Term
| corporate social responsibility |
|
Definition
| the idea that business has social obligations above and beyond making a profit |
|
|
Term
| philanthropic responsibility (social responsibility pyramid) |
|
Definition
| be a good global corporate citizen and do what is desired by global stakeholders |
|
|
Term
| ethical responsibility (social responsibility pyramid) |
|
Definition
| be ethical and do what is expected by global stakeholders |
|
|
Term
| legal responsibility (social responsibility pyramid) |
|
Definition
| obey the law and do what is requierd by global stakeholders |
|
|
Term
| economic responsibility (social responsibility pyramid) |
|
Definition
| be profitable and do what is required by global capitalism |
|
|
Term
|
Definition
| competition for vigorous among small operations and short-run profits were the sole concern of these early entrepreneurs |
|
|
Term
|
Definition
| business is just a subsystema mong many in a highly interdependent society |
|
|
Term
| argument for corporate social responsibility |
|
Definition
| business is avoidably involved in social issues |
|
|
Term
| argument for corporate social responsibility |
|
Definition
| business has the resources to tackel today's complex societal problems |
|
|
Term
| argument for corporate social responsibility |
|
Definition
| a better society means a better environment for doing business |
|
|
Term
| argument for corporate social responsibility |
|
Definition
| corporate social action will prevent government intervention |
|
|
Term
| argument against corporate social responsibility |
|
Definition
| profit maximization ensures the efficient use of society's resources |
|
|
Term
| argument against corporate social responsibility |
|
Definition
| as an economic institution, business lacks the ability to pursue social goals |
|
|
Term
| argument against corporate social responsibility |
|
Definition
| business alerady has enough power |
|
|
Term
| argument against corporate social responsibility |
|
Definition
| because managers are not elected, they are not directly accountable to the people |
|
|
Term
|
Definition
| denying responsibility and resisting change |
|
|
Term
|
Definition
| resisting additional responsibilities with legal and public relations tactics |
|
|
Term
|
Definition
| assuming additional responsibilities in response to pressure |
|
|
Term
|
Definition
| taking the initiative with new programs tha tserve as mdoels for the industry |
|
|
Term
| enlightened self-interest |
|
Definition
| a business ultimately helping itself by helping to solve societal problems |
|
|
Term
|
Definition
| identification of all parties that might be affected by the organization |
|
|
Term
| iron law of responsbility |
|
Definition
| those who do not use power in a socially responsible way will eventually lose it |
|
|
Term
|
Definition
| unselfish devotion to the interests of others |
|
|
Term
|
Definition
| charitable donation of company resources |
|
|
Term
|
Definition
| study of moral obligation involving right versus wrong |
|
|
Term
|
Definition
| abstract ideals that shape one's thinking and behavior |
|
|
Term
|
Definition
| enduring belief in a certain way of behaving |
|
|
Term
|
Definition
| enduring belief in the attainment of a certain end-state |
|
|
Term
| self-interests (10 general ethical principles) |
|
Definition
| never take any action that is not in the long-term self-interests of yourself and/or of the organization to which you belong |
|
|
Term
| personal virtues (10 general ethical principles) |
|
Definition
| never take any action that is not honest, open, and truthful and tha tyou would not be proud to see reported widely in national newspapers and on television |
|
|
Term
| religious injunctions (10 general ethical principles) |
|
Definition
| never take any action that is not kind and that does not build a sense of community, a sense fo all of us working together for a commonly accepted goal |
|
|
Term
| government requirements (10 general ethical principles) |
|
Definition
| never take any action that violates the law, for the law represents the minimal moral standards of our society |
|
|
Term
| utilitarian benefits (10 general ethical principles) |
|
Definition
| never take any action that does not ressult in greater good than harm for the society in which you are a part |
|
|
Term
| universal rules (10 general ethical principles) |
|
Definition
| never take any action that you would not be willing to see others, afced with the same or a closely similar situation, also be free to take |
|
|
Term
| individual rights (10 general ethical principles) |
|
Definition
| never take any action that abridges the agreed-upon and accepted rights of others |
|
|
Term
| economic efficiency (10 general ethical principles) |
|
Definition
| always act to maximize profits subject to legal and market constraints, for maximum profits are the sign of the most efficient production |
|
|
Term
| distributive justice (10 general ethical principles) |
|
Definition
