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MGMT Exam 1
Business Management Exam 1
| Definition | Term |
|---|---|
| Getting work done through others | Management |
| Getting work done with a minimum of effort, expense, or waste | Efficiency |
| Accomplishing tasts that help fulfill organizational objectives | Effectiveness |
| Determining organizational goals and a means for achieving them | Planning |
| Deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom | Organizing |
| Inspiring and motivating workers to work hard to achieve organizational goals | Leading |
| Monitoring progress toward goal achievement and taking corrective action when needed | Controlling |
| Executives responsible for the overal direction of the organization | Top Managers |
| Responsible for setting objectives consistent with top management's goals and for planning and implementing subunit strategies for achieving these objectives | Middle Managers |
| Train and supervise the performance of nonmanagerial employees who are directly responsible for producing the company's products or services | First-line Managers |
| Managers responsible for facilitating team activities toward goal accomplishment | Team Leaders |
| The interpersonal role managers play when they perform ceremonial duties | Figurehead Role |
| The interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives | Leader Role |
| The interpersonal role managers play when they deal with people outside their units | Liaison Role |
| The informational role managers play when they scan their environment for information | Monitor Role |
| The informational role managers play when they share information with others in their departments or companies | Disseminator Role |
| The informational role managers play when they share information with people outside their departments or companies | Spokesperson Role |
| The decisional role managers play when they adapt themselves, their subordinates, and their units to change | Entrepreneur Role |
| The decisional role managers play when they respond to severe problems that demand immediate action | Disturbance Handler Role |
| The decisional role managers play when they decide who gets what resources and in what amounts | Resource Allocator Role |
| The decisional role managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises | Negotiator Role |
| The specialized procedures, techniques, and knowledge required to get the job done | Technical Skills |
| The ability to work well with others | Human Skills |
| The abilities to see the organization as a whole, understand how the differant parts affect each other, and recognize how the company fits into or is affected by its environment | Conceptual Skills |
| As assessment of how enthusiastic employees are about managing the work of others | Motivation to Manage |
| Thoroughly studying and testing different work methods to identify the best, most efficient way to complete a job | Scientific Management |
| When workers deliberately slow their pace or restrict their work output | Soldiering |
| A group member whose work pace is significantly faster than the normal pace in his or her group | Rate Buster |
| Breaking each task or job into its seperate motions and then eliminating those that are unnecessary or repetitive | Motion Study |
| Timing how long it takes good workers to complete each part of their jobs | Time Study |
| A graphical chart that shows which tasks must be completed at which times in order to complete a project or task | Gantt Chart |
| The exercise of control on the basis of knowledge, expertise or experience | Bureaucracy |
| An approach to dealing with conflict in which one party satisfies its desires and objectives at the expense of the other party's desires and objectives | Domination |
| An approach to dealing with conflict in which both parties give up some of what they want in order to reach agreement on a plan to reduce or settle the conflict | Compromise |
| An approach to dealing with conflict in which bother parties indicate their prefereences and then work together to find an alternative that meets the needs of both | Integrateive Conflict Resolution |
| A system of consciously coordinated activies or forces created by two or more people | Organization |
| A set of interrelated elements or parts that function as a whole | System |
| Smaller systems that operate within the context of a larger system | Subsystems |
| When two or more subsystems working together can produce more than they can working apart | Synergy |
| Systems that can sustain themselves without interacting with their environments | Closed Systems |
| Systems that can sustain themselves only by interacting with their environments, on which they depend for their survival | Open Systems |
| Holds that there are no universal management theories and that the most effective management theory or idea depends on the kinds of problems or situations that managers are facing at a particular time and place | Contingency Approach |
| All events outside a company that have the potential to influence or affect it | External Environments |
| The rate at which a compnay's general and specific environments change | Environmental Change |
| An environment in which the rate of change is slow | Stable Environment |
| An environment in which the rate of change is fast | Dynamic Environment |
| The theory that companies go through long periods of stability (equilibrium), followed by short periods of dynamic, fundamental change (revolutionary periods), and then a new equilibrium | Punctuated Equilibrium Theory |
| The number and the intensity of external factors in the environment that affect organizations | Environmental Complexity |
| An environmet with few environmental factors | Simple Environment |
| An environment with many environmental factors | Complex Environment |
| The abundance or shortage of critical organizational resources in an organization's external environment | Resource Scarcity |
