Management and Organizational Behavior - Chapters 1, 2, 3
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| The attainment of organization goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources. | Management
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| A social entity that is goal directed and deliberately structured. | Organization
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| The degree to which the organization achieves a stated goal. | Effectiveness
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| The use of minimal resources-raw materials, money, and people-to produce a desired volume of output. | Efficiency
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| The organization's ability to attain its goals by using resources in an efficient and effective manner. | Performance
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| A set of expectations for one's behavior. | Role
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| A manager who is not affiliated with a specific organization but works on a project-by-project basis or provides expertise to organizations in a specific area. | Interim Manager
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| An organization in which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, improve, and increase its capability. | Learning Organization
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| A management perspective that emerged during the nineteenth and early 20th centuries that emphasized a rational, scientific approach to the study of management and sought to make organizations efficient operating machines. | Classical perspective
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| A subfield of the classical management perspective that emphasized management on an impersonal, rational basis through such elements as clearly defined authority and responsibility, formal record keeping, and separation of management and ownership. | Bureaucratic Organizations
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| A subfield of the classical management perspective that focuses on the total organization rather than the individual worker, delineating the management functions of planning, organizing, commanding, coordinating, and controlling. | Administrative Principles
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| A management perspective that emerged in 1930 and emphasized understanding human behavior, needs, and attitudes in the workplace. | Humanistic Perspective
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| A movement in management thinking and practice that emphasizes satisfaction of employees' basic needs as the key to increased worker productivity. | Human-relations Movement
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| A series of experiments on worker productivity begun in 1924 at the Hawthorne plant of Western Electric Company in Illinois; attributed employees' increased output to managers' better treatment of them during the study. | Hawthorne Studies
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| A management perspective that suggests jobs should be designed to meet higher-level needs by allowing workers to use their full potential. | Human-resources Perspective
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| A subfield of the humanistic management perspective that applies social science in an organizational context and draws from economics, psychology, sociology, and other disciplines. | Behavioral Sciences Approach
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| A management perspective that emerged during World War II and applied mathematics, statistics, and other quantitative techniques to managerial problems. | Management Science Perspective
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| A concept that focuses on managing the total organization to deliver quality to customers. Four significant elements of TQM are employee involvement, focus on the customer, benchmarking, and continuous improvement. | Total Quality Management (TQM)
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| All elements existing outside the organization's boundaries that have the potential to affect the organization. | Organizational Environment
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| The layer of the external environment that affects the organization indirectly. | General Environment
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| The layer of the external environment that directly influences the organization's operations and performance. | Task Environment
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| The environment that includes the elements within the organization's boundaries. | Internal Environment
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| Portion of the external environment that represents events originating in foreign countries as well as opportunities for U.S. companies in other countries. | International Dimension
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| The dimension of the general environment that includes scientific and technological advancements in the industry and society at large. | Technological Dimension
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| The dimension of the general environment representing the demographic characteristics, norms, customs, and values of the population within which the organization operates. | Sociocultural Dimension
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| The dimension of the general environment representing the overall economic health of the country or region in which the organization operates. | Economic Dimension
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| The dimension of the general environment that includes federal, state, and local government regulations and political activities designed to influence company behavior. | Legal-political Dimension
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| Interest groups that work within the legal-political framework to influence companies to behave in socially responsible ways. | Pressure Groups
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| The dimension of the general environment that includes all elements that occur naturally on Earth, including plants, animals, rocks, and natural resources such as air, water, and climate. | Natural Dimension
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| People and organization in the environment that acquire goods or services from the organization. | Customers
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| Other organizations in the same industry or type of business that provide goods or services to the same set of customers. | Competitors
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| People and organizations that provide the raw materials the organization uses to produce its output. | Supplies
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| The people available for hire by the organization. | Labor Market
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| The combining of two or more organizations into one. | Merger
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| A strategic alliance or program by two or more organizations. | Joint Venture
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| The set of key values, beliefs, understandings, and norms that members of an organization share. | Culture
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| An object, act, or event that conveys meaning to others. | Symbol
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| A narrative based on true events and repeated frequently and shared among organizational employees. | Story
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| A figure who exemplifies the deeds, character, and attributes of a strong corporate culture. | Hero
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| A phrase or sentence that succinctly expresses a key corporate value. | Slogan
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| A planned activity at a special event that is conducted for the benefit of an audience. | Ceremony
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| A culture characterized by values that support the company's ability to interpret and translate signals from the environment into new behavior responses. | Adaptability Culture
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| A results-oriented culture that values competitiveness, personal initiative, and achievement. | Achievement Culture
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| A culture that places high value on meeting the needs of employees and values cooperation and equality. | Involvement Culture
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| A culture that values and rewards a methodical, rational, orderly way of doing things. | Consistency Culture