| never take any action in which the lease (fortunate people) among us are harmed in some way |
|
|
Term
| contributive liberty (10 general ethical principles) |
|
Definition
| never take any action that will interfere with the right of all of us to self-development and self-fulfillment |
|
|
Term
|
Definition
way to improve ethics in the workplace
|
|
|
Term
|
Definition
way to improve ethics in the workplace
|
|
|
Term
|
Definition
way to improve ethics in the workplace
|
|
|
Term
|
Definition
way to improve ethics in the workplace
|
|
|
Term
|
Definition
| coping with uncertainty by formulating courses of action to achieve specified results |
|
|
Term
|
Definition
| environment is unpreditable |
|
|
Term
|
Definition
| impacts of environmental changes are unpreditable |
|
|
Term
|
Definition
| consequences of decisions are unpredictable |
|
|
Term
|
Definition
| an objective plus an action statement |
|
|
Term
|
Definition
| determining how to pursue long-term goals with available resources |
|
|
Term
|
Definition
| determining what contribution subunits can make with allocated resources |
|
|
Term
|
Definition
| determining how to accomplish specific tasks with available resources |
|
|
Term
|
Definition
| time that elapses between planning and execution |
|
|
Term
| strategic planning: planning horizon |
|
Definition
|
|
Term
| intermediate planning: planning horizon |
|
Definition
|
|
Term
| operational planning: planning horizon |
|
Definition
|
|
Term
|
Definition
| commitment to achieve a measurable result within a specified period |
|
|
Term
|
Definition
| goals, objectives or activities ranked in order of importance |
|
|
Term
|
Definition
| a minority of causes, inputs or effort that tends to produce a majority of results, outputs or rewards |
|
|
Term
|
Definition
| comprehensive management system based on measurable and participatively set objectives |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| a temporary endeavor undertaken to achieve a partiulcar aim |
|
|
Term
|
Definition
| graphical scheduling technique |
|
|
Term
|
Definition
| used extensively by computer programemrs for identifying ask componenets and by total quality management teams for work simplification (eliminating wasted steps and activities) |
|
|
Term
|
Definition
| graphical sequencing and scheduling tool for complex projects |
|
|
Term
|
Definition
| excellent scheduling tool for large, nonroutine projects |
|
|
Term
|
Definition
| helpful planning aid because it forces managers to envision projects in their entirety |
|
|
Term
|
Definition
| gives managers a tool for predicting resource needs, potential problem areas, and the impact of delays on project competion |
|
|
Term
|
Definition
| gives managers an opportunity to fact in realistic uncertainties about planning horizons |
|
|
Term
|
Definition
| inappropriate tool for repetitive assembly-line operations |
|
|
Term
|
Definition
| only as good as its underlying assumptions |
|
|
Term
|
Definition
| times are derived rather subjectively |
|
|
Term
|
Definition
|
|
Term
|
Definition
| performance milestone; start or finish of an activity |
|
|
Term
|
Definition
|
|
Term
|
Definition
| weighted time estimates for completion of PERT activities |
|
|
Term
|
Definition
| most time-consuming route through a PERT network |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| level of sales at which there is no loss or profit |
|
|
Term
|
Definition
| contractual cost that must be paid regardless of output or sales |
|
|
Term
|
Definition
| cost that varies directly with production and sales |
|
|
Term
|
Definition
| selling price per unit minus variable costs per unit |
|
|
Term
| What does BEP stand for in thebreak-event point formula? |
|
Definition
|
|
Term
| What does FCstand for in thebreak-event point formula? |
|
Definition
|
|
Term
| What does P stand for in thebreak-event point formula? |
|
Definition
|
|
Term
| What does VC stand for in thebreak-event point formula? |
|
Definition
|
|
Term
| break event point formula |
|
Definition
| BEP (in units) = FC / P - VC |
|
|
Term
|
Definition
| seeking a competitively superior organization-environment fit |
|
|
Term
|
Definition
| integrated, externally oriented perception of how to achieve the organization's mission |
|
|
Term
|
Definition
| the concept that the whole is greater than the sum of its parts |
|
|
Term
|
Definition
| buyer perceives unique and superior value in a product |
|
|
Term
| organizational strategy (strategic farsightedness) |
|
Definition
| a formally written and communicated statement of long-term organizational mission |
|
|
Term
| competitive advantage (strategic farsightedness) |
|
Definition
| "be the leader" emphasis on gaining and holding a strategic competitive edge |
|
|
Term
| organizational structure (strategic farsightedness) |
|
Definition
| flexible structuer encouraging change, upward and lateral communication, adaptability, and speed |
|
|
Term
| research and development (strategic farsightedness) |
|
Definition