| Extent to which managers can understand or predict which environment changes and trends will affect their businesses | Uncertainty |
| The economic, technological, sociocultural, and political trends that indirently affect all organizations | General Environment |
| The customers, competitors, suppliers, industry regulations, and advocacy groups that are unique to an industry and directly affect how a company does business | Specific Environment |
| Indices that show mangers' level of confidence about future business growth | Business Confidence Indices |
| The knowledge, tools, and techniques used to transform input into output | Technology |
| Companies in the same industry that sell similar products or services to customers | Competitors |
| A process for monitoring the competition that involves identifying competition, anticipating their moves, and determining their strengths and weaknesses | Competitive Analysis |
| Companies that provide material, human, financial, and informational resources to other companies | Suppliers |
| The degree to which a company relies on a supplier because of the importance of the supplier's product to the company and the difficulty of finding other sources of that product | Supplier Dependence |
| The degree to which a supplier relies on a buyer becuase of the importance of that buyer to the supplier and the difficulty of finding other buyers for its products | Buyer Dependence |
| A transaction in which one party in the relationship benifits at the expense of the other | Opportunistic Behavior |
| The establishment of mutually beneficial, long-term exchanges between buyers and suppliers | Relationship Behavior |
| Regulations and rules that govern the business practices and procedures of specific industies, businesses, and professions | Industry Regulation |
| Concerned citizens who band together to try to influence the business practices of specific industries, businesses, and professions | Advocacy Groups |
| An advocacy group tactic the relies on voluntary participation y the new media and the advertising industry to get the advocacy group's message out | Public Communications |
| An advocacy group tactic that involves framing issues as public issues; exposing questionable, exploitative, or unethical practices; and forcing media coverage by buying media time or creating controversy that is likely to receive extensive news coverage | Media Advocacy |
| An advocacy group tactic that involves protesting a company's actions by persuading consumers not to purchase its product or service | Product Boycott |
| Searching the environment for important events or issues that might affect an organization | Environmental Scanning |
| Graphic depictions of how managers believe environmental factors relate to possible organizational actions | Cognitive Maps |
| The events and trends inside an organization that affect management, employees, and organizational culture | Internal Environment |
| The values, beliefs, and attitudes shared by organizational members | Organizational Culture |
| Stories told by organizational members to make sense of organizational consistent assumptions, decisions, and actions | Organizational Stories |
| People celebrated for their qualities and achievements within an organization | Organizational Heroes |
| A company's purpose or reason for existing | Company Mission |
| A company culture in which the company actively defines and teaches organizational values, beliefs, and attitudes | Consistent Organizational Culture |
| The process of having managers and employees perform new behaviors that are central to and symbolic of the new organizational culture that a company wants to create | Behavioral Addition |
| The process of having managers and employees perform new behaviors central to the new organizational culture in place of behaviors that were central to the old organizational culture | Behavioral Substitution |
| Visible signs of an organization's culture, such as the office design and layout, company dress code, and company benefits and perks, like stock options, personal parking spaces, or the private company dining room | Visible Artifacts |
| The set of moral principles or values that defines right and wrong for a person or group | Ethics |
| Behavior that conforms to a society's accepted principles of right and wrong | Ethical Behavior |
| Unethical behavior that violates organizational norms about right and wrong | Workplace Deviance |
| Unethical behavior that huts the quality and quantity of work produced | Production Deviance |
| Unethical behavior aimed at the organization's property or products | Property Deviance |
| Employee theft of company merchandise | Employee Shrinkage |
| Using one's influence to harm others in the company | Political Deviance |
| Hostile or aggressive behavior toward others | Personal Aggression |
| The degree of concern people have about an ethical issue | Ethical Intensity |
| The total harm or benefit derived from an ethical decision | Magnitude of Consequences |
| Agreement on whether behavior is bad or good | Social Consensus |
| The chance that something will happen that results in harm to others | Probability of Effect |
| The time between an act and the consequence the act produces | Temporal Immediacy |
| The social, psychological, cultural, or physical distance between a decision maker and those affected by his or her decision | Proximity of Effect |
| The total harm or benefit that an act produces on the average person | Concentration of Effect |
| The first level of moral development, in which people make decisions based on selfish reasons | Preconvention Level of Moral Development |
| The second level of moral development, in which people make decisions based on selfish reasons | Conventional Level of Moral Development |
| The third level of moral development, in which people make decisions based on internalized principles | Postconventional Level of Moral Development |
| An ethical principle that holds that you should never take any action that is not in your or your organization's long-term self-interest | Principles of long-term self-interest |
