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BA 101 Flashcards

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1
Q

Someone who coordinates and oversees the work of other people

A

Manager

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2
Q

Managers that are involved with the production or services offered by the entity.

A

First-line managers

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3
Q

Managers that are responsible for the company’s performance?

A

Middle Managers

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4
Q

Responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization.

A

Top Managers

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5
Q

A deliberate arrangement of people to accomplish some specific purpose

A

Organization

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6
Q

T/F Organizations have a distinct purpose, composed of people and develop structure within which members do their work.

A

TRUE

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7
Q

It refers to getting the most output from the least amount of inputs.

A

Efficiency

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8
Q

It is decribed as “doing the right things”

A

Effectiveness

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9
Q

It involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.

A

Management

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10
Q

T/F Effectiveness is concerned with the means while efficiency is concerned with ends.

A

FALSE

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11
Q

In___ they set goals, establish strategies for achieveing those goas and develop plans to integrate and coordinate activities.

A

Planning

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12
Q

Arranging and Structuring work to accomplish the organization’s goals

A

Organizing

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13
Q

The function that is about working with and though people to accomplish goals

A

Leading

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14
Q

Evaluation of whether things are going as planned

A

Controlling

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15
Q

This refers to specific actions expected of and exhibited by a manager

A

Managerial Roles

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16
Q

Roles that involve people and other duties that are ceremonial and symbolic in nature.

A

Interpersonal

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17
Q

It involves collecting, receiving and disseminating information

A

Informational Roles

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18
Q

The role that revolves around making choices

A

Decisional Role

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19
Q

Job-specific knowledge and techniques needed to proficiently perform work tasks

A

Technical Skills

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20
Q

The ability to work well with other people both individually and in a group.

A

Human Skills

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21
Q

The skills that managers use to think and to conceptualize about abstract and complex situation.

A

Conceptual Skills

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22
Q

Company’s ability to achieve its business goals and increase long-term shareholder value

A

Sustainability

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23
Q

The reality that management is needed in all types and sized of organizations at all organizational levels, in all organizational areas and in organizations no matter where located.

A

Universality of Management

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24
Q

Managerial Perspective where managers are directly responsible for thr organization’s success and failure.

A

Omnipotent VOM

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25
Q

Managerial Perspective where success or failure is due to external forces outside managers’ control.

A

Symbolic VOM

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26
Q

Factors and forces outside the organization that affect its performance

A

External Environment

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27
Q

The degree of change and complexity in an organization’s environment

A

Environmental Uncertainty

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28
Q

Components in an organization’s environment change frequently

A

Dynamic

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29
Q

The number of components in an organization’s environment and the extent of the organization’s knowledge about those compnents

A

environmental complexity

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30
Q

The shared values, principles, traditions and ways of doing things that influence the way organizational members act.

A

Organizational Culture

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31
Q

T/F Organzational Culture implies that it is a perception, descriptive and shared.

A

TRUE

32
Q

Organizational cultures in which the key values are intensely held and widely shared

A

strong cultures

33
Q

Process that helps employees adapt to the organization’s culture

A

Socialization

34
Q

A culture where organizational values promote a sense of purpose through meaningful work that takes place in the context of community

A

Workplace spirituality

35
Q

Attitude where people do not recognize that others have different ways of living and working.

A

Parochialism

36
Q

Parochialistic belief that the best work approaches and practices are those of the home country.

A

Ethnocentric Attitude

37
Q

View that employees in the host country know the best work approaches and practices for running their business

A

Polycentric Attitude

38
Q

A world-oriented view that focuses on using the best approach and people from around the globe.

A

Geocentric Attitude

39
Q

Type of international company that maintains operations in multiple countries

A

Multinational Corp

40
Q

One type of MNC which decentralizes management and other decisions to the local country.

A

Multidomestic Corporation

41
Q

Type of MNC that centralizes its management and other decision in the home country

A

Global country

42
Q

Type of MNC that eliminates artificial geographical barriers

A

Transnational/Boderless organization

43
Q

Purchasing materials or labor from around the world wherever it is cheapest

A

Global Sourcing

44
Q

An organization gives another organization the right to make or sell its products using its technology or products specifications

A

Licensing

45
Q

An organization gives another organization the right to use its name and operating methods

A

Franchising

46
Q

Partnership between an organization and a foreign company partners in which both share resources and knowledge in developing new products or building production facilities.

A

Strategic Alliance

47
Q

Partners form a separate, independent organization for some business purpose

A

Joint Venture

48
Q

A separate and independent facility or office

A

Foreign subsidiary

49
Q

Values and attitudes shared by individauls from a specific country that shape their behavior and their beliefs about what is important

A

National Culture

50
Q

Research program extended by investigating cross-cultural leadership behaviors and gives managers additional information to help them identify and manage cultural differences

A

Global leadership and Organizational Behavior Effectiveness (Globe)

51
Q

Cultural awareness and sensitivity skills

A

Cultural Intelligence

52
Q

Attributes that allow a leader to be effective in cross-cultural environments

A

Global mind-set

53
Q

Ways in which people in an organization are different from and similar to one another

A

workforce diversity

54
Q

Easily perceived differences that may trigger certain stereotypes but do not necessarily reflect the ways people think or feel

A

Surface-level diversity

55
Q

These can affect the way people view organizational work reward, communicate, react to leader nad generally behave at work.

A

Deep-level diversity

56
Q

Biological heritage that peole use to identify themselves

A

race

57
Q

Related to race, but it refers to social traits that are shared by a human population

A

Ethnicity

58
Q

Describes a tendency or preference toward a particualr perspective or ideology

A

bias

59
Q

a preconceived belief, opinion or judgment toward a person or a group of people

A

prejudice

60
Q

Judging a peson on a perception of a group to which that person belongs

A

stereotyping

61
Q

when someone acts out their prejudicial attitudes toward people who are the targets of their prejudice

A

discrimination

62
Q

Invisible barrier that separeates women and minorities from the top management

A

Glass ceiling

63
Q

A process whereby an experienced organizational member provides advice and guidance to a less-experienced member

A

mentoring

64
Q

Specialized training to educate employees about the importance of divesirty and teach them skills for working in a diverse workpalce

A

diversity skills training

65
Q

Employee resouce groups are

A

groups made up of employees connected by some common dimension of diversity

66
Q

Social Obligation is

A

when a firm engages in social actions because of its obligation to meet certain economic and legal responsibilities

67
Q

Business intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society

A

social responsibility

68
Q

Managers consider the impact of their organization on the natural environment

A

green management

69
Q

What are the shades of Green Approaches

A

Legal(light green), market approach, stakeholder approach, activist approach (dark green)

70
Q

Locus of control is

A

the degree to which people believe they control their own fate

71
Q

Organization’s values guide employees in the way they do their jobs

A

values-based management

72
Q

Specific ways that managers can encourage ethical behavior

A
  1. Employee Selection 2. Codes of Ethics and Decision Rules 3. Leadership 4. Job Goals and Performance appraisal 5. Ethics training 6. independent social audit 7. Protective Mechanism
73
Q

What is organizational change

A

Any alteration of people, structure or technology

74
Q

Change agent is

A

someone who acts as a catalyst and assumes the responsibility for managing the change process

75
Q

Organizational Development is

A

term used to describe change mathods that focus on people and the anture and quality of interpersonal work relationships

76
Q

Individuals who actively and enthusiastically support new ideas, build support, overcome resistance and ensure that innovations are implemented

A

idea champion

BA 101 (3 decks)

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