Term
|
Definition
| A group of people who work together to achieve some specific purpose |
|
|
Term
Management is defined as:
(three things) |
|
Definition
1. The pursuit of organizational goals efficiently and effectivly by
2. Integrating the work of people through
3. Planning, organizing, leading, and controlling the organization's resources |
|
|
Term
|
Definition
| To use resources-people, money, raw materials, and the like-wisely and cost-effectively |
|
|
Term
|
Definition
| to achieve results, to make the right decisions and to succssfullly carry them out so that they achieve organizational goals |
|
|
Term
| Examples of Efficiency vs. Effectiveness |
|
Definition
Many companies now use a recorded “telephone menu” of options to answer customer calls
This is efficient for the companies, but not effective
Most consumers prefer a live agent |
|
|
Term
| Example – Losing Competitive Advantage |
|
Definition
Major networks – ABC, NBC, CBS, and Fox have lost their competitive advantage
Rise of cable, change to an “on-demand” viewing model, and the networks’ obsession with beating other hit shows |
|
|
Term
|
Definition
| the ability of an organization to produce goods or services more efficiently than competitors do, thereby outperforming them |
|
|
Term
| Keys to maintaining a competitive advantage: (4 things) |
|
Definition
1.Being responsive to customers
2.Innovation
3.Quality
4.Efficiency |
|
|
Term
| What are the four principal functions of managers: |
|
Definition
| Planning, Organizing, Leading, Controlling |
|
|
Term
|
Definition
| You set goals and decide how to achieve them |
|
|
Term
|
Definition
| You arrange tasks, people, and other resources to accomplish the work |
|
|
Term
|
Definition
| You motivate, direct, and otherwise influence people to work hard to achieve the organization's goals |
|
|
Term
|
Definition
| You monitor performance, compare it with goals, and take corrective action as needed |
|
|
Term
| What are the 4 levels of management? |
|
Definition
| nonmanagerial personnel, First-line managers, middle managers, top managers |
|
|
Term
| What are the functional areas of management? |
|
Definition
| R&D, Marketing, Finance, Production, Human resources |
|
|
Term
|
Definition
| make long-term decisions about the overall direction of the organization and establish the objectives, policies, and strategies for it |
|
|
Term
|
Definition
| implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them |
|
|
Term
|
Definition
| make short-term operating decisions, directing the daily tasks of nonmanagerial personnel |
|
|
Term
|
Definition
| responsible for just one organizational activity |
|
|
Term
|
Definition
| responsible for several organizational activities |
|
|
Term
| The manager’s roles: Mintzberg’s useful findings |
|
Definition
1.A manager relies more on verbal than on written communication
2.A manager works long hours at an intense pace
3.A manager’s work is characterized by fragmentation, brevity, & variety |
|
|
Term
| Three types of managerial roles: |
|
Definition
| Interperosnal, Informational, Decisional |
|
|
Term
|
Definition
| managers interact with people inside and outside their work units. figurehead, leader, liaison |
|
|
Term
|
Definition
| managers receive and communicate information. monitor, disseminator, spokesperson |
|
|
Term
|
Definition
| managers use information to make decisions to solve problems or take advantage of opportunities. entrepreneur, disturbance handler, resource allocator, negotiator |
|
|
Term
|
Definition
| process of taking risks to try to create a new empire. Entrepreneur, intrapreneur |
|
|
Term
|
Definition
| someone who sees a new opportunity for a product or service and launches a business to try to realize it |
|
|
Term
|
Definition
| someone who works inside an existing organization who sees an opportunity for a product or service and mobilizes the organization’s resources to try to realize it |
|
|
Term
| Differences between entrepreneurs and managers: |
|
Definition
Being an entrepreneur is what it takes to start a business. Being a manager is what it takes to grow or maintain a business. Entrepreneurs more than managers
-have high self confidence and tolerance for risk |
|
|
Term
| Similarities between entrepreneurs and managers: |
|
Definition
Both entrepreneurs and managers
-have a high need for achievement
-believe in personal control of destiny
-have high energy levels and an action orientation
-have a high tolerance for ambiguity |
|
|
Term
|
Definition
| people who suddenly must earn a living and are simply trying to replace lost income and are hoping a job comes along |
|
|
Term
| Opportunity entrepreneurs |
|
Definition
| those who start their business out of a burning desire rather than because they lost a job |
|
|
Term
| 3 skills star managers need: |
|
Definition
| Technical skills, conceptual skills, Human skills |
|
|
Term
|
Definition
| the job-specific knowledge needed to perform well in a specialized field |
|
|
Term
|
Definition
| the ability to think analytically, to visualize an organization as a whole and understand how the parts work together |
|
|
Term
|
Definition
| the ability to work well in cooperation with other people to get things done |
|
|
Term
| 4 most valued traits in managers |
|
Definition
