Management Final

The pursuit of organizational goals efficiently and effectively by integrating the work of people through planning, organizing, leading, and controlling the organization's resources

To use resources wisely and cost-effectively

To achieve results, to make the right decisions and to successfully carry them out so that they achieve the organization's goal

Set goals and decide how to achieve them

Arrange tasks, people, other resources, to accomplish the work

Motivating and influencing people to work hard and achieve goals

Monitoring performance, taking correctice action

Planning, organizing, leading, controlling

The ability of an organization to produce goods or services more effectively than competitors do

Economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs

The job-specific knowledge needed to perform well in a specialized field

The ability to think analytically, to visualize an organization as a whole and understand how the parts work together

-The ability to work well in cooperation with other people to get things done

-the ability to motivate, to inspire trust, to communicate with others

Managers interact with people inside and outside their work units

Managers receive and communicate information

Managers use information to make decisions to solve problems or take advantage of opportunities

Process of taking risk to try and create and new empire

Someone who works inside an existing organization who sees an opportunity for a product or service and mobilizes the organization's resources to try and realize it

Emphasis on ways to manage work more efficiently

Understanding human behavior and motivating and encouraging employees toward achievement

Applies quantitative techniques to management

Emphasized the scientific study of work methods to improve the productivity of individual workers

Concerned with managing the total organization

A rational, efficient, ideal organization based on the principles of logic

Employees worked harder if they recieved added attention, thought that managers cared about their welfare and that supervisors paid special attention to them

Workers are irresponsible, resistant to change, lack ambition, hate work, and want to be led

Workers are considered capable of accepting responsibility, self-direction, self control and being creative

Regards the organization as a system of interrelated parts

Emphasizes that a a manager's approach should vary according to the individual and the environmental situation

Translating principles based on best evidence into organizational practice, bringing rationality to the decision making process

Profit

People

Planet

Utilitarian

Individualism

Moral Rights

Justice

Consist of employees, owners, and the board of directors

When choices, although having potential for personal and/or organizational benefit, may be considered unethical

Manager's duty to take actions that will benefit the interestd of society as well as of the organization

The idea that corporations are expected to go above and beyond following the law and making a profit

The trend of the world economy toward becoming a more independent system

Business firm with operations in several countries

Their native country, culture, language, and behavior are superior to all others

Take the view that native managers in the foreign offices best understand native personnel and practices, and so the home offices should leave them alone

Accept that there are differences and similarities between home and foreign personnel and practices and that they should use whateber techniques are most effective

A company buys goods outside the country and resells them domestically

A company produces goods domestically and sells then outside the country

A company allows a foreign company to pay it a fee to make or distribute the firm's product or service

A compnay allows a foreign company to pay it a fee and a share of the profits in return for using the company's brand name and a package of materials and services

Formed with a foreign company to share the risks and rewards of starting a new enterprise together in a foreign country

Foreign subsidiary that is totally owned and controlled by an organization

Monochronic

Polychronic

Preference for doing one thing at a time

Preference for doing more than one thing at a time

Americans living or working in a foreign country

The extent to which a society relies on social norms and procedures to allievate the unpredictability of future events

Coping with uncertainty by formulating future courses of action to achieved specified results

A large-scale action plan that sets the direction for an organization

Expresses the purpose of the organization

It is a clear sense of the future and the actions needed to get there

Long-term decisions about overall direction of organization; 1-5 years

Implement policies and plans of top management, supervise, and coordinate activities of first-line managers below, make decisions often without base of clearly defined information procedures; 6-24 months

Direct daily tasks of nonmagerial personnel; 1-52 weeks

For activities that occur repeatedly over a period of time

For activities not likely to be repeated in the future

1. Managers and employees jointly set objectives

2. Managers develop action plans

3. Managers and employeess periodically review the employees' performance

4. The manager makes a performance appraisal and rewards the employee according to results

The ability to produce goods or services more effectively than its competitors do

1. Establish the mission vision and values statement

2. Assess the current reality

3. Formulates the grand strategy

4. Implement the strategy

5. Maintain strategic control

Gaining information about competitors' activities so that you can anticipate their moves and react appropriately

Strengths

Weaknesses

Opportunities

Threats

A vision or projection of the future

Hypothetical extension of a past series of events into the future

A process by which a comoany compares its performance with that of high-performing organizations

1. Threat of new entrants

2. Bargaining power of suppliers

3. Bargaining power of buyers

Threat of substitute products or services

4. Rivalry among competitors

Involves expansion

Involves little or no significant change

Involves reduction in the organization's efforts

Cost-leadership

Differentiation

Cost-Focus

Focused-differentiation

A means of evaluating strategic business units on the basis of (1) their business growth rates and (2) their shares of the market

1. Identify the problem or opportunity

2. Think up alternative solutions

3. Evaluate alternatives and select a solution

4. Implement and evaluate the solution chosen

Process of identifying and choosing alternative courses of action

Suggests that the ability of decision makers to be rational is limited by numerous constraints

Assume that decision making is nearly always uncertain and risky, making it difficult for managers to make optimal decisions

