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A naming system of component parts, a vocabulary, a system of organization, what belongs where
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An understanding of the cause and effect relationships within the field – often a systems perspective comes about
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The ability to make deliberate modifications to elements in the field in a controlled manner to achieve desired outcomes
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Scientific Management: find most efficient way, train, pay with performance SOPs
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Bureaucracy: managers, different positions according to performance, rules SOPs
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Human side: knowledge drives work, horizontal view, teams
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Hawthorne: observation changes behavior
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people are lazy, dislike work, and will try to do as little as possible. Managers must supervise and closely control worker behavior by using rewards and punishment
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workers are not inherently lazy and if given the opportunity will do good work for the organization. The characteristics of the work will determine whether workers consider work to be a source of reward or punishment
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The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently
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Collections of people who work together and coordinate their actions to achieve a wide variety of goals
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The people responsible for supervising the use of an organization’s resources to meet its goals
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include people, skills, know-how, machinery, raw materials, computers and IT, and financial capital
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| Organizational Performance
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A measure of how efficiently and effectively managers use organizational resources to satisfy customers and achieve goals
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| Low Efficiency; High Effectiveness |
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Manager Chooses the right goals to pursue but does a poor job of using resources to achieve these goals.
A product that customers want, but that is too expensive to them to buy
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| Low Efficiency; Low Effectiveness |
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Manager chooses wrong goals to pursue and makes poor use of resources
A low-quality product that customers do not want
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| High Efficiency; High Effectiveness |
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Manager chooses the right goals to pursue and makes good use of resources to achieve these goals
A product that customers want at a quality and price they can afford
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| High Efficiency; Low Effectiveness |
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Manager chooses inappropriate goals but makes good use of resources to pursue those goals
a high-quality product that customers do not want
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A measure of how well or productively resources are used to achieve a goal.
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A measure of the appropriateness of the goals an organization is pursuing and the degree to which they are achieved.
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planning, controlling, organizing, leading
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Process of identifying and selecting appropriate goals and courses of action
risk involved
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| Steps in the Planning Process |
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Deciding which goals to pursue
Deciding what courses of action to adopt
Deciding how to allocate organizational resources
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cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals
ie. low cost and differentiation
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structuring working relationships in a way that allows organizational members to interact and cooperate to achieve organizational goals
human resources in particular
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A formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals
how resources can best be used to create goods and services
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Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in attaining organizational goals
Creates a highly motivated and committed workforce
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short, succinct and inspiring statement of what he org intends to become and the goals it is seeking to achieve. Its desired future state.
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Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance
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is the ability to measure performance accurately and regulate efficiency and effectiveness: must select what to monitor
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CEO, Top Managers, Middle Managers, First-Line Managers
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A group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their jobs
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Responsible for the daily supervision of non-managerial employees
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Supervise first-line managers and is responsible for finding the best way to use resources to achieve organizational goals
improve customer service or manufacturing costs. Report to top manager about changes in goals. Make org more efficient and effective
Train, motivate, and reward sales people
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establish organizational goals, decide how departments should interact, and monitor the performance of middle managers
Cross-departmental responsibility
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| Relative Amount of Time Managers spend on four managerial tasks |
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top managers spend more time on planning and organizing. lower managers focus on leading and controlling
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group composed of the CEO, COO, and the heads of the most important departments
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Conceptual, Human, Technical
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The ability to analyze and diagnose a situation and distinguish between cause and effect.
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The ability to understand, alter, lead, and control the behavior of other individuals and groups
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The specific knowledge and techniques required to perform an organizational role.
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| Technical skills: Core Competency |
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Specific set of skills, abilities, and experiences that allows one organization to outperform its competitors
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downsizing an organization by eliminating the jobs of large numbers of top, middle, or first-line managers and non-managerial employees
outsourcing, downsizing
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contracting with another company, usually in a low cost country abroad, to perform an activity the company previously performed itself
increase efficiency and reduce costs make use of resources better
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Expansion of employees’ knowledge, tasks, and decision-making responsibilities
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a group of employees with the responsibility for organizing, controlling, and supervising their own activities and for monitoring the quality of the goods and services they provide
middle manager easily monitors these groups
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| Challenges for Management ina Global Environment |
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Rise of Global Organizations.
Maintaining Ethical and Socially Responsible Standards.
Managing a Diverse Workforce.
Practicing Global Crisis Management.
Building a Competitive Advantage.
Hyper Rate of Change in the Environment.
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organizations that operate and compete in more than one country
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Ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than they do
efficiency, quality, speed, flexibility, innovation, responsiveness to customers
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process of creating new or improved goods and services or developing better ways to produce or provide them
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Create teams to facilitate rapid decision making and communication
Establish the organizational chain of command
Recruit and select the right people
Develop bargaining and negotiating strategies to manage conflicts
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