Term
|
Definition
| a systematic arrangement of people brought together to accomplish some specific purpose |
|
|
Term
|
Definition
| people who work directly on a job or task and have to responsibility for overseeing the work of others |
|
|
Term
|
Definition
| individuals in an organization who direct the activities of others |
|
|
Term
|
Definition
| individuals who are responsible for making decisions about the direction of the organizational members |
|
|
Term
|
Definition
| individuals who are typically responsible for translation goals set by top managers into specific details that lower-level managers will see get done |
|
|
Term
|
Definition
| supervisors responsible for directing the day to day activities of nonmanagerial employees |
|
|
Term
|
Definition
| the process of getting things done efectively and efficiently, through and with other people |
|
|
Term
|
Definition
| Doing things right, or getting the most output from the least amount of inputs |
|
|
Term
|
Definition
| doing the right things, or completing activities so that organizational goals are attained |
|
|
Term
|
Definition
| the use of scientific methods to define the 'one best way' for a job to be done |
|
|
Term
|
Definition
| includes goals, establishing strategy, and developing plans to coardinate activities |
|
|
Term
|
Definition
| includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made |
|
|
Term
|
Definition
| includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts |
|
|
Term
|
Definition
| the process of monitoring performance comparing it with goals, and correcting any signifcant deviations |
|
|
Term
|
Definition
| specific categories of managerial behavior; often grouped under three primary headings: interpersonal relationships, transfer of information, and decision making |
|
|
Term
|
Definition
| involve people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature |
|
|
Term
|
Definition
| involve collecting receiving, and disseminating information |
|
|
Term
|
Definition
| entail making decisions or choices |
|
|
Term
|
Definition
| a manager's ability to analyze and diagnose complex situations |
|
|
Term
|
Definition
| a manager's ability to work with, understand, mentor, and motivate others, both indibidually and in groups |
|
|
Term
|
Definition
| job-specific knowledge and technniques needed to perform work tasks. |
|
|
Term
|
Definition
| a manager's ability to build a power base and establish the right connections |
|
|
Term
|
Definition
| an independent business having fewer than 500 employees and which does not necessarily engage in any new or innovaive practices and which has relaively little impact on its industry |
|
|
Term
|
Definition
| the breakdown of jobs into narrow repetitive tasks |
|
|
Term
|
Definition
| the advent of machine power, mass production, and efficient transportation begun in the late eighteenth centuryin Great Britain |
|
|
Term
|
Definition
| the use of the scientific method to define the one best way for a job to be done |
|
|
Term
| general administrative theorists |
|
Definition
| writers who developed general theories of what managers do and what constitutes good management practice |
|
|
Term
|
Definition
| fayol's fundamental or universal principles of management practice |
|
|
Term
|
Definition
| research done in the late 1920's and early 1930's devised by Western Electric industrial engineers to examine the effect of different work enviroment changes on worker productivity, which led to a new emphasis on the human factor in the functioning of organizations and the attainment of their goals. |
|
|
Term
|
Definition
| the field of study that researches the actions of people at work |
|
|
Term
|
Definition
| the use of quantitative techniques to improve decision making |
|
|
Term
|
Definition
| a management philosophy devoted to continual improvement and responding to customer needs and expetations |
|
|
Term
|
Definition
| an approach to management that views an organization as a system which isa set fo interrelated and interdependent parts arranged in a manner that produces a unified whole. |
|
|
Term
|
Definition
| systems that dynamically interact with its environment |
|
|
Term
|
Definition
| an approach to management that says that organizations, employees, and situations are different and require different ways of managing |
|
|
Term
|
Definition
| a private computer network that uses internet technology and is accessible only to organizational members |
|
|
Term
|
Definition
| any equipment, tools, or operation methods that are designed to make work more efficient |
|
|
Term
|
Definition
| refers to the concept of a boundaryless world where goods and services are produced and marketed worldwide |
|
|
Term
| multinational corporation |
|
Definition
| any type of international company that maintains operations in multiple countries |
|
|
Term
| multidomestic corporation |
|
Definition
| an MNC that decentralizes management and other decisions to the loal country where it's doing business |
|
|
Term
| multinational corporation |
|
Definition
| any type of international company that maintains operations in multiple countries |
|
|
Term
|
Definition
| an MNC that centralizes management and other decisions in the home country |
|
|
Term
| transnational organization |
|
Definition
| a structural arrangement for global organizations that eliminates artificial geographical barriers |
|
|
Term
|
Definition
| purchasing materials or labor from around the would wherever it is cheapest |
|
|
Term
|
Definition
| making products domestically and selling them abroad |
|
|
Term
|
Definition
| acquiring products made abroad and selling them demestically |