| The ability to motivate and engage others. The ability to communicate. Work experience outside the United States. High energy levels to meet the demands of global travel and a 24/7 world |
|
|
Term
|
Definition
| the job-specific knowledge needed to perform well in a specialized field |
|
|
Term
|
Definition
| the ability to think analytically, to visualize an organization as a whole and understand how the parts work together |
|
|
Term
|
Definition
| the ability to work well in cooperation with other people to get things done |
|
|
Term
| The most valued traits in managers: |
|
Definition
The ability to motivate and engage others
The ability to communicate
Work experience outside the United States
High energy levels to meet the demands of global travel and a 24/7 world |
|
|
Term
| 2 management types associated with the classical viewpoint |
|
Definition
| Scientific management and administrative management |
|
|
Term
|
Definition
| emphasized the scientific study of work methods to improve the productivity of individual workers. Frederick W. Taylor, Frank and Lillian, Gilbreth |
|
|
Term
|
Definition
Taylor's approach is also often referred to, as Taylor's Principles, or frequently disparagingly, as Taylorism. Taylor's scientific management consisted of four principles:
Replace rule-of-thumb work methods with methods based on a scientific study of the tasks.
Scientifically select, train, and develop each employee rather than passively leaving them to train themselves.
Provide "Detailed instruction and supervision of each worker in the performance of that worker's discrete task" (Montgomery 1997: 250).
Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks. |
|
|
Term
| Frank and Lillian Gilbreth |
|
Definition
| According to Claude George (1968), Gilbreth reduced all motions of the hand into some combination of 17 basic motions. These included grasp, transport loaded, and hold. Gilbreth named the motions therbligs, "Gilbreth" spelled backwards with the th transposed. He used a motion picture camera that was calibrated in fractions of minutes to time the smallest of motions in workers. |
|
|
Term
| 4 Principles of Scientific Management: |
|
Definition
1.Scientifically study each part of the task
2.Carefully select workers with the right abilities
3.Give workers the training and incentives to do the task
4.Use scientific principles to plan the work methods |
|
|
Term
| Administrative management: |
|
Definition
| concerned with managing the total organization |
|
|
Term
|
Definition
French engineer and industrialist
first to identify the major functions of management |
|
|
Term
| Five Positive Bureaucratic Features: |
|
Definition
1.A well-defined hierarchy of authority
2.Formal rules and procedures
3.A clear division of labor
4.Impersonality
5.Careers based on merit |
|
|
Term
| Why the Classical Viewpoint is Important: |
|
Definition
| Work activity was amenable to a rational approach. Through the application of scientific methods, time and motion studies, and job specialization it was possible to boost productivity |
|
|
Term
| Problems with the classical viewpoint |
|
Definition
Mechanistic
Tends to view humans as cogs within a machine, not taking into account the importance of human needs |
|
|
Term
| Three types of management associated with the behavioral viewpoint: |
|
Definition
| Behaviorism, Human Relations, & Behavioral Science |
|
|
Term
|
Definition
| emphasized the importance of understanding human behavior and of motivating employees toward achievement |
|
|
Term
|
Definition
father of industrial psychology
Study jobs and determine which people are best suited to specific jobs
Identify the psychological conditions under which employees do their best work
Devise management strategies to influence employees to follow management’s interests |
|
|
Term
|
Definition
social worker and social philosopher
Organizations should be operated as “communities”
Conflicts should be resolved by having managers and workers talk over differences and find solutions that would satisfy both parties
The work process should be under control of workers with relevant knowledge |
|
|
Term
|
Definition
| employees worked harder if they received added attention, thought that managers cared about their welfare and that supervisors paid special attention to them |
|
|
Term
|
Definition
Mayo is known as the founder of the Human Relations Movement, and is known for his research including the Hawthorne Studies and his book The Human Problems of an Industrialized Civilization (1933). The research he conducted under the Hawthorne Studies of the 1930s showed the importance of groups in affecting the behavior of individuals at work. Mayo's employees, Roethlisberger and Dickinson, conducted the practical experiments. This enabled him to make certain deductions about how managers should behave. He carried out a number of investigations to look at ways of improving productivity, for example changing lighting conditions in the workplace. What he found however was that work satisfaction depended to a large extent on the informal social pattern of the work group. Where norms of cooperation and higher output were established because of a feeling of importance, physical conditions or financial incentives had little motivational value. People will form work groups and this can be used by management to benefit the organization.
