BUS230 - Test #1 Study Flashcards
getting work done through others
management
getting work down with a minimum of effort, expense, or waste
efficiency
accomplishing tasks that help fulfill organizational objectives
effectiveness
5 Managerial Functions to be Successful:
Planning, Organizing, Coordinating, Commanding, and Controlling
determining organizational goals and a means for achieving them
planning
deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom
organizing
inspiring and motivating workers to work hard to achieve organizational goals
leading
monitoring progress toward goal achievement and taking corrective action when needed
controlling
executives responsible for the overall direction of the organization
top managers
responsible for setting objectives consistent with top management’s goals and for planning and implementing subunit strategies for achieving these objectives
middle managers
responsible for training and supervising the performance of nonmanagerial employees who are directly responsible for producing the company’s products or services
first-line managers
managers responsible for facilitating team activities toward goal accomplishment
team leaders
the interpersonal role managers play when they perform ceremonial duties
figurehead role
the interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives
leader role
the interpersonal role managers play when they deal with people outside their units
liaison role
the informational role managers play when they scan their environment for information
monitor role
the informational role managers play when they share information with others in their departments or companies
disseminator role
the informational role managers play when they share information with people outside their departments or companies
spokesperson role
the decisional role managers play when they adapt themselves, their subordinates, and their units to change
entrepreneur role
the decisional role managers play when they respond to severe pressures and problems that demand immediate action
disturbance handler role
the decisional role managers play when they decide who gets what resources and in what amounts
resource allocator role
the decisional role managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises
negotiator role
4 types of management skills
technical, human, conceptual, and motivation to manage
the specialized procedures, techniques, and knowledge required to get the job done
technical skills
the ability to work well with others
human skills
the ability to see the organization as a whole, understand how the different parts affect each other, and recognize how the company fits into or is affected by its environment
conceptual skills
an assessment of how enthusiastic employees are about managing the work of others
motivation to manage
6 steps to become a successful manager
- define your own job clearly
- define your group’s output
- seek momentary clarity rather than permanent answers
- become an expert in defining and communicating expectations
- keep talking about output
- keep at it
thoroughly studying and testing different work methods to identify the best, most efficient way to complete a job
scientific management
when workers deliberately slow their pace or restrict their work output
soldiering
a group member whose work pace is significantly faster than the normal pace in his or her group
rate buster
breaking each task or job into its separate motions and then eliminating those that are unnecessary or repetitive
motion study
timing how long it takes good workers to complete each part of their jobs
time study
a graphical chart that shows which tasks must be completed at which times in order to complete a project or task
gantt chart
the exercise of control on the basis of knowledge, expertise, or experience
bureaucracy
an approach to dealing with conflict in which one party satisfies its desires and objectives at the expense of the other party’s desires and objectives
domination
an approach to dealing with conflict in which both parties give up some of what they want in order to reach an agreement on a plan to reduce or settle the conflict
compromise
an approach to dealing with conflict in which both parties indicate their preferences and then work together to find an alternative that meets the needs of both
integrative conflict resolution
a system of consciously coordinated activities or forces created by two or more people
organization
a set of interrelated elements or parts that function as a whole
system
smaller systems that operate within the context of a larger system
subsystems
when two or more subsystems working together can produce more than they can working apart
synergy
systems that can sustain themselves without interacting with their environments
closed systems
systems that can sustain themselves only by interacting with their environments, on which they depend for their survival
open systems
holds that there are no universal management theories and that the most effective management theory or idea depends on the kinds of problems or situations that managers are facing at a particular time and place
contingency approach
the events and trends inside an organization that affect management, employees, and organizational culture
internal environment
the values, beliefs, and attitudes shared by organizational members
organizational culture
stories told by organizational members to make sense of organizational events and changes and to emphasize culturally consistent assumptions, decisions, and actions
organizational studies
people celebrated for their qualities and achievements within an organization
organizational heroes
gatherings in which symbolic acts commemorate or celebrate notable achievements or changes
organizational ceremonies
a company’s purpose or reason for existing
company mission
a company culture in which the company actively defines and teaches organizational values, beliefs, and attitudes
consistent organizational cultures
the process of having managers and employees perform new behaviors that are central to and symbolic of the new organizational culture that a company wants to create
behavioral addition
the process of having managers and employees perform new behaviors central to the new organizational culture in place of behaviors that were central to the old organizational culture
behavioral substitution
visible signs of an organization’s culture, such as the office design and layout, company dress code, and company benefits and perks, such as stock options, personal parking spaces, or the private company dining room
visible artifacts
the set of moral principles or values that defines right and wrong for a person or group
ethics
behavior that conforms to a society’s accepted principles of right and wrong
ethical behavior
unethical behavior that violates organizational norms about right and wrong
workplace deviance
unethical behavior that hurts the quality and quantity of work produced
production deviance
unethical behavior aimed at the organization’s property or products
property deviance
employee theft of company merchandise
employee shrinkage
using one’s influence to harm others in the company
political deviance
hostile or aggressive behavior toward others
personal aggression
the degree of concern people have about an ethical issue
ethical intensity
the total harm or benefit derived from an ethical decision
magnitude of consequences
agreement on whether behavior is bad or good
social consensus
the chance that something will happen that results in harm to others
probability of effect
the time between an act and the consequences the act produces
temporal immediacy
the social, psychological, cultural, or physical distance between a decision maker and those affected by his or her decisions
proximity of effect
the total harm or benefit that an act produces on the average person
concentration of effect
the first level of moral development, in which people make decisions based on selfish reasons
preconventional level of moral development
the second level of moral development, in which people make decisions that conform to societal expectation
conventional level of moral development
the third level of moral development, in which people make decisions based on internalized principles
post conventional level of moral development
an ethical principle that holds that you should never take any action that is not in your or your organization’s long-term self-interest
principal of long-term self-interest
an ethical principle that holds that you should never take any action that is not kind and that does not build a sense of community
principle of religious injunctions
an ethical principle that holds that you should never take any action that violates the law, for the law represents the minimal moral standard
principle of government requirements
an ethical principle that holds that you should never take any action that infringes on others’ agreed-upon rights
principle of individual rights
an ethical principle that holds that you should never do anything that is not honest, open, and truthful and that you would not be glad to see reported in the newspapers or on TV
principle of personal future
an ethical principle that holds that you should never take any action that harms the least fortunate among us: the poor, the uneducated, the unemployed
principle of distributive justice
an ethical principle that holds that you should never take any action that does not result in greater good for society
principle of utilitarian benefits
a written test that estimates job applicants’ honesty by directly asking them what they think or feel about theft or about punishment of unethical behaviors
overt integrity test
a written test that indirectly estimates job applicants’ honesty by measuring psychological traits, such as dependability and conscientiousness
personality based integrity tests
reporting others’ ethics violations to management or legal authorities
whistleblowing
