Term
| What is the first law of management? |
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Definition
| If you care you are there |
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Term
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Definition
Productivity+ personal satisfaction
-Have to have both |
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Term
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Definition
C-concern or compassion
A- active listening
R-reinforcement (positive)
E-empathy |
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Term
| Care for yourself; you make the difference |
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Definition
| a. The need for each of us to develop the proper psychological frame of mind that will allow us to become al of what we are capable of becoming; to appreciate our own self worth and recognizing that we are capable, meaningful human beings. |
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Term
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Definition
| If you want to pass life’s tests always strive to do your best |
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Term
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Definition
| You will feel better about yourself (humanistic reason) |
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Term
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Definition
| You will work with others more effectively on the job (business reason) |
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Term
| Psychological governor does what a mechanic governor does for an automobile, |
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Definition
| restricts our range of performance below potential |
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Term
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Definition
• If we have negative thinking we wont live to our potential
• Psychological gov that comes into being when we unconsciously place limits on our self. Comes from others points of view
• Become all we are capable of becoming
• Realize psychological gov exists |
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Term
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Definition
| is to guide organizations toward goal accomplishment |
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Term
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Definition
| is the process of reaching organizational goals by working with and through people and other organizational resources. |
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Term
| 4 Basic management functions |
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Definition
| Planning, Organizing, Influencing, Controlling |
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Term
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Definition
involves choosing tasks that must be performed outlining how the task must be performed and when they should be performed
Planning is concerned wit organizational success in the near future (short term) as well as in the more distant future (long term) |
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Term
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Definition
| includes determining tasks and groupings of work |
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Term
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Definition
commonly referred to as motivating, leading, directing, or actuating.
• Guiding the activities of organization members in appropriate directions.
• Ultimate purpose is to increase productivity |
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Term
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Definition
| is an ongoing process. Managers continually gather info, make their comparisons and then try to find new ways of improving production through organizational modification. |
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Term
| Organizational resources 1-4 |
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Definition
| Human-people that work for the company and the skills they possess |
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Term
| Organizational resources 1-4 |
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Definition
| Monetary-money managers use to purchase goods and services |
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Term
| Organizational resources 1-4 |
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Definition
| Raw Materials –ingredients used directly in manufacturing of products |
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Term
| Organizational resources 1-4 |
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Definition
| Capital-machines used during manufacturing process |
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Term
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Definition
| managements use of organizational resources in meeting organizational goals. |
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Term
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Definition
is the proportion of total organizational resources that contribute to productivity during the manufacturing process.
• The higher the proportion the more efficient is the manager |
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Term
| “Fayol and Forbes can describe desirable characteristics of successful managers only because of the universality concept: |
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Definition
| The basic ingredients of successful management are applicable to all organizations” |
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Term
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Definition
| is the ability to carry out the process of reaching organizational goals by working with and through people and other organizational resources |
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Term
Management Skill
Technical Skills |
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Definition
| the ability to apply specialized knowledge and expertise to work related techniques and procedures |
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Term
Management Skill
Human skills |
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Definition
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Term
Management Skill
conceptual skill |
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Definition
| see the organization as a whole |
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Term
| The major activities that modern managers typically perform are of 3 types |
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Definition
1. Task-related activities
2. People related activities
3. Change related activities |
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Term
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Definition
| is a sequence of work related positions occupied by a person over the course of a lifetime |
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Term
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Definition
Exploration stage 15-25
Establishment stage 25-45
Maintenance Stage 45-65 |
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Term
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Definition
| period of little or no apparent progress in a career |
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Term
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Definition
| individuals that are either close to retirement, semi-retired, or fully retired. |
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Term
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Definition
1. Woman managers
2. Dual-career couples |
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Term
| 3 basic approaches to management |
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Definition
1.Classic Approach
2.The Behavioral Approach
3.The Management Science Approach
4.The Contingency Approach
5.The System Approach- |
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Term
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Definition
approach that emphasizes organizational efficiency to increase organizational success. “One best way”
“One best way”-known as scientific method of management or scientific management |
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Term
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Definition
| known as scientific method of management or scientific management |
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Term
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Definition
-Commonly called the “father of scientific management”
-His primary goal was to increase worker efficient by scientifically designing jobs.
