Term
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Definition
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Term
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Definition
| A deliberate arrangement of people brought together to accomplish some specific purpose |
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Term
| 3 Characteristics of and Organizations |
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Definition
| 1) Purpose ( a goal or set of goals), 2) People, 3) Deliberate systematic structure |
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Term
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Definition
| People who work directly on a job or task and have no responsibility for overseeing the work of others |
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Term
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Definition
| Individuals in an organization who direct the activities of others |
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Term
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Definition
| Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members |
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Definition
| Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers will see get done |
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Definition
| Supervisors responsible for directing the day-to-day activities of nonmanagerial employees |
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Definition
| The process of getting things done, effectively and efficiently, with and through other people |
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Term
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Definition
| A set of ongoing and interrelated activities |
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Definition
| Doing a task correctly and getting the most output from the least amount of inputs ( Concerned with the means) |
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Term
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Definition
| Doing the right things by doing those work tasks that help the organization reach its goals (concerned with the ends) |
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Term
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Definition
| Often due to both inefficiency and ineffectiveness or to effectiveness achieved without regard for efficiency |
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Term
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Definition
| The use of scientific methods to define the "one best way" for a job to be done |
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Term
| Three approaches to describing what managers do |
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Definition
| 1) Functions, 2) Roles, 3) Skills and Competencies |
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Term
| The Fayol Four Management Functions |
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Definition
| 1) Planning, 2) Organizing 3) Leading and 4) Controlling |
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Term
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Definition
| Includes defining goals, establishing strategy, and developing plans to coordinate activities |
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Term
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Definition
| Includes determining what tasks are to be done and by whom, how task are to be grouped, who reports to whom, and who will make decisions |
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Term
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Definition
| Includes motivating employees, directing the activities of others, selecting the most effective communication channel, or resolving conflicts among team members |
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Definition
| Involves monitoring, comparing, and correcting work performance |
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Term
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Definition
| Ones that involve people and other duties that are ceremonial and symbolic in nature |
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Term
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Definition
| Involve collecting, receiving and disseminating information |
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Term
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Definition
| Entail making decisions or choices |
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Term
| Mintzberg's Interpersonal Roles |
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Definition
| 1) Figurehead, 2) Leader, 3) Liaison |
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Term
| Mintzberg's Informational Roles |
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Definition
| 1) Monitor, 2) Disseminator, 3) Spokesperson |
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Term
| Mintzberg's Decisional Roles |
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Definition
| 1) Entrepreneur, 2) Disturbance handler, 3) Resource allocator, Negotiator |
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Term
| Mintzberg's 10 Managers Roles |
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Definition
| 1) Figurehead, 2) Leader, 3) Liaison, 4) Monitor, 5) Disseminator, 6) Spokesperson, 7) Entrepreneur, 8) Disturbance handler, 9) Resource allocator, 10) Negotiator |
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Term
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Definition
| Defines how a manager approaches his or her job |
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Term
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Definition
| Bringing the frame to life through the distinct tasks the manager does. |
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Term
| Four Critical Management Skills |
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Definition
| 1) Conceptual, 2) Interpersonal, 3) Technical, and 4) Political |
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Term
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Definition
| Skills managers use to analyze and diagnose complex situations |
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Term
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Definition
| Skills managers use to work with, understand, mentor, and motivate others, both individually and in groups |
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Term
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Definition
| Job-specific knowledge and techniques needed to perform work tasks |
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Term
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Definition
| Skills used to develop a power base and establish the right connections |
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Term
| 9 Managerial Competencies |
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Definition
| 1) Traditional functions, 2) Task orientation, 3) Personal orientation, 4) Dependability, 5) Open-mindedness, 6) Emotional controls, 7) Communication, 8) Developing self and others, and 9) Occupational acumen and concerns |
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Term
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Definition
| Decision making, short-tem planning, goal setting, monitoring, team building |
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Term
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Definition
| Urgency, decisiveness, initiative |
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Term
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Definition
| Compassion, assertiveness, politeness, customer focus |
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Term
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Definition
| personal responsibility, trustworthiness, loyalty, professionalism |
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Term
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Definition
| tolerance, adaptability, creative thinking |
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Term
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Definition
| Resilience, stress management |
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Term
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Definition
| Listening, oral communication, public presentation |
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Term
| Developing Self and Others |
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Definition
| Performance assessment, self-development, providing developmental feedback |
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Term
| Occupational Acumen and Concerns |
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Definition
| Technical proficiency, concerned with quality and quantity, financial concern |
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Term
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Definition
| When employees are connected to, satisfied with, and enthusiastic about their jobs |
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Term
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Definition
| Factors, forces, situations and events outside the organization that affect its performance |
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Term
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Definition
| Interest rates, inflations, changes in disposable income, stock market fluctuations, and business cycle stages |
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Term
