Term
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Definition
-ultimate foundations of organizational performance
-represent intellectual capital
-indispensable in creating long-term success |
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Term
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Definition
| collection of people working together to achieve a common purpose |
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Definition
| a collection of interrelated parts that function together to achieve a common purpose |
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Definition
| interacts with its environment |
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Definition
| when an organization can add value to the original cost of resource inputs. e.g. earn a profit or add wealth to society |
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Term
| performance effectiveness |
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Definition
| measure of task output or goal accomplishment. direct line to ultimate customer service and satisfaction. |
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Term
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Definition
| measure of resource cost associated with goal accomplishment. measure of outputs realized compared to inputs consumed. |
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Term
| total quality management (TQM) |
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Definition
| managing with an organization-wide commitment to... continuous improvement and completely meeting customers' needs |
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Term
| Trends (the new workplace) |
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Definition
Command and control is out.
Information technology is in.
Teams are in.
Empowerment is in.
New worker expectations are in. |
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Term
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Definition
| someone in the workplace who is responsible for the performance of one or more employees. helps organization achieve high performance by utilizing human and material resources. |
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Term
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Definition
| planning, organizing, leading, controlling |
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Term
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Definition
| ensure that major performance objectives are established and accomplished in accordance with organization's purpose. responsible for the performance of an organization as a whole or one of its significant parts. (COO, president) |
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Term
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Definition
| report to top managers. in charge of relatively larger departments or divisions. implement complex projects that require the participation of persons form different parts of organizations. (plant managers, division managers, etc.) |
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Term
| team leader or supervisor |
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Definition
| in charger of smaller work unity composed of non-managerial workers. ensure that their work team or unit meet performance objectives that are consistent with plans of middle and top management. (team leader, supervisor, department head) |
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Term
| quality of work life (QWL) |
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Definition
| an indicator of overall quality of human experience. fair pay, safe working conditions, opportunities to learn and use new skills, room to grow and progress in career, protection of individual rights, pride in work itself and in the organization. |
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Term
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Definition
| describes demographic differences among members of the workforce |
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Term
| prejudice (diversity barriers) |
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Definition
| negative irrational attitudes towards members of minority groups |
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| discrimination (diversity barriers) |
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Definition
| denying members of minority groups full benefits of organizational membership |
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Term
| glass ceiling effect (diversity barriers) |
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Definition
| existence of an invisible barrier that prevents women and minority workers from rising above a certain level of organizational responsibility |
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Term
| planning (functions of management) |
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Definition
| setting performance objectives and determining what actions should be taken to accomplish them |
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Term
| organizing (functions of management) |
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Definition
| process of assigning tasks, allocating resources and arranging the coordinated activities of individuals and groups to implement plans |
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Term
| leading (functions of management) |
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Definition
| the process of arousing people'e enthusiasm to work hard and direct their efforts to fulfill plans and accomplish objectives |
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Term
| controlling (functions of management) |
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Definition
| the process of measuring work performance, comparing results to objectives and taking corrective action as needed |
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Term
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Definition
| interactions with persons inside and outside the work unit |
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Term
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Definition
| involve the giving, receiving and analyzing of information |
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Term
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Definition
| involve using information to make decisions to solve problems or address opportunities |
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Term
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Definition
-long hours
-at an intense pace
-at fragmented and varied tasks
-largely through interpersonal relationships |
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Term
| agenda setting (managerial) |
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Definition
-develop action priorities for their jobs
-include goals and plans that span long and short time frames
-general in the beginning but become more specific |
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Term
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Definition
| process of building and maintaining positive relationships with people |
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Term
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Definition
| ability to translate knowledge into action that results in desired performance |
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Term
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Definition
| special proficiency or expertise |
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Definition
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Term
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Definition
| ability to view situation broadly and to solve problems |
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Term
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Definition
| skill or personal characteristic that contributes to high performance in a management job. (includes the management process and the manager's roles) |
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Term
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Definition
| utilization of a core competency that clearly sets an organization apart from its competitors and gives it advantage over them in the marketplace |
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Term
