Principles Of Management-9Th Edition, Bateman/snell

Front 1

360 Degree Appraisal

Back 1

Process of using multiple sources of appraisal to gain a comprehensive perspective on one's performance - peers, subordinates, superiors, possibly consumers

Front 2

Accountability

Back 2

Expectation that employees will do a job, take corrective action when necessary and report upward on the status and quality of their performance.

Front 3

Administrative Management

Back 3

Classical management approach that attempted to identify major principles and functions that managers could use to achieve superior organizational performance.

Front 4

Acquisition

Back 4

One firm buying another

i.e. AT&T bought Cingular

Front 5

Adaptable

Back 5

Prepared to meet the complex and ever-changing challenges of the modern business world.

Front 6

Adverse Impact

Back 6

When a seemingly neutral employment practice has a disproportionately negative effect on a protected group

Front 7

Advertising Support Model

Back 7

Advertisers pay the site operator to gain access to the demographic group that visits the site

Front 8

Affective Conflict

Back 8

Emotional disagreement directed toward other people.

Front 9

Affiliate Model

Back 9

Pay commissions to other sites to drive business to their own site.

Front 10

Age Discrimination in Employment Act

Back 10

Prohibits employment discrimination based on age for persons over 40, restricts mandatory retirement.

Front 11

Americans with Disabilities Act, 1990

Back 11

Extends affirmative action to private employers; requires workplace modifications to facilitate disabled employees; prohibits discrimination against the disabled.

Front 12

Guidelines for Choosing Appraisal Method

Back 12

1. Base performance Standards on job analysis.
2. Communicate performance standards to employee.
3. Evaluate employees on specific performance related behaviors, instead of single goal or overall measure.
4. Document the PA process carefully.
5. If possible, use more than one rater.
6. Develop a formal appeal process.
7. Always take legal considerations into account.

Front 13

Arbitration

Back 13

The use of a neutral third party to resolve a labor dispute.

Front 14

Assessment Center

Back 14

A managerial performance test in which candidates participate in a variety of exercises and situations.

Front 15

Astroturfing

Back 15

Companies create fictional blogs as a marketing tactic without disclosing their sponsorship.

Front 16

Authority

Back 16

The legitimate right to make decisions and tell other people what to do.

Front 17

Barriers To Entry

Back 17

Conditions that prevent new companies from entering an industry; i.e. government regulations, capital requirements, brand ID

Front 18

Benchmarking

Back 18

The process of comparing organization's practices and technologies with those of other companies; i.e., Healthgrades.com

Front 19

Bootlegging

Back 19

Informative efforts in which employees work to create new products and processes of their own choosing.

Front 20

Bounded Rationality

Back 20

A less that perfect form of rationality in which decision makers cannot be perfectly rational because decision is complex and complete information isn't available or can't be fully processed.

Front 21

Brainstorming

Back 21

Process in which group members generate as many ideas about a problem as they can. Criticism is withheld until all ideas have been proposed.

Front 22

Broker

Back 22

A person who assembles and coordinates participants in a network.
Designer Role --> Process & Engineering Role -->Nurturing Role

Front 23

Buffering

Back 23

Creating supplies of excess resources in case of unpredictable needs; i.e., contingency workers, temps

Front 24

Bureaucracy

Back 24

Classical Management approach emphasizing a structural formal network of relationships among specialized positions in the organization.

Front 25

Business Ethics

Back 25

Comprises the moral principles and standards that guide behavior in the world of business.

Front 26

Business Incubators

Back 26

Protected environments for new/small businesses offering low rents or shared operating costs

Front 27

Business Strategy

Back 27

The major actions by which a business competes in a particular market or industry

Front 28

Cafeteria Benefit Program

Back 28

Benefit program in which employees choose from a menu of options to create a benefit package tailored to their needs.

Front 29

Cash Cows

Back 29

Low growth, strong competitive businesses. They generate revenues in excess of investment needs and therefore fund other ventures.

Front 30

Caux Principles

Back 30

Kyosei and human dignity
Kyosei: living and working together for common good, allowing cooperation and human prosperity to coexist with healthy and fair competition.
Human Dignity: concerns the value of each person as an end - not a means, to fulfillment of others purposes.

Front 31

Centralized Organization

Back 31

High level executives make most decisions and pass them down to lower levels for implementation

Front 32

Certainty

Back 32

The state that exists when decision-makers have accurate and comprehensive information

Front 33

Civil Rights Act, 1991

Back 33

Clarifies Title VII requirement disparate treatment impact suits; business necessity, job relatedness; shifts burden of proof to employer. Permits punitive damages and jury trials.