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Definition
| Trends in populations characteristics such as age, race, gender, education level, geographic location, income, and family composition |
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Term
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Definition
| Scientific or industrial innovations |
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Term
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Definition
| Societal and cultural factors such as values, attitudes, trends, traditions, lifestyles, beliefs, tastes, and patterns of behavior |
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Term
| Political / Legal Components |
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Definition
| Federal, state and local laws as well as laws of other countries and global laws, and includes a country's political conditions and stability |
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Term
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Definition
| Encompasses those issues associated with globalization and a world economy (e.g., Icelandic volcano eruption) |
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Term
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Definition
| The characteristics of a population used for purposes of social studies (e.g., age, income, race, sex, education level, ethnic makeup, employment status, geographic location) |
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Term
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Definition
| Any equipment, tools, or operating methods that are designed to make work more efficient |
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Term
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Definition
| Born between 1946 and 1964 |
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Term
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Definition
| Born between 1965 and 1977 |
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Term
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Definition
| Born between 1978 and 1994 |
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Term
| Post Millennial iGeneration |
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Definition
| Currently teens and middle schoolers |
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Term
| Environmental Uncertainty |
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Definition
| The degree of change and complexity in an organizations environment |
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Term
| Dimensions of Environmental Uncertainty |
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Definition
| 1) degree of unpredictable change: a) if frequent change then it is a dynamic environment, b) if infrequent change then stable environment; 2) degree of environmental complexity |
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Term
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Definition
| Any constituencies in an organization's environment that are affected by that organization's decisions and actions (e.g., employees, vendors, customers, investors |
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Term
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Definition
| The shared values, principles, traditions, and ways of doing things that influence the way the organizational members act |
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Term
| Definition of Culture Implies |
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Definition
| 1) Culture is a perception, 2) Culture is descriptive, 3) There are shared aspects |
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Term
| Seven Dimensions of Corporate Culture |
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Definition
| 1) Attention to detail, 2) Outcome orientation, 3) People orientation, 4) Team orientation, 5) Aggressiveness, 6) Stability, 7) Innovation and risk taking |
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Term
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Definition
| A narrative of significant events or people including such things as organizational founders, rule breaking, reactions to past mistakes |
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Term
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Definition
| Repetitive sequences of activities that express and reinforce the important values and goals of the organization |
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Term
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Definition
| An organization is considered global if it exchanges goods and services with consumers in other countries, or if they use managerial or technical employee talent from other countries, or if it uses financial sources and resources outside of its home country |
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Term
| Multinational Corporations (MNCs) |
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Definition
| Any type of international company that maintains operations in multiple countries |
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Term
| Multidomestic Corporation |
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Definition
| A multinational corporation which decentralizes management and other decisions to the local country where it is doing business |
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Term
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Definition
| A multinational corporation which centralizes it management and other decisions in the home country |
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Term
| Transnational (borderless) Organization |
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Definition
| A structural arrangement for global organizations that eliminates artificial geographical barriers |
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Term
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Definition
| Purchasing materials or labor from around the world wherever it is cheapest with a goal of taking advantage of lower cost to be more competitive |
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Term
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Definition
| Refers to the concept of a boundaryless world where goods and services are produced and marketed worldwide |
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Term
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Definition
| Making products domestically and selling them abroad |
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Term
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Definition
| Acquiring products made abroad and selling them domestically |
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Term
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Definition
| An agreement in which and organization gives another the right, for a fee, to make or sell its products, or to use its technology or product specifications |
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Term
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Definition
| An agreement in which an organization give another organization the right, for a fee, to use its name and operating methods |
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Term
| Global Strategic Alliance |
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Definition
| A partnership between an organization and a foreign company partner or partners in which both share resources and knowledge in developing new products or building production facilities |
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Term
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Definition
| A specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose |
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Term
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Definition
| A direct investment in a foreign country that involves setting up a separate and independent facility or office |
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Term
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Definition
| A narrow focus in which manager see things only through their own eyes and from their own perspective |
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Term
| Hofstede Five Dimensions of National Culturalism |
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Definition
| 1) Power distance, 2) Individualism versus collectivism, 3) Quantity versus quality of life, 4) Uncertainty avoidance, and 5) Long-term versus short-term orientation |
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Term
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Definition
| The degree to which people in a country accept that power in institutions and organizations is distributed unequally |
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Term
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Definition
| The degree to which people in a country prefer to act as individuals rather than as members of a group |
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Term
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Definition
| The degree to which people in a country prefer to act as members of a group rather than as individuals |
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Term
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Definition
| The degree to which values such as assertiveness, the acquisition of money and material goods, and competition are important |
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Term
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Definition