| competitive advantage can be achieved through... |
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Definition
-products
-pricing
-customer service
-cost efficiency
-quality |
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Term
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Definition
| all of the background conditions of the organization |
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Term
| the general environment (components) |
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Definition
-economic
-social-cultural
-legal-political
-technological
-natural environment |
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Term
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Definition
| actual organizations, groups, persons with whom an organization must interact in order to survive and prosper |
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Term
| the specific environment (components) |
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Definition
| stakeholders (customers, suppliers, competitors, regulators) |
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Term
| characteristics of multicultural organizations |
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Definition
-pluralism
-structural integration
-information network integration
-absence of prejudice and discrimination
-minimum intergroup conflict |
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Term
| organizational subcultures |
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Definition
| cultures based on shared work responsibilities and/or personal characteristics |
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Term
| common types of subcultures |
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Definition
-occupational
-functional
-ethnic
-racial
-generational
-gender |
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Term
| benefit of diversity in a multicultural organization |
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Definition
| can be a source of competitive advantage |
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Term
| diversity leadership approaches |
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Definition
-affirmative action
-valuing diversity
-managing diversity |
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Term
| personal challenge of managing diversity |
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Definition
| accepting the goal of diversity maturity |
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Term
| organizational challenge of managing diversity |
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Definition
-changing organizational culture
-changing organizational mission practices |
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Term
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Definition
| activities and decisions through which organizations transform resource inputs into product outputs (product output can be goods or services) |
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Term
| customer and quality operations |
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Definition
| International Standards Organizations (ISO), Geneva, Switzerland |
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Term
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Definition
| provides customers with assurance that a set of solid quality standards and processes are in place. increasingly necessary to compete internationally. |
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Term
| Malcolm Baldridge National Quality Award |
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Definition
| established in the US. benchmark of excellence in quality achievements. |
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Term
| Malcolm Baldridge National Quality Award (criteria) |
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Definition
| -quality values are incorporated into day-to-day management -workers are trained in quality techniques -products are as good as or better than its competitor |
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Term
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Definition
| always looking for new ways to improve upon current performance |
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Term
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Definition
| data made useful for decision making (intelligence and public) |
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Term
| information systems and networks |
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Definition
| technology to collect, organize, and distribute data in such a way that they become meaningful as information |
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Term
| management information systems (MIS) |
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Definition
| specifically designed to use IT to meet the information needs of managers in daily decision-making |
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Term
| Chief Information Officer (CIO) |
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Definition
| oversees all aspects of computer, information and telecommunications systems. central role in strategic decision-making. |
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Term
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Definition
| networks of computers that use special software to allow persons working in various locations of the same organization to share databases and communicate electronically |
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Term
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Definition
| move information quickly and accurately from one point to another within an organiztion |
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Term
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Definition
| networks that use the public Internet to allow communication between the organization and elements in its external environment |
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Term
| electronic data interchange (EDI) |
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Definition
| allows companies to communicate electronically with one another |
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Term
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Definition
-a company that is able to continuously change and improve based on the lessons of experience
-able to change due to the people, values, and systems |
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Term
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Definition
-mental models
-personal mastery
-systems thinking
-shared vision
-team learning |
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Term
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Definition
| processes through which organizations develop, organize and share knowledge to achieve competitive advantage |
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Term
| Chief Knowledge Officer (CKO) |
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Definition
-energizes learning processes
-manages organizations intellectual assets |
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Term
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Definition
| grouping of European countries who agreed to support mutual economic growth. 11 of these countries have adopted the Euro (common currency) |
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Term
| North American Free Trade Agreement (NAFTA) |
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Definition
| agreement for free flow of goods and services between the US, Canada, and Mexico. |
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Term
| Other North American Trade agreements |
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Definition
-MERCOSUR
-Andrean Pact
-CARICOM |
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Term
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Definition
| foreign manufacturing plants allowed to operate in Mexico. allowed special privileges in exchange for hiring Mexican labor (import materials, components and equipment with duty paid on "value added") |
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Term
| Maquiladoras (advantages & disadvantages) |
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Definition
advantages- increased employment and prosperity.
