37

someone who works inside an existing organization who sees an opportunity for a product or service and mobilizes the organizations resources to try to realize it.

Front 38

internal locus of control

Back 38

the belief that you control your own destiny

Front 39

Technical skills

Back 39

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

Front 40

conceptual skills

Back 40

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

Front 41

human skills

Back 41

consist of the ability to work well in cooperation with other people to get things done.

Front 42

evidence based management

Back 42

translating principles based on best evidence into organizational practice, bringing rationality to the decision making process

Front 43

2 overarching perspectives about management

Back 43

Historical and contemporary

Front 44

historical perspective

Back 44

includes 3 viewpoints
1.) classical
2.)behavioral
3.) quantitative

Front 45

contemporary perspective

Back 45

includes three viewpoints
1.) systems
2.)contingency
3.) quality-management

Front 46

classical viewpoint

Back 46

emphasized finding ways to manage work more efficiently, had two branches---scientific and administrative

Front 47

scientific management

Back 47

emphasized the scientific study of work methods to improve the productivity of individual workers

Front 48

administrative management

Back 48

concerned with managing the total organization.

Front 49

behavioral viewpoint

Back 49

emphasized the importance of understanding human behavior and of motivating employees toward achievement.

Front 50

3 phases of the behavioral viewpoint

Back 50

early behaviorism, the human relations movement, and behavioral science

Front 51

human relations movement

Back 51

proposed that better human relations could increase worker productivity

Front 52

behavioral science

Back 52

relies on scientific research for developing theories about human behavior that can be used to provide practical tools fro managers.

Front 53

quantitative management

Back 53

the application to management of quantitative techniques, such as statistics and computer simulations.

Front 54

2 branches of quantitative management

Back 54

management science and operations management

Front 55

management science

Back 55

focuses on using mathematics to aid in problem solving and decision making.

Front 56

operations management

Back 56

focuses on managing the production and delivery of an organizations products or services more effectively.

Front 57

system

Back 57

is a set of interrelated parts that operate together to achieve a common purpose

Front 58

systems viewpoint

Back 58

regards the organization as a system of interrelated parts

Front 59

subsystems

Back 59

parts making up the whole system

Front 60

Four parts of a system

Back 60

1.) inputs
2.) outputs
3.) transformation processes
4.) feedback

Front 61

inputs

Back 61

the people, money, information, equipment, and materials required to produce an organizations goods or services

Front 62

outputs

Back 62

products, services, profits, losses, employee satisfaction or discontent, and the like that are produced by the organization

Front 63

transformation processes

Back 63

are the organizations capabilities in management and technology that are applied to converting inputs and outputs

Front 64

feedback

Back 64

information about the reaction of the environment to the outputs that affects the inputs

Front 65

open system

Back 65

continually interacts with its environment.

Front 66

closed system

Back 66

has little interaction with its environment

Front 67

the contingency viewpoint

Back 67

emphasizes that a managers approach should vary according to--that is contingent on--the individual and the environmental situation

Front 68

quality management viewpoint

Back 68

includes quality control, quality assurance and total quality management.

Front 69

quality

Back 69

the total ability of a product or service to meet customer needs

Front 70

quality control

Back 70

the strategy for minimizing errors by managing each stage of production

Front 71

quality assurance

Back 71

focuses on the performance of workers, urging employees to strive for "zero defects"

Front 72

total quality management (TQM)

Back 72

comprehensive approach--led by top management and supported throughout the organization--dedicated to continuous quality improvement, training, and customer satisfaction.

Front 73

4 components of total quality management (TQM)

Back 73

1.) Make continuous improvement a priority
2.) Get every employee involved
3.) Listen to and learn from customers and employees
4.) Use accurate standards to identify and eliminate problems

Front 74

learning organization

Back 74

an organization that actively creates acquires and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge.

Front 75

3 parts to learning organization

Back 75

1.) creating and acquiring knowledge
2.) transferring knowledge
3.) modifying behavior

Front 76

virtual organization

Back 76

an organization whose members are geographically apart, usually working with email, collaborative computing, and other computer connections.

Front 77

boundaryless organization

Back 77

a fluid, highly adaptive organization whose member, linked by information technology, come together to collaborate on common tasks; the collaborators may include competitors, suppliers, and customers.

Front 78

knowledge worker

Back 78

someone whose occupation is principally concerned with generating or interpreting information, as opposed to manual labor

Front 79

human capital

Back 79

the economic or productive potential of employee knowledge, experience, and actions.

Front 80

social capital

Back 80

the economic or productive potential of strong, trusting, and cooperative relationships.

Front 81

3 roles managers play in building a learning organization

Back 81

1.) you can build a commitment
2.) you can work to generate ideas with impact
3.) you can work to generalize ideas with impact

Front 82

stakeholders

Back 82

the people whose interests are affected by an organizations activities

Front 83

internal stakeholders

Back 83

consist of employees, owners, and the board of directors, if any.