| The degree to which people value relationships and show sensitivity and concern for the welfare of others |
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Term
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Definition
| The degree to which people in a country prefer structure over unstructured situations and whether people are willing to take risks |
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Term
| Global Leadership and Organizational Behavior Effectiveness (GLOBE) |
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Definition
| Nine (9) dimensions on which national cultures differ 1) assertiveness, 2) Future Orientation, 3) Gender differentiation, 4) Uncertainty avoidance, 5) Power Distance, 6) Individualism/Collectivism, 7) In-group collectivism, 8) Performance orientation, and 9) Humane orientation |
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Term
| Social Responsibility (Corporate Social Responsibility) |
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Definition
| A business firm's intentions beyond its legal and economic obligations, to do the right things and act in ways that are good for society (adds an ethical imperative to do those things that make society better and to not do those that could make it worse) |
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Term
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Definition
| Activities a business firm engages in to meet certain economic and legal responsibilities |
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Term
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Definition
| Characteristics of the business firm that engages in social action in response to some popular social need |
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Term
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Definition
| A company's ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies |
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Term
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Definition
| A set of rules or principles that defines right and wrong conduct |
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Term
| Utilitarian View of Ethics |
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Definition
| Ethical decisions are made solely on the basis of their outcomes and consequences. The goal is to provide the greatest good for the greatest number |
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Term
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Definition
| Individuals are concerned with respecting and protecting individual liberties and privileges |
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Term
| Theory of Justice View of Ethics |
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Definition
| An individual imposed and enforces rules fairly and impartially |
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Term
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Definition
| A formal document that states an organization's primary values and the ethical rules it expects managers and nonmanagerial employees to follow |
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Term
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Definition
| The ways in which people in an organization are different and similar to one another |
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Term
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Definition
| Age, Gender, Race and Ethnicity, Disability/Ability, Religion, LGBT, Other |
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Term
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Definition
| Biological heritage (physical characterizes such as skin color) |
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Term
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Definition
| Social traits such as ones cultural background or allegiance that are shared by a human population |
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Term
| 8 Steps of Decision-Making Process |
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Definition
| 1) Identification of a Problem, 2) Identification of Decision Criteria, 3) Allocation of Weights to Criteria, 4) Development of Alternatives, 5) Analysis of Alternatives, 6) Selection of an Alternative, 7) Implementation of the Alternative, 8) Evaluation of Decision Effectiveness |
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Term
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Definition
| Putting a decision in action and includes conveying the information to those affected and getting their commitment to it. |
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Term
| Heuristics (Rules of Thumb) |
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Definition
| Judgmental shortcuts or "rules of thumb" used to simplify decision making |
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Term
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Definition
| When decision makers tend to think they know more than they do or hold unrealistically positive views of themselves and their performance |
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Term
| Immediate gratification Bias |
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Definition
| The notion that decision makes tend to want immediate rewards and to avoid immediate costs. Decisions that provide quick payoffs are more appealing than those in the future. |
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Term
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Definition
| Describes when decisions makers fixate on initial information as a starting point and then, once set, fail to adequately adjust for subsequent information |
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Term
| Selective Perception Bias |
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Definition
| When decision makers selectively organize and interpret events based on their biased perceptions |
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Term
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Definition
| When decision makers who seek out information that reaffirms their past choices and discount information that contradicts past judgment |
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Term
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Definition
| When decision makers select and highlight certain aspects of a situation while excluding others |
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Term
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Definition
| Occurs when decision makers tend to remember events that are the most recent and vivid in their memory. |
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Term
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Definition
| When decision makers assess the likelihood of an event based on how closely it resembles other events or sets of events |
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Term
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Definition
| When decision makers try to create meaning out of random events |
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Term
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Definition
| Takes place when decision makers forget that current choices can't correct the past |
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Term
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Definition
| When decision makers are quick to take credit for success and to blame failure on outside factors |
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Term
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Definition
| The tendency for decision makers to falsely believe that they would have accurately predicted the outcome of an event once the outcome is actually known |
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Term
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Definition
| Describes choices that are consistent and value-maximizing within specified constraints |
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Term
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Definition
| Making decisions that are rational within the limits of a manager's ability to process information |
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Term
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Definition
| Accepting solutions that are "good enough" |
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Term
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Definition
| An increased commitment to a previous decision despite evidence that it may have been wrong |
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Term
| Intuitive Decision Making |
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Definition
| Making decisions on the basis of experience, feelings, and accumulated judgment (unconscious reasoning) |
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Term
| 5 Aspects of Intuitive Decision Making |
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Definition
| 1) Experience Based Decisions, 2) Affect Initiated Decisions, 3) Cognitive-based Decisions, 4) Subconscious mental processing, 5) Value or ethics-based decisions |
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Term
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Definition
| A Straightforward, familiar, and easily defined problem |
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Term
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Definition
| A problem that is new or unusual for which information is ambiguous or incomplete |
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Term
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Definition