-His premise was that every job had one best way to do it and that this way should be discovered and put into operation. |
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Term
| Frank Gilbreth and Lilian Gilbreth |
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Definition
• Motion study-which consists of reducing each job to the most basic movements possible
• Used to establish job performance standards |
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Term
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Definition
• Scheduling innovation
• Rewarding innovation |
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Term
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Definition
1. Division of work
2. Authority
3. Discipline
4. Unity of command-receive orders from only one manager
5. Unity of direction-common objective
6. Subordination of individual interests to the general interests
7. Remuneration-variables considered in determining rate of pay
8. Centralization-lowering importance of the subordinate role
a. Decentralization- increasing the importance
9. Scalar chain-authority scale
10. Order-organization
11. Equity-employees treated equal
12. Stability of tenure of personnel- productive employees =high priority to management
13. Initiative-
14. Esprit de corps-Management should encourage harmony and general good feeling among employees |
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Term
| 2.The Behavioral Approach- |
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Definition
| increasing production through an understanding of people |
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Term
The Behavioral Approach
The Hawthorne studies |
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Definition
o The relay assembly test room experiment
o The bank wiring Observation room experiment |
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Term
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Definition
people oriented approach to management in which the interaction of people in organizations is studied to judge its impact on organizational success
The ultimate objective of this approach is to enhance organizational success by building appropriate relationships with people. |
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Term
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Definition
| - the ability to work with people in a way that enhances organizational success |
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Term
| 3.The Management Science Approach |
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Definition
| managers can best improve their organizations by using the scientific method and mathematical techniques to solve operational problems |
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Term
| 4.The Contingency Approach |
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Definition
| emphasizing that what managers do in practice depends on a given set of circumstances—a situation |
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Term
| The contingency approach- example |
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Definition
| Example: if a manager has a group of inexperienced subordinates, then the contingency approach would recommend that he or she lead in a different fashion than if the subordinates were experienced |
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Term
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Definition
| approach based on general systems theory—the theory that to understand fully the operation of an entity the entity must be viewed as a system |
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Term
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Definition
| is a number of interdependent parts functioning as a whole for some purpose |
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Term
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Definition
is not influenced by, and does not interact with, its environment. It is mostly mechanical and has predetermined motions or activities that must be performed regardless of the environment.
Example: A clock |
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Term
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Definition
| continually interacting with its environment |
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Term
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Definition
| the system must be viewed as a whole and modified only through changes in its parts. |
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Term
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Definition
a number of parts that function interdependently to achieve a purpose.
Organizational input
Organizational process
Organizational output |
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Term
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Definition
| an approach that emphasized using information from the classical, behavioral, and management science schools of thought to manage the open management system |
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Term
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Definition
a new approach to management that is evolving to handle this new range of issues.
An organization that does well in creating, acquiring, and transferring knowledge, and in modifying behavior to reflect new knowledge.
New ideas
Transferring knowledge throughout company |
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Term
| According to Senge, building a learning organization entails building 5 features within an organization: |
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Definition
Systems thinking
Shared vision
Challenging of mental models
Team Learning
Personal mastery |
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Term
5 features within an organization
1. Systems thinking |
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Definition
| every organization member understands his or her own job and how the job fits together to provide final products to the customer. |
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Term
5 features within an organization
2. Shared vision |
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Definition
| All organization members have a common view of the purpose of the organization and a sincere commitment to accomplish the purpose. |
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Term
5 features within an organization
3. Challenging of mental models |
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Definition
| Organization members routinely challenge the way business is done and the thought processes people use to solve organizational problems |
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Term
5 features within an organization
4. Team Learning |
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Definition
| organization member’s work together, develop solutions to new problems together, and apply the solutions together. Working as teams rather than as individuals will help organizations gather collective force to achieve organizational goals |
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Term
5 features within an organization
5. Personal mastery |
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Definition
| all organization members are committed to gaining a deep and rich understanding of their work. Such an understanding will help organizations successfully overcome important challenges that confront them |
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Term
*Target Skill
Corporate social responsibility skill |
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Definition
| - the ability to take action that protects and improves both the welfare of society and interests of the organization. |
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Term
| The Davis Model of Corporate Social Responsibilities |
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Definition
| • Describe why and how business should adhere to the obligation to take action that protects and improves the welfare of society as well as that of the organization: |
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Term
The Davis Model of Corporate Social Responsibilities
Proposition 1 of 5 |
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Definition
| Social responsibility arises from social power |
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Term
The Davis Model of Corporate Social Responsibilities
Proposition 2 of 5 |
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Definition
Business shall operate as a two-way open system, with open receipt of inputs from society and open disclosure of its operations to the public.
o Business must be willing to listen to what must be done to sustain or improve social welfare. |
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Term
The Davis Model of Corporate Social Responsibilities
Proposition 3 of 5 |
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Definition
| The social costs and benefits of an activity, product, or service shall be thoroughly calculated and considered in deciding whether to proceed with it |
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Term
The Davis Model of Corporate Social Responsibilities
Proposition 4 of 5 |
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Definition
the social costs related to each activity, product, or service, shall be passed on to the consumer
o The costs of maintain socially desirable activities within business should be passed on to consumers through higher prices for the goods or services related to these activities. |
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Term
The Davis Model of Corporate Social Responsibilities
Proposition 5 of 5 |
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Definition
| Business institutions such as citizens, have the responsibility to become involved in certain social problems that are outside their normal areas of operation |
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Term
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Definition
-the degree of effectiveness and efficient and organization displays in pursuing its social responsibilities.
