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101 Cards in this Set
- Front
- Back
Organization:
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a systematic arrangement of people brought together to accomplish some specific purpose.
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Non managerial employees:
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people who work directly on a job or task and have no responsibility for overseeing the work of others.
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Managers:
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individuals in an organization who direct the activities of others.
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Top Managers
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individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members.
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Middle manager:
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individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers will get done.
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First-line Managers
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supervisors responsible for directing the day-to-day activities of non managerial employees.
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Management
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the process of getting things done, effectively and efficiently, through and with other people.
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Efficiency:
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doing things right or getting the most output from the least amount of inputs.
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Effectiveness:
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doing the rights things, or completing activities so that organizational goals are attained.
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Scientific Management
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the use of scientific methods to define the “one best way” for a job to be done.
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Planning
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includes defining goals, establishing strategy, and developing to coordinate activities.
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Organizing
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includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
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Leading
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includes motivating employees, directing the activities of others, selecting the most effective communication channel and resolving conflicts.
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Controlling
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the process of monitoring performance, comparing it with goals, and correcting any significant deviations.
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Managerial roles
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specific categories of managerial behavior; often grouped under 3 primary headings: interpersonal relationships, transfer of information, and decision making.
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Interpersonal roles
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involve people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature.
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Informational roles
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involve collecting, receiving, and disseminating information.
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Decision roles
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entail decisions or choices.
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Conceptual skills
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a manager’s ability to analyze and diagnose complex situations.
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Interpersonal skills
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a manager’s ability to work with, understand, mentor, and motivate others, both individually and in groups.
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General Administrative Theory
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-focused on what constituted good management
-Max Weber (pictured) described the bureaucracy as an ideal rational form of organization -Henri Fayol identified five management functions and 14 management principles |
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Technical skills
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job-specific knowledge and techniques needed to perform work tasks.
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Political skills
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a manager’s ability to build a power base and establish the right connections
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Small business:
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an independent business having fewer than 500 employees and which doesn’t necessarily engage in any new or innovative practices and which has relatively little impact on its industry.
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Intranet
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a private computer network that uses internet technology and is accessible only to organizational members.
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Technology
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any equipment, tools, or operating methods that are designed to make work more efficient.
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Global village
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refers to the concept of a boundary less world where goods and services are produced and marketed worldwide.
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Multinational corporation (MNC):
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any type of international company that maintains operations in multiple counties.
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Multi-domestic corporation:
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an MNC that decentralizes management and other decisions to the local country where it’s doing business.
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Global corporation
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an MNC that centralizes management and other decisions in the home country.
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Transnational (borderless) organization
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a structural arrangement for global organizations that eliminates artificial geographical barriers.
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Global sourcing
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purchasing materials or labor from around the world wherever it’s cheapest.
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Exporting
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making products domestically and selling them abroad.
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Importing:
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acquiring products made abroad and selling them domestically.
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Licensing
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an agreement primarily used by manufacturing businesses in which an organization gives another the right, for a fee, to make or sell its products, using its technology or product specifications.
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Franchising
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an agreement primarily used by service businesses in which an organization gives another organization the right, for a fee, to use its name and operating methods.
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Global strategic alliance
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a partnership between an organization and a foreign company partner(s) in which resources and knowledge are shared in developing new products or building production facilities.
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Joint venture:
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a specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose.
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Foreign subsidiary:
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a direct investment in a foreign country that involves setting up a separate and independent facility or office.
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Parochialism:
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a narrow focus in which managers see things only through their own eyes and from their own perspective.
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Global Leadership and Organizational Behavior Effectiveness (GLOBE):
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a program that studies cross-cultural leadership behaviors.
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Green Machine:
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when managers recognize and consider the impact of their organization and its practices on the natural environment.
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Social responsibility:
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a business firm’s intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society.
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Social obligation:
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when a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities.
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Social responsiveness:
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when a business firm engages in social actions in response to some popular social needs.
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Ethics:
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a set of rules or principles that defines right and wrong conduct.
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Code of ethics
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a formal document that states an organization’s primary values and the ethical rules it expects managers and non managerial employees to follow.
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Workforce diversity:
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ways in which people in a workforce are similar and different from one another in terms of gender, race, sexual orientation, and physical abilities, and disabilities.
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Gen Y:
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a population group that includes individuals born from about 1978 to 1994.
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Family-friendly benefits
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benefits that provide a wide range of scheduling options that allow employees more flexibility at work accommodating their needs for work/life balance.
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Contingent workforce
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: part-time, temporary, and contract workers who are available for hire on an as-needed basis.
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Empowerment
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when employees have decision-making discretion
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Continuous improvement:
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an organization’s commitment to continually improving the quality of a product or service.
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Kaizen
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the Japanese term for an organization’s commitment to continuous improvement.
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Work process engineering
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radical or quantum change in an organization
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Decision-making process:
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a set of eight steps that includes indentifying a problem, selecting a solution, and evaluating the effectiveness of the solution.
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Problem:
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a discrepancy between an existing and a desired state of affairs.
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Decision criteria:
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factors that are relevant in a decision.
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Decision implementation:
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putting a decision into action.
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Heuristics
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judgmental shortcuts or “rule of thumb’ used to simplify decision making.
