Term
| Matrix Organizational Structure |
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Definition
| An organizational structure that is a combination of functional and divisional where some employees report to two managers, a functional manager plus a divisional manager. |
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| Network Organizational Structure |
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Definition
| A collection of organizations that work together to produce a good or service and looks more like a web than a pyramid. |
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Term
| Informal Organizational Structure |
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Definition
| The everyday unwritten relationships among the employees working together within the organization.Position where the manager has the direct responsibility for a principal activity of the firm. |
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Term
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Definition
| Important decisions are made at the top of the organization with little or no input from below. |
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Term
| Decentralized Organization |
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Definition
| many decisions are made at lower levels and people further down the organizational hierarchy feel empowered. |
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Definition
| Position where the manager has the direct responsibility for a principal activity of the firm. |
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Definition
| Position where the person provides specialized or professional skill and advice in support of the line departments |
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Term
| Functional Organizational Structure |
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Definition
| An organizational structure organized around the basic business functions such as manufacturing, marketing, finance, information technology, and human resources. |
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Term
| Divisional Organizational Structure |
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Definition
| An organizational structure organized such divisions as product type, customer type, or geographic region. |
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Term
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Definition
| The procedures that link the various parts of an organization to achieve the organizations overall mission. |
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Definition
| The number of subordinates who report directly to a manager or supervisor. |
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Definition
| Assignment of responsibilities to a subordinate. |
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Term
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Definition
| A person assigned a task is supposed to carry it out. |
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Definition
| A person with authority has the power and right to make decisions, give orders, draw on resources, and do whatever is necessary to fulfill the responsibility of his or her managerial position. |
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Definition
| The subordinates manager has the right to expect the subordinate to perform the job delegated to him or her and that the manager has the right to take corrective action if the subordinate fails to do so. |
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Term
| Mechanistic Organizational Structure |
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Definition
| Mechanistic Organizational Structure |
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Term
| Organic Organizational Structure |
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Definition
| A flexible organizational structure that uses teamwork and managers are more like coaches than bosses. |
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Definition
| Where a large organization is composed of many different units that work on different tasks using diverse skills and work methods. |
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Definition
| Putting the differentiated units together so that work is coordinated into an overall product. |
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Definition
| The assignment of different tasks to different people or group. |
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Definition
| The process in which different individuals and units perform different tasks and develop high skills. |
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Term
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Definition
| Each worker in a factory stays at his or her work station doing a specialized task while the product being made moves along a belt. |
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Definition
| A hierarchical organization delineated by clear lines of authority, written rules, and administrator who strictly enforced the rules. |
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Term
| Tall Organizational Chart |
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Definition
| Many layers of managers between the workers and the Chief Executive Officer. |
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Term
| Short, Fat Organizational Chart |
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Definition
| Few layers of managers between the workers and the CEO so each manager has a broader span of control with more workers reporting to him or her. |
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Term
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Definition
| In business a Dog is a business unit whose product has little or no potential for growth and your firm maintains a low percentage of the market. |
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Term
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Definition
| In business a Question Mark is a business unit where your company has a low percentage of the market but the potential for growth is high. |
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Definition
| In business a Star is a business unit whose product has a high potential for market growth and your company maintains a large share of the market. |
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Term
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Definition
| A common business strategy focused on growth through overseas expansion. Avon is a good example. |
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Term
| Conglomerate Diversification |
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Definition
| A common business strategy focused on the purchase of other unrelated businesses. General Electric is a good example. |
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Term
| Boston Consulting Group Matrix |
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Definition
| The Boston Consulting Group (BCG) matrix classifies all units of a large business into the categories of cows, dogs, question marks, and stars. |
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Term
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Definition
| In business a Cow is a business unit with low potential for market growth but your company maintains a large share of the market for the product. |
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Term
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Definition
| A common business strategy focused on reducing costs so the price charged to customers will be lower than competitors’ prices. Walmart is an example |
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Term
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Definition
| (Revenue – Cost of Goods Sold)/Revenue is the formula for the Gross Margin, sometimes just called Margin |
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Definition
| A common business strategy focused on setting your product apart from the competition, typically the basis of quality instead of price. Cadillac is an example. |
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Definition
| A common business strategy focused on doing one thing (or few things) exceptionally well. Starbucks is a good example. |
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Definition
| A common business strategy focused on growth through the purchase of other businesses. Smuckers is a good example. |
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Definition
| The factors in the economy, government, and general business climate that could greatly affect the organizations competitive status. |
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Term
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Definition
Goals Goals or targets that are specific, measurable, attainable, relevant, and timely.