Front 84

task environment

Back 84

consists of 11 groups that present you with daily tasks to handle: customers, competitors, suppliers, distributors, strategic allies, emplyee organizations, local communities, financial institutions, government regulators, special-interest groups, and mass media.

Front 85

external stakeholders

Back 85

people or groups in the organizations external environment that are affected by it

Front 86

customers

Back 86

those who pay to use an organizations goods or services

Front 87

competitors

Back 87

people or organizations that compete for customers or resources

Front 88

supplier

Back 88

a person or an organization that provides supplies--that is, raw materials, services, equipment, labor, or energy -- to other organizations

Front 89

owners

Back 89

all those who can claim it as their property.

Front 90

distributor

Back 90

a person or an organization that helps another organization sell its goods and services to customers.

Front 91

strategic allies

Back 91

the relationship of two organizations who join forces to achieve advantages neither can perform as well alone

Front 92

clawbacks

Back 92

rescinding the tax breaks when firms dont deliver promised jobs

Front 93

government regulators

Back 93

regulatory agencies that establish ground rules under which organizations may operate

Front 94

special interest groups

Back 94

groups whose members try to influence specific issues

Front 95

general environment

Back 95

(macroenvironment) includes six forces: economic, technological, sociocultural, demographic, political-legal, and international.

Front 96

economic forces

Back 96

consist of the general economic conditions and trends--unemployment, inflation, interest rates, economic growth--that may affect an organizations performance.

Front 97

technological forces

Back 97

are new developments in methods for transforming resources into goods or services

Front 98

sociocultural forces

Back 98

influences and trends originating in a countrys, a societys, or a cultures human relationships and values that may affect an organization

Front 99

demographic forces

Back 99

influences on an organizaion arising from changes in the characteristics of a population, such as age, gender, or ethnic origin

Front 100

political-legal forces

Back 100

changes in the way politics shape laws and laws shape the opportunities for and threats to an organization

Front 101

international forces

Back 101

changes in the economic, political, legal, and technological global system that may affect an organization

Front 102

ethical dilemma

Back 102

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 103

ethics

Back 103

are the standards of right and wrong that influence behavior

Front 104

ethical behavior

Back 104

behavior that is accepted as "right" as opposed to "wrong" according to those standards

Front 105

value system

Back 105

the pattern of values within an organization.

Front 106

values

Back 106

are the relatively permanent and deeply held underlying beliefs and attitudes that help determine a persons behavior

Front 107

4 approaches to deciding ethical dilemmas

Back 107

1.) the utilitarian approach
2.) the individual approach
3.) the moral-rights approach
4.) the justice approach

Front 108

utilitarian approach

Back 108

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

Front 109

individual approach

Back 109

guided by what will result in the individuals best long term interests, which ultimately are in everyones self interest.

Front 110

moral rights approach

Back 110

guided by respect for the fundamental rights of human beings

Front 111

justice approach

Back 111

guided by respect for impartial standards of fairness and equity

Front 112

insider trending

Back 112

the illegal trading of a companys stock by people using confidential company information

Front 113

Ponzi scheme

Back 113

using cash from newer investor to pay off older ones

Front 114

Sarbanes-Oxley act of 2002

Back 114

often shortened to SarbOx or SOX, established requirements for proper financial record keeping for public companies and penalties of as much as 25 years in prison for noncompliance.

Front 115

ethical climate

Back 115

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

Front 116

code of ethics

Back 116

consists of a formal written set of ethical standards guiding an organizations actions

Front 117

whistle blower

Back 117

an employee who reports organizational misconduct to the public

Front 118

social responsibility

Back 118

a managers duty to take actions that will benefit the interests of society as well as of the organization.

Front 119

corporate social responsibility (CSR)

Back 119

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

Front 120

philanthropy

Back 120

making charitable donations to benefit humankind.

Front 121

diversity

Back 121

represents all the ways people are unlike and alike--the differences and similarities in age, gender, race, religion, ethnicity, sexual orientation, capabilities, and socioeconomic background

Front 122

personality

Back 122

the stable physical and mental characteristics responsible for a persons identity

Front 123

internal dimensions of diversity

Back 123

are those human differences that exert a powerful, sustained effect throughout every stage of our lives: gender, age, ethnicity, race, sexual orientation, physical abilities.

Front 124

external dimensions of diversity

Back 124

include an element of choice; they consist of the personal characteristics that people acquire, discard or modify throughout their lives

Front 125

glass ceiling

Back 125

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

Front 126

Americans with disabilities act

Back 126

prohibits discrimination against the disabled

Front 127

underemployed

Back 127

working at jobs that require less education than they have

Front 128

ethnocentrism

Back 128

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

Front 129

globalization

Back 129

the trend of the world economy toward becoming a more interdependent system

Front 130

global village

Back 130

refers to the "shrinking" of time and space as air travel and the electronic media have made it easier for the people of the globe to communicate with one another

Front 131

global economy

Back 131

refers to the increasing tendency of the economies of the world to interact with one another as one market instead of many national markets