He concluded that people's work performance is dependent on both social issues and job content. He suggested a tension between workers' 'logic of sentiment' and managers' 'logic of cost and efficiency' which could lead to conflict within organizations. |
|
|
Term
| Maslow’s hierarchy of needs: |
|
Definition
Physiological
Safety
Social
Esteem
Self-actualization |
|
|
Term
|
Definition
|
|
Term
|
Definition
represents a pessimistic, negative view of workers
workers are irresponsible, resistant to change, lack ambition, hate work, and want to be led |
|
|
Term
|
Definition
represents an optimistic, positive view of workers
Workers are considered capable of accepting responsibility, self-direction, self control and being creative |
|
|
Term
|
Definition
| relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers |
|
|
Term
| Two management types associated with the quantitative viewpoint |
|
Definition
| Management Science and operations research |
|
|
Term
|
Definition
application to management of quantitative techniques, such as statistics and computer simulations
Management science, operations management |
|
|
Term
|
Definition
| Stresses the use of rational, science-based techniques and mathematical models to improve decision making and strategic planning |
|
|
Term
|
Definition
focuses on managing the production and delivery of an organization’s products or services more effectively
work scheduling, production planning, facilities location and design |
|
|
Term
|
Definition
regards the organization as a system of interrelated parts
collection of subsystems
part of the larger environment |
|
|
Term
|
Definition
| Inputs, Transformational processes, Outputs, Feedback |
|
|
Term
|
Definition
| People, money, information, equipment, and materials required to produce an organization's goods or services |
|
|
Term
| Transformational processes: |
|
Definition
| The organizations capabilities in management and technology that are applied to converting inputs to outputs. |
|
|
Term
|
Definition
| The products, services, profits, losses, employee satisfaction or discontent. etc. produced by the organization |
|
|
Term
|
Definition
| Information about the reaction of the enviroment to the outputs, which affects the inputs |
|
|
Term
|
Definition
| continually interacts with its environment |
|
|
Term
|
Definition
| has little interaction with its environment |
|
|
Term
|
Definition
emphasizes that a manager’s approach should vary according to the individual and the environmental situation
Most practical because it addresses problems on a case-by-case basis |
|
|
Term
|
Definition
| the strategy for minimizing errors by managing each stage of production |
|
|
Term
|
Definition
| focuses on the performance of workers, urging employees to strive for “zero defects” |
|
|
Term
| Total quality management (TQM) |
|
Definition
| comprehensive approach-led by top management and supported throughout the organization-dedicated to continuous quality improvement, training, and customer satisfaction |
|
|
Term
|
Definition
| Deming began to move toward the application of statistical methods to industrial production and management. Shewhart's idea of common and special causes of variation led directly to Deming's theory of management. Deming saw that these ideas could be applied not only to manufacturing processes but also to the processes by which enterprises are led and managed. This key insight made possible his enormous influence on the economics of the industrialized world after 1950.[8] |
|
|
Term
|
Definition
When he began his career in the 1920s the principal focus in quality management was on the quality of the end, or finished, product. The tools used were from the Bell system of acceptance sampling, inspection plans, and control charts. The ideas of Frederick Winslow Taylor dominated.
