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Definition
| The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficently. |
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| Organizational performance |
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Definition
| A measure of how effciently and effectively a manager uses resources to satisfy customers and achieve organizational goals. |
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Definition
| A meausre of how well or productively resources are used ot achieve a goal. |
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| A measure of the appropiateness of the goals an organization is pursing and of the degree to which the organization achieves those goals. |
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Definition
| Identifying and selecting appropiate goals; one of the four principal functions of management. |
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Definition
| A formal system of task and reporting relationships that coordinates and motivates organizational members so that they work togethere to achieve organizational goals. |
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Definition
| cluster of decisions concerning what organizational goals to pursue, what actions to take, and how to use resources to achieve goals. |
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Definition
| Sturcturing working relationships in a way that allows organizational members to work together to achieve organizational goals; one of the four principal functions of management. |
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Definition
| Articulating a clear vision and energizing and enabling organizational members so that they understand the part they play in achieving organizational goals; one of the four principal functions of management. |
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Definition
| Evaluating how well an organization is achieving its goals taking action to maintain or improve performance; one of the four principal functions of management. |
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Definition
| A groupe of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their jobs. |
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Definition
| A manager who is responsible for the daily supervision of nonmanagerial employees. |
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Definition
| A manger who supervises first line managers and is responsible for finding the best way to use resources to achieve organizational goals. |
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Definition
| A manager who establishes organizational goals, decides how departments should interact, and monitors the the performance of middle managers |
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Definition
| A group composed of the CEO, the president, and the heads of the most important departments. |
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| The specific tasks that a person is expected to perform because of hte position he or she holds in an organization. |
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Definition
| The ability to analyze and diagnose a situation and to distinguish between cause and effect. |
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Definition
| The ability to understand, alter, lead, and control the behaviour of other individuals and groups. |
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| Job specific knowledge and tecdhniques that are required to perform and organizational role. |
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Definition
| Organization that operates and competes in more than onve country. |
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Definition
| The ability of one organization to outperform other organizations because it porduces desired goods or services more efftively than they do. |
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| moral pricipals of beliefs about what is right or wrong. |
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Definition
| A decesion that reasonable or typical stakeholders would find acceptable because it aids stakeholders, the organization, or society. |
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Definition
| A broad decleration of an organization's purpose that identifies the organization's products and customers and distinguishes the organiztation from it's competitors. |
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| A decision that a manager would prefer to disguise or hide from other people because it enables a company or a particular individual to gain at the expense of society or other stakeholders. |
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Definition
| The estem or high repute that individuals or organizations gain when they behave ethically. |
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Definition
| A business unit that has its own set of managers and functions or departments and competes in a distinct industry. |
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Definition
| Standards that govern ho member of a society are to deal with each other on isues such as fairness. justice, poverty, and teh rights of the individual. |
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Definition
| Standards that fovern how members of a profesion are to make dicisions when they way they should behave is not clear cut. |
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Definition
| Managers who control the various divisions of an rganization. |
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Definition
| Personal Values and atticudes that govern how individuals interact with other people. |
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Definition
| An ethics officer who monitors and organizations practices and procedures to be sure they are ethical. |
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Definition
| Differences among people due to age,, gender, race, ethinicity, religion, secual orientation. socieoeconomic background, and capabilities/disabilities. |
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Definition
| Top management's decisions pertaining to the organizations mission, overall strategy, and structure. |
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Definition
| a metaphor allding to the invisible barriers that prevent minorities and women from being promoted to top corporate positions. |
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Term
| Organizational Environment |
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Definition
| A set of forces and conditions that operate beyond an organizations boundaries but affect a managers ability to acquire and utilize resources. |
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Definition
| A plan that indicates in which industries in which industries and national markets an organization intends to compete. |
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Definition
| the setof forces and conditions that originate with suppliers, distributors, customers, and competitors and affect and organizations ability to obtain inputs and dispose of its outputs because they influence managers on a daily basis. |
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Definition
| Divisionall managers' decisions pertaining to devisions' long term goals, overall strategy, and structure. |