| The extent to which problems are repetitive and routine, and that a specific approach has been worked out to handle them (decision making by precedent) |
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Term
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Definition
| A series of interrelated, sequential steps used to respond to a structured problem |
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Term
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Definition
| An explicit statement that tells employees what can or cannot be done |
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Term
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Definition
| A guideline for making decisions - establishes parameters rather than specifically state what can and cannot be done |
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Term
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Definition
| A unique and nonrecurring decision that requires a custom-made solution |
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Term
| Three Decision Making Conditions Managers Face |
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Definition
| 1) Certainty, 2) Risk, 3) Uncertainty |
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Term
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Definition
| A situation in which a decision maker can make accurate decisions because all outcomes are known |
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Term
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Definition
| A situation in which a decision maker is able to estimate the likelihood of certain outcomes |
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Term
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Definition
| A situation in which a decision maker has neither certainty nor reasonable probability estimates available |
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Term
| Advantages of Group Decisions |
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Definition
| 1)Group decisions provide more complete information, 2) groups provide more alternatives, 3) provides increased acceptance of a solution, 4) increases legitimacy of decision |
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Term
| Disadvantages of Group Decisions |
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Definition
| 1) Decisions are time consuming, 2) Interactions are inefficient, 3) groups can have minority dominations, 4) individuals members have pressure to conform to the wishes of the group (Groupthink) 5) ambiguous responsibility |
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Term
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Definition
| When a group exerts extensive pressure on an individual to withhold his or her different views in order to appear to be in agreement (conformity to group values and ethics) |
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Term
| How Does Groupthink Occur |
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Definition
| ) Group members rationalize any resistance to the decisions they have made, 2) Members apply direct pressures on those who express doubts about shared views, 3) Members who have doubts or hold differing points of view seek to avoid deviating from what appears to be group consensus, and 4) an illusion of unanimity is pervasive - silence is assumed to be acquiescence |
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Term
| Ideal Group Membership Size |
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Definition
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Term
| Three ways to make group decision making more effective |
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Definition
| ) Brainstorming, 2) nominal group technique, and 3) electronic meetings |
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Term
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Definition
| An idea-generating process that encourages alternatives while withholding criticism |
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Term
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Definition
| A decision-making technique in which group members are physically present but operate independently, secretly writing a list of potential alternatives - Major advantage - permits the group to meet formally but does not restrict independent thinking |
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Term
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Definition
| A typical nominal group technique in which participants are linked by computer - Major advantages a) anonymity, honesty, and speed |
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Term
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Definition
| A Japanese consensus-forming group |
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Term
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Definition
| The ability to produce novel and useful ideas |
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Term
| Three Component Model of Creativity |
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Definition
| Individual creativity requires 1) expertise, 2) creative-thinking skills and 3) intrinsic task motivation |
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Term
| Traits Associated with the Development of Creative Ideas |
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Definition
| 1) intelligence, 2) independence, 3) self-confidence, 4) risk-taking, 5) internal locus of control, 6) tolerance for ambiguity and 7) perseverance in the face of frustration |
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Term
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Definition
| The effective use of analogies allows decision makers to apply and idea from one context to another |
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Term
| Intrinsic Task Motivation |
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Definition
| the desire to work on something because it is interesting, involving, exciting, satisfying, or personally challenging |
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Term
| Five Organizational Factors That Have Been Found to Impede Creativity |
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Definition
| 1) Expected evaluation, 2) surveillance, 3) external motivators, 4) competition, and 5) constrained choices |
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Term
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Definition
| Maximizing the maximum possible payoff |
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Term
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Definition
| Maximizing the minimum possible payoff |
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Term
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Definition
| The amount of money that could have been made had a different strategy been used |
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Term
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Definition
| A diagram used to analyze a progression of decisions. When diagrammed, a decision tree looks like a tree with branches |
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Term
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Definition
| A technique for identifying the point at which total revenue is just sufficient to cover total costs |
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Term
| Break-even Point Calculation |
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Definition
| BE = [TFC/(P - VC) TFC =Total Fixed Cost; P = Unit Price; VC = Variable Cost per unit |
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Term
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Definition
| A measure of the organization's ability to convert assets into cash in order to meet its debt obligations |
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Term
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Definition
| An organization's current assets divided by its current liabilities - a ration of 2.1 is generally good (higher is bad) |
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Term
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Definition
| An organization's current assets, minus the dollar value of the inventory held, divided by its current liabilities - a ratio of 1 to 1 is reasonable |
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Term
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Definition
| Refer to the use of borrowed funds to operate and expand an organization - advantage occurs when funds can be used to earn a rate of return well above the cost to borrow |
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Term
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Definition
| Total debt divided by total assets |
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Term
| Time Interest Earned Ratio |
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Definition
| Profits before interest and taxes, divided by total interest charges |
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Term
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Definition
| Indicate how efficiently management is using the organizations resources |
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Term
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Definition
| Revenue divided by inventory - the higher the ration the more efficiency |
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Term
| Total Assets Turnover Ratio |
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Definition
