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MANGT EXAM 1
| Term | Definition |
|---|---|
| Number 1 characteristic of bad boss | poor communication |
| management process + characteristic | Planning, organizing, leading, controlling |
| What are manager primarely evaluated on? | Resource utilizaitons |
| Inputs for managers | Human, financial, physical, informational |
| efficient | faster and without waste |
| effective | right and people actually want |
| Levels of management (number and names) | (3) top management, middle management, first line managers |
| As higher you go on the management scale | the less you lead and the more you plan |
| How a manager interact with other poepl? | interpersonal role |
| how a manager exchanges and process information | informational roles |
| how a manager uses information in decision making | decisional roles |
| Interpersonal roles ex | figurehead, leader, liaison |
| laison | someone who coordinates with people internally and externally, part of the interpersonal roles |
| Informational role examples | Monitor, disseminator, spokeperson |
| monitor | give, receive and analyse the information |
| disseminato | share the analysed information and see the wokr that has to be done |
| spoleperson | someone that speaks for the company when needed |
| decisional roles ex | entrepreneus, disturbance handler, resource allocator, negotiator |
| entrepreneur | adjusting and adapting |
| disturbance handler | knowing how to handle things when gets out of control |
| resource allocator | who gets what |
| negotiator | making deals and agreements for the company |
| Top 3 managerial skills | technical, interpersonal (human), conceptual |
| technical managerial skils + aht level of management it matters | the ability to apply expertise and perform a speacial taks with proficiency, first line managers |
| interpersonal (human) + what level of management it matters | the abaility to work in cooperation with other persons + emotional intteligence, matters in everyline |
| Coneptual skills + where it matters | the ability to think analytically and achieve integrative problem solving, top management |
| the ability to manage ourselves and our relationships effectively | emotional intelligence |
| ethics | individual's person beliefs/moral principles about whether a behavior, action, or decision is right or wrong |
| Terminal values + example | the end goal, take care of family, trysta wants to have self recognition before she dies |
| instrumental value + example | what will get you to the end value, ex; working hard, ex be kind |
| views of ethics (3) | Utilitatian, individualism, moral rigths |
| Utilitarian view + example | greatest good for the greates amount of people, exmaple = covid, companies had to fire a lot of people to keep operating |
| Individualism view + example | own personal beliefs, assumes that people are self regulated and if everyone takes care of themsleves all win , ex: vaccine |
| moral rights view | respecting and protecting the fundamental rights of epople, example = rights of freefome, ect |
| ethical dilemma | when you don't know what to do, try to talk to people you love and if you have to hide something from them, then you're not being ethical |
| Factors that influence ethical beahvior @ work | individual & organization |
| organization factors that influence ethical behavior | leadership, culture, incentive plan, compensation plan |
| How to foster ethichs at work | top management, code of ethics, hiring, training, organizatinal culture, individual behavior |
| Immoral managers | know it's worn and keep doing it |
| amoral managers | unnintentionally or unknowinlgy being unethical |
| moral managers | do everything you can to be good and ethical |
| code of ethics | formal statement of what you can or can't do withing the company |
| hiring | hire ethical epole |
| organization culture | reward system + protect whistle blower |
| main reason why people don't say something bad happens | lack of confidence and correct ot action |
| idnividual behavior | we all have to act ethical |
| CSR | coorporate social responsibility |
| CSR meaning | set of obligations an organization has to protect and enhance the society in which it functions |
| socioeconomic view | business solve society problems, not only profit, view corporates as citizens in our society, create sbrand differentiation |
| classic view | purpose of a business is to generate profit |
| vistuous circle (shared view) | when companies gain money, decide to donate, attarct more customer, gain more money |
| Approaches to social repsonsibility | proactive accomodative defensive obsturctionist |
| proactive + ex | doing everything we can to be good, ex volo |