|
|
Term
|
Definition
| an agreement primarily used by manufacturing businesses in which an organization gives another the right for a fee, to make or sell its products, using its technology or product specifications |
|
|
Term
|
Definition
| an agreement primarily used by service businesses in which an organization gives another organization the right, for a fee, to use its name and eperating methods |
|
|
Term
| global strategic alliance |
|
Definition
| a partnership between an organization and a foreign compay partner in which resources are knowlegde are shared in developing new products or building producion facilities |
|
|
Term
|
Definition
| a specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose |
|
|
Term
|
Definition
| a specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose |
|
|
Term
|
Definition
| a direct investment in a foreign country that involves setting up a separate and independent facility or office. |
|
|
Term
|
Definition
| a narrow in which managers see things oly through their own eyes and from their own perspective |
|
|
Term
| global leadership and organizational behabior effectiveness |
|
Definition
| a program taht studies cross cultural leadership behaviors. |
|
|
Term
|
Definition
| when managers recognize and consider the impact of their organization and its practices on the natural envionment |
|
|
Term
|
Definition
| a business firm's intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society |
|
|
Term
|
Definition
| when a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities |
|
|
Term
|
Definition
| when a business firm engages in social actions in response to some popular social need |
|
|
Term
|
Definition
| a set of rules or principles that defines right and wrong conduce |
|
|
Term
|
Definition
| a formal document that states an organization's primary values and the ethical fules it wxpects managers and nonmanagerial employees to follow |
|
|
Term
|
Definition
| ways in which people in a workforce are similar and defferent from one another i terms of gender, age, race, sexual orientation, ethnicity, cultural background, and pysical abilities and disabilities |
|
|
Term
|
Definition
| a population group that includes individuals born from about 1978 to 1994 |
|
|
Term
|
Definition
| benefits that provide a wide range of scheduling options that allow employees more flexibility at work, accommidating their needs for work/life balance |
|
|
Term
|
Definition
| part-time, temporary, and contrach workers who are available for hire on an as-needed basis |
|
|
Term
|
Definition
| when employees have decision-making discretion |
|
|
Term
|
Definition
| an organization's commitment to continually improving the quality of a product or service |
|
|
Term
|
Definition
| the japanese term for an orgation's commitment to continuous improvement |
|
|
Term
|
Definition
| radical or quantum change in an organization |
|
|
Term
|
Definition
| what managers do to develop an organization's strategies |
|
|
Term
|
Definition
| plans for how the organization will do what it's n business to do, how it will compete successfully, and how it will attract its customers in order to achieve its goals |
|
|
Term
| strategic management process |
|
Definition
| a six-step process that encompasses strategy planning, implementation, and evolution |
|
|
Term
|
Definition
| a statement of an organization's purpose |
|
|
Term
|
Definition
| positive trends in the external environment |
|
|
Term
|
Definition
| negative trends in the external environment |
|
|
Term
|
Definition
| an organization's assets that it uses to develop manufacture, and deliver products to its customers. |
|
|
Term
|
Definition
| an organization's skills and abilities in dong the wokd activities needed in its business |
|
|
Term
|
Definition
| the major value-crediting capabilities of an organization |
|
|
Term
|
Definition
| any activities the organization does well or any unique resources that it has |
|
|
Term
|
Definition
| activities the organization doesn't do will or resources it needs but doesn't possess |
|
|
Term
|
Definition
| the combined external and internal acronym. Strengths, Weaknesses, Opportunities, Threats |
|
|
Term
|
Definition
| an organizational strategy that specifies waht businesses a company is in or wants to be in and what it wants to do with those businesses |
|
|
Term
|
Definition
| a corporate strategy in which an organization expands the number or markets served or products offered either through its current businesses or through new businesses |
|
|
Term
|
Definition
| a corporate strategy in which an organization continues to do what it is currently doing |
|
|
Term
|
Definition
| a corporate strategy taht addresses declining organizational performance |
|
|
Term
|
Definition
| an organizational strategy for how an organiation will compete in this business |
|
|
Term
|
Definition
| an organization's single business that are endependedt and formulate their own competitive strategies |
|
|
Term
|
Definition
| what sets an organization apart, its distinctive edge |
|
|
Term
|
Definition
| when an organization competes on the basis of having the lowest cost in uts industry |
|
|
Term
|
Definition
| when an organization competes on the basis of having unique products that are widely valued by customers |
|
|
Term
|
Definition
| when an organization competes in a narrow segment or niche with either a cost focus or a differentiation focus |
|
|
Term
|
Definition
| the strategies in an organizations various functional department to support the competitive strategy |
|
|
Term
|
Definition
