All Flashcards
Organizations
Collections of people who work together and coordinate their actions to reach goals.
Social Economy
The concept of organizations that work toward a goal that benefits the community over profit.
Blended Value
Organizations that create both a social impact and economic value.
Collective impact
Public, Private, and nonprofits that work together to solve social issues.
Management
Planning, organizing, leading, and controlling of resources to achieve goals effectively and efficiency.
Resources
Company assets such as staff, machinery, materials, etc.
Manager
A person responsible for supervising resources.
Organizational performance
Measure of how efficiently and effectively a manager uses resources to satisfy customers and goals.
Effectiveness
A measure of the appropriateness of the goals in an organization is pursuing and the degree to which the organization achieves those goals
Efficiency
How well resources are used to achieve goals.
Planning
Identifying and selecting appropriate goals and courses of action.
Step 1 in the planning process
Deciding which goals to pursue
Step 2 in the planning process
Analyzing the organizational environment for threats and opportunities
Step 3 in the planning process
Deciding what course of action or strategy to adopt
Step 4 in the planning process
Deciding how to allocate resources to implement the plan.
Step 5 of the planning process
Evaluating if the goal was achieved using this strategy
Performance Level
How effective and efficient the organization is at achieving its goals.
Strategy
Cluster of decisions about what goals to pursue, actions to take, and resources to use.
Organizing
Structuring workplace relationships so staff work together to achieve goals.
Organizational Structure
Formal system of task and reporting that coordinates and motivates staff to work together and reach goals.
Leading
Articulating the orgs. Vision and motivating staff so everyone knows their role in achieving organisational goals.
Controlling
Evaluating how well the org. Is achieving its goal and taking action to maintain and improve performance
Department/Unit
A group composed of subordinates who report to the same supervisor
First-line managers
Responsible for daily supervision and coordination of staff.
Middle managers
Supervise first-line managers and are responsible to find the best way to use resources to achieve organizational goals.
Top managers
Establish goals, decide how departments should interact, and monitor middle managers.
Top-management team
CEO, president, and heads of most important departments. Responsible for developing strategies that produce a competitive edge.
Conceptual skills
The ability to analyze and diagnose a situation and distinguish between cause and effect.
Interpersonal skills
Ability to understand, alter, lead, and control the behaviour of others. People skills.
Technical skills
Job specific knowledge and techniques that are required to perform a role.
Core competency
The specific set of departmental skills, knowledge, and experience that allows one org to outperform others.
Role
A specific set of tasks assigned due to a persons position within an organization
Terminal Value
Lifelong goal someone wants to achieve
Instrumental value
Mode of conduct you strive to follow
Norms
Informal codes of conduct people should follow in their actions
Value system
Terminal and instrumental values that guide an individual in life
Attitude
A collection of feelings and beliefs
Job satisfaction
Collection of feelings and beliefs that managers have about their current job.
OCB’s or organizational citizenship behaviours
Behaviours that are not required of staff but contribute above and beyond the parameters of the job
What are the two reasons its good for managers to be satisfied?
- More likely to work above and beyond
2. Less likely to quit
Organizational commitment
Collection of feelings and beliefs a manager has about the organization
Mood
Feeling or state of mind
Emotions
Intense, short lived feelings
Emotional intelligence
The understanding and ability to manage one’s emotions and those of others.
Organiazation culture
Shared beliefs, expectations, values, norms, routines, etc. That staff have in common.
Attraction-selection-attrition framework
Model that explains how personality influences culture.
Organizational socialization
Process in which newcomers learns values and norms for the work environment
Globalization
Forces leading to integrated global social systems.
What are the two levels of the external environment?
Specific and General components
Organizational Environment
The forces that effect the how operations go.