| Revenue divided by total assets - it measures the level of assets needed to generate the organization's revenue - the fewer assets needed, the more efficiency |
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Term
| Profit Margin on Revenues Ratio |
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Definition
| Net profit after taxes divided by total revenues - is a measure of profit per dollar of revenue |
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Term
| Return on Investment (ROI) Ratio |
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Definition
| Net profits divided by total assets |
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Term
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Definition
| A mathematical technique that solves resource allocation problems |
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Term
| Queuing Theory / Waiting Line Theory |
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Definition
| A way of balancing the cost of having a waiting line versus the cost of maintaining the line. Management wants to have as few stations open to minimize costs without testing the patience of the customers |
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Term
| Fixed-point Reordering System |
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Definition
| A method for a system to "flag" the need to reorder inventory at some pre-established point in the process - used to minimize inventory carrying costs |
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Term
| Economic Order Quantity (EOQ) |
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Definition
| A model that seeks to balance the costs involved in ordering and carrying inventory, thus minimizing total costs associated with carrying and ordering costs - Seeks to manage four cost 1) purchase costs, 2) ordering costs, 3) carrying costs, and 4) stock-out costs |
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Term
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Definition
| Purchase price plus delivery charges less discounts |
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Term
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Definition
| Include costs of paperwork, follow-up, inspection, other processing costs |
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Term
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Definition
| Money tied up in inventory, storage, insurance, taxes, etc… |
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Term
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Definition
| Profits forgone from orders lost, the cost of reestablishing goodwill, and additional expenses incurred to expedite late shipments |
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Term
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Definition
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Term
|
Definition
| A deliberate arrangement of people brought together to accomplish some specific purpose |
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Term
| 3 Characteristics of and Organizations |
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Definition
| 1) Purpose ( a goal or set of goals), 2) People, 3) Deliberate systematic structure |
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Term
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Definition
| People who work directly on a job or task and have no responsibility for overseeing the work of others |
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Term
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Definition
| Individuals in an organization who direct the activities of others |
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Term
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Definition
| Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members |
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Term
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Definition
| Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers will see get done |
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Term
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Definition
| Supervisors responsible for directing the day-to-day activities of nonmanagerial employees |
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Term
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Definition
| The process of getting things done, effectively and efficiently, with and through other people |
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Term
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Definition
| A set of ongoing and interrelated activities |
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Term
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Definition
| Doing a task correctly and getting the most output from the least amount of inputs ( Concerned with the means) |
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Term
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Definition
| Doing the right things by doing those work tasks that help the organization reach its goals (concerned with the ends) |
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Term
|
Definition
| Often due to both inefficiency and ineffectiveness or to effectiveness achieved without regard for efficiency |
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Term
|
Definition
| The use of scientific methods to define the "one best way" for a job to be done |
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Term
| Three approaches to describing what managers do |
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Definition
| 1) Functions, 2) Roles, 3) Skills and Competencies |
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Term
| The Fayol Four Management Functions |
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Definition
| 1) Planning, 2) Organizing 3) Leading and 4) Controlling |
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Term
|
Definition
| Includes defining goals, establishing strategy, and developing plans to coordinate activities |
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Term
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Definition
| Includes determining what tasks are to be done and by whom, how task are to be grouped, who reports to whom, and who will make decisions |
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Term
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Definition
| Includes motivating employees, directing the activities of others, selecting the most effective communication channel, or resolving conflicts among team members |
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Term
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Definition
| Involves monitoring, comparing, and correcting work performance |
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Term
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Definition
| Ones that involve people and other duties that are ceremonial and symbolic in nature |
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Term
|
Definition
| Involve collecting, receiving and disseminating information |
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Term
|
Definition
| Entail making decisions or choices |
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Term
| Mintzberg's Interpersonal Roles |
|
Definition
| 1) Figurehead, 2) Leader, 3) Liaison |
|
|
Term
| Mintzberg's Informational Roles |
|
Definition
| 1) Monitor, 2) Disseminator, 3) Spokesperson |
|
|
Term
| Mintzberg's Decisional Roles |
|
Definition
| 1) Entrepreneur, 2) Disturbance handler, 3) Resource allocator, Negotiator |
|
|
Term
| Mintzberg's 10 Managers Roles |
|
Definition
| 1) Figurehead, 2) Leader, 3) Liaison, 4) Monitor, 5) Disseminator, 6) Spokesperson, 7) Entrepreneur, 8) Disturbance handler, 9) Resource allocator, 10) Negotiator |
|
|
Term
|
Definition
| Defines how a manager approaches his or her job |
|
|
Term
|
Definition
| Bringing the frame to life through the distinct tasks the manager does. |
|
|
Term
| Four Critical Management Skills |
|
Definition
| 1) Conceptual, 2) Interpersonal, 3) Technical, and 4) Political |
|
|
Term
|
Definition
| Skills managers use to analyze and diagnose complex situations |
|
|
Term
|
Definition
| Skills managers use to work with, understand, mentor, and motivate others, both individually and in groups |
|
|
Term
|
Definition
| Job-specific knowledge and techniques needed to perform work tasks |
|
|
Term
|
Definition
| Skills used to develop a power base and establish the right connections |
|
|
Term
| 9 Managerial Competencies |
|
Definition
| 1) Traditional functions, 2) Task orientation, 3) Personal orientation, 4) Dependability, 5) Open-mindedness, 6) Emotional controls, 7) Communication, 8) Developing self and others, and 9) Occupational acumen and concerns |
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|
Term
|
Definition
| Decision making, short-tem planning, goal setting, monitoring, team building |
|
|
Term
|
Definition
| Urgency, decisiveness, initiative |
|
|
Term
|
Definition
| Compassion, assertiveness, politeness, customer focus |
|
|
Term
|
Definition
| personal responsibility, trustworthiness, loyalty, professionalism |
|
|
Term
|
Definition
| tolerance, adaptability, creative thinking |
|
|
Term
|
Definition
| Resilience, stress management |
|
|
Term
|
Definition
| Listening, oral communication, public presentation |
|
|
Term
| Developing Self and Others |
|
Definition
| Performance assessment, self-development, providing developmental feedback |
|
|
Term
| Occupational Acumen and Concerns |
|
Definition
| Technical proficiency, concerned with quality and quantity, financial concern |
|
|
Term
|
Definition