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| A culture based on a solid organizational mission or purpose that uses shared adaptive values to guide decisions and business practices and to encourage individual employee ownership of both bottom-line results and the organization's cultural backbone. | High-performance Culture
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| A manager who uses signals and symbols to influence corporate culture. | Cultural Leader
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| An organizational strategy for entering a foreign market. | Market-entry strategy
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| An entry strategy in which the organization maintains its production facilities within its home country and transfers its products for sale in foreign countries. | Exporting
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| The barter of products for other products rather than their sale for currency. | Countertrade
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| Engaging in the international division of labor so as to obtain the cheapest sources of labor and supplies regardless of country; also called offshoring. | Global Outsourcing
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| A form of licensing in which an organization provides its foreign franchisees with a complete package of materials and services. | Franchising
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| The management of business operations conducted in more than one country. | International Management
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| A country's physical facilities that support economic activities. | Infrastructure
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| A company's risk of loss of assets, earning power, or managerial control due to politically based events or actions by host governments. | Political Risk
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| Events such as riots, revolutions, or government upheavals that affect the operations of an international company. | Political Instability
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| The degree to which people accept inequality in power among institutions, organizations, and people. | Power Distance
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| A value characterized by people's intolerance for uncertainty and ambiguity and resulting support for beliefs that promise certainty and conformity. | Uncertainty Avoidance
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| A preference for a loosely knit social framework in which individuals are expected to take care of themselves. | Individualism
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| A preference for a tightly knit social framework in which individuals look after one another and organizations protect their members' interests. | Collectivism
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| A greater concern for the future and high value on thrift and perseverance. | Long-term Orientation
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| A concern with the past and present and a high value on meeting social obligations. | Short-term Orientation
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| A culture in which communication is used to enhance personal relationships. | High-context Culture
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| A culture in which communication is used to exchange facts and information. | Low-context Culture
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| A cultural attitude marked by the tendency to regard one's own culture as superior to others. | Ethnocentrism
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| TA single European currency that replaced the currencies of 15 European nations. | Euro
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| A person's ability to use reasoning and observation skills to interpret unfamiliar gestures and situations and devise appropriate behavioral responses. | Cultural Intelligence (CQ)
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| Employees who live and work in a country other than their own. | Expatriates
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| The amount of resources that an organization uses to achieve one of its organizational goals is called that organization's: | efficiency.
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| Which one of Mintzberg's roles deals with a department manager assigning specific projects to members of her department? | Resource allocator
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| Which management term is used to refer to the earliest studies of management as we know it today? | Classical perspective
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| A bar graph that measures both planned and completed work efforts along each stage of production in terms of the time that each activity takes is called a: | Gantt Chart
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| Which management function tries to select goals and ways to obtain them? | Planning
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| The degree to which an organization achieves a stated goal of the organization is called that organization's: | Effectiveness
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| The degree to which an organization achieves its goals in both an efficient and an effective manner is called that organization's: | Performance
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| Which one of Mintzberg's roles deals with the CEO giving a speech about her company's goals at a national convention of suppliers? | Spokesperson
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| When a division manager of Taco Bell presents awards to top performers at their national convention, which of Mintzberg's roles does this division manager represent? | Figurehead
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| Which management researcher studied the ways in which workers could be made to be more efficient and productive in the workplace? | Frederick Taylor
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| Which management researcher developed the idea of "time and motion studies" in order to determine ways in which to make workers more productive? | Frank Gilbreth
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| Which management researcher developed the ideas that are used to describe bureaucratic organizations? | Max Weber
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| Which principle of management refers to the idea that workers have free will and can choose whether or not to follow orders given to them by a manager? | Acceptance Theory of Authority
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| When IBM decides on which tests, interviews, and techniques to use in selecting new employees, which management approach is it using? | Behavioral Science
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| Which area of management deals with the use of intranets within the organization? | IT
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| When a U.S. credit card company hires a company based in India to answer its 800 toll-free phone calls from its customers, this is an example of: | Outsourcing
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| Which of Hofstede's Value Dimensions refers to the situation in which people accept inequality in power among organizations? | Power Distance
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| Which of the GLOBE Project Value Dimensions refers to a society which encourages its members to be assertive, competitive, and tough in their dealings with one another? | Assertiveness
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| Which of the following countries possesses a high degree of assertiveness? | Spain
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| Which component of CQ refers to a person's ability to shift her speech patterns and body language to fit with those of people from another culture? | Physical
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| The task environment of an organization includes all of the following EXCEPT: | Current Employees
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| The rate of unemployment is an important factor in which of the dimensions of an organization? | Economic
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| Which dimension of the general environment "has no voice of its own?" | Natural Dimension
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| When Wells Fargo Bank and Norwest Bank joined together to form the fourth largest bank in the U.S., this was an example of a: | Merger
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| When Southwest Airlines had a public relations event to celebrate its being selected as the official airline of the NBA, this was an example of a: | Ceremony
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