-Determining whether a Social responsibility exists |
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Term
|
Definition
any individual or group that is directly or indirectly affected by an organizations decisions
Examples of stakeholders:
Stockholders, owners of the organization, suppliers, lenders,
Government agencies, employees and unions. |
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Term
| Approaches to Meeting Social Responsibilities |
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Definition
1. Incorporates social goals into the annual planning process
2. Seeks comparative industry norms for social programs
3. Presents reports to organization members, the board of directors, and stockholders on social responsibility progress.
4. Experiments with different approaches for measuring social performance.
5. Attempts to measure the cost of social programs as well as the return on social program investments. |
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Term
3 management approaches to meeting social obligations:
-Social obligation approach- |
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Definition
| considers business as having primarily economic purposes and confines social responsibility activity mainly to existing legislation |
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Term
3 management approaches to meeting social obligations:
-Social responsibility approach- |
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Definition
| sees business as having both economic and societal goals |
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Term
3 management approaches to meeting social obligations:
-Social responsiveness approach- |
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Definition
| considers business as having both societal and economic goals as well as the obligation to anticipate potential social problems and work actively toward preventing their occurrence. |
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Term
Controlling social responsibility activities
1.The economic function area- |
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Definition
| is the organization is performing such activities as producing goods and services people need, creating jobs for society, paying wages, and ensuring worker safety. |
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Term
Controlling social responsibility activities
2.The quality of life area- |
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Definition
| producing high-quality goods, making an effort to preserve the natural environment are all indicators that he organization is upholding or improving the general quality of life. |
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Term
Controlling social responsibility activities
3.The Social investment area- |
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Definition
| degree to which the organization is investing both money and human resources to solve community or social problems |
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Term
Controlling social responsibility activities
4.The problem-solving era- |
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Definition
| degree to which the organization deals with social problems, long-range community planning. |
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Term
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Definition
| can be defined as the capacity to reflect on values in the corporate decision making process, to determine how these values and decisions affect various stakeholder groups and to establish how managers can use these observations in day-to-day company management. |
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Term
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Definition
| a formal statement that acts as a guide for the ethics of how people within a particular organization should act and make decisions |
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Term
Ethical Standards 1-7
The golden rule- |
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Definition
| Act in a way you would expect others to act toward you |
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Term
Ethical Standards 1-7
2. The Utilitarian principle |
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Definition
| Act in a way that results in the greatest good for the greatest number of people |
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Term
Ethical Standards 1-7
Kant’s categorical imperative- |
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Definition
| Act in such a way that the action taken under the circumstances could be a universal law, or rule, of behavior. |
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Term
Ethical Standards 1-7
the professional ethic— |
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Definition
| Take actions that would be viewed as proper by a disinterested panel of professional peers |
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Term
Ethical Standards 1-7
5. The TV test— |
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Definition
| Managers should always ask, “Would I feel comfortable explaining to a national TV audience why I took this action?” |
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Term
Ethical Standards 1-7
6. The legal test— |
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Definition
| Is the proposed action or decision legal? |
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Term
Ethical Standards 1-7
The four-way test |
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Definition
| Managers can feel confident that a decision is ethical if thy can answer, “yes” to the following questions: Is the decision truthful? Is it fair to all concerned? Will it build goodwill and better friendships? Will it be beneficial to all concerned? |
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Term
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Definition
| is the act of an employee reporting suspected misconduct or corruption believed to exist within an organization |
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Term
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Definition
| is the employee who reports the alleged activities |
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Term
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Definition
| is the degree to which a person or entity can meet its present needs without compromising the ability of other people or entities to meet their needs in the future. |
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Term
| Sustainable organization- |
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Definition
is an organization that has the ability to meet its present needs without compromising the ability of future generations to meet their needs
The economy, the environment, and society. |
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Term
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Definition
| managers should focus on building organizations that are sustainable in economic, environmental, and societal activities. |
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Term
|
Definition
Increased Profit
Increased Productivity
Increased Innovation |
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Term
*Target Skill
Diversity Skill- |
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Definition