Juran is widely credited for adding the human dimension to quality management. He pushed for the education and training of managers. For Juran, human relations problems were the ones to isolate. Resistance to change—or, in his terms, cultural resistance—was the root cause of quality issues. Juran credits Margaret Mead's book Cultural Patterns and Technical Change for illuminating the core problem in reforming business quality.[9] He wrote Managerial Breakthrough, which was published in 1964, outlining the issue. |
|
|
Term
| Steps to Total Quality Management |
|
Definition
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 |
|
|
Term
|
Definition
| organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge |
|
|
Term
|
Definition
the people whose interests are affected by an organization’s activities
Internal, external |
|
|
Term
| Examples of internal stakeholders |
|
Definition
| Employees, owners, board of directors |
|
|
Term
| Examples of external stakeholders in the task enviroment |
|
Definition
| customers, media, competitors, suppliers, governments, unions |
|
|
Term
| Examples of external stakeholders in the general enviroment |
|
Definition
| economic forces, technological forces, political-legal forces |
|
|
Term
|
Definition
| consist of all those who can claim the organization as their legal property |
|
|
Term
|
Definition
| members elected by the stockholders to see that the company is being run according to their interests |
|
|
Term
| Example: Amazon.com and the Customer Experience |
|
Definition
Jeff Bezos, founder and CEO of Amazon.com is obsessed with customer service
Believes that company’s success is driven by the customer experience
In 2007 profitability was around 6% |
|
|
Term
|
Definition
| describes the relationship of two organizations who join forces to achieve advantages neither can perform as well alone |
|
|
Term
|
Definition
| consist of the general economic conditions and trends – unemployment, inflation, interest rates, economic growth – that may affect an organization’s performance |
|
|
Term
|
Definition
| consist of the general economic conditions and trends – unemployment, inflation, interest rates, economic growth – that may affect an organization’s performance |
|
|
Term
|
Definition
| new developments in methods for transforming resources into goods and services |
|
|
Term
|
Definition
| Influences and trends originating in a country’s, a society’s, or a culture’s human relationships and values that may affect an organization |
|
|
Term
|
Definition
| influences on an organization arising from changes in the characteristics of a population, such as age, gender, or ethnic origin |
|
|
Term
|
Definition
| changes in the way politics shape laws and laws shape the opportunities for and threats to an organization |
|
|
Term
|
Definition
| changes in the economic, political, legal, and technological global system that may affect an organization |
|
|
Term
|
Definition
| 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 |
|
|
Term
|
Definition
| standards of right and wrong that influence behavior |
|
|
Term
|
Definition
| relatively permanent and deeply held underlying beliefs and attitudes that help determine a person’s behavior |
|
|
Term
| Four Approaches to deciding ethical dilemmas: |
|
Definition
| Utilitarian, Individual, Moral-rights, Justice |
|
|
Term
|
Definition
| guided by what will result in the greatest good for the greatest number of people |
|
|
Term
|
Definition
| guided by what will result in the individual’s best long term interest, which ultimately is in everyone’s self-interest |
|
|
Term
|
Definition
| guided by respect for the fundamental rights of human beings |
|
|
Term
|
Definition
| guided by respect for impartial standards of fairness and equity |
|
|
Term
| Three Levels of Moral development |
|
Definition
| preconventional, conventional, postconventional |
|
|
Term
|
Definition
|
|
Term
|
Definition
| follows expectations of others |
|
|
Term
|
Definition
| guided by internal values |
|
|
Term
| How Managers Can Promote Ethics |
|
Definition
Support by top managers of a strong ethical climate
Ethics codes and training programs
Rewarding ethical behavior: protecting whistleblowers |
|
|
Term
|
Definition
| manager’s duty to take actions that will benefit the interests of society as well as of the organization |
|
|
Term
| Corporate social responsibility |
|
Definition
| notion that corporations are expected to go above and beyond following the law and making a profit |
|
|
Term
|
Definition
Stereotypes and prejudices
Fear of reverse discrimination
Resistance to diversity program priorities
Unsupportive social atmospheres
Lack of support for family demands
Lack of support for career-building steps |
|
|
Term
|
Definition
| the trend of the world economy toward becoming a more interdependent system |
|
|
Term
| Example: Worldwide E-Commerce – Amazon.com |
|
Definition
Jeffrey Bezos left Wall Street in 1994 to launch an online bookstore called Amazon.com
Believed there could be a great deal of interaction
In 2007, growth was 39% with sales of 14.84 billion |
|
|
Term
|
Definition
| the increasing tendency of the economies of the world to interact with one another as one market instead of many national markets |
|
|
Term
| Minifirms operating worldwide |
|
Definition
Small companies can get started more easily
Small companies can maneuver faster |
|
|
Term
| Multinational corporation |
|
Definition
| business firm with operations in several countries |
|
|
Term
| Multinational organization |
|
Definition
| Multinational organization |
|
|
Term
|
Definition