Front 34

Coalition Model

Back 34

Model of decision-making in which groups with differing preferences use power and negotiation to influence decisions.

Front 35

Cognitive Conflict

Back 35

Issue based differences in perspectives or judgements.

Front 36

Comparable Worth

Back 36

Principle of equal pay for different jobs of equal worth.

Front 37

Competitive Environment

Back 37

The immediate environment surrounding a firm; includes suppliers, customers, rivals

Front 38

Competitive Intelligence

Back 38

Information that helps managers determine how to compete better; i.e., culture, market groups

Front 39

Complexity

Back 39

Refers to the number of issues to which a manager must attend, as well as their interconnectedness.

Front 40

Compliance Based Ethics Program

Back 40

Designed by Corporate Counsel to prevent, detect and punish legal violations - only ensures moral mediocrity.

Front 41

CIM - Computer Integrated Manufacturing

Back 41

Use of computer aided design and computer aided manufacturing to sequence and optimize a number of production processes.

Front 42

Concentration

Back 42

Strategy employed for an organization that operates as a single business and competes in a single market.

Front 43

Concentric Diversification

Back 43

Strategy that involves moving into new businesses that are related to the company's core business (original business)

Front 44

Conceptual & Decision Skills

Back 44

Ability to identify and resolve problems for the benefit of organization and everyone concerned.

Front 45

Conflict

Back 45

Opposing pressures from different sources, occurring on the level of psychological conflict or of conflict between individuals or groups; i.e., layoffs, or 3 promising applicants but only one position

Front 46

Conglomerate Diversification

Back 46

Corporate Strategy that involves expansion into unrelated businesses.

Front 47

Contingency Perspective

Back 47

Proposes that managerial strategies, structures and processes that result in high performance depend on the characteristics or important contingencies, or the situation in which they are applied.

Front 48

Continuous Process

Back 48

Process that is highly automated and has continuous production flow.
An organic Structure - less rules and regulations required-not necessary. Machines/computers do the work.

Front 49

Corporate Social Responsibility

Back 49

Obligation towards society assumed by businesses.

Front 50

Corporate Strategy

Back 50

Identifies the set of businesses, markets, or industries in which the organization competes and the distribution of resources among those businesses.

Front 51

Controlling

Back 51

Monitor performance and implement the necessary changes

Front 52

Cooperative Strategies

Back 52

Strategies used by 2 or more organizations, working together to manage the external environment; i.e., contract to exchange goods/services.

Front 53

Coordination

Back 53

The procedures that link the various parts of an organization for the purpose of achieving the organizations overall mission.

Front 54

Coordination by Mutual Adjustment

Back 54

Units interact with one another to make accommodations to achieve flexible coordination

Front 55

Coordination by Plan

Back 55

Interdepartmental units are required to meet deadlines and objectives that contribute to a common goal.

Front 56

Corporate Governance

Back 56

The role of a Corporation's executive staff and Board of Directors in ensuring that the firm's activities meet the goals of shareholders - ethical, legal and social.

Front 57

Cost Competitiveness

Back 57

Keeping costs low to achieve profits and be able to provide attractive prices.

Front 58

Culture Shock

Back 58

Disorientation and stress associated with being in a foreign environment.

Front 59

CRM - Customer Relationship Management

Back 59

Multifaceted process focusing on creating 2-way exchanges with customers to foster intimate knowledge of their needs, wants and buying power.

Front 60

Decentralized Organization

Back 60

An organization in which lower level managers make important decisions.

Front 61

Advantage of Decentralization

Back 61

Level that deals directly with problems and opportunities has the most relevant information and can best foresee the consequences of decisions.

Front 62

Defenders

Back 62

Companies that stay within a stable product domain as a strategic maneuver.

Front 63

Delegation

Back 63

The assignment of new or additional responsibilities to a subordinate.

Front 64

Steps in Effective Delegation

Back 64

6 Steps:
1. Define Goal.
2. Select person
3. Solicit views
4. Give authority, time & resources
5. Schedule checkpoints for updates
6. Follow through by discussing progress

Front 65

Demand Forecast - HR

Back 65

Determining how many and what types of people will be needed.

Front 66

Demographics

Back 66

Measures of various characteristics of the people who make up groups or other social units; i.e., work groups, organizations, market groups.

Front 67

Departmentalization

Back 67

Subdividing an organization into smaller subunits.

Front 68

Approaches to Departmentalization

Back 68

Functional - Specialized & grouped according to business functions and the skills they require. (R&D, HR, Finance)
Divisional - groups units around products, customers or geographical regions. All functions that contribute to product are grouped under one manager.
Matrix - composed of dual reporting relationships in which some managers report to two superiors, a functional manager and a divisional manager - dual line of command.

