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26 Cards in this Set
- Front
- Back
Omnipotent view of management
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The view that mgrs are directly responsible for an organization's success or failure.
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Symbolic view of management
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The view that managers have only a limited effect on substantive organizational outcomes because of the large number of factors outside their control.
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External environment
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Outside forces and instituions that potentially can affect the organization's performance.
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Specific environment
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The part of the external environment that is directly relevant to the achievement of an organization's goals.
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General environment
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Broad external conditions that may affect the organization
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European Union (EU)
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A union of 27 European countries that forms an economic and political entity.
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North American Free Trade Agreement (NAFTA)
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An agreement among the Canadian, American, and Mexican governments in which barriers to free trade were reduced.
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Association of Southeast Asian Nations (ASEAN)
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A trading alliance of 10 Southeast Asian countries.
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World Trade Organization
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A global organization of 149 member countries that deals with the rules of trade among nations.
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Market Economy
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An economic system in which resources are primarily owned and controlled by the private sector.
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Command economy
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An economic system in which all economic decisions are planned by a central government.
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National culture
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The values and attitudes shared by individuals from a specific country that shape their behaviour and beliefs about what is important.
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Multinational corporation (MNC)
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A company that maintains significant operations in multiple countries but manages them from a base in the home country.
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Transnational corporation (TNC)
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A company that maintains significant operations in more than one country but decentralizes management to the local country.
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Borderless orgranization
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A type of global organization in which artificial geographical barrier are eliminated.
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Exporting
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An approach to going global that involves making products at home and selling them overseas.
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Importing
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An approach to going global that involves selling products at home that are made overseas.
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Licensing
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An approach to going global in which a manufacturer gives another organization the right to use its brand name, technology, or product specifications.
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Franchising
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An approach to going global in which a service organization gives a person or group the right to sell a product, using specific business methods and practices that are standardized.
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Strategic alliance
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An approach to going bglobal that involves a partnership between a domestic and a foreign company in which both share resources and knowledge in developing new products or building production facilities.
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Joint venture
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An approach to going global in which the partners agree to form a separate, independent organization for some business purpose; it is a type of strategic alliance.
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Foreign subsidiary
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An approach to going global that involves a direct investment in a foreign country by setting up a separate and independent production facility or office.
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Environmental uncertainty
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The degree of change and degree of complexity in an organization's environment.
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Environmental complexity
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The number of components in an organization's environment and the extent of the organization's knowledge about those components.
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Stakeholders
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Any constituencies in the organization's external environment that are affect by the organization's decisions and actions.
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Shareholders
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Individuals or companies that own stocks in a business.
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