disadvantages- social costs in border towns. exploitation of less expensive Mexican labor. |
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Term
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Definition
-Asia and Pacific Rim economies are expected to be larger than those of the EU
-China is the world's largest single-country marketplace
-Japanese companies account for many Fortune 500 companies |
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Term
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Definition
-beckons international business
-increased attention to stable countries |
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Term
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Definition
| manufacturing and/or purchasing components worldwide and assembling them into a final product |
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Term
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Definition
| selling locally made products in foreign markets |
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Term
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Definition
| buying foreign made products and selling them in domestic markets |
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Term
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Definition
-pay a fee to acquire the rights to sell another company's products
-franchising is a form of licensing |
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Term
| direct investment strategies |
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Definition
-joint ventures
-strategic alliances
-wholly owned subsidary |
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Term
| Multinational Corporation (MNC) |
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Definition
| business with extensive international operations in more than one country |
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Term
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Definition
-larger tax bases
-increased employment opportunities
-technology transfers
-introduction of new industries
-development of local resources |
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Term
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Definition
-extract excessive profits
-dominate local economy
-do not respect local customs and laws
-fail to help domestic firms develop
-do not transfer most advanced technology |
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Term
| Ethical issues in multinational operations |
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Definition
-foreign corrupt practices act
-sweatshops
-environmental protection |
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Term
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Definition
| shared set of beliefs, values and patterns of behavior common to a group of people |
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Term
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Definition
| tendency to view one's own culture as superior to others |
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Term
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Definition
| discomfort a person feels in an unfamiliar culture |
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Term
| low-context spoken language |
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Definition
| explicit spoken or written word (examples- US, Germany) |
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Term
| high-context spoken language |
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Definition
| words convey only part of the message (examples- middle east, Asia) |
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Term
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Definition
| interpersonal distance used in communication (Latin Americans tend to be close and Americans value more space) |
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Term
| Monochronic (time orientation) |
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Definition
| time is allotted to do one thing at a time |
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Term
| polychronic (time orientation) |
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Definition
| time is allotted to do many things at once |
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Term
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Definition
-may influence business practices
-source of ethical and moral teaching |
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Term
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Definition
-some cultures view as final and binding
-others view as a starting point
-some expect contracts to be written
-others accept "word" as binding |
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Term
| values and national cultures (Hofstede) |
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Definition
-power distance
-uncertainty avoidance
-individualism-collectivism
-masculinity-femininity
-short-term - long-term orientaion |
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Term
| relationships with people (understanding cultural differences) |
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Definition
-universalism v. particularism
-individualism v. collectivism
-neutral v. affective
-specific v. diffuse
-achievement v. prescription |
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Term
| attitudes toward time (understanding cultural differences) |
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Definition
-sequential (one thing at a time)
-synchronic (many things at once) |
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Term
| attitudes towards environment (understanding cultural differences) |
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Definition
-inter-directed (people have a mechanistic view of nature; nature is complex but can be controlled with the right expertise)
-outer-directed ( people have an organic view of nature. Mankind is viewed as one of nature’s forces and should therefore live in harmony with the environment) |
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Term
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Definition
| how management systematically differs from country and/or culture to the next |
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Term
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Definition
-someone comfortable with cultural diversity
-quick to find opportunity in unfamiliar settings |
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Term
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Definition
| tend to be ethnocentric. emphasis on participation and individual performance are not applicable to other cultures |
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Term
| Japanese management theories |
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Definition
-lifetime employment
-job rotation and broad career experience
-shared information
-collective decision-making
-quality emphasis
These practices are not easy to translate |
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Term
| Global Organizational learning |
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Definition
| cultural awareness facilitates more informed transfers of management practices |
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