| When employees are connected to, satisfied with, and enthusiastic about their jobs |
|
|
Term
|
Definition
| Factors, forces, situations and events outside the organization that affect its performance |
|
|
Term
|
Definition
| Interest rates, inflations, changes in disposable income, stock market fluctuations, and business cycle stages |
|
|
Term
|
Definition
| Trends in populations characteristics such as age, race, gender, education level, geographic location, income, and family composition |
|
|
Term
|
Definition
| Scientific or industrial innovations |
|
|
Term
|
Definition
| Societal and cultural factors such as values, attitudes, trends, traditions, lifestyles, beliefs, tastes, and patterns of behavior |
|
|
Term
| Political / Legal Components |
|
Definition
| Federal, state and local laws as well as laws of other countries and global laws, and includes a country's political conditions and stability |
|
|
Term
|
Definition
| Encompasses those issues associated with globalization and a world economy (e.g., Icelandic volcano eruption) |
|
|
Term
|
Definition
| The characteristics of a population used for purposes of social studies (e.g., age, income, race, sex, education level, ethnic makeup, employment status, geographic location) |
|
|
Term
|
Definition
| Any equipment, tools, or operating methods that are designed to make work more efficient |
|
|
Term
|
Definition
| Born between 1946 and 1964 |
|
|
Term
|
Definition
| Born between 1965 and 1977 |
|
|
Term
|
Definition
| Born between 1978 and 1994 |
|
|
Term
| Post Millennial iGeneration |
|
Definition
| Currently teens and middle schoolers |
|
|
Term
| Environmental Uncertainty |
|
Definition
| The degree of change and complexity in an organizations environment |
|
|
Term
| Dimensions of Environmental Uncertainty |
|
Definition
| 1) degree of unpredictable change: a) if frequent change then it is a dynamic environment, b) if infrequent change then stable environment; 2) degree of environmental complexity |
|
|
Term
|
Definition
| Any constituencies in an organization's environment that are affected by that organization's decisions and actions (e.g., employees, vendors, customers, investors |
|
|
Term
|
Definition
| The shared values, principles, traditions, and ways of doing things that influence the way the organizational members act |
|
|
Term
| Definition of Culture Implies |
|
Definition
| 1) Culture is a perception, 2) Culture is descriptive, 3) There are shared aspects |
|
|
Term
| Seven Dimensions of Corporate Culture |
|
Definition
| 1) Attention to detail, 2) Outcome orientation, 3) People orientation, 4) Team orientation, 5) Aggressiveness, 6) Stability, 7) Innovation and risk taking |
|
|
Term
|
Definition
| A narrative of significant events or people including such things as organizational founders, rule breaking, reactions to past mistakes |
|
|
Term
|
Definition
| Repetitive sequences of activities that express and reinforce the important values and goals of the organization |
|
|
Term
|
Definition
| An organization is considered global if it exchanges goods and services with consumers in other countries, or if they use managerial or technical employee talent from other countries, or if it uses financial sources and resources outside of its home country |
|
|
Term
| Multinational Corporations (MNCs) |
|
Definition
| Any type of international company that maintains operations in multiple countries |
|
|
Term
| Multidomestic Corporation |
|
Definition
| A multinational corporation which decentralizes management and other decisions to the local country where it is doing business |
|
|
Term
|
Definition
| A multinational corporation which centralizes it management and other decisions in the home country |
|
|
Term
| Transnational (borderless) Organization |
|
Definition
| A structural arrangement for global organizations that eliminates artificial geographical barriers |
|
|
Term
|
Definition
| Purchasing materials or labor from around the world wherever it is cheapest with a goal of taking advantage of lower cost to be more competitive |
|
|
Term
|
Definition
| Refers to the concept of a boundaryless world where goods and services are produced and marketed worldwide |
|
|
Term
|
Definition
| Making products domestically and selling them abroad |
|
|
Term
|
Definition
| Acquiring products made abroad and selling them domestically |
|
|
Term
|
Definition
| An agreement in which and organization gives another the right, for a fee, to make or sell its products, or to use its technology or product specifications |
|
|
Term
|
Definition
| An agreement in which an organization give another organization the right, for a fee, to use its name and operating methods |
|
|
Term
| Global Strategic Alliance |
|
Definition
| A partnership between an organization and a foreign company partner or partners in which both share resources and knowledge in developing new products or building production facilities |
|
|
Term
|
Definition
| A specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose |
|
|
Term
|
Definition
| A direct investment in a foreign country that involves setting up a separate and independent facility or office |
|
|
Term
|
Definition
| A narrow focus in which manager see things only through their own eyes and from their own perspective |
|
|
Term
| Hofstede Five Dimensions of National Culturalism |
|
Definition
| 1) Power distance, 2) Individualism versus collectivism, 3) Quantity versus quality of life, 4) Uncertainty avoidance, and 5) Long-term versus short-term orientation |
|
|
Term
|
Definition
| The degree to which people in a country accept that power in institutions and organizations is distributed unequally |
|
|
Term
|
Definition
| The degree to which people in a country prefer to act as individuals rather than as members of a group |
|
|
Term
|
Definition
| The degree to which people in a country prefer to act as members of a group rather than as individuals |
|
|
Term
|
Definition
| The degree to which values such as assertiveness, the acquisition of money and material goods, and competition are important |
|
|
Term
|
Definition
| The degree to which people value relationships and show sensitivity and concern for the welfare of others |
|
|
Term
|
Definition
| The degree to which people in a country prefer structure over unstructured situations and whether people are willing to take risks |
|
|
Term
| Global Leadership and Organizational Behavior Effectiveness (GLOBE) |
|
Definition
| Nine (9) dimensions on which national cultures differ 1) assertiveness, 2) Future Orientation, 3) Gender differentiation, 4) Uncertainty avoidance, 5) Power Distance, 6) Individualism/Collectivism, 7) In-group collectivism, 8) Performance orientation, and 9) Humane orientation |
|
|
Term
| Social Responsibility (Corporate Social Responsibility) |
|
Definition
| A business firm's intentions beyond its legal and economic obligations, to do the right things and act in ways that are good for society (adds an ethical imperative to do those things that make society better and to not do those that could make it worse) |
|
|
Term
|
Definition
| Activities a business firm engages in to meet certain economic and legal responsibilities |
|
|
Term
|
Definition
| Characteristics of the business firm that engages in social action in response to some popular social need |
|
|
Term
|
Definition
| A company's ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies |
|
|
Term
|
Definition
| A set of rules or principles that defines right and wrong conduct |
|
|
Term
| Utilitarian View of Ethics |
|
Definition
| Ethical decisions are made solely on the basis of their outcomes and consequences. The goal is to provide the greatest good for the greatest number |
|
|
Term
|
Definition
| Individuals are concerned with respecting and protecting individual liberties and privileges |
|
|
Term
| Theory of Justice View of Ethics |
|
Definition
| An individual imposed and enforces rules fairly and impartially |
|
|
Term
|
Definition
| A formal document that states an organization's primary values and the ethical rules it expects managers and nonmanagerial employees to follow |
|
|
Term
|
Definition
| The ways in which people in an organization are different and similar to one another |
|
|
Term
|
Definition
| Age, Gender, Race and Ethnicity, Disability/Ability, Religion, LGBT, Other |
|
|
Term
|
Definition
| Biological heritage (physical characterizes such as skin color) |
|
|
Term
|
Definition
| Social traits such as ones cultural background or allegiance that are shared by a human population |
|
|
Term
| 8 Steps of Decision-Making Process |
|
Definition
| 1) Identification of a Problem, 2) Identification of Decision Criteria, 3) Allocation of Weights to Criteria, 4) Development of Alternatives, 5) Analysis of Alternatives, 6) Selection of an Alternative, 7) Implementation of the Alternative, 8) Evaluation of Decision Effectiveness |
|
|
Term
|
Definition
| Putting a decision in action and includes conveying the information to those affected and getting their commitment to it. |
|
|
Term
| Heuristics (Rules of Thumb) |
|
Definition
| Judgmental shortcuts or "rules of thumb" used to simplify decision making |
|
|
Term
|
Definition
| When decision makers tend to think they know more than they do or hold unrealistically positive views of themselves and their performance |
|
|
Term
| Immediate gratification Bias |
|
Definition
| The notion that decision makes tend to want immediate rewards and to avoid immediate costs. Decisions that provide quick payoffs are more appealing than those in the future. |
|
|
Term
|
Definition
| Describes when decisions makers fixate on initial information as a starting point and then, once set, fail to adequately adjust for subsequent information |
