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Group of people working together in a structured and coordinated fashion to achieve a set of goals
ex. profit, knowledge, national defense, charity work, or social satisfaction |
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| A set of activities (including planning and decision making, organizing, leading, and controlling) directed at an organizations resources (human, financial, physical, and information) with the aim of achieving organizational goals in an efficient and effective manner |
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| Using resources wisely and in a cost-effective way |
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| Making the right decisions and successfully implementing them |
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| Someone whose primary responsibility is to carry out the management process |
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| Setting an organization's goals and deciding how best to achieve them |
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| Part of the planning process that involves selecting a course of action from a set of alternatives |
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| Determining how activities and resources should be grouped |
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| The set of processes used to get members of the organization to work together to further the interests of the organization |
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| Monitoring the organizational process toward goal attainment |
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| Differentiation of Managers into 3 categories- top, middle, and first-line |
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| Managers can be differentiated into marketing, financial, operating, human resource, administration, and other areas |
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| The roles of figurehead, leader, and liaison, which involve dealing with other people |
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| The roles of monitor, disseminator, and spokesperson, which involve the process of information |
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| The roles of entrepreneur, disturbance, handler, resource allocator, and negotiator, which relate primarily to making decisions |
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| The skills necessary to accomplish or understand the specific kind of work, being done in an organization |
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| The ability to communicate with, understand, and motivate both individuals and groups. |
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| The managers ability to think in the abstract |
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| The managers ability to visualize the most appropriate response to a situation |
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| The managers abilities both to effectively convey ideas and information to others and to effectively receive ideas and information from others |
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| the managers ability to correctly recognize and define problems and opportunities and to then select an appropriate course of action to solve problems and capitalize on opportunities |
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| The managers ability to prioritize work, to work efficiently, and to delegate appropriately |
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| A conceptual framework for organizing knowledge and providing a blueprint for action |
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Classical management perspective |
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| Consists of two distinct branches- scientific management and administrative management |
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| Concerned with improving the performance of individual workers |
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| Employees deliberately working at a slow pace |
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Administrative management |
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| Focuses on managing the total organization |
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Behavioral management perspective |
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| Emphasizes individual attitudes and behaviors and group processes |
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Human relations movements |
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| Argued that workers respond primarily to the social context of the workplace |
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| A pessimistic and negative view of workers consistent with the views of scientific management |
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| A positive view of workers; it represents the assumptions that human relations advocates make |
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| Contemporary field focusing on behavioral perspectives on management |
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Quantitative management perspective |
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| Applies quantitative techniques to management |
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| Focuses specifically on the development of mathematical models |
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| Concerned with helping the organization more efficiently produce its products or services |
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| An interrelated set of elements functioning as a whole |
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| A system that interacts with its environment |
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| A system that does not interact with its environment |
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| A system within another system |
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| Two or more subsystems working together to produce more than the total of what they might produce working alone |
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| A normal process leading to system decline |
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| An attempt to identify the one best way to do something |
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| Suggests that appropriate managerial behavior in a given situation depends on, or is contingent on, a wide variety of elements |
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| Everything outside of organization's boundaries that might effect it |
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| The conditions and forces within an organization |
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| The set of broad dimensions and forces in an organization's surroundings that create its overall context |
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| Specific organizations or groups that influence an organization |
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| The overall health and vitality of the economic system in which the organization operates |
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| The methods available for converting resources into products or services |
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| The customs, mores, values, and demographic characteristics of the society in which the organization functions |
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Political-legal dimension |
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| The government regulation of business and the relationship between business and government |
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| The extent to which an organization is involved in or affected by business in other countries |
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| An organization that competes with other organizations for resources |
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| Whoever pays money to acquire an organization's products or services |
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| An organization that provides resources for other organizations |
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| An organization working together with one or more other organizations in a joint venture or similar arrangement |
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| A unit that has the potential to control, legislate, or otherwise influence the organization's policies and practices |
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| A group organized by its members to attempt to influence business |
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| Whoever can claim property rights to an organization |