| the ability to establish and maintain an organization workforce that represents combination of assorted human characteristics appropriate for achieving organizational success |
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Term
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Definition
| characteristics of individuals that shape their identities and the experiences they have in society. |
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Term
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Definition
| that group of people in the organization who hold most of the positions that command decision-making power, control of resources and information, and access to system rewards. |
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Term
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Definition
| group of people in the organization who are fewer or who lack critical power, resources, acceptance, and social status |
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Term
| Advantages of Diversity in Organizations |
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Definition
• Gaining and keeping market share
• Cost savings
• Increased productivity and innovation
• Better-Quality Management |
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Term
| Challenges that managers face in working with diverse populations |
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Definition
Demographics
Ethnocentrism
Prejudice
Stereotype
Discrimination
Tokenism |
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Term
|
Definition
| statistical characteristics of a population. |
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Term
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Definition
| belief that one’s own group, culture, country, or customs are superior to that of others. |
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Term
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Definition
| preconceived judgment, opinion, or assumption about an issue, behavior, or group of people. |
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Term
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Definition
| is a positive or negative assessment of member of a group or their perceived attributes |
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Term
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Definition
| the act of treating an issue, person, or behavior unjustly or inequitably on the basis of stereotypes and prejudices. |
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Term
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Definition
| being one of few members of your group in the organization |
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Term
| Negative Dynamics and Specific Groups |
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Definition
Gender Role stereotypes
Bicultural stress
Role Conflict
Role Overload |
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Term
| equal employment opportunity commission (EEOC) |
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Definition
| is the federal agency that enforces the laws regulating recruiting and other management practices |
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Term
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Definition
| that is, hey discriminate against members of the majority group in order to help groups that are underrepresented in the organization. |
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Term
Strategies for promoting diversity in organizations
-Promoting Diversity through Organizational commitment |
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Definition
• Ignoring differences
• Complying with external policies
• Enforcing external policies
• Responding inadequately
• Implementing adequate programs
• Taking effective action |
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Term
Strategies for promoting diversity in organizations
-Promoting Diversity Through Hudson Institute Strategies |
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Definition
1. Stimulate balanced world growth
2. Accelerate productivity increases in service industries
3. Maintain he dynamism of an aging workforce
4. Reconcile the conflicting needs of women, work and families
5. Fully integrate African American and Hispanic workers into the economy
6. Improve the education and skills of all workers. |
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Term
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Definition
| refers to an environment in which differences are acknowledged, accepted, and seen as significant contributors to the entirety. |
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Term
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Definition
| is a learning process designed to raise managers’ awareness and develop their competencies to deal wit the issues endemic to managing a diverse workforce. |
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Term
| Basic themes of diversity training |
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Definition
1. Behavioral awareness
2. Acknowledgment of biases and stereotypes
3. Focus on job performance
4. Avoidance of assumptions
5. Modification of policy and procedure manuals |
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Term
*Target Skill
Global Management Skill: |
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Definition
| the ability to manage global factors as components of organizational operations |
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Term
| International management- |
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Definition
| is simply the performance of management activities across national borders |
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Term
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Definition
| organizations that essentially operate within a single country. These organizations normally not only acquire necessary resources within a single county but also sell their goods or services within that same country |
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Term
| International organizations- |
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Definition
| organizations that are based primarily within a single country but have continuing, meaningful international transactions—such as making sales and purchases of material—in other countries |
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Term
| Multinational corporation- |
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Definition
| a company that is significant operations in more than one country. |
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Term
|
Definition
| 6 stages of multinationalization |
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Term
| 6 stages of multinationalization |
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Definition
1. Exports its products to foreign countries
2. Establishes sales organizations abroad
3. Licenses use of its patterns and know-how to foreign firms that make and sell its products
4. Establishes foreign manufacturing facilities
5. multinationalizes management from top to bottom
6. multinationalizes ownership of corporate stock |
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Term
Unfortunately managers decide to internationalize their companies without an understanding of the risks.
