| Flap 1 |
Flap 2 |
| Management | The effective and efficent attainment of organizational goals through planning, organizing, leading, and controlling organizational resources. |
| Organization | A goal-directed and deliberately structured social entitiy. |
| Organizational effectiveness | The degree to which the organization achieves a stated goal. |
| Organizational efficiency | Refers to the amount of resources used to achieve an organizational goal. Efficiency is the use of minimal resources-raw materials, money, and people-to produce a desired volume of output. |
| Performance | The attainment of organizational goals by efficiently and effectivley using resources. |
| Role | A set expectations for a manager's behavior. |
| Learning organization | Can be defined as one in which everyone is engaged in identifyng and solving problems, enabling the organization to experiment, change, and improve continuously, thus increasing its capacity to grow, learn, and achieve its purpose. |
| E-business | Refers to the work an organization does by using electronic linkages (including the internet) with customers, partners, suppliers, employees, or other key consituents. |
| E-commerce | Specifically refers to business echanges or transactions that occur electronically. E-commerce replaces or enhances the exchange of data and informatin from one computer to another. |
| Knowledge worker | Refers to the ststematic efforts to find, organizae, and make availiable a company's intellectual captial and to foster a culture of continuous learning and knowledge sharing so a company's activities build on what is known |
| Social forces | Refers to those aspects of a culture that guide and influence relationships among people. What do people value? What do people need? What are people's behavior standards? |
| Political forces | Refer to the influence of politcial and legal institutions on people and organizations. Political forces include basic assumptions underlying the political system, such as the desirablity of self-government, property rights, contract rights, ect. |
| Economic forces | Pertain to the availibility, production, and distribution of resources in a society. |
| Scientific managment | Postulates that decisions about organizations and job design should be based on percise, scientific study of individual situations. |
| Contingency | The means that one thing depends on other things, and for organizations to be effective, there must be a "goodness of fit" between their structure and conditions tin their external enviroment. |
| Total quality managment | 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. |
| TQM | Total quality managment |
| The four managment functions | Planning, controlling, organizing, leading. |
| Three management skills | Conceptual , human, technical skills. |
| Three elements of a learning organization | Team-based structure, employee empowerment, information sharing. |
| B2C | Business-to-consumer |
| B2B | Business-to-business |
| C2C | Consumer-toconsumer |
| Hawthorne studies | Study that employees that recieve positive treatment increase production and motivation. |
| Theory X and Y | Theory X workers dislike work, Theory Y workers want responsibility. |
