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Midterm Flashcrads > CCT112 Midterm > Flashcards

CCT112 Midterm Flashcards

1
Q

Manager?

A
  • coordinates and oversees the work of other people
  • ensures organizational goals can be accomplished
  • gets things done
  • prepares strategic vision, breaks down vision
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2
Q

Levels of Managtent

A
  • Top Managers: (makes organization-wide decisions, establishes plans, goals all affecting the whole organization)
  • Middle Managers: (manage work of first-line managers)
  • First-Line Managers: manage work of non-managerial employees
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3
Q

Organization

A

deliberate arrangement of people to accomplish some specific purpose
- net profit, firms, hospital

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4
Q

Characteristics of Organizations

A
  • Distinct Purpose
  • Deliberate Structure
  • People
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5
Q

Why are Managers Important?

A
  • critical to get things done
  • leads a chain of command
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6
Q

Managment

A

coordinating, and overseeing work activities of others, so everything is completed efficiently and effectively

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7
Q

Efficiency

A

doing things right
- getting most output from least amount of input

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8
Q

Effectiveness

A

doing the right things
- attaining organizational goals

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9
Q

Management Functions

A

Planning: defining goals, establishing strategies to reach goals, developing plans to integrate and coordinate activities

Organizing: arranging and structuring work to accomplish goals

Leading: working with and through people to accomplish goals

Controlling: monitoring, comparing and correcting work

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10
Q

Mintzberg’s Managerial Roles

A

Roles: specific actions or behaviours expected of and exhibited by a manager

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11
Q

What did Mintzberg do?

A

identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making

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12
Q

Types of Roles

A

Interpersonal
- figurehead, leader, liason

Informational
- monitor, disseminator, spokesperson

Decisional
- entrepreneur, disturbance handler, recourse allocator, negotiator

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13
Q

Management Skills

A

Technical Skills
- knowledge and proficiency in a specific field

Human Skills
- ability to work well with other people

Conceptual Skills
- ability to think and conceptualize about abstract and complex situations concerning the organization

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14
Q

Challenges Managers Today into the Future? (6)

A

Technology
- must get employees on board with new tech
- oversee social interactions and use collaborative tech

Disruptive Innovation
- new products and processes that change the rules of the game

Social Media
- forms of electronic communication where users create online communities sharing ideas, information, personal messages

Ethics
- unethical business practices are seen in the news
- i.e… pharmaceutical firms raising drug prices 500%
- survival depends on building trust w customers, clients, employees

Political Uncertainty

Customer
- wo customer organizations would cease to exist
- demographics have a significant impact on how managers manage

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15
Q

Reality of Work

A

when u start working u will either manage or be managed

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16
Q

Decision

A

A choice between two or more alternatives

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17
Q

Decision-Making Criteria (8)

A
  1. identify a problem
  2. identify decision criteria
    - factors that are important to resolving the problem
  3. allocate weights to the criteria
    - criteria aren’t equally important, decide what weighs more and give priority accordingly
  4. develop alternatives
    - list ways to solve the problem
  5. analyze alternatives
  6. select an alternative
  7. implement alternative
  8. evaluate decision effectiveness
    - what was the outcome? Was it resolved?
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18
Q

Rational Decision Making

A

Choices that are logical, consistent, and maximize value

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19
Q

Bounded Rationality

A

Decision-making that’s rational but limited by an individual’s ability to process information

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20
Q

satisfice

A

accepting solutions that are “good-enough”

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21
Q

Intuative Decision Making

A

making decisions based on experience, feelings, and accumulated judgment

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22
Q

Evidence-based Managment

A

systematic use of the best available evidence to improve management practice

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23
Q

Croudsourcing

A

decision making approach where you discuss ideas and input from network of ppl outside traditional decision-makers

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24
Q

Types of Decisions
Structured Problems & Programmed Decisions

A

Structured Problems: straight forward, familiar, easily defined problems

Programmed Decisions: repetitive decisions can be easily handled by routine approach