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| Governing body elected by a corporation's stockholders and charged with overseeing the general management of the firm to ensure that it is being run in a way that best serves the stockholders' interests |
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| The set values, beliefs, behaviors, customs, and attitudes that help the members of the organization understand what it stands for, how it does things, and what it considers important |
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| Unpredictability created by environmental change and complexity |
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| The threat of new entrants, competitive rivalry, the threat of substitute products, the power of buyers, and the power of suppliers |
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| An individual's personal beliefs about whether a behavior, action, or decision is right or wrong |
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| Behavior that conforms to generally accepted social norms |
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| Behavior that does not conform to generally accepted social norms |
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| Standards of behavior that guide individual managers in their work |
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| A formal, written statement of the values and ethical standards that guide and firm's actions |
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| The set of obligations an organization has to protect and enhance the societal context in which it functions |
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Organizational stakeholder |
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| Person or organization who is directly affected by the practices of an organization an has a stake in its performance |
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| An approach to social responsibility in which firms do as little as possible to solve social or environmental problems |
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| A social responsibility stance in which an organization does everything that is required of it legally, but nothing more |
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| A social responsibility stance in which an organization meets its legal and ethical obligations but will also go beyond these obligations in selected cases |
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| A social responsibility stance in which an organization views itself at a citizen in a society and proactively seeks opportunities to contribute |
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| Government's attempts to influence business by establishing laws and rules that dictate what businesses can and cannot do |
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| The use of persons or groups to formally represent a company or group of companies before political bodies to influence the government |
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Political action committee (PAC) |
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| An organization created to solicit and distribute money to political candidates |
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| The extent to which an organization complies with local, state, federal, and international laws |
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| The extent to which an organization and its members follow basic ethical standards of behavior |
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| Awarding funds or gifts to charities or other worthy causes |
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| The disclosing by an employee of illegal or unethical conduct on the part of others within the organization |
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| A formal and thorough analysis of the effectiveness of a firm's social performance |
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| A business that acquires all of its resources and sells of its products or services within a single country |
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| A business that is based primarily in a single country but acquires some meaningful share of its resources or revenues from other countries |
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| A business that has a worldwide marketplace from which it buys raw materials, borrows money, and manufactures its products and to which it subsequently sells its products |
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| A business that transcends national boundaries and is not committed to a single home country |
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| Making a products in the firm's domestic marketplace and selling it in another country |
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| Bringing a good, service, or capital into the come country from abroad |
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| An arrangement whereby one company allows another company to use its brand name, trademark, technology, patent, copyright, or other assets in exchange for royalty based on sales |
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| A cooperative arrangement between two or more firms for mutual gain |
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| A special type of strategic alliance in which the partners share in the ownership of an operation on an equity basis |
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| When a firm headquartered in one country builds or purchases operation facilities or subsidiaries in a foreign country |
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| Light assembly plants in northern Mexico close to the U.S. border that are given special tax breaks by the Mexican government |
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| An economy based on the private ownership of business that allows market factors such as supply and demand to determine business strategy |
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| Clusters of countries that engage in high levels of trade with one another |
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North American Free Trade Agreement (NAFTA) |
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| An agreement made by the U.S., Canada, and Mexico to promote trade with one another |
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| The first and most important international market. |
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| A market system located in Southeast Asia |
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| A trade agreement intended to promote international trade by reducing trade barriers and making it easier for all nations to compete in international markets |
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World Trade Organizations |
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| An organization, which currently includes 140 member nations and 32 observer countries, that requires members to open their markets to international trade and follow WTO rules. |
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| The schools, hospitals, power plants, railroads, highways, ports, communication systems, air fields, and commercial distribution systems of a country |
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| Taken over by the government |
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| A tax collected on goods shipped across national boundaries |
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| A limit on the number or value of goods that can be traded |
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Export restraint agreements |
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| Accords reached by governments in which countries voluntarily limit the volume or value of goods they export to or import from one another |
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| A set of countries that agree to markedly reduce or eliminate trade barriers among member nations |
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| A person's beliefs about the relative importance of the individual versus groups to which that person belongs |
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| The beliefs that people in a culture hold about the appropriateness of power and authority differences in hierarchies such as business organizations |
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| The feeling individuals have regarding uncertain and ambiguous situations |
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| The manner in which people are motivated to work toward different kinds of goals |
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| The extent to which members of a culture adopt a long-term versus a short-term outlook on work, life, and other elements of society |
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