| believe that their native country, culture, language, and behavior are superior to all others |
|
|
Term
|
Definition
| narrow view in which people see things solely through their own view |
|
|
Term
|
Definition
| 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 |
|
|
Term
|
Definition
| 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 |
|
|
Term
|
Definition
| 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 |
|
|
Term
|
Definition
| narrow view in which people see things solely through their own view |
|
|
Term
|
Definition
| 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 |
|
|
Term
|
Definition
| accept that there are differences and similarities between home and foreign personnel and practices and that they should use whatever techniques are most effective |
|
|
Term
| 5 reasons why companies expand internationally |
|
Definition
1.Availability of supplies
2.New markets
3.Lower labor costs
4.Access to finance capital
5.Avoidance of tariffs & import quotas |
|
|
Term
|
Definition
| manufacturing plants allowed to operate in Mexico with special privileges in return for employing Mexican citizens |
|
|
Term
| Five Ways of Expanding Internationally in order of lowest risk and investment to highest |
|
Definition
| Global outsourcing, importing and exporting and countertrading, licensing and franchising, joint ventures, wholly-owned subsidaries |
|
|
Term
|
Definition
| using suppliers outside the U.S. to provide labor, goods, or services |
|
|
Term
|
Definition
| bartering goods for goods |
|
|
Term
|
Definition
| a firm allows a foreign company to pay it a fee to make or distribute the firm’s product or service |
|
|
Term
|
Definition
| a firm allows a foreign company to pay it a fee and a share of the profit in return for using the firm’s brand name and a package of materials and services |
|
|
Term
|
Definition
formed with a foreign company to share the risks and rewards of starting a new enterprise together in a foreign country
also known as a strategic alliance |
|
|
Term
|
Definition
| foreign subsidiary that the owning organization has built from scratch |
|
|
Term
|
Definition
| customs duty, or tax, levied mainly on imports |
|
|
Term
|
Definition
| limits on the numbers of a product that can be imported |
|
|
Term
|
Definition
| complete ban on the import or export of certain products |
|
|
Term
|
Definition
| the practice of a foreign company’s 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 |
|
|
Term
|
Definition
| purpose is to provide low-interest loans to developing nations for improving transportation, education, health, and communications |
|
|
Term
| International Money Fund (IMF) |
|
Definition
| designed to assist in smoothing the flow of money between nations |
|
|
Term
|
Definition
group of nations within a geographic region that have agreed to remove trade barriers with one another
also known as an economic community |
|
|
Term
|
Definition
|
|
Term
|
Definition
| 27 trading partners in Europe |
|
|
Term
|
Definition
| group of 21 Pacific Rim countries |
|
|
Term
|
Definition
| trading bloc in Latin America |
|
|
Term
|
Definition
|
|
Term
|
Definition
| shared set of beliefs, values, knowledge, and patterns of behavior common to a group of people |
|
|
Term
|
Definition
| shared meanings are primarily derived from written and spoken words |
|
|
Term
|
Definition
| people rely heavily on situational cues for meaning when communicating with others |
|
|
Term
| Hofstede’s Model of Four Cultural Dimensions |
|
Definition
| individualism vs collectivism, power distance, uncertainty avoidance, masculinity/femininity, |
|
|
Term
| Individualism/collectivism |
|
Definition
| how loosely or tightly are people socially bonded |
|
|
Term
|
Definition
| how much do people accept inequality in power |
|
|
Term
|
Definition
| how strongly do people desire certainty |
|
|
Term
|
Definition
| how much do people embrace stereotypical male or female traits |
|
|
Term
| Other Cultural Variations |
|
Definition
Language
Interpersonal space
Time orientation
Religion |
|
|
Term
|
Definition
| preference for doing one thing at a time |
|
|
Term
|
Definition
| preference for doing more than one thing at a time |
|
|
Term
| Viewpoints associated with the historical perspective |
|
Definition
| Classical: Scientific and Administrative. Behavioral: Behaviorism, Human Relations, and Behavioral Sciences. Quantitative: Management Science and Operations Research |
|
|
Term
| Major question associated with the Classical viewpoint: |
|
Definition
| If the name of the game is to manage work more efficiently, what can the classical viewpoints teach you? |
|
|
Term
| Major question associated with the Behavioral viewpoint: |
|
Definition
| To understand how people are motivated to achieve, what can you learn from the behavioral viewpoint? |
|
|
Term
| Major Question associated with the Quantitative viewpoint: |
|
Definition
| If the manager’s job is to solve problems, how might the two quantitative approaches help? |
|
|
Term
| Viewpoints associated with the Contemporary perspective: |
|
Definition
| Systems, Contingency, and Quality-Management |
|
|
Term
| Major Question associated with the systems viewpoint |
|
Definition
| How can the exceptional manager be helped by the systems viewpoint? |
|
|
Term
| Major question associated with the contingency viewpoint |
|
Definition
| the end, is there one best way to manage in all situations? |
|
|
Term
| Major question associated with the quality management viewpoint |
|
Definition
| Can the quality-management viewpoints offer guidelines for true managerial success? |
|
|