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Rational decision making:
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describes choices that are consistent and value-maximizing within specified constraints.
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Bounded rationality:
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making decisions that are rational within the limits of a manager’s ability to process information.
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Satisfice:
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accepting solutions that are “good enough”.
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Escalation of commitment:
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an increased commitment to a previous decision despite evidence that it may have been a poor decision.
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Intuitive decision making:
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making decisions on the basis of experience, feelings, and accumulated judgment.
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Structured problem:
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a straightforward, familiar, and easily defined problem.
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Unstructured problem:
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a problem that is new or unusual for which information is ambiguous or incomplete.
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Programmed decision:
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a repetitive decision that can be handled using a routine approach.
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Procedure
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a series of interrelated, sequential steps used to respond to a structured problem.
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Rule:
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an explicit statement that tells employees what can or cannot be done.
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Policy:
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a guideline for making decisions.
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Non-programmed decision:
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a unique and nonrecurring decision that requires a custom-made solution.
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Certainty
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a situation in which a decision maker can make accurate decisions because all outcomes are known.
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Risk
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a situation in which a decision maker is able to estimate the likelihood of certain outcomes
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Uncertainty:
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a situation in which a decision maker has neither certainty nor reasonable probability estimates available.
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Groupthink:
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when a group exerts extensive pressure on an individual to withhold his or her different views in order to appear to be in agreement.
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Brainstorming:
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an idea-generation process that encourages alternatives while withholding a criticism.
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Nominal group techniques:
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a decision making technique in which group members are physically present but operate independently.
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Electronic meeting:
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a type of nominal group technique in which participants are linked by computer.
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Ringisei
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Japanese consensus group decisions.
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Creativity
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the ability to produce novel and useful ideas.
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Learning Objectives
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Discuss the nature and purposes of planning
Explain what managers do in the strategic management process Compare and contrast approaches to goal setting and planning Discuss contemporary issues in planning |
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What Is Planning?
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Planning is often called the primary management function because it establishes the basis for all the other things managers do
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Hofstede’s Framework
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-Studied differences in culture and found that managers and employees vary on five value dimensions of national culture:
-Power Distance -Individualism vs. Collectivism -Achievement vs. Nurturing -Uncertainty Avoidance -Long-term vs. Short-term -Orientation |
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Managers should plan for at least four reasons
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1.planning establishes coordinated effort
2.planning reduces uncertainty 3.planning reduces overlapping and wasteful activities 4.planning establishes the goals or standards that facilitate control |
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Critics have challenged some of the basic assumptions of planning
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Planning may create rigidity
Formal plans can’t replace intuition and creativity Planning focuses managers’ attention on today’s competition, not on tomorrow’s survival Formal planning reinforces success, which may lead to failure |
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Strategic Management
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What managers do to develop an organization’s strategies
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Strategies
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Plans for how the organization will do what it’s in business to do, how it will compete successfully, and how it will attract its customers in order to achieve its goals
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Strategic Management Process
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STEP 1: Identifying the organization’s current mission, goals and strategies
STEP 2: Doing an external analysis STEP 3: Doing an internal analysis STEP 4: Formulating the strategies STEP 5: Implementing strategies STEP 6: Evaluating results |
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SWOT Analysis
Strengths Weaknesses |
1.The combined external and internal analyses
2.Any activities the organization does well or any unique resources that it has 3.Activities the organization doesn’t do well or resources it needs but doesn’t possess |
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Opportunities
Threats |
1.Positive trends in the external environment
2.Negative trends in the external environment |
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Growth Strategy
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A corporate strategy in which an organization expands the number of markets served or products offered either through its current business(es) or through new business(es).
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Stability Strategy
Renewal Strategy |
1.A corporate strategy in which an organization continues to do what it is currently doing
2.A corporate strategy that addresses declining organizational performance |
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Cost Leadership Strategy
Differentiation Strategy Focus Strategy |
1.Competing on the basis of having the lowest costs in the industry
2.Competing on the basis of having unique products that are widely valued by customers 3.Competing in a narrow segment or niche with either a cost focus or a differentiation focus |
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Functional Strategies
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The strategies used in an organization’s various functional departments to support the competitive strategy
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Benchmarking
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The search for the best practices among competitors or noncompetitors that lead to their superior performance
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Goals (objectives)
Stated Goals Plans |
1.Desired outcomes or targets
2.Official statements of what an organization says, and wants its stakeholders to believe, its goals are 3.Documents that outline how goals are going to be met |
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Means-End Chain
Management By Objectives (MBO) |
1.An integrated network of goals in which higher level goals are linked to lower-level goals, which serve as the means for their accomplishment
2.A process of setting mutually agreed-upon goals and using those goals to evaluate employee performance |
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Strategic Plans
Tactical Plans |
1.Plans that apply to the entire organization and encompass the organization’s overall goals
2.Plans that specify the details of how the overall goals are to be achieved |
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Long-term Plans
Short-term Plans |
1.Plans with a time frame beyond three years
2.Plans with a time frame of one year or less |
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Specific Plans
Directional Plans |
1.Plans that are clearly defined and leave no room for interpretation
2.Plans that are flexible and set general guidelines |