Front 69

Development

Back 69

Helping managers and professional employees learn the broad skills needed for their present and future positions.

Front 70

Devil's Advocate

Back 70

A person who has the job of criticizing ideas to ensure that their downsides are fully explored.

Front 71

Dialectic

Back 71

A structured debate comparing two conflicting courses of action

Front 72

Differentiation

Back 72

Aspect of the organizations internal environment created by job specialization and the division of labor. (means organization is composed of many different units focusing on different skills and work methods, completing different tasks.)

Front 73

Differentiation Strategy

Back 73

Strategy used to build competitive advantage by being unique in it's industry or market segment along with one or more dimensions.

Front 74

Discounting the Future

Back 74

Bias weighting short term costs and benefits more heavily than longer term costs and benefits.

Front 75

Diversification

Back 75

A firm's investment in a different product, business or geographic area; i.e., Apple's launch of the IPod

Front 76

Divestiture

Back 76

A firm selling one or more businesses to stay solvent; i.e., Ford sold Aston Martin

Front 77

Division of Labor

Back 77

Assignment of different tasks to different people or groups.

Front 78

Divisional Organization

Back 78

Departmentalization that groups units around products, customers or geographical regions.

Front 79

Dogs

Back 79

Low growth, weak competitive position businesses. The remaining revenues from the business are realized and the business is divested.

Front 80

Domain Selection

Back 80

Entering a new market or industry with an existing expertise; i.e., Nintendo - created the Wii to appeal to customers not previously interested in video games - less violent!

Front 81

Downsizing

Back 81

Planned elimination of positions or jobs.

Front 82

Dynamic Network

Back 82

Temporary arrangements among partners that can be assembled and re-assembled to adapt to the environment (modular or virtual corporation).

Front 83

Dynamism

Back 83

Refers to the degree of continuous change that occurs within the industry.

Front 84

Ecocentric Management

Back 84

The creation of sustainable economic development and the improvement of Quality of Life worldwide for all organizational stakeholders.

Front 85

Economic Responsibilities

Back 85

To produce goods and services that society wants at a price that perpetuates the business and satisfies it's obligations to investors.

Front 86

Economies of Scale

Back 86

Reductions in the average cost of a unit of production as the total volume produced increases.

Front 87

Economies of Scope

Back 87

Economies in which materials and processes employed in one product can be used to make other related products.

Front 88

Egoism

Back 88

Ethical system defining acceptable behavior as that which maximizes consequences for the individual "Doing the Right Thing!"

Front 89

Emotional Intelligence (EQ)

Back 89

Skills of understanding yourself, managing yourself and dealing effectively with others.

Front 90

Employment at Will

Back 90

Legal concept that an employee may be terminated for any reason.

Front 91

Empowerment

Back 91

Process of sharing power with employees thereby enhancing their confidences in their ability to perform their jobs and in their belief that they are influential contributors to the organization.

Front 92

Entrepreneur

Back 92

Individual who establishes a new organization without the benefit of corporate sponsorship,.

Front 93

Entrepreneurial Venture

Back 93

Business having growth and high profitability as primary objective.

Front 94

Entrepreneurship

Back 94

Pursuit of lucrative opportunities by enterprising individuals - inherently about innovation - creating a new venture where one didn't exist before.

Front 95

Environmental Responses

Back 95

Most useful when aimed at elements of environment that:
1.Cause the company problems
2. Provide it with opportunities
3. Allow the company to change successfully

Front 96

Environmental Scanning

Back 96

Searching for and sorting through information about the environment to find out what's important and what isn't (information that is not available to most people).

Front 97

Environmental Uncertainty

Back 97

Lack of information needed to understand or predict the future.

Front 98

Equal Pay Act. 1963

Back 98

Prohibits gender-based pay discrimination between two jobs substantially similar in skill, effort, responsibility and working conditions.

Front 99

Ethical Climate

Back 99

Processes by which decisions are evaluated and made on the basis of right and wrong in an organization.

Front 100

Ethical Issue

Back 100

Situation, problem or opportunity in which an individual must choose among several actions that must be evaluated as morally right or wrong.

Front 101

Ethical Systems

Back 101

Refers to the principles, rules and values people use in deciding what is right or wrong.

Front 102

Ethics

Back 102

The system that governs the ordering of values

Front 103

Ethnocentrism

Back 103

A tendency to judge foreign people or groups by the standards of your own and to see yours as superior.