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55 Cards in this Set
- Front
- Back
ultimate foundations of organizational performance |
Talent |
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collective brainpower or shared knowledge of a workforce |
Intellectual Capital |
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critical asset to employers and adds to the intellectual capital of an organization |
Knowledge worker's mind |
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Intellectual Capital Equation |
Commitment x Competency = IC |
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A person's ability to use technology to stay informed |
Technology (Tech IQ) |
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worldwide interdependence of resource flows, product markets and business competition that characterize our economy |
Globalization |
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occurs when firms shift jobs from one country to another |
Job Migration |
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Code of moral principle that set standards of what is good and right in one's behavior |
Ethics |
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ETHICAL EXPECTATIONS FOR MODERN BUSINESSES |
Integrity and ethical leadership at all levels Social responsibility Sustainability |
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reflects differences with respect to gender, age, race, ethnicity, religion, sexual orientation and able-bodiedness |
Diversity (Workforce diversity) |
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HOW DIVERSITY BIAS CAN OCCUR IN THE WORKPLACE |
Prejudice Discrimination Glass ceiling effect |
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Organization consist of three types of workers, sometimes referred to as a shamrock organization |
Careers |
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3 TYPES OF WORKERS |
Permanent full time workers Temporary part time workers Freelance or contract workers |
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People change jobs more often and many work on independent contracts |
Free-agent economy |
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Ability to understand oneself, exercise initiative, accept responsibility, and learn from experience |
Self-Management |
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A collection of people working together to achieve a common purpose It provides useful goods or services |
Organization |
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A very important notion for organizations |
Value Creation |
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It is created when an organization's operations adds value to the original cost of resource inputs |
Value |
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WHEN VALUE CREATION OCCURS |
Businesses earn a profit Nonprofit organizations add wealth to society |
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An overall measure of the quantity and quality of work performance |
Productivity |
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An output measure of task or goal accomplishment |
Performance Effectiveness |
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An input measure of the resource costs |
Performance Efficiency |
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Directly supports, activates and is responsible for the work of other |
Manager |
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LEVELS OF MANAGEMENT |
Board of Directors Top Managers Middle Managers Team Leaders |
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make sure the organization is run right |
Board of Directors |
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responsible for performance of an organization as a whole |
Top Managers
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oversee large departments and division |
Middle Manager |
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supervise non-managerial workers |
Team Leaders |
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TYPES OF MANAGER |
Line Manager Staff Manager Functional Manager General Manager Administrator |
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responsible for work activities |
Line Manager |
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use technical expertise to advise and support the efforts of line workers |
Staff Manager |
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responsible for a single area of activity |
Functional Managers |
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responsible for more complex units that include many functional ares |
General Manager |
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work in public and nonprofit organization |
Administrators |
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An indicator of the overall quality of human experiences in the workplace |
Quality of Worklife |
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the process of planning, organizing, leading and controlling |
Management |
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4 FUNCTIONS OF MANAGEMENTS (THE MANAGEMENT PROCESS) |
Planning Organizing Leading Conrolling |
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process of setting objectives |
Planning |
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process of assigning tasks, allocating resources and coordinating work activities |
Organizing |
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process of arousing people's enthusiasm |
Leading |
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process of measuring work performance |
Controlling |
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MINTZBERG'S 10 MANAGERIAL ROLES |
Interpersonal Figurehead Leader Liaison Informational Monitor Disseminator Spokesperson Desicional Entrepreneur Disturbance Handler Resource Allocator Negotiator |
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CHARACTERISTICS OF MANAGERIAL WORK |
long hours intense pace fragmented and varied task many communication media filled with interpersonal relationships |
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Develops action priorities for accomplishing goals and plans |
Agenda Setting |
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Process of creating positive relationship with people who can advance help advance agendas |
Networking |
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Capacity to get things done with help |
Social Capital |
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The change in behavior that results from experience |
Learning |
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The process of continuously learning from daily experiences and opportunities |
Lifelong Learning |
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KATZ'S ESSENTIAL MANAGERIAL SKILLS |
Conceptual Skills Human Skills Technical Skills |
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The ability to think analytically |
Conceptual Skills |
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The ability to work well in cooperation with other people |
Human Skill |
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The ability to apply expertise |
Technical Skills |
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EXPERIENCE AND SELF ASSESSMENT |
Wisdom: Learning from others Insight: Learning about yourself End Chapter Further Reflection End Chapter Self Assessment |
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INQUIRY AND REFLECTION |
Follow the Story Research Brief Learning Checks End Chapter Self Test |
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ANALYSIS AND APPLICATION |
Ethics on the Line Factors for Analysis End Chapter Class Exercise End Chapter Case Study |