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managment
| Question | Answer |
|---|---|
| Organization | A group of people who work together to achieve some specific purpose. |
| management | planning, organizing, leading, and controlling the organizations resources |
| The management proccess | planning, organizing, controlling, leading |
| management pyramid | nonmanagerial employees, team leaders, first line managers, middle managers, top managers |
| Managers for 3 types of organizations | for-profit organizations, nonprofit organizations, mutual-benefit organization |
| 3 types of managerial roles | interpersonal, informal, decisional |
| interpersonal | figurehead, and leader |
| informational | monitor and spokesperson |
| decisional | entrepreneur, disturbance handler, negotiator |
| skills good managers need | technical, conceptual, human |
| Frederick taylor principals | scientifically studying, carefully select workers, proper work methods, use scientific principals |
| Charles clinton spaulding | highlighted the need to enrich the lives of his organizational and community family while focusing on making profit |
| henri payol | the first to identify the major functions of management. planning, organizing, leading, controlling, and coordinating |
| max weber | reduced ambiguity by defining a hierarchy of authority, detailing a clear devision of labor, documenting formal rules and procedure |
| mary parker follet | organizations should be operated as communities, conflicts should be resolved by having managers and workers talk over differences, the work process should be under the control of workers with the relevant knowledge rather than of maagers who act as lead |
| Theory X | represents a pessimistic, negative view of workers. workers are considered irresponsible. |
| theory Y | represents an optimistic. positive view of workers. workers are considered capable of accepting responsibility |
| quantitative viewpoints | operation management, evidence-based management |
| opperation management | where managers: Schedule and delegate work and job training. Plan production to meet customer needs. Design services customers want and how to deliver them. Locate and design company facilities. keep costs down and reduce backorders. |
| Supply chain | the process of creating the product, starting with designing and obtaining raw materials for physical goods or technology for services and going all the way through delivery to customers’ hands. |
| Evidence-based management | organizations perform better if they: Face the hard facts about what works not Understand the dangerous half-truths that constitute so much conventional wisdom about management. Reject the total nonsense that too often passes for sound advice. |
| Closed system | Organizations that have little interaction with their environment. |
| Open system | Organizations that continually interact with their environment; have the potential to produce synergy. |
| Complexity Theory – The Ultimate Open System | Recognizes that all complex systems are networks of many interdependent parts that interact with each other according to certain simple rules. |
| CONTINGENCY VIEWPOINT | Under some circumstances, better results can be achieved by breaking the one-best-way rule. A manager’s approach should vary according to, or be contingent on, the individual and the environmental situation. |
| Contemporary Approaches | the learning organization, high-preformance work practices, shared value and sustainable development |
| The triple bottom line (TBL) of organizational performance: | people, planet, profit |
| The Community of Stakeholders Outside the Organization | the task environment, the general enviroment |
| The Task Environment | Task environment consists of 10 groups that interact with the organization on a regular basis. |
| Ethics | Standards of right and wrong (judgement) that influence our decisions and behavior (action). |
| Values | The relatively permanent and deeply held underlying beliefs and attitudes that help determine a person’s behavior. |
| Four Approaches (“Lenses”) to Resolve Ethical Dilemmas | The Utilitarian Approach, The Individual Approach (Deontology): The Moral-Rights Approach,The Justice Approach: |
| The Utilitarian Approach: | for the greatest good |
| The Individual Approach (Deontology): | For Your Greatest Self-Interest Long Term, Which Will Help Others |
| The Moral-Rights Approach: | Respecting Fundamental Rights Shared by Everyone |
| The Justice Approach: | Respecting Impartial Standards of Fairness |
| Globalization | is the trend of the world economy toward becoming a more interdependent system. |
| global village | to the “shrinking” of time and space, as air travel and electronic media have made it easier for people of the globe to communicate with each other. |
| Multinational Corporation | Business firm with operations in several countries. |
| Multinational Organization | Nonprofit organization with operations in several countries. |
| Outsourcing | as using suppliers outside the company to provide goods and services. |
| Global outsourcing or offshoring | using suppliers outside the United States to provide labor, goods, or services. |
| trade protection | the use of government regulations to limit the import of goods and services—to protect their domestic industries against foreign competition. |
| tariff | a trade barrier in the form of a customs duty or tax levied mainly on imports. |
| import quota | a trade barrier in the form of a limit on the quantity of a product that can be imported. |
| sanction | the trade prohibition on certain types of products, services, or technology to another country for specific reasons |
| embargo | a complete ban or prohibition of trade of one country with another. |
| The three principal organizations designed to facilitate international trade: | world trade, world bank, interantional monetary fund |
| Expatriates | people living or working in a foreign country. It can be very costly to support expatriates and their families. |
| Competitive advantage: | The ability of an organization to produce goods or services more effectively than its competitors do, thereby outperforming them |
| Sustainable competitive advantage: | Occurs when an organization can get, and stay, ahead in four areas: Responsiveness to customers 2. Innovation 3. Quality 4. Effectiveness |
| Operating Plan | A plan that breaks long-term output into short-term targets or goals. |
| Action Plan | Defines the specific courses of action (the tactics) needed to achieve a stated goal. |
| SMART goal | specific, measurable, attainable, results-orietated, target date |
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