Managers seek alternatives until they find one that is satisfactory, not optimal

Making a choice without the use of conscious thought or logical inference

Occurs when group members strive to agree for the sake of unanimity and thus avoid accurately assesing the decision situation

Technique used to help groups generate multiple ideas and alternatives for solving problems

Reflects the combination of how an individual percieves and responds to information

The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments

Cohesion, participation, communication, empowerment

Adaptability, creativity, agility

Capable processes, consistency, process control, measurement

Customer focus, productivity, enhancing competitive

An object, act, quality, or event that conveys meaning to others

Narrative based on true events, which is repeated to emphasize a particular value

Person ehose accomplishments embody the values of the organization

Activities and ceremomies, planned and unplanned, that celebrate importsnt occasiond and accomplishments in the organization's life

Box-and-lines illustration showing the formal lines of authority and the organization's official positions or work specializations

Obligation you have to perform the tasks assigned to you

Process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy

Rights imherent in a managerial position to make decisions and utilize resources

Refers to the number of people reporting directly to a given manager

Important decisions are.made by higher-level managers

Important decisions are made by middle-level and supervisory-level managers

Authority is centralized in a single person with few rules and low work specialization

People with similar occupational specialites are put together in formal groups

People.with diverse occupational specialities are out together in formal groups by simliar products, customers or geographic regions

An organization combines functional and divisional chains of command in a grid so that there are two command structures-vertical and horizontal

Consists of the activites managers perform to plan for, attract, develop, and retain an effective workforce

Determining the basic elements of a job by observation and analysis

Summarizes what the holder of the job does and how and why he or she does it

Describes the minimum qualifications a person must have to perform a job successfully

Process of locating and attracting qualified applicants for jobs open in the organization

Gives a candidate a picture of both the positive and negative features of the job and the organization before joining a firm

-No fixed set of questions and no systematic scoring procedure

-Involves asking probing questions to find out what the applicant is like

Focuses in hypothetical situations

Explore what applicants have actually done in the past

Measure physical abilites, strength and stamina, mechanical ability, mental abilities, and clerical abilities

Measure performance on actual job tasks

Measure such personality traits as adjustment, energy, sociability, independence, and need for achievement

Assess attitudes and experiences related to a person's honesty, dependability, trustworthiness, reliability, nd prosocial behavior

Drug, polygraph, genetic screening

Programs that help employees to integrate and transition to new jobs

Helping the newcomer fit smoothly into the job and the organization

Define Performance

Monitor and Evaluate performance

Review performance

Provide consequences

Prohibits discrimination om basis of race, color, religion, national origin, or sex

Tries to help managers not only explain workplace behavior but also predict it, so that they can better lead and motivate their employees to perform productively

Abstract ideals that guide one's thinking and behavior across all situations

A learned predispostion toward a given object

Affective

-Consists of feelings or emotions one has about a situation

Cognitive

-Beliefs and knowledge on has about a situation

Behavioral

-Refers to how one intends or expects to behave toward a situation

The psychiological discomfort a person experiences between his or her cognitive attitude and incompatible behavior

Extroversion

Agreeableness

Emotional Stability

Conscientiousness

Openness to Experience

Belief in one's ability to do a task

The extent to which people like or dislike themselves

Indicates how much people believe they control their fate through their own efforts

Ability to monitor your and others' feelings and to use this information to guide your thinking and actions

The psychological processes that arouse and direct goal-directed behavior

Payoffs a person recieves from others for performing a particular task

Satisfaction a person recieves from performing the particular task itself

Theories that empathize the needs that motivate people

Physiological need (most basic)

Safety need

Love need

Esteem need

Self-actualization need

Achievement

Afflication

Power

Propsed that work satisfaction and dissatisfaction arise from two different factors

A model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships

1. How much they want something

2. How likely they think they are to get it

Suggests that employers can be motivated by goals that are specific and challenging but achievable

Two or more freely interacting individuals who share norms, share goals, and have a common identity

Small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they gold themselves mutually accountable

Group assigned by organizations or its managers to accomplish specific goals

Group formed by people whose overriding purpose is getting together for friendship or a common interest

Groups of workers who are given administrative oversight for their task domains

Work together over time and distance via electronic media to combine efforts and achieve common goals

Include members from different areas within an organization, such as finance, operations, and sales

Forming

Storming

Norming

Performing

Adjourning

Tendency of a group to stick together

Reciprocal faith in others' intentions and behaviors

The phenomenon of a person making fewer contributions to a group effort they would if they were solely charged with the responsibility

Consists of behavior that concentrates on getting the team's tasks done

Consists of behavior that fosters constructive relationships among team members

General guidelines or rules of behavior that most group or team members follow

A cohesive group's blind unwillingness to consider alternatives

Assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing

The ability to influence employees to voluntarily pursue organizational goals

Legitimate power

Reward power

Coercive power

Expert power

Referent power

Displaying a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles

These ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission

Primarily concerned with the leader's interactions with his or her employees

Emphasizes that leaders have different sorts of relationships with different followers

The transfer of information and understanding from one person to another

Management by wandering around