3 E’s Effective, Efficient, and Ethical are the 3 E’s of a good plan. |
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Definition
| Optimistic, Pessimistic, and Most Likely are the three planning scenarios most successful planners consider. |
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Term
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Definition
| When planners do so much analysis that they fail to make a timely decision. |
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Definition
| Determining where an organization is now, where it could be with a few years, and what it would take to get there. |
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Definition
| A tool of analysis where the organizations strengths, weaknesses, opportunities, and threats are identified. |
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Definition
| Something the organization does exceptionally well. |
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Definition
| Something the organization lacks or does poorly. |
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Definition
| Something the organization could build or buy that would give it a future competitive advantage. |
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Definition
| Something that could substantially reduce the organizations revenues or increase its expenses. |
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Definition
| Major factors within the organizations industry that could greatly affect its competitive status. |
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Definition
| An approach to ethical decision-making based upon the concept of fairness, the facts, and equal treatment for all. |
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Definition
| An approach to ethical decision-making based on what a good person would do. |
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Definition
| Leaders are to make choices in light of their duty to protect and benefit others. |
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Definition
| An approach to ethical decision-making that acknowledge that all human beings, regardless of their station in life, deserve respect as we respect ourselves. |
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Definition
| An approach to ethical decision-making that takes into consideration the rights of others as human beings. |
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Term
| Kohlberg’s Levels of Moral Reasoning |
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Definition
| A classification of levels of moral reasoning defined by Lawrence Kohlberg (1927-1987) beginning with obedience to avoid punishment, through fitting into the norms of society and ending with the voluntary following of principles. |
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Definition
Making small infractions to ethics that gradually lead to making larger ones.
Divine Command Basing your ethics and choices of behavior on God’s commandments. |
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Definition
| A concept of ethics based primarily upon the notion that choices should be made that result in the greatest good for the greatest number of people. |
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Definition
| Having compassion for others. |
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Term
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Definition
| Looking far beyond the quarterly (every 3 months) effects when making decisions. |
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Definition
| Limiting your behavior to what is ethical as opposed to doing anything as long as there is no low specifically prohibiting it. |
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Definition
| Someone who is ethical, teaches followers what is right and wrong is this setting, and rewards ethical behavior and punishes unethical action. |
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Term
| Corporate Social Responsibility |
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Definition
| The expectation that a corporation in return for privileges grated by the state government and lows that encourage business investment, will exhibit good citizenship and support charities and the arts. |
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Definition
| Person who swindled his clients out of $65 billion |
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Definition
| Former Chairman of Enron who committed suicide in 2002. |
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Term
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Definition
| Greek philosopher who lived around 470 B.C. and defined ethics as how we ought to live. |
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Definition
| Chinese philosopher who lived around 550 B.C. and defined moral courage. |
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Definition
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Term
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Definition
| A category of wisdom focused on the study of what a society considers right or wrong. |
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Term
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Definition
| The performance of good ethics. |
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Definition
| A subset of the field of ethics focused on the ethical issues facing business leaders. |
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Definition
| Concept advocated by William Ouchi suggesting American business leaders should learn from the success of Japanese businesses and build long-lasting relationships with their workers. |
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Term
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Definition
| Work by Lillian Gilbreth (1876-1972) extended the scientific method advocated earlier by Frederick W. Taylor. She became famous for raising 12 children while continuing her engineering work, which resulted in a 1950 movie entitled Cheaper by the Dozen. |
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Definition
| American statistician (1906-1993) who helped Japan’s industrial efforts to recover from World War II by advocating statistical quality control, a concept later accepted in America. |
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Term
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Definition
| Drucher (1909-2005) wrote the famous textbook The Practice of Management (date?) used by many colleges of business for decades, thereby influencing management thought for thousands of future managers. He especially emphasized the importance of customer satisfaction. |
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Term