|
|
Term
| Selective Perception Bias |
|
Definition
| When decision makers selectively organize and interpret events based on their biased perceptions |
|
|
Term
|
Definition
| When decision makers who seek out information that reaffirms their past choices and discount information that contradicts past judgment |
|
|
Term
|
Definition
| When decision makers select and highlight certain aspects of a situation while excluding others |
|
|
Term
|
Definition
| Occurs when decision makers tend to remember events that are the most recent and vivid in their memory. |
|
|
Term
|
Definition
| When decision makers assess the likelihood of an event based on how closely it resembles other events or sets of events |
|
|
Term
|
Definition
| When decision makers try to create meaning out of random events |
|
|
Term
|
Definition
| Takes place when decision makers forget that current choices can't correct the past |
|
|
Term
|
Definition
| When decision makers are quick to take credit for success and to blame failure on outside factors |
|
|
Term
|
Definition
| The tendency for decision makers to falsely believe that they would have accurately predicted the outcome of an event once the outcome is actually known |
|
|
Term
|
Definition
| Describes choices that are consistent and value-maximizing within specified constraints |
|
|
Term
|
Definition
| Making decisions that are rational within the limits of a manager's ability to process information |
|
|
Term
|
Definition
| Accepting solutions that are "good enough" |
|
|
Term
|
Definition
| An increased commitment to a previous decision despite evidence that it may have been wrong |
|
|
Term
| Intuitive Decision Making |
|
Definition
| Making decisions on the basis of experience, feelings, and accumulated judgment (unconscious reasoning) |
|
|
Term
| 5 Aspects of Intuitive Decision Making |
|
Definition
| 1) Experience Based Decisions, 2) Affect Initiated Decisions, 3) Cognitive-based Decisions, 4) Subconscious mental processing, 5) Value or ethics-based decisions |
|
|
Term
|
Definition
| A Straightforward, familiar, and easily defined problem |
|
|
Term
|
Definition
| A problem that is new or unusual for which information is ambiguous or incomplete |
|
|
Term
|
Definition
| The extent to which problems are repetitive and routine, and that a specific approach has been worked out to handle them (decision making by precedent) |
|
|
Term
|
Definition
| A series of interrelated, sequential steps used to respond to a structured problem |
|
|
Term
|
Definition
| An explicit statement that tells employees what can or cannot be done |
|
|
Term
|
Definition
| A guideline for making decisions - establishes parameters rather than specifically state what can and cannot be done |
|
|
Term
|
Definition
| A unique and nonrecurring decision that requires a custom-made solution |
|
|
Term
| Three Decision Making Conditions Managers Face |
|
Definition
| 1) Certainty, 2) Risk, 3) Uncertainty |
|
|
Term
|
Definition
| A situation in which a decision maker can make accurate decisions because all outcomes are known |
|
|
Term
|
Definition
| A situation in which a decision maker is able to estimate the likelihood of certain outcomes |
|
|
Term
|
Definition
| A situation in which a decision maker has neither certainty nor reasonable probability estimates available |
|
|
Term
| Advantages of Group Decisions |
|
Definition
| 1)Group decisions provide more complete information, 2) groups provide more alternatives, 3) provides increased acceptance of a solution, 4) increases legitimacy of decision |
|
|
Term
| Disadvantages of Group Decisions |
|
Definition
| 1) Decisions are time consuming, 2) Interactions are inefficient, 3) groups can have minority dominations, 4) individuals members have pressure to conform to the wishes of the group (Groupthink) 5) ambiguous responsibility |
|
|
Term
|
Definition
| When a group exerts extensive pressure on an individual to withhold his or her different views in order to appear to be in agreement (conformity to group values and ethics) |
|
|
Term
| How Does Groupthink Occur |
|
Definition
| ) Group members rationalize any resistance to the decisions they have made, 2) Members apply direct pressures on those who express doubts about shared views, 3) Members who have doubts or hold differing points of view seek to avoid deviating from what appears to be group consensus, and 4) an illusion of unanimity is pervasive - silence is assumed to be acquiescence |
|
|
Term
| Ideal Group Membership Size |
|
Definition
|
|
Term
| Three ways to make group decision making more effective |
|
Definition
| ) Brainstorming, 2) nominal group technique, and 3) electronic meetings |
|
|
Term
|
Definition
| An idea-generating process that encourages alternatives while withholding criticism |
|
|
Term
|
Definition
| A decision-making technique in which group members are physically present but operate independently, secretly writing a list of potential alternatives - Major advantage - permits the group to meet formally but does not restrict independent thinking |
|
|
Term
|
Definition
| A typical nominal group technique in which participants are linked by computer - Major advantages a) anonymity, honesty, and speed |
|
|
Term
|
Definition
| A Japanese consensus-forming group |
|
|
Term
|
Definition
| The ability to produce novel and useful ideas |
|
|
Term
| Three Component Model of Creativity |
|
Definition
| Individual creativity requires 1) expertise, 2) creative-thinking skills and 3) intrinsic task motivation |
|
|
Term
| Traits Associated with the Development of Creative Ideas |
|
Definition
| 1) intelligence, 2) independence, 3) self-confidence, 4) risk-taking, 5) internal locus of control, 6) tolerance for ambiguity and 7) perseverance in the face of frustration |
|
|
Term
|
Definition
| The effective use of analogies allows decision makers to apply and idea from one context to another |
|
|
Term
| Intrinsic Task Motivation |
|
Definition
| the desire to work on something because it is interesting, involving, exciting, satisfying, or personally challenging |
|
|
Term
| Five Organizational Factors That Have Been Found to Impede Creativity |
|
Definition
| 1) Expected evaluation, 2) surveillance, 3) external motivators, 4) competition, and 5) constrained choices |
|
|
Term
|
Definition
| Maximizing the maximum possible payoff |
|
|
Term
|
Definition
| Maximizing the minimum possible payoff |
|
|
Term
|
Definition
| The amount of money that could have been made had a different strategy been used |
|
|
Term
|
Definition
| A diagram used to analyze a progression of decisions. When diagrammed, a decision tree looks like a tree with branches |
|
|
Term
|
Definition
| A technique for identifying the point at which total revenue is just sufficient to cover total costs |
|
|
Term
| Break-even Point Calculation |
|
Definition
| BE = [TFC/(P - VC) TFC =Total Fixed Cost; P = Unit Price; VC = Variable Cost per unit |
|
|
Term
|
Definition
| A measure of the organization's ability to convert assets into cash in order to meet its debt obligations |
|
|
Term
|
Definition
| An organization's current assets divided by its current liabilities - a ration of 2.1 is generally good (higher is bad) |
|
|
Term
|
Definition
| An organization's current assets, minus the dollar value of the inventory held, divided by its current liabilities - a ratio of 1 to 1 is reasonable |
|
|
Term
|
Definition
| Refer to the use of borrowed funds to operate and expand an organization - advantage occurs when funds can be used to earn a rate of return well above the cost to borrow |
|
|
Term
|
Definition
| Total debt divided by total assets |
|
|
Term
| Time Interest Earned Ratio |
|
Definition
| Profits before interest and taxes, divided by total interest charges |
|
|
Term
|
Definition
| Indicate how efficiently management is using the organizations resources |
|
|
Term
|
Definition
| Revenue divided by inventory - the higher the ration the more efficiency |
|
|
Term
| Total Assets Turnover Ratio |
|
Definition
| Revenue divided by total assets - it measures the level of assets needed to generate the organization's revenue - the fewer assets needed, the more efficiency |
|
|
Term
| Profit Margin on Revenues Ratio |
|
Definition
| Net profit after taxes divided by total revenues - is a measure of profit per dollar of revenue |
|
|
Term
| Return on Investment (ROI) Ratio |
|
Definition
| Net profits divided by total assets |
|
|
Term
|
Definition
| A mathematical technique that solves resource allocation problems |
|
|
Term
| Queuing Theory / Waiting Line Theory |
|
Definition
| A way of balancing the cost of having a waiting line versus the cost of maintaining the line. Management wants to have as few stations open to minimize costs without testing the patience of the customers |
|
|
Term
| Fixed-point Reordering System |
|
Definition
| A method for a system to "flag" the need to reorder inventory at some pre-established point in the process - used to minimize inventory carrying costs |
|
|
Term
| Economic Order Quantity (EOQ) |
|
Definition
| A model that seeks to balance the costs involved in ordering and carrying inventory, thus minimizing total costs associated with carrying and ordering costs - Seeks to manage four cost 1) purchase costs, 2) ordering costs, 3) carrying costs, and 4) stock-out costs |
|
|
Term
|
Definition
| Purchase price plus delivery charges less discounts |
|
|
Term
|
Definition
| Include costs of paperwork, follow-up, inspection, other processing costs |
|
|
Term
|
Definition
| Money tied up in inventory, storage, insurance, taxes, etc… |
|
|
Term
|
Definition