| accomodative | trying to fo things right, but making mistakes |
| Defensive + ex | doing what is minimally leaglly required, cigarete companies |
| obstructionist | know is wrong and keep doing it, ex: wolksvagen |
| How to manage social respomsibility | organizaiton leadership and culture (be a good leader), protect whistle blowing, corporate social audit (review norms and see if we're taking care of our people) |
| Order of social environment | internl environment, task environemnt, general environemnt, customer, compeitios |
| general environment | everyhting we don't contro |
| Taks environment | what influences our business and we can control, ex: suppluer, partnets, regulator, |
| internal environment | who we are, ex: owners, board of director. employeed , etc |
| boundary spanner | employees who go out og the organizaiton to understand what we have to do, connect different departments, ex: supply chain |
| environmental scannign | scan the environemtn to see what has to change |
| information system | collect and analyse ifnormation about the consumer, market and the company |
| product innovation + example | improving an existing product, ex: new apple phone |
| process innovation | improving the way you do things |
| business innovation | new way to genrate profit |
| social innovations | solving social problems,ex: being more sustainable |
| HHamel's innovation process + number + steps + meaning | 5 = imagining , designigng, experimenting, assessing (are people going to buy it?), scaling (put the product out there) |
| Reverse innovation | make things more simple and assessibl, ex: helathcare industry |
| disruptive innovation | something that changes the whole market, ex: ipod |
| sustainable innovation | help reduces organizaitons negative impact = more sustainable |
| globalization | the world wide interdependence of resource flows, product market and business competitiors |
| political environment | government estability, international trade incentives and contro, economic communities (ex: nafta) |
| Economic environment | reosurce allocation rpocesses, property ownership, natural resources, INFRASTUCTIRE = WHAT COVERS THE NEED FOR OPERATIONS IN A SOCIETY (ex: airports, roads, tech available) |
| cutural environment | symbols, values, beliefs etc |
| tight culture | strict social norms |
| loose culture | deviation from the norms is expected |
| hight context language | words + contex |
| low context language | very contractual, only words |
| infrastructure | Host country schools, hospitals, energy, and transportation, communication and distribution systems |
| Tariff | Taxes collected on goods shipped across national boundaries |
| quotas | Limits on the number of goods that can be traded |
| proces of globalization = entry strategies = level of difficulty + meaning (part 1) | 1. importing/exporting 2. licensing = have a manufacture [artner and follow an agreement franchise = have the rights for the product 3. 4. |
| proces of globalization = entry strategies = level of difficulty + meaning (part 2) | 3. strategic alliances = partner but are separete companue Joint-Veture = work together and become one 4. direct invertment = invest in things that doens't exi acquisition = investing in companies that existi in another company |
| culture | collective programming of the mind that distinguishes people in one society from another |
| how many cultural dimensions are there? (xyz orientation) | 1. Social : Individualism vs. Collectivism 2. Power: Respect vs. Tolerance 3. Goal : Masculinity vs. Femininity 4. Uncertainty : Avoidance vs. Acceptance 5. Long-Term : Pragmatic vs. Normative 6. Indulgence : Indulgent vs. Restrained |
| social orientation | relative importance of teh interestes of the individaul vs the intesrts of the group individualism vs collectivism |
| power orientaiton | the appropriateness of authority withing an organization, power respect = very formal and people can't quesiton authorty power tolerance = people can quesiton authority |
| uncertainty orientation | measures a society's tolerance for uncertainty and ambiguity uncrt. accepetance = flexible and confortable with changes uncertainty. avoidance = don't like changes |
| goal orientation | what motivates people to achieve their goals masculine = material possessiona feminine = value quality of life and welfare of others |
| Pragmatism time orientation | measure short term or long term outlook of life and work long term (pragmatic) = future short-term (normative) = past |
| indulgence | degree of control a society has on impules and needs of gratificaiton restrained = suppress gratification ex: usa indulgent = allows gratificaiton and leasure time |
Created by:
alicerpio