Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
55 Cards in this Set
- Front
- Back
|
ultimate foundations of organizational performance |
Talent |
|
|
collective brainpower or shared knowledge of a workforce |
Intellectual Capital |
|
|
critical asset to employers and adds to the intellectual capital of an organization |
Knowledge worker's mind |
|
|
Intellectual Capital Equation |
Commitment x Competency = IC |
|
|
A person's ability to use technology to stay informed |
Technology (Tech IQ) |
|
|
worldwide interdependence of resource flows, product markets and business competition that characterize our economy |
Globalization |
|
|
occurs when firms shift jobs from one country to another |
Job Migration |
|
|
Code of moral principle that set standards of what is good and right in one's behavior |
Ethics |
|
|
ETHICAL EXPECTATIONS FOR MODERN BUSINESSES |
Integrity and ethical leadership at all levels Social responsibility Sustainability |
|
|
reflects differences with respect to gender, age, race, ethnicity, religion, sexual orientation and able-bodiedness |
Diversity (Workforce diversity) |
|
|
HOW DIVERSITY BIAS CAN OCCUR IN THE WORKPLACE |
Prejudice Discrimination Glass ceiling effect |
|
|
Organization consist of three types of workers, sometimes referred to as a shamrock organization |
Careers |
|
|
3 TYPES OF WORKERS |
Permanent full time workers Temporary part time workers Freelance or contract workers |
|
|
People change jobs more often and many work on independent contracts |
Free-agent economy |
|
|
Ability to understand oneself, exercise initiative, accept responsibility, and learn from experience |
Self-Management |
|
|
A collection of people working together to achieve a common purpose It provides useful goods or services |
Organization |
|
|
A very important notion for organizations |
Value Creation |
|
|
It is created when an organization's operations adds value to the original cost of resource inputs |
Value |
|
|
WHEN VALUE CREATION OCCURS |
Businesses earn a profit Nonprofit organizations add wealth to society |
|
|
An overall measure of the quantity and quality of work performance |
Productivity |
|
|
An output measure of task or goal accomplishment |
Performance Effectiveness |
|
|
An input measure of the resource costs |
Performance Efficiency |
|
|
Directly supports, activates and is responsible for the work of other |
Manager |
|
|
LEVELS OF MANAGEMENT |
Board of Directors Top Managers Middle Managers Team Leaders |
|
|
make sure the organization is run right |
Board of Directors |
|
|
responsible for performance of an organization as a whole |
Top Managers
|
|
|
oversee large departments and division |
Middle Manager |
|
|
supervise non-managerial workers |
Team Leaders |
|
|
TYPES OF MANAGER |
Line Manager Staff Manager Functional Manager General Manager Administrator |
|
|
responsible for work activities |
Line Manager |
|
|
use technical expertise to advise and support the efforts of line workers |
Staff Manager |
|
|
responsible for a single area of activity |
Functional Managers |
|
|
responsible for more complex units that include many functional ares |
General Manager |
|
|
work in public and nonprofit organization |
Administrators |
|
|
An indicator of the overall quality of human experiences in the workplace |
Quality of Worklife |
|
|
the process of planning, organizing, leading and controlling |
Management |
|
|
4 FUNCTIONS OF MANAGEMENTS (THE MANAGEMENT PROCESS) |
Planning Organizing Leading Conrolling |
|
|
process of setting objectives |
Planning |
|
|
process of assigning tasks, allocating resources and coordinating work activities |
Organizing |
|
|
process of arousing people's enthusiasm |
Leading |
|
|
process of measuring work performance |
Controlling |
|
|
MINTZBERG'S 10 MANAGERIAL ROLES |
Interpersonal Figurehead Leader Liaison Informational Monitor Disseminator Spokesperson Desicional Entrepreneur Disturbance Handler Resource Allocator Negotiator |
|
|
CHARACTERISTICS OF MANAGERIAL WORK |
long hours intense pace fragmented and varied task many communication media filled with interpersonal relationships |
|
|
Develops action priorities for accomplishing goals and plans |
Agenda Setting |
|
|
Process of creating positive relationship with people who can advance help advance agendas |
Networking |
|
|
Capacity to get things done with help |
Social Capital |
|
|
The change in behavior that results from experience |
Learning |
|
|
The process of continuously learning from daily experiences and opportunities |
Lifelong Learning |
|
|
KATZ'S ESSENTIAL MANAGERIAL SKILLS |
Conceptual Skills Human Skills Technical Skills |
|
|
The ability to think analytically |
Conceptual Skills |
|
|
The ability to work well in cooperation with other people |
Human Skill |
|
|
The ability to apply expertise |
Technical Skills |
|
|
EXPERIENCE AND SELF ASSESSMENT |
Wisdom: Learning from others Insight: Learning about yourself End Chapter Further Reflection End Chapter Self Assessment |
|
|
INQUIRY AND REFLECTION |
Follow the Story Research Brief Learning Checks End Chapter Self Test |
|
|
ANALYSIS AND APPLICATION |
Ethics on the Line Factors for Analysis End Chapter Class Exercise End Chapter Case Study |
