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management ch1-2
Management 11th ed
| Question | Answer |
|---|---|
| first line managers | managers at the lowest level of management who manage the work of non-managerial employees. |
| middle managers | managers between the lowest and top levels of the organization who manage the work of first-line managers |
| top managers | managers at or near the upper levels of the organization who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization. |
| organization | a *deliberate* arrangement of *people* to accomplish some *specific purpose* |
| management | coordinating and overseeing the work of others so that their work is completed efficiently and effectively. |
| efficiency | doing things right or getting the most output from the least amount of input |
| manager | someone who coordinates and oversees the work of others so that organizational goals can be accomplished. |
| effectiveness | doing the right things or completing activities so that organizational goals can be attained. |
| planning | management function: setting goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities. |
| organizing | management function: arranging and structuring work to accomplish organization's goals |
| leading | management function: working with and through people to accomplish organization's goals. |
| controlling | management function: monitoring, comparing, and correcting work function |
| managerial roles | specific actions and behavior expected of and exhibited by a manager |
| interpersonal roles, 3 examples | roles that involve people and other duties that are ceremonial and symbolic in nature; figurehead, liaison, leader |
| informational roles, 3 examples | managerial roles that involve collecting, receiving and disseminating information; monitor, disseminator, spokesperson |
| decisional roles, 4 examples | management roles that revolve around making choices; entrepreneur, disturbance handler, resource allocator, negotiator |
| technical skills | job-specific knowledge and techniques needed to proficiently preform work tasks |
| human skills | the ability to work well with other people individually or in a group |
| conceptual skills | the ability to think and conceptualize about abstract and complex situations. |
| sustainability | ability to acheive company's goals and increase long-term shareholder value by integrating economic, environmental and social opportunities into its business strategies |
| universality of management | a reality that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in all organizational areas |
| omnipotent view of management | the view that managers are directly responsible for an organization's success or failure |
| symbolic view of management | the view that an organization's success of failure is due to external force's outside the manager's control |
| external environment | those factors and forces outside the organization that affect its performance |
| environmental uncertainty | the degree of change and complexity in an organization's environment |
| environmental complexity | the number of components in an organization's environment and the extent of the organization's knowledge about these components. |
| stakeholders | any constituencies in the organization's environment that are affected by an organization's decisions and actions. |
| organizational culture | the shared values, traditions, and ways of doing things that influences the way organizational members act |
| strong culture | organizational cultures in which the key values are intensely held and widely shared |
| socialization | the process that helps employees adapt to the organization's culture |
| 4 management roles | planning organizing, leading, controlling |
| workplace spirituality | a culture there organizational values promote a sense of purpose through meaningful work that takes place in the context of the community |
| parochialism | viewing the world solely through your own perspectives, leading to the inability to recognize differences between people |
| ethnocentric attitude | the parochialistic belief that the best work approaches and practices are those of the home country |
| polycentric attitude | the view that managers in the host country know the best work approaches and practices for running their business |
| geocentric attitude | a world-oriented view that focuses on using the best approaches and people from around the globe |
| European Union(EU) | union of 27 European nations created as a unified economic and trade entity |
| euro | a single common European currency |
| North American Free Trade Agreement(NAFTA) | An agreement between the Mexican, Canadian, and US governments in which barriers to trade have been eliminated |
| Association of Southeast Asian Nations(ASEAN) | a trade alliance between 10 southeast Asian nations. |
| World Trade Organization(WTO) | global organization of 53 countries that deals with the rules of trade among nations |
| International monetary fund (IMF) | an organization of 185 countries that promotes international monetary cooperation and provides advice, loans, and technical assistance. |
| World Bank Group | a group of 5 closely associated institutions that provides financial and technical assistance to developing countries |
| Organization for Economic Cooperation and Development (OECD) | an international economic organization that helps its 30 member countries achieve sustainable economic growth and employment |
| Multi-national corporation(MNC) | a broad term that applies to any and all types of international companies that maintain operations in multiple countries |
| multidomestic corporation | MNC that decentralizes management and other decisions to the local country |
| global company | MNC that centralizes management and other decisions to the home country |
| transnational/borderless organization | MNC where artificial geographical barriers have been eliminated. |
| global sourcing | purchasing the cheapest materials from around the globe |
| exporting | making products domestically and selling them abroad |
| importing | acquiring products from abroad and selling them domestically |
| licencing | an organization gives another organization the rights to make or sell its products using its technology or product specifications |
| franchising | an organization gives another organization the right to use its name and operating methods. |
| strategic alliance | a partnership between an organization and a foreign company partner or partners in which each share resources and knowledge in developing new products or building production facilities |
| joint venture | a specific type of strategic alliance in which the partners form a separate, independent organization for some business purpose |
| foreign subsidiary | directly investing in a foreign country by setting up a separate independent production facility or office |
| free market economy | resources are primarily owned by the private sector |
| planned economy | economic decisions are planned by a central government |
| national culture | values and attitudes shared by individuals of a specific country that shape their behavior and beliefs about what is important |
| Global Leadership and Organizational Behavior Effectiveness (GLOBE) | research program that studies cross-cultural leadership behaviors |
| cultural intelligence | cultural awareness and sensitivity skills |
| global mindset | attributes that allow leader to be effective in a cross-cultural environment |
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