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Definition
| the wide ranging economic, technological, sociocultural, demographic, political and legal, and flobal forces that affect an organization and its takc environment. |
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Definition
| individuals and organizations that provide an organization witht he input resources that it needs to produce goods and services. |
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Definition
| A plan that indicates how a division intends to compete against it's rivals in an industry. |
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Definition
| The purchase of inputs from foreigh suppliers, or the production of inputs abroad, to lower productiion costs and imporve product quality or design. |
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Definition
| Organizations that help other organizations sell their goods or services to customers |
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Definition
| A unit or department in which people have the same skills or use the same resources to preform their jobs. |
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Definition
| Individuals and groups that buy the goods and services that an organixation produces. |
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Definition
| organizations that produce goods and services that are similar to a particular organizations goods and services. |
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Definition
| organizations that presently are not in a task environment but could enter if they so choose. |
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Definition
| Managers who supervise the various functions, such as manufacturing, accounting, and sales, within a division. |
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Definition
| Factors that make it difficult and costly for an organization to enter a particular task environment or industry |
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Definition
| Cost advantages associated with large operations. |
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Definition
| Customers preference for the products of organizations currently existing int he task environment. |
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Definition
| Functional managers' decisions pertaining to the goals that they propose to pursue to help the division attain its business-level goals. |
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Definition
| Interest rates, inflation, unemployment, economic growth, and other factors that affect the general health and well being of a nation or world region. |
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Term
| Functional-level strategy |
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Definition
| A plan that indicates how a function intends to achieve its goals. |
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Definition
| The intended duration of a plan. |
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Definition
| The combination of skills and equipment that managers us in the design, production, and distribution of goods and services. |
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Definition
| Outcomes of changes in the technology that managers use to design, produce, or distrubute goods and services. |
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Definition
| Pressures emanating from the social structure of a country or society or from the national culture. |
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Definition
| The arrangement of relationships between individuals and groups in a society. |
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Definition
| The set of values that a cociety considers important and the norms of behavior that are approved or sanctioned in that society. |
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Definition
| Analysis of an organization's current situation followed by the development of strategies to accomplish its mission and achieve its goals. |
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Definition
| Outcomes of changes in, or changeing attitudes towar, the characteristics or a pupulation, such as age, gender, ethicnic orgin, race, sexual orientation, and social class. |
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Term
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Definition
| A planning exercise in which managers identify organizational strengths, weaknesses, environmental opportunities, and threats. |
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Term
| Political and legal foces |
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Definition
| Outcomes of changes in laws and regulations, such as the deregulation of industirie, the privatization or organization, and increased emphasis on environmnetal protection. |
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Term
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Definition
| Outcomes of changes in international relationships, changes in nations economic, political, and legal systems, and changes in technology, such as falling trade barriers, the growth of representative democracies, and reliable and instantaneous communication. |
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Term
| Unrealated diversification |
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Definition
| Entering a new industry or buying a company in a new industry that is not related in any way to an organization's current businesses or industries. |
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Term
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Definition
| A tax that a government imposes on imported or, occasionally, exported goods. |
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Term
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Definition
| A tax that a government imposes on imported or, occasionally, exported goods. |
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Definition
| selling the same standardized product and using the same basic marketing approach in each national market. |
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Definition
| Ideas about what a society believes to be good, right, desirable, or beautiful. |
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Definition
| Customizing products and marketing strategies to specific national conditions. |
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Term
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Definition
| Unwritten, informal codes of conduct that prescribe how people should act in particular sutuations. |
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Definition
| The routine social conventions of everday life. |
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Term
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Definition
| Norms that are considered to be contral to the funtioning of society and to social life. |
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Term
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Definition
| a strategy that allows an organization to create value by producing its owninputs or distributing and selling its oe=wn outputs. |
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Term
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Definition
