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Exam 1 Vocab 2


undefined, object
copy deck
a systematic arrangement of people brought together to accomplish some specific purpose
people who work directly on a job or task and have no responsibility for overseeing the work of others
individuals of an organization who direct the activities of others
supervisors responsible for directing the day-to-day activities of operative employees
first-line managers
individuals at levels of management between the first-line manager and top management
middle managers
individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members
top managers
the process of getting things done, effectively and effieciently, through and with other people
doing the task correctly; refers to the relationship between inputs and outpus; seeks to minimize resource costs
doing the right tasks; goal attainment
planning, organizing, leading and controlling
management processes
includes defining goals, establishing strategy, and developing plans to coordinate activities
includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made
includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts
the process of monitoring performance, comparing it with goals, and correcting any significant deviations
specific categories of managerial behavior; often grouped under 3 primary headings:
Interpersonal Relationships
Transfer of Information
Decision Making
managerial roles
Figurehead, leader, liason are part of which managerial role?
Monitor, disseminator, and spokesperson are part of which managerial role?
Entreprenuer, disturbance handler, resource allocator, and negotiator are part of which managerial role?
any independently owned and operated profit-seeking enterprise that has fewer than 500 employees
small business
a manager's mental ability to coordinate all of the organization's interests and activities
conceptual skills
a manager's ability to work with, understand, mentor and motivate others both individually and in groups
interpersonal skills
a manager's ability to use the tools, procedures, and techniques of a specialized field
technical skills
a manager's ability to build a power base and establish the right connections
political skills
a cluster of knowledge, skills, and attitudes related to effective managerial performance
management competencies
the breakdown of jobs into narrow, repetitive tasks
division of labor
the advent of machine power, mass production, and efficient transportation begun in the late 18th century in Great Britain
Industrial Revolution
the term used to describe the hypotheses of the scientific management theorists and the general administrative theorists
classical approach
the use of the scientific method to define the one best way for a job to be done
scientific management
Gilbreths' classification scheme for labeling 17 basic motions
Fayol's fundamental or universal principles of management practice
principles of management
Weber's ideal type of organization characterized by a division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships
writers who developed general theories of what managers do and what constitutes good management practice
general administrative theorists
a series of studies done during the 1920s and 1930s that provided new insights into group norms and behaviors
Hawthorne studies
the performance of planning, leading, and controlling activities is seen as circular and continuous
process approach
defines a system as a set of interrelated and interdependent parts arranged in a manner that produces a unified whole
systems approach
a system that is not influenced by and does not interact with its environment
closed system
a system that dynamically interacts with its environment
open system
any group that is affected by organizational decisions and policies
the situations approach to management that replaces more simplistic systems and integrates much of management theory
contingency approach
workers whose jobs are designed around the acquisition and application of information
knowledge workers
refers to the concept of a boundaryless world; the production and marketing of goods and services worldwide
global village
companies taht maintain significant operations in two or more countries simultaneously but are based in one home country
Multinational corporations (MNC)
a compant that maintains significant operations in more than one country simultaneously and decentralizes decision making in each operation to the local country
transnational corporation (TNC)
a management structure in which internal arrangements that impose artificial barriers are broken down
borderless organization
a domestic and a foreign firm share the cost of developing new products or building production facilities in a foreign country
strategic alliances
refers to a narrow focus in which one sees things solely through one's own view and frmo one's own perspective
research program started in 1993 that is an ongoing cross-cultural investigation of leadership and national culture
Global Leadership and Organizational Behavior Effectiveness (GLOBE)
any equipment, tools, or operating methods that are designed to make work more efficient
any computer transaction that occurs when data are processed and transmitted over the internet
the full breadth of activities included in a successful internet-based enterprise
a system of working at home on a computer that is linked to the office
a firm's obligation, beyond taht required by the law and economics, to pursue long-term goal that are beneficial to society
social responsibility
the obligation of a business to meet its economic and legal responsibilities and no more
social obligation
the ability of a firm to adapt to changing societal conditions
social responsiveness
a set of rules or principles that defines right and wrong conduct
a formal document that states an organization's primary values and the ethical rules it expects managers and operatives to folow
code of ethics
the process of initiating a business venture, organizing the necessary resources, and assuming the risks and rewards
people within an organization who demonstrate entreprenuerial characteristics
the varied backgrounds of organizational members in terms of gender, race, age, sexual orientation, and ethnicity
workforce diversity
an activity in an organization designed to create a more efficient operation through extensive layoffs
linking staffing levels to organizational goals
an organization's use of outside firms for providing necessary products and services
part-time, temporary, and contract workers who are available for hire on an as-needed basis
contingent workforce
the small group of full-time employees of an organization who provide some essential job tasks for the organization
core employees
the redisigning of jobs in order to increase the decision-making discretion of workers
organizational commitment to constantly improving the quality of a product or service
continuous improvement
the japanese term for an organization committed to continuous improvement
radical or quantum change in an organization
work process engineering
a manager who motivated, empowers, and encourages his or her employees

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