Term
| four management functions |
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Definition
| POLC- planning, organizing, leading, controlling |
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Term
| seven challenges to being a manager |
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Definition
| managing for 1. competitive advantage 2. diversity 3. globalization 4. computers/telecommunications/IT 5. ethical standards 6. sustainability 7. personal happiness and life goals |
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Term
| what four areas does competitive advantage involve? |
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Definition
| 1. being responsive to customers 2. innovating new products and services 3. offering better quality 4. being more efficient |
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Term
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Definition
| the ability to think analytically, to visualize an entire company and understand how its parts work together |
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Term
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Definition
| monitoring performance, comparing it with goals, and taking corrective action as needed |
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Term
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Definition
| role where managers use information to make decisions to solve problems or rake advantage of opertunities |
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Term
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Definition
| entrepreneur, disturbance handler, resource allocator, negotiator |
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Term
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Definition
| responsible for just one organizational activity |
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Term
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Definition
| responsible for several organizational activities |
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Term
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Definition
| where managers receive and communicate information |
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Term
| three informational roles |
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Definition
| monitor, disseminator, spokesperson |
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Term
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Definition
| managers interact with people inside and outside their work units |
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Term
| three interpersonal roles |
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Definition
| figurehead, liaison, leader |
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Term
| internal locus of control |
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Definition
| the belief that you control your own destiny |
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Term
| five practical reasons for studying theoretical perspectives |
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Definition
| they provide 1. understanding to the present 2. a guide to action 3. a source of new ideas 34. clues to the meaning of your managers' decisions 5. clues to the meaning of outside ideas |
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Term
| two overarching perspectives on management |
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Definition
| 1. historical perspective 2. contemporary perspective |
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Term
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Definition
| classical, behavioral, quantitative |
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Term
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Definition
| systems, contingency, quality-management |
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Term
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Definition
| 1. scientific management 2. administrative management |
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Term
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Definition
| started by Frederick Taylor-> Frank & Lilian Gilbreth; scientific study of work methods to improve productivity of individual workers |
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Term
| administrative management |
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Definition
| managing the total organization; Henri Fayol & Max Weber; too mechanistic, viewing humans as cogs in a machine |
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Term
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Definition
| emphasized the importance of understanding human behavior and of motivating employees toward achievement |
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Term
| phases of behavioral viewpoint (3) |
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Definition
| early behaviorism-> human relations movement->behavioral science approach |
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Term
| three pioneers of early behaviorism |
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Definition
| 1. Hugo Munsterberg 2. Mary Parker Folett 3. Elton Mayo |
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Term
| two pioneers of the human relations movement |
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Definition
| 1. Abraham Maslow 2. Douglas McGregor |
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Term
| behavioral science approach |
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Definition
| relied on scientific research for developing theories about human behavior that can be used to provide practical tools to managers |
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Term
| who was Hugo Munsterberg? |
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Definition
| early behaviorism; thought psychologists study jobs, identifying conditions for best work from employees |
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Term
| who was Mary Parker Follett? |
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Definition
| early behaviorist; thought organizations should be democratic, with employees and managers working together |
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Term
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Definition
| early behaviorist; hypothesized Hawthorne effect: employees work harder if rec'd added att'n from managers |
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Term
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Definition
| suggested that better human relations could increase worker productivity |
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Term
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Definition
| human relations movement; proposed a hierarchy of human needs |
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Term
| who was Douglas McGregor? |
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Definition
| proposed theory X & Theory Y- managers have pessimistic v. positive view of workers |
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Term
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Definition
| application of quantitative techniques to management |
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Term
| two approaches of quantitative viewpoints |
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Definition
| 1. management science 2. operations management |
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Term
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Definition
| focuses on using mathematics to aid in problem solving and decision making |
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Term
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Definition
| focuses on managing the production and delivery of an organization's products or services more effectively |
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Term
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Definition
| organization is system of interrelated parts or collection of subsystems that operate together to achieve a common purpose |
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Term
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Definition
| inputs, outputs, transformational processes, and feedback |
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Term
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Definition
| a manager's approach should vary according to the individual and the environmental situation |
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Term
| quality-management viewpoint |
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Definition
| concerned with the quality (the total ability of a product or service to meet customer needs) |
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Term
| three aspects of quality management |
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Definition
| 1. quality control- minimizing errors; each stage 2. quality assurance- worker performance 3. total quality management- continuous quality improvement, training, and customer satisfaction |
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Term
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Definition
| employees, owners, board of directors |
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Term
| external environment of stakeholders |
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Definition
| task environment & general environment |
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Term
| task environment- 11 groups |
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Definition
| 1. customers 2. competitors 3. suppliers 4. distributors 5. strategic allies 6. employee organizations 7. local communities 8. financial institutions 9. government regulators 10.special-interest groups 11. mass media |
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Term
| general environment- 6 forces |
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Definition
| 1. economic forces 2. technological forces 3. sociocultural forces 4. demographic forces 5. political-legal forces 6. international forces |
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Term
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Definition
| general economic conditions and trends- unemployment, inflation, interest rates, economic growth |
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Term
| four approaches to deciding ethical dilemmas |
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Definition
| 1. utilitarian 2. individual 3. moral rights 4. justice |
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Term
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Definition
| ethical behavior is guided by what will result in the greatest good for the greatest number of people |
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Term
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Definition
| ethical behavior is guided by what will result in the individual's best long-term interest |
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Term
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Definition
| ethical behavior is guided by respect for the fundamental rights of human beings |
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Term
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Definition
| ethical behavior is guided by respect for the impartial standards of fairness and equity |
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Term
| Sarbanes-Oxley Act of 2002 |
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Definition
| established requirements for proper financial record keeping for public companies and penalties for noncompliance |
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Term
| three levels of personal moral development, proposed by whom? |
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Definition
| 1. preconventional level of moral development 2. conventional level 3. postconventional level; Laurence Kohlberg |
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Term
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Definition
| rescinding tax breaks when corporations don't deliver promised jobs |
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Term
| ethnocentric, geocentric, or polycentric |
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Definition
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Term
| five reasons companies expand internationally |
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Definition
| 1. cheaper of more plentiful supplies 2. new markets 3. lower labor costs 4. access to finance capital 5. avoidance of tariff on imported goods or import quotas |
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Term
| five ways companies expand internationally |
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Definition
| 1. global outsourcing 2. importing, exporting, and countertrading 3. licensing and franchising 4. joint ventures 5. become wholly-owned subsidiaries |
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Term
| three principal organizations that facilitate int'l trade |
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Definition
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Term
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Definition
| 1. NAFTA 2. EU 3. ASEAN 4. APEC 5. Mercosur 6. CAFTA-DR |
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Term
| Hofstede model of four cultural dimensions |
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Definition
| 1. individualism/collectivism 2. power distance 3. uncertainty avoidance 4. masculinity/femininity |
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Term
| four types of organization's responses to uncertainty |
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Definition
| 1. defenders 2. prospectors 3. analyzers 4. reactors |
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Term
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Definition
| strategic: 1-5 years; tactical: 6-24 months; operational: 1-52 weeks |
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Term
| five characteristics of a good goal |
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Definition
| SMART- specific, measureable, attainable, results oriented, has target dates |
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Term
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Definition
| one year period to follow goal's action plan |
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Term
| management by objectives (MBO); four-step process |
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Definition
| 1. managers & employees jointly set objectives for the employee 2. managers develop action plans 4. managers and employees periodically review the employee's performance 4. the manager makes a performance appraisal and rewards the employee according to results |
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