| A would view that values individual freedom and self expression and adherence to the principle that people hould be judged by their individual achievments rather than by their social background. |
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Term
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Definition
| driving the organization's cost down below the cost of it's rivals. |
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Definition
| A world view that values subordination of the individual to the goals of the group and adherence tot he principle that peopl;e should be judged by their contribution to the group. |
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Definition
| The degree to which societies accept the idea that inequalities in the power and wellbing of their citizens are due to differences in individual physical and intellectual caabilities. |
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Definition
| A worldview that values assertiveness. performance, success. competition, and results. |
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Term
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Definition
| Distinguishing an organization's products form the products of competitors in dimensions such as product design, quality, or after-slaes service. |
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Definition
| A worldview that values the quality of life, warm personal friendships, and services and care for the weak. |
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Definition
| the degree to which societies are willing to tolerate incertainty and risk. |
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| Focused low-cost strategy |
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Definition
| Serving only one segment of the overall market and being the lowest -cost organization serving that segment. |
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Term
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Definition
| A wouldview that values thrift and persistence in achieving goals. |
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Term
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Definition
| A worldview that values personal stability or happniess and living for the present. |
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Term
| focused differentiation strategy |
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Definition
| Serving only one segment of the overall market and being the lowest-cost organization serving that segment. |
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Term
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Definition
| The process by which managers repond to oppertunities and threats by analyzing options and making determinations about specific organizational goals and sourses of action. |
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Term
| Programmed decision making |
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Definition
| Routine, nearly automatic desision making that follows established rules or guidelines. |
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Term
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Definition
| A loss of productivity in brainstorming sessions due to the unstructured nature of brainstorming |
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Term
| Nonprogrammed decision making |
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Definition
| Nonroutine decision making that occurs in response to unusual, unpredictable oppertunities and threats. |
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Term
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Definition
| Ability to make sound decisions based on ones past experience and immediate feeling about the information at hand. |
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Term
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Definition
| Ability to develope a sound opinion based on ones evaluation of the importance of the information at hand. |
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Definition
| A decision-making technique in which group members write down ideas and solutions, read their suggestions to the whole group, and discuss and then rank the alternatives. |
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Definition
| The implementation of creative ideas in an organization |
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Term
| Clasical decisionmaking model |
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Definition
| A prescriptive approach to decision making based on the assumption that the decision maker can identify and evaluate all possible alternatives and their consequences and rationally choose the most appropriate course of action. |
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Definition
| The implementation of creative ideas in an organization |
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Term
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Definition
| The most appropriate decision in light of what managers believe to be the most desirable future consequences for theri organization. |
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Definition
| A decision maker's ability to discover original and novel ideas that lead to feasible alternative courses of action. |
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Definition
| an approach to decision makeing that expleins why decision makin is inherently uncertain and risky and why managers usually make saticfactory rather than optimum decisions. |
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Definition
| An organization in which managers try to maximize the ability of individuals and groups to think and behave creatively and thus maximize the potential for organizational learning to take place. |
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Definition
| Cognitive limitations that constrain ones ability to interpret, process, and act on information. |
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Definition
| The degree of probability that the posible outcomes of a particular course of action will occur. |
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Definition
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Definition
| The process through which managers seek to improve employees' desire and ability to understand and manage the organization and its task environment. |
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Definition
| Information that can be interpreted in multiple and often conflicting ways. |
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Definition
| Searching for and choosing an acceptable or saticfactory, response to problems and opportunities, rather than trying to make the best decision. |
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Definition
| Critical analysis of a preferred alternative, made in response to challenges raised by a group member who, playing the role of devil's advocate, defends unpopular or opposing alternatives for the sake of argument |
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Definition
| A pattern of faulty and biased decision makin gthat iccurs in groups whose members strive for agreement among themseles at the expense of accurately accessing information relevant to a decision. |
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