| Profits forgone from orders lost, the cost of reestablishing goodwill, and additional expenses incurred to expedite late shipments |
|
|
Term
|
Definition
| A wall that separates one area from another |
|
|
Term
|
Definition
| A portion of a building that adds a convenience for the occupants of a floor or building and that is not used exclusively by any one occupant |
|
|
Term
| Base Building Circulation |
|
Definition
| The minimum path on a multi-occupant floor necessary a for access to and egress from occupant areas, stairs, elevators, escalators, restrooms, water coolers and life safety equipment |
|
|
Term
|
Definition
| A contiguous and undivided shelter comprising a partially or totally enclosed space, erected by means of a planned process of forming and combining materials. |
|
|
Term
|
Definition
| A portion of a building that adds a convenience for all occupants of a building and that is not used exclusively by any one occupant. |
|
|
Term
| Building Service & Amenity areas |
|
Definition
| The sum of building servers areas and building amenity areas on a floor level |
|
|
Term
|
Definition
| A portion of a building that provides services that enables occupants to work in the building |
|
|
Term
|
Definition
| The lesser of the market load factor and the load factor A or the load factor B on each floor level of a building |
|
|
Term
|
Definition
| The product of the capped load factor and the occupant area on each floor level of a building |
|
|
Term
|
Definition
| A line connected pints that are equidistant between both base-building finished surfaces of a wall, not taking into account special finishes, that serve adjacent occupants |
|
|
Term
|
Definition
| An enclosed bridge walkway, tunnel or other similar connecting element between two separate buildings |
|
|
Term
|
Definition
| That portion of the inside finished surface of a vertical exterior enclosure that constitutes 50% or more of the vertical dimension between the finished surface of the floor and the finished surface of the ceiling |
|
|
Term
|
Definition
| A recess in a wall containing a door that provides access to or egress from an occupant, amenity or service area, for the purpose of allowing the door to swing in the direction of egress without obstructing circulation in the adjacent area |
|
|
Term
|
Definition
| To separate the inside of a building from the outside, affording protection from the elements |
|
|
Term
|
Definition
| A limit up to which an occupant has the right to build and exterior enclosure at a public pedestrian thoroughfare, as established by a contract, and agreement or a statutory constraint, or by a physical building element such as a change in the floor elevation, a fascia or column face |
|
|
Term
|
Definition
| A portion of occupant area that is located outside the physical enclosing walls of an occupant's premises and between it and the base building circulation (B) or a multi-occupant corridor (A) |
|
|
Term
|
Definition
| The face of a wall, window, ceiling or floor that is provided as part of the base building for general use of occupants (excludes special occupant needed thicknesses) |
|
|
Term
|
Definition
| A normally horizontal load bearing structure and constituting the bottom surface of each floor level in a building |
|
|
Term
|
Definition
| Portion of a floor that adds a convenience for all occupants of the floor and that is not used exclusively by any on occupant. |
|
|
Term
|
Definition
| Portion of a floor that provides services that enable occupants to work on that floor |
|
|
Term
| Full Floor Equivalent Factor |
|
Definition
| A ratio, the numerator of which is the rental area of a floor level and the denominator of which is the full floor occupant area of the floor level (method B only) |
|
|
Term
|
Definition
| The sum of the areas of base building circulation of a floor level and the occupant area of that floor (method B only) |
|
|
Term
|
Definition
| A line that constitutes the perimeter of the interior gross area (IGA) of a floor level. It determines the value of the interior gross area of the floor level and is located at the innermost occurrence of a number of variables. |
|
|
Term
| Interior Gross Area (IGA) |
|
Definition
| The area, measured in a horizontal plane, of a floor level of a building that is circumscribed by the IGA Boundary, without deduction for columns or projections necessary to the building |
|
|
Term
|
Definition
| The area of a load-bearing surface located above or below occupied floor levels that is not available for general occupancy often due to inadequate clear headroom or lack of provisions for egress, and containing building structure or services predominantly serving adjacent floor levels or to provide access to such systems |
|
|
Term
| Major Vertical Penetration |
|
Definition
| A floor opening in excess of 1 square foot that serves vertical building systems or vertical occupant circulation functions |
|
|
Term
|
Definition
| A load factor, comparable to Load Factor A or Load Factor B, established as the sole discretion of the ownership of a building |
|
|
Term
|
Definition
| An intermediate horizontal load bearing structure that is between a floor level and the floor level or room immediately above. |
|
|
Term
|
Definition
| A corridor on a multi-occupant floor that provides required egress for all occupants on the floor as well as access to elevators, fire stairs, refuge areas, restrooms and public areas on the floor, such as building lobbies on an entry level of a building. |
|
|
Term
|
Definition
| One who has certain legal rights to, or legal control over the premises occupied |
|
|
Term
|
Definition
| A portion of a building where an occupant normally houses personnel, equipment, fixtures, furniture, supplies, goods or merchandise |
|
|
Term
|
Definition
| A floor opening between to or more adjacent floors created by the removal of floor area by or for the occupant that would otherwise be included in the occupant area of the floor level |
|
|
Term
|
Definition
| The results of subtracting the areas of the major vertical penetrations, parking and occupant storage on a floor level from the interior gross area of that floor level |
|
|
Term
|
Definition
| The legal boundary of a parcel of land |
|
|
Term
| Public Pedestrian Thoroughfare |
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Definition
| A condition where the elevation of a floor on the interior of the perimeter of a side of a building is approximately the same as the elevation of an unenclosed public walking surface (such as a sidewalk) on the exterior side of the same side of the building, and significant public pedestrian traffic normally occurs along such exterior walking surface |
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Term
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Definition
| The product of the occupant + allocated area of an occupant or floor level times the R/O ratio of the building. May also be calculated as the product of the occupant area of an occupant or floor level times the load factor A for that floor level |
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Term
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Definition
| The product of multiplying the occupant area of an occupant or floor level times the load factor B of the building |
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Term
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Definition
| A ratio, the numerator of which is the building total preliminary floor area of a building and the denominator of which is building total occupant + allocated area, that distributes building service areas and building amenity areas (including its proportionate share of floor services areas) to all occupants of the building on a proportional bases |
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Term
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Definition
| A portion of an occupant area that does not meet the requirements of the current international building code for minimum ceiling heights |
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Term
| Service and Amenity Areas |
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Definition
| The sum of the service area and the amenity area on any given floor level of a building |
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Term
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Definition
| A portion of a building that provides services that enables occupants to work in the building |
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Term
| Unprotected Exterior Opening |
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Definition
| An opening in the exterior enclosure of a building, which is used for access to or egress from the building but does not have a door that is normally closed |
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Term
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Definition
| The total of occupant area and building amenity area on any floor level and for the building (method A only) |
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Term
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Definition
| Sub-grade space that is enclosed and contiguous to a basement that extends below the adjacent ground plane past the property line, often under a public right of way, such as a sidewalk or alley |
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Term
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Definition
| Absence of a floor where a floor might otherwise be expected or measured, that is typically in the plane of the upper floor levels of multi-story atria or lobbies, light wells, auditoria or the area adjacent to a mezzanine |
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