| heavy emphasis on developing new products and services and on innovations in production, marketing, and human resource management |
|
|
Term
| return (strategic farsightedness) |
|
Definition
| emphasis on increased market share, growth, and future profit potential |
|
|
Term
| human resources (strategic farsightedness) |
|
Definition
| emphasis on long-term development of employees; labor viewed as a valuable human resource; layoffs seen as a last resort |
|
|
Term
| problem solving (strategic farsightedness) |
|
Definition
| emphaisis on finding solutions to emerging problems |
|
|
Term
| management style (strategic farsightedness) |
|
Definition
| multilevel strategic thinking that encourages managers to consider long-term implications of their actions and decisions |
|
|
Term
|
Definition
| when one product or service fortifies sales of one or more other products or services |
|
|
Term
|
Definition
| when two or more products are designed by the same engineers, produced in the same facilities, distributed through the same channels, or sold by the same salespeople, overall costs will be lower than they would be if each product received separate treatment |
|
|
Term
|
Definition
| transferring technology from one application to another, thus opening up new markets |
|
|
Term
|
Definition
| when a management team is moe productive because its membes have complementary rather than identical skills |
|
|
Term
|
Definition
| buyer perceives unique and superior value in a product |
|
|
Term
| Porter's Generic Competitive Strategies |
|
Definition
| a model of competitive strategies developed by Michael Porter, Harvard University economist |
|
|
Term
|
Definition
| managers have an overriding concern for keeping costs and prices lower than those of competitors |
|
|
Term
|
Definition
| a company's product or service must be considered unique by most of the customers in its industry |
|
|
Term
|
Definition
| attempt to gain a competitive edge in a narrow or regional market by exerting strict control |
|
|
Term
| focused differentiation strategy |
|
Definition
| involves achieving a competitive edge by delivering a superior product and/or service to a limited audience |
|
|
Term
|
Definition
| economic community of organizations and all their stakeholders |
|
|
Term
| business ecosystem's major contribution |
|
Definition
| organizations need to be as good at cooperating as they are at competing if they are to succeed |
|
|
Term
| strategic management process - step #1 |
|
Definition
| formulation of grand strategy |
|
|
Term
| strategic management process - step #2 |
|
Definition
| formulation of strategic plans |
|
|
Term
| strategic management process - step #3 |
|
Definition
| implementation of strategic plans |
|
|
Term
| strategic management process - step #4 |
|
Definition
|
|
Term
|
Definition
| how the organization's mission will be accomplished |
|
|
Term
|
Definition
| finding the organization's niche by performing a SWOT analysis |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| identifying the organization's strengths and weaknesses |
|
|
Term
|
Definition
| radically redesigning the entire business cycle for greater strategic speed |
|
|
Term
|
Definition
| predictions, projections, or estimates of future situations |
|
|
Term
|
Definition
| predictions of the outcome of highly probable future events |
|
|
Term
|
Definition
| predictions of when a given event will occur |
|
|
Term
|
Definition
| estimates of future values ina statistical sequence |
|
|
Term
|
Definition
| preparing written descriptions of equally likely future situations |
|
|
Term
|
Definition
| preparing written descriptions of equally likely future situations |
|
|
Term
|
Definition
| describing how the future will evolve from the present |
|
|
Term
| cross-sectional scenarios |
|
Definition
| descriving future situations at a given point in time |
|
|
Term
|
Definition
| hypothetical extension of a past series of events into the future |
|
|
Term
| no surprise scenario analysis |
|
Definition
| devloping numerous (typically three or four) scenarios for defined topics (example: grain farmer prepares responses for above average, below average and average grain harvests) |
|
|
Term
|
Definition
| a decision must satisfy a number of often-conflicting criteria representing the interests of different groups |
|
|
Term
|
Definition
| factors such as customer goodwill, employee morale, increased bureaucracy, and aesthetic appeal often determine decision alternatives |
|
|
Term
|
Definition
| along with every decision alternative goes the change that it will fail in some way |
|
|
Term
|
Definition
| major decisions generally have a ripple effect and create a need for later rounds of decisions |
|
|
Term
|
Definition
| decision complexity is greatly increased when technical specialists (lawyers, accounts, etc.) are consulted before making a decision |
|
|
Term
|
Definition
| rarely a single manager makes the entire decision; many people's fingerprints are on final decision |