| the search for the best practices among competitors that lead to their superior performance. |
|
|
Term
|
Definition
| desired outcomes or targets |
|
|
Term
|
Definition
| documents that outline how goals are giong to be met |
|
|
Term
|
Definition
| official statements of what an organization says. and wants its stockholders to believe. Its goals are |
|
|
Term
|
Definition
| those goals an organization actually persues as shown by what the organization's members are doing |
|
|
Term
|
Definition
| goals set by top managers flow down through the organization and become subgoals for each organizational area |
|
|
Term
|
Definition
| an integrated network of goals in which higher level goals are linked to lower-level goals, which serve as the means for their accomplishment |
|
|
Term
|
Definition
| a precess of setting mutually agreed upon goals and using those goals to evaluate employees perfermance |
|
|
Term
|
Definition
| plans that apply to the entire organization and encompass the organization's overall goals. |
|
|
Term
|
Definition
| plans that specify the details of how the overall goals are to be achievedd |
|
|
Term
|
Definition
| plans with a time frame beyond three years |
|
|
Term
|
Definition
| plans with a time frame of one year or less |
|
|
Term
|
Definition
| plans that are clearly defined and leave no room for interpretation |
|
|
Term
|
Definition
| plans that are flexible and set general guidelines |
|
|
Term
|
Definition
| a one-time plan specifically designed to meet the needs of a unique situation |
|
|
Term
|
Definition
| plans that are ongoing and provide guidance for activities performed repeatedly |
|
|
Term
|
Definition
| the idea that plans shold extend for enough to meet those commitments made when the plans were developed |
|
|
Term
| formal planning department |
|
Definition
| a group of planning specialists whose sole responsibilities is to help write the various organizational plans |
|
|
Term
|
Definition
| an analysis of the external environment that involve screening large amounts of information to detect emerging trends |
|
|
Term
|
Definition
| a type of environmental scanning that gives managers accurate information about competitors |
|
|
Term
|
Definition
| peole who act as change catalysts and assume the responsibility for mananing the change process |
|
|
Term
| "calm waters" metaphor of change |
|
Definition
| a description of organizational change that likens that change to a large ship making a predictable trip across a calm sea and experiencing an occasional storm |
|
|
Term
| "white-water rapids" metaphor of change |
|
Definition
| a description of organizational change that likens that change to a small raft navigating a raging river |
|
|
Term
|
Definition
| efforts that assist organizational members with a planned change by forcusing on their attitudes and values |
|
|
Term
|
Definition
| a method of assessing employees attitudes toward and perceptions of a change |
|
|
Term
|
Definition
| using outside consultants to asses organizational processes such as workflow, informal intro-unit relationships, and formal communication channels |
|
|
Term
|
Definition
| using activities to help work groups set goals, develop positive interpersonal relationships, and clarify the roles and responsibilities of each team member |
|
|
Term
|
Definition
| activities that attempt to make several work groups more cohesive |
|
|
Term
|
Definition
| the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constrint, or opportunities |
|
|
Term
|
Definition
| a japanese term that refers to a sudden death caused by overworking |
|
|
Term
|
Definition
| factors that cause stress |
|
|
Term
|
Definition
| work expectations that are hard to satisfy |
|
|
Term
|
Definition
| having more work to accomplish than time permits |
|
|
Term
|
Definition
| when role expectations are not clearly understood |
|
|
Term
|
Definition
| people who have a chronic sense of urgency and an excessive competitive drive |
|
|
Term
|
Definition
| people who are relaxed and easygong and accept change easily |
|
|
Term
| employee assistance programs |
|
Definition
| programs offered by organizations to help employees overcome personal and healthrelated problems |
|
|
Term
|
Definition
| programs offered by organizations to help employees prevent health problems |
|
|
Term
|
Definition
| the ability to combine ideas in a unique way or to make unusual associations between ideas |
|
|
Term
|
Definition
| the process of taking a creative idea and turning it into a useful product service, or method of operation |
|
|
Term
|
Definition
| individuals who actively and enthusiastically support new ideas, build support for, overcome resistance to, and ensure taht innovations are implemented |
|
|
Term
|
Definition
| the process of starting new businesses, generally in response to opportunities |
|
|
Term
|
Definition
| organizations that pursue opportunities, are characterized by innovative practices, and have grwoth and profitability as thie main goals |
|
|
Term
|
Definition
| an independent business having fewer than 500 employees that does't necessarily engage in any new or innovative practices and that has relatively little impact on its indusrty |
|
|
Term
|
Definition
| a written document that summarizes a businessoportunity and defines and articulates how the identified opportunity is to be seized and exploited |
|
|
Term
|
Definition
| a personality trait describing those individuals who are more prone to take actions to influence their environment |
|
|
Term
|
Definition
| exiting a venture when an entrepreneur hopes to capitalize financially on the investment in the venture |
|
|
