Term
| how much money did the average family live on before 1500 |
|
Definition
|
|
Term
| the country that introduced international trade, the stock market and insurance |
|
Definition
|
|
Term
|
Definition
| the central figure of economic history: the entrepreneur and creative destruction. born in austria |
|
|
Term
| asymmetric vs symmetric competition |
|
Definition
|
|
Term
| management, a process of: |
|
Definition
| the process of working with and through others to achieve stated objectives in an ethical manner |
|
|
Term
| components of well stated objectives: |
|
Definition
| have outcomes measures standards and constraints (limits,barriers, or opportunites) |
|
|
Term
| according to peter drucker, |
|
Definition
| management must be effective, efficient and economical |
|
|
Term
| who's the father of modern management |
|
Definition
|
|
Term
| what is the first objective of a business from peter f drucker |
|
Definition
|
|
Term
| Robert Katz model of how managers spend their time |
|
Definition
|
|
Term
|
Definition
| law the minority significantly contributes to the majority |
|
|
Term
| Changing organizational paradigms |
|
Definition
|
|
Term
|
Definition
| Interdisciplinary field dedicated to better understanding and managing people at work. |
|
|
Term
| douglas mcgregors theory x and y |
|
Definition
theory x
people dislike work
people must be punished to work
most people prefer to be directe
theory y
work is natural
people capable of self direction
rewards help achieve org. objectives
employees seek responsibility
employees have imagination ingenuity and creativity |
|
|
Term
| total quality management (tqm) |
|
Definition
| training, helpful leadership,eliminate fear. |
|
|
Term
|
Definition
| when things go wron 85% is management, 15% employee |
|
|
Term
| iv\bm price/ performance ratio |
|
Definition
|
|
Term
|
Definition
| social and psychological actors affect work |
|
|
Term
|
Definition
the personal code of conduct among individuals
• Judgments about right and wrong
• Greatest source of organizational conflict
• Individual companies determine ethical standards
• Best taught by leadership
• |
|
|
Term
|
Definition
|
|
Term
| factors in making ethical decisions (4) |
|
Definition
| ethical decisions have mixed outcomes, uncertain consequences, multiple alternatives, and personal implications |
|
|
Term
| moral problems in management |
|
Definition
• Management is the process of working with and through others to achieve stated objectives in an ethical manner
examples of ethical complaints
• use of company resources for personal use
• employee relations
• conflicts of interese
• use and recording of billable time |
|
|
Term
| good corporate ethics officers need to be (7) |
|
Definition
Behave ethically
screen potential employees
develop a code of ethics
provide ethics training
reinforce ethical behavior
build structural mechanisms to deal with ethics
create a cliamate for unnecesary whistle blowingg |
|
|
Term
| most conflict in organizations caused by |
|
Definition
|
|
Term
| top management must model |
|
Definition
|
|
Term
|
Definition
| the host of individual differences that make people different nd similar from each other |
|
|
Term
| the center or core of diversity is? |
|
Definition
|
|
Term
|
Definition
| focuses on achieveing equality of opportunity in a n organization (artificial intervention) |
|
|
Term
|
Definition
releasing every employees potential
managing diversity |
|
|
Term
| changing workforce demographics |
|
Definition
• women in the workforce- glass ceiling
• people of color
• immigrants the us
• occupational requirments and underemployment
• the aging workplace
• earlier career plateauing (fewer organizational levels, wider organizations, not taller)
competitive advantage of mani |
|
|
Term
|
Definition
| • earlier career plateauing (fewer organizational levels, wider organizations, not taller) |
|
|
Term
|
Definition
• shared values and beliefs that underlie a companys identity
• manifestations shared things objects shared sayings (talk)shared doing(behavior) and shared feeling(emotion)
• an onion, must be peeled back to see its layers
layers of org culture
• observable artifacts-physical manifestations |
|
|
Term
|
Definition
beliefs and values about how a community of people should do and act
Great differences in cultures and in management style among the various cultures
Culture is multilayered peel the layers on and onion
Culture is subtle but a pervasive force |
|
|
Term
|
Definition
• The belif that ones native country, culture, language, and modes of behavior are superior to all others
Various intelligences |
|
|
Term
| different (incompatible) cultures: |
|
Definition
| frequent cause of failed mergers |
|
|
Term
| manifestations of culture: |
|
Definition
• manifestations shared things objects shared sayings (talk)shared doing(behavior) and shared feeling(emotion)
• an onion, must be peeled back to see its layers |
|
|
Term
| four functions of organizational culture: |
|
Definition
| organizational identity, collective commitment, social system stability, sense making device |
|
|
Term
| espoused vs enacted values |
|
Definition
o espoused values-stated values and norms
o enacted values-exhibited by emoployess |
|
|
Term
| constructive culture related to |
|
Definition
|
|
Term
| congruence vs incongruency |
|
Definition
| • congruence with indivduals values and org values related to org commitment, job satisfaction, intentions to quit, and turnover |
|
|
Term
| feldmans model of organizational socialization: |
|
Definition
• Anticipatory socialization, prior to joing the organization
• Encounter values, skills, and attitudes as the recruit discovers what the organization is truly like
• Change and acquisition-recruit masters skills, roles, and adjusts to the work groups values and norm
• |
|
|
Term
|
Definition
| lasting developmental relationship between a senior and a junior person |
|
|
Term
|
Definition
| , linked to rapid promotion |
|
|
Term
|
Definition
| alter unrealistic expectations |
|
|
Term
| high context vs low context cultures |
|
Definition
| • High context-primary meaning derived from nonverbal situational cues • Low context-primary meaning derived from written and spoken words • In the us we operate with words, but most cultures look for nonverbal situational cues. |
|
|
Term
|
Definition
| written and spoken words carry the burden of shared meanings |
|
|
Term
| individualiostic vs collectivist culture |
|
Definition
| • Individualism-collectivism-how loose or tight is the bond between individuals and societal groups? |
|
|
Term
| monochronic vs polychronic time |
|
Definition
| • Monochratic time-preference for doing one thing at a tiem because time is limted, precisely segmented, and schedule driven. |
|
|
Term
| proxemics (interpersonal space) |
|
Definition
• Proxemics-the study of the cultural expectations about interpersonal space
• Four interpersonal distance zones(sometimes called space bubbles)
o Intimate personal social and public
• Greatly different for various cultures, for example, the us as compared to south America or arab cultures (feet vs inches) |
|
|
Term
| what are the key cultural dimensions in the hofstede-bond studies |
|
Definition
| Power distance,individualism-collectivism,masculinity-femininity,uncertainty avoidance,long term vs short term orientation |
|
|
Term
|
Definition
| how much inequality do people expect in social institutions? |
|
|
Term
| individualism-collectivism |
|
Definition
| how loose or tight is the bond between individuals and societal groups? |
|
|
Term
|
Definition
| to what extent do people embrace competitive masculine traits, or nurturing feminine traits? |
|
|
Term
|
Definition
| to what extent do people prefer sstructured vs unstructured situations |
|
|
Term
| long term vs short term orientation |
|
Definition
| - to what extent are people ariented toward the future by saving and being persistent vs being oriented toward the present and past by respecting tradition and meeting social obligations. |
|
|
Term
| conversational distance in different countries |
|
Definition
|
|
Term
|
Definition
o personality
o internal dimensions
o external dimensions
o organizational dimensions |
|
|