|
|
Term
|
Definition
| deicsions are made by people with differing backgrounds, perceptions, aspirations and values |
|
|
Term
|
Definition
| you cannot always predict the results of a purposeful action |
|
|
Term
| law of unintended consequences |
|
Definition
| results of purposeful actions are often difficult to predict |
|
|
Term
|
Definition
| solid factual basis allows accurate prediction of decision's outcome |
|
|
Term
|
Definition
| decision made on basis of incomplete but reliable information |
|
|
Term
|
Definition
| no reliable factual information available |
|
|
Term
| the more difficult the task, the _____ the tendencey for people to be overconfident |
|
Definition
|
|
Term
| condition of certainty results in ______ confidence |
|
Definition
|
|
Term
| condition of riskresults in ______ confidence |
|
Definition
|
|
Term
| condition of uncertainty results in ______ confidence |
|
Definition
|
|
Term
|
Definition
| how information is presented influences one's interpretation of it |
|
|
Term
|
Definition
| people get locked into losing courses of action to avoid the embarrassment of quitting or admitting error |
|
|
Term
|
Definition
| having a high confidence level, particularly in relation to task difficulty |
|
|
Term
|
Definition
| repetitive and routine decision |
|
|
Term
|
Definition
| tells when and how programmed deicsions should be made |
|
|
Term
|
Definition
| decisions made in complex and nonroutine situations |
|
|
Term
|
Definition
| developing a system to improve the creation and sharing of knowledge critical for decision making |
|
|
Term
|
Definition
| personal, intuitive, and undocumented information |
|
|
Term
|
Definition
| documented and sharable information |
|
|
Term
|
Definition
| teaming up to make decisions via a computer network programmed with groupware |
|
|
Term
| advantage of group-aided decision making |
|
Definition
| greater pool of knowledge |
|
|
Term
| advantage of group-aided decision making |
|
Definition
|
|
Term
| advantage of group-aided decision making |
|
Definition
|
|
Term
| advantage of group-aided decision making |
|
Definition
|
|
Term
| advantage of group-aided decision making |
|
Definition
|
|
Term
| disadvantage of group-aided decision making |
|
Definition
|
|
Term
| disadvantage of group-aided decision making |
|
Definition
| domination by a vocal few |
|
|
Term
| disadvantage of group-aided decision making |
|
Definition
| logrolling (political wheeling and dealing) |
|
|
Term
| disadvantage of group-aided decision making |
|
Definition
|
|
Term
| disadvantage of group-aided decision making |
|
Definition
|
|
Term
|
Definition
| the reorganization of experience into new configurations |
|
|
Term
|
Definition
| looking for the "right" answer when, in reality, there may be more than one correct answer |
|
|
Term
|
Definition
| always trying to be logical |
|
|
Term
|
Definition
| strictly following the rules |
|
|
Term
|
Definition
| insisting on being practical |
|
|
Term
|
Definition
| avoiding ambiguity (being to specific) |
|
|
Term
|
Definition
| fearing and avoiding failure |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| not wanting to look foolish |
|
|
Term
|
Definition
| saying "I'm not creative" |
|
|
Term
| solving a problem - step #1 |
|
Definition
|
|
Term
| solving a problem - step #2 |
|
Definition
| generating alternative solutions |
|
|
Term
| solving a problem - step #3 |
|
Definition
|
|
Term
| solving a problem - step #4 |
|
Definition
| implementing and evaluating the solution |
|
|
Term
|
Definition
| the difference between an acutla and a desired state of affairs |
|
|
Term
| problem identification stumbling block |
|
Definition
| defining the problem according to a possible solution |
|
|
Term
| problem identification stumbling block |
|
Definition
| focusing on narrow, low-priority areas |
|
|
Term
| problem identification stumbling block |
|
Definition
| diagnosing problems in terms of their symptoms |
|
|
Term
| way to generating alternative solutions |
|
Definition
|
|
Term
| way to generating alternative solutions |
|
Definition
|
|
Term
| way to generating alternative solutions |
|
Definition
|
|
Term
| way to generating alternative solutions |
|
Definition
|
|
Term
| way to generating alternative solutions |
|
Definition
|
|
Term
| way to generating alternative solutions |
|
Definition
|
|
Term
|
Definition
| variables responsible for the difference between actual and desired conditions |
|
|
Term
|
Definition
| to settle for a solution that is good enough |
|
|
Term
|
Definition
| to systematically identify the solution with the best combination of benefits |
|
|
Term
|
Definition
| to change the nature of the situation in which a problem has arisen |
|
|
Term
|
Definition
| a course of action that is good enough to meet the minimum constraints is selected |
|
|
Term
|
Definition
| when the best possible solution if selected |
|
|
Term
|
Definition
| when the situation at hand is changed so that the problem no longer exists |
|
|