| An ethical principle that holds that you should never do anything that is not honest, open, and truthful and that any action this is not kind and that does not build a sense of community | Principles of Religious Injunctions |
| An ethical principle that holds that you should never take any actions that violates the law, for the law represents the minimal moral standard | Principles of Government Requirements |
| An ethical principle that holds that you should never take any action that does not result in greater good for society | Principles of Utilitarian Benefits |
| An ethical principle that hold that you should never take any action that infringes on others' agreed-upon rights | Principles of Individual Rights |
| An ethical principle that holds that you should never take any action that harms the least fortunate among us, the poor, the uneducated, the unemployed | Principles of Distributive Justice |
| A written test that estimates job applicants' honesty by directly asking them what they think or feel about theft or about punishment of unethical behaviors | Overt Integrity Test |
| A written test that indirectly estimates job applicants' honesty by measuring psychological traits, such as dependability and conscientiousness | Personality-based Integrity Test |
| Reporting others' ethics violations to management or legal authorities | Whistleblowing |
| A businesses obligation to pursue policies, make decisions, and take actions that benefit society | Social Responsibility |
| A view of social responsibility that holds that an organization's overriding goal should be profit maximization for the benefit of shareholders | Shareholder Model |
| A theory of corporate responsibility that holds that management's most important responsibility , long-term survival, is achieved by satisfying the interests of multiple corporate stakeholders | Stakeholder Model |
| Persons or groups with a "stake", or legitimate interest, in a company's actions | Stakeholders |
| Any group on which an organization relies for its long-tem survival | Primary Stakeholder |
| Any group that can influence or be influenced by a company and can affect public perceptions about the company's socially responsible behavior | Secondary Stakeholder |
| A company's social responsibility to make a profit by producing a valued product or service | Economic Responsibility |
| A company's social responsibility to obey society's laws and regulations | Legal Responsibility |
| A company's social responsibility not to violate accepted principles of right and wrong when conducting its business | Ethical Responsibility |
| The social roles that a company fulfills beyond its economic, legal, and ethical responsibilities | Discretionary Responsibilities |
| Refers to a company's strategy to respond to stakeholders economic, legal, ethical or discretionary expectations concerning social responsibility | Social Responsiveness |
| A social responsiveness strategy in which a company does less than society expects | Reactive Strategy |
| A social responsiveness strategy in which a company admits responsibility for a problem but does the least required to meet societal expectations | Defensive Strategy |
| A social responsiveness strategy in which a company anticipates a problem before it occurs and does more than society expects to take responsibility for and address the problem | Accommodative Strategy |
| A social responsiveness strategy in which a company anticipates a problem before it occurs and does more than society expects to take responsibility for and address the problem. | Proactive Strategy |
| Choosing a goal and developing a strategy to achieve that goal | Planning |
| Goals that are specific, measurable, attainable, realistic, and timely | S.M.A.R.T Goals |
| The determination to achieve a goal | Goal Commitment |
| A plan that lists the specific steps, people, resources, and time period needed to attain a goal | Action Plan |
| Short-term goals or subgoals | Proximal Goals |
| Long-term goals or primary goals | Distal Goals |
| Maintaining planning flexibility by making small, simultaneous investments in many alternative plans | Options-based planning |
| A cushion of extra resources that can be used with options-based planning to adapt to unanticipated changes, problems, or opportunities | Slack Resources |
| Overall company plans that clarify how the company will serve customers and position itself against competitors over the next two to five years | Strategic Plans |
| A statement of a company's purpose or reason for existing | Purpose Statement |
| A more specific goal that unifies company-wide efforts, stretches and challenges the organization, and possesses a finish line and a time frame | Strategic Objective |
| Plans created and implemented by middle managers that specify how the company will use resources, budgets, and people over the next six months to two years to accomplish specific goals within its mission | Tactical Plans |
| A four-step process in which managers and employees discuss and select goals, develop tactical plans, and meet regularly to review progress toward goal accomplishment | Management by Objectives (MBO) |
| Day-to-day plans, developed and implemented by lower-level managers, for producing or delivering the organization's products and services over a thirty-day to six-month period | Operational plans |
| Plans that cover unique, one-time-only events | Single-Use Plans |
| Plans used repeatedly to handle frequently recurring events | Standing Plans |
| Standing plans that indicate the general course of action that should be taken in response to a particular event or situation | Policies |
| Standing plans that indicate the specific steps that should be taken in response to a particular event | Procedures |
| Standing plans that describe how a particular action should be performed, or what must happen or not happen in response to a particular event |
Created by:
K.W