| Administrative Management |
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Definition
| A concept advocated by Henri Fayol (1841-1925) suggesting that there are common principles of management that apply to all types of businesses. |
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Term
| Behavioral Approach to Management |
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Definition
| A concept advocated by Elton Mayo (date?) and others focusing on the psychological and sociological aspects of human behavior with regard to worker productivity and job satisfaction. |
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Term
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Definition
| A concept stemming from Elton Mayo’s experiments at the Hawthorne Electric Company showing worker productivity went up when management showed more interest in the worker’s and their working conditions. |
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Term
| Human Relations Approach to Management |
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Definition
| A concept advocated by Mary Parker Follett (1868-1933) stressing the importance of management working with workers in a cooperative mode rather than ruling over them in a command mode. |
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Term
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Definition
| Concept advocated by Frederick W. Taylor (1856-1915) involving breaking complex tasks down into a series of small movements and then analyzing each movement for efficiency and speed to save time and money. |
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Definition
| Concept advocated by Ford W. Harris and others suggesting how mathematics can improved business decision-making. |
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Term
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Definition
| A concept borrowed from statistics referring to less than 3.4 defective parts per million. |
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Term
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Definition
| A concept advocated by Max Weber (1864-1920) suggesting organizations should be run by formal rules and procedures and that workers should advance based upon their performance instead of family connections. |
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Definition
| The basis for an understanding between workers and management. |
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Term
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Definition
| Book written by Sun Tzu over 2,500 years ago containing words of wisdom about leadership. |
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Definition
| Book written by Niccolo Machiavelli 500 years ago describing the leaders responsibility to defend his followers. |
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Definition
| Book written by Adam Smith in 1776 describing how supply and demand work to establish a fair price. |
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Term
| The Theory of Moral Sentiments |
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Definition
| Book written by Adam Smith in 1759 admonishing business leaders to operate with high morals and not greed. |
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Definition
| Rewards derived from the satisfaction of performing the job well. |
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Term
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Definition
| Rewards given by someone else such as a raise or a promotion. |
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Term
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Definition
| People expect their rewards for their input and abilities will be equal to the rewards of others with similar input and abilities. |
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Definition
| Allowing employees to move through a series of jobs so they do not get bored and so they are qualified for more than one job. |
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Definition
| Changing a job to make it more challenging and therefore more rewarding, satisfying, and motivating. |
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Definition
| Giving employees extra tasks to do to relieve boredom and encourage employee growth and opportunities for advancement. |
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Term
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Definition
| The employees’ perception of the likelihood that their efforts will result in their goal attainment. |
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Term
| Maslow’s Hierarchy of Needs Theory |
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Definition
| Lower-level needs such as the need for food and water must first be satisfied before higher level needs such as esteem and self-actualization become motivators. |
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Term
| Need for Achievement, Affiliation, and Power |
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Definition
| People have varying levels of need for achievement (advancing in your career), affiliation (having strong friendships), and power (influence). |
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Term
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Definition
| Some factors such as company policies, working conditions, pay, etc. are likely to cause employee dissatisfaction while other factors such as the nature of the work itself and feelings of achievement are likely to cause satisfaction on the job. |
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Definition
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Definition
| Managers perceive employees as lazy and unmotivated to do good work. |
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Definition
| Managers see employees as naturally motivated to do a good job. |
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Term
| Thorndike’s Law of Effect |
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Definition
| A behavior that is followed by positive consequences (a reward) will likely be repeated. |
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Definition
| People have conscious goals that energize them and direct their behavior toward a particular end. |
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Definition
| Focuses on the expectations of employees. |
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Definition
| The perceived likelihood that performance will be followed by a particular outcome. |
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Definition
| The value or importance a particular outcome holds for an employee. |
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