Front 132

multinational corporation

Back 132

multinational enterprise, is a business firm with operation in several countries

Front 133

multinational organization

Back 133

a nonprofit organization with operations in several countries

Front 134

ethnocentric managers

Back 134

believe that their native country, culture, language, and behavior are superior to all others

Front 135

parochialism

Back 135

that is, a narrow view in which people see things solely through their own perspective

Front 136

polycentric managers

Back 136

take the view that native managers in the foreign offices best understand native personnel and practices, and so the home office should leave them alone

Front 137

geocentric mangers

Back 137

accept that there are differences and similarities between home and foreign personnel and practices and that they should use whatever techniques are most effective

Front 138

maquiladoras

Back 138

manufacturing plants allowed to operate in Mexico with special privileges in return for employing mexican citizens

Front 139

outsourcing

Back 139

using suppliers outside the company to provide goods and services

Front 140

global outsourcing

Back 140

using suppliers outside the U.S. to provide labor, goods, or services.

Front 141

importing

Back 141

a company buys goods outside the country and resells them domestically

Front 142

exporting

Back 142

a company produces goods domestically and sells them outside the country.

Front 143

countertrading

Back 143

bartering goods for goods

Front 144

licensing

Back 144

a company allows a foreign company to pay it a fee to make or distribute the first companys product or service

Front 145

franchising

Back 145

a form of licensing in which a company allows a foreign company to pay it a fee and a share of the profit in return from using the first companys brand name and a package of materials and services

Front 146

joint venture

Back 146

aka strategic alliance

Front 147

strategic alliance

Back 147

a foreign company to share the risks and rewards of starting a new enterprise together in a foreign country.

Front 148

wholly-owned subsidiary

Back 148

a foreign subsidiary that is totally owned and controlled by an organization

Front 149

greenfield venture

Back 149

a foreign subsidiary that the owning organization has built from scratch

Front 150

free trade

Back 150

the movement of goods and services among nations without political or economic obstruction

Front 151

trade protectionism

Back 151

the use of government regulations to limit the import of goods and services

Front 152

tariff

Back 152

a trade barrier in the form of a customs duty, or tax, levied mainly on imports

Front 153

import quota

Back 153

a trade barrier in the form of a limit on the numbers of a product that can be imported

Front 154

dumping

Back 154

the practice of a foreign companys exporting products abroad at a lower price than the price in the home market--or even below the costs of production--in order to drive down the price of the domestic product

Front 155

embargo

Back 155

a complete ban on the import or export of certain products

Front 156

World trade organization (WTO)

Back 156

designed to monitor and enforce trade agreements

Front 157

world bank

Back 157

provides low interest loans to developing nations for improving transportation, education, health, and telecommunications.

Front 158

International Monetary Fund (IMF)

Back 158

designed to assist in smoothing the flow of money between nations

Front 159

exchange rate

Back 159

rate at which one country's currency can be exchanged for another countrys currency

Front 160

trading bloc

Back 160

aka economic community. A group of nations within a geographical region that have agreed to remove trade barriers with one another

Front 161

North American Free Trade Agreement (NAFTA)

Back 161

a trading bloc consisting of the united states, canada, and mexico, encompassing 435 million ppl.

Front 162

European union (EU)

Back 162

consists of 27 trading partners in Europe. Covering 455 million consumers

Front 163

Asia-Pacific economic cooperation (APEC)

Back 163

a group of 21 pacific rim countries whose purpose is to improve economic and political ties.

Front 164

Association of Southeast Asian Nations (ASEAN)

Back 164

a trading bloc consisting of 11 countries in Asia

Front 165

The Central America Free Trade Agreement (CAFTA-DR)

Back 165

involves the United States and Costa Rica, the Dominican Republic, El Salvador, Guatemala, Honduras, and Nicaragua--is intended to reduce tariffs and other barriers to free trade

Front 166

Mercosur

Back 166

is the largest trade bloc in Latin America and has four core members--Argentina, Brazil, Paraguay, and Uruguay, with Venezuela scheduled to become a full member upon ratification by other countries--and five associate members: Bolivia, Chile, Colombia, Ecuador, and Peru

Front 167

Most favored nation

Back 167

trading status describes a condition in which a country grants other countries favorable trading treatment such as the reduction of import duties

Front 168

low context culture

Back 168

shared meanings are primarily derived from written and spoken words

Front 169

high context culture

Back 169

people rely heavily on situational cues for meaning when communicating with others

Front 170

Hofstede model of four cultural dimensions

Back 170

four dimensions along which national cultures can be placed:
1.) individualism/collectivism
2.) power distance
3.) uncertainty avoidance
4.) masculinity/femininity

Front 171

GLOBE project

Back 171

a massive and ongoing cross-cultural investigation of nine cultural dimensions involved in leadership and organizational processes

Front 172

monochronic time

Back 172

a preference for doing one thing at a time

Front 173

polychronic time

Back 173

a preference for doing more than one thing at a time

Front 174

expatriates

Back 174

people living or working in a foreign country