For example: political complications involving the parent company and various factions within the host country could prevent the parent company from realizing the desirable outcomes just listed |
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Definition
Parent Company-the company investing in the international operations and various factions within the host country
Host country- the country in which the investment is made |
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Term
Types of Organizational Members Found in Multinational Organizations
1. Expatriate- |
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Definition
| an organization member who lives and works in a country where he or she does not have citizenship |
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Term
Types of Organizational Members Found in Multinational Organizations
2. Host-country national- |
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Definition
| an organization member who is a citizen of the country in which the facility of a foreign based organization is located. |
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Term
Types of Organizational Members Found in Multinational Organizations
3. Third-country national |
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Definition
| an organization member who is a citizen of one country and works in another country for an organization headquarters in still another country. |
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Term
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Definition
| is the process of bringing individuals who have been working abroad back to their home country and reintegrating them into the organization’s home-country operations |
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Term
Components of International Plans
-imports/exports |
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Definition
o Importing buying goods or services from another country
o Exporting –selling goods or services to another county |
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Term
Components of International Plans
-License agreements |
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Definition
| is a right granted by one company to another to use its brand name, technology, product specifications, and so on, in the manufacture or sale of goods and services. |
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Term
Components of International Plans
-Direct investing |
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Definition
| uses the assets of one company to purchase the operating assets (eg factories) of another company |
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Term
Components of International Plans
-Joint ventures |
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Definition
| is a partnership formed by a company in one country with a company n another country for the purpose of perusing some mutually desirable business undertaking. |
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Term
| International market agreement- |
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Definition
| is an arrangement among a cluster of countries that facilitates a high level of trade among these countries |
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Term
|
Definition
an international market agreement established in 1994 dedicated to facilitating trade among member nations.
• The nations in the EU have agreed to eliminate tariffs among themselves and work toward meaningful deregulation in such areas as banking, insurance, telecommunications, and airlines.
• Long-Term members of the EU include Denmark, the UK, Portugal, the Netherlands, Belgium, Spain, Ireland, Luxembourg, France, Germany, Italy, and Greece |
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Term
| North America Free Trade Agreement (NAFTA) |
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Definition
an international market agreement aimed at facilitating trade among member nations
• US, Canada, and Mexico |
|
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Term
| Asian-Pacific Economic Cooperation (APEC) |
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Definition
–established to further the economic growth and prosperity of the Asia-Pacific community
Based on the concept that free and open trade creates greater opportunities for international trade and related prosperity among member nations
21 members including Canada, the Peoples Republic of China, Indonesia, and the United States |
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Term
Managerial Attitudes Toward Foreign Operations
Ethnocentric attitude- |
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Definition
| reflects the belief that multinational corporations should regard home-country management practices as superior to foreign-country management practices |
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Term
Managerial Attitudes Toward Foreign Operations
Polycentric attitude- |
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Definition
| reflects the belief that because foreign managers are closer to foreign organizational units they probably understand them better and therefore foreign management practices should generally be viewed as more insightful than home country management practices. |
|
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Term
Managerial Attitudes Toward Foreign Operations
Geocentric attitude |
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Definition
| belief the overall quality of management recommendations rather than the location of managers should determine the acceptability of management practices used to guide multinational corporations |
|
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Term
Managerial Attitudes Toward Foreign Operations
Culture |
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Definition
| is the set of characteristics of a given group of people and their environment |
|
|
Term
| To successfully influence employees, managers in multinational corporations should |
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Definition
1. Acquire a working knowledge of the languages used in countries that house foreign operations.
2. Understand the attitudes of people in countries that house foreign operations
3. Understand the needs that motivate people in countries housing foreign operations |
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|
Term
Hofstede’ Ideas for Describing Culture
According to Hofstede’s research national cultural values vary on 5 basic dimensions: |
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Definition
1. Power Distance-is the degree to which a society promotes an unequal distribution of power.
2. Uncertainty Avoidance-the extent to which a society feels threatened by uncertain or unpredictable situations
3. Individualism and Collectivism- is the degree to which people in a society operate primarily as individuals or within groups
4. Masculinity and Femininity- is the extent to which a culture emphasized traditional masculine or feminine values.
5. Short-Term and Long-Term Orientation-is the degree to which a culture deemphasizes short-run success to achieve long-run success. |
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Term
| Transnational organization- |
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Definition
also called global organization takes the entire world as its business arena. Doing business wherever it makes sense is primary; national borders are considered inconsequential
Example: Nestlé |
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Term
| Maintaining Ethics in International Management |
|
Definition
• Respecting core human rights
• Respecting local traditions
• Determining right from wrong by examining context |
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|
Term
Preparing Expatriates for Foreign Assignment
Culture profiles- |
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Definition
| here, expatriates learn about the new culture in which they will be working |
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Term
Preparing Expatriates for Foreign Assignment
Cultural adaptation |
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Definition
| here, expatriates learn how to survive the difficulties of adjusting to a new culture |
|
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Term
Preparing Expatriates for Foreign Assignment
Logistical information |
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Definition
| here, expatriates learn basic information such as personal safety who to call in an emergency and how to write a check |
|
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Term
Preparing Expatriates for Foreign Assignment
Application |
|
Definition
| here expatriates learn about specific organizational roles they will perform |
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|