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25
Q

Tyeps of Programmed Decisions

A

Procedure: series of steps used to respond to a well-structured problem

Rule: explicit statement tells managers what they can and can’t do

Policy: a guideline for making decisions

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26
Q

Types of Decisions
Unstructured Problems & NonProgrammed Decisions

A

Unstructured Problems: new or unusual, information is ambiguous or incomplete

Nonprogrammed Decisions: unique and nonrecurring, custom made decisions

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27
Q

4 Styles of Decision Making

A

directive, analytic, conceptual, and behavioural

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28
Q

Heuristics

A

“rule of thumb” can help make sense of complex, uncertain, or ambiguous information

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29
Q

Cutting Edge Decision Making:
Design Thinking

A

approaching management problems as designers approach design problems
- Collaborative, integrative, rational & emotional, out of the box

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30
Q

Cutting Edge Decision Making:
Big Data & AI

A
  • big data is big and complicated data sets
  • big data opened the door to the use of artificial intelligence
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31
Q

Big Data

A

quantifiable data analyzed by data processing
- powerful tool in decision making

32
Q

Machine Learning

A

Data analysis that automates analytical model building

33
Q

Deep Learning

A
  • machine learning uses algorithms
  • artificial neural networks simulated brain fucntion
34
Q

Analytics

A

Use of mathematics, stats, predictive modelling machine learning to find patterns in data set

35
Q

Omnipotent View

A

managers are directly responsible for an organization’s success or failure

36
Q

Symbolic View

A

organization’s success or failure is due to external forces outside managers’ control

37
Q

environments - dynamic or stable

A

Dynamic: environments change frequently

stable: environments change very little

38
Q

Specific Environment

A

part of the environment directly relevant to the achievement of organizational goals
- suppliers, customers, competitors

39
Q

Organizational Culture

A

shared values, principles, traditions, ways of doing things influencing how members act and differentiate one organization from the other

40
Q

Organizational Culture

A

Shared values, principles, traditions, and ways of doing things influence how members act and differentiate one organization from the other

41
Q

identifying organizations culture

A

background check, physical surroundings, HR

42
Q

6 dimensions of organizational culture

A

adaptability, attention to detail, outcome orientation, people orientation, team orientation, integrity

43
Q

Globalization

A

developing influence or operations in other countries

44
Q

Nationalism

A

patriotic ideals and policies glorifying a country’s values

45
Q

Parochialism (Monolingualism)

A
  • viewing the world through your own perspectives
  • inability to recognize differences between people
46
Q

Ethocentric

A

view that home country has the best work practices

47
Q

Polycentric

A

Managers in the host country know the best approaches

48
Q

Geocentric

A

world-oriented view; wants to use best practices from around the globe

49
Q

Free Market Economy

A

an economic system where resources are primarily owned and controlled by the private sector

50
Q

Planned Economy:

A

economic system where economic decisions are planned by a central government

51
Q

National Culture—

A
  • values and attitudes shared by individuals from a specific country
  • shapes behavior and beliefs about what is important
52
Q

Global Leadership and Organizational Behaviour Effectiveness (GLOBE)

A
  • Power distance
  • Uncertainty avoidance
  • Assertiveness
  • Humane orientation
  • Future orientation
  • Institutional collectivism
  • Gender differentiation
  • In-group collectivism
  • Performance orientation
53
Q

Work Diversity

A

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

54
Q

Surface-level diversity

A

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

55
Q

Deep-levl diversity

A

differences in values, personality, work preferences

56
Q

Bias

A

tendency or preference toward a particular perspective or ideology

57
Q

Prejudice

A

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

58
Q

stereotyping

A

judging a person based on a perception of a group to which that person belongs

59
Q

discriminating

A

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

60
Q

Glass Ceiling

A

An invisible barrier that separates women and minorities from top management positions
- lack of mentoring
- sex stereotyping
- perceptions of family–work conflict

61
Q

Mentoring

A

an experienced organizational member (a mentor) provides advice and guidance to a less experienced member (a protégé)

62
Q

Diversity skills training

A

specialized training to educate employees about the importance of diversity and to teach them skills for working in a diverse workplace

63
Q

Social obligation

A
  • firm engages in social actions bc of obligations to meet certain economic and legal responsibilities
64
Q

Classical view

A

management’s only social responsibility is to maximize profits

65
Q

Socioeconomic view

A

managers’ social responsibilities go beyond making profits to include protecting and improving society’s welfare

66
Q

Social responsiveness

A

company engages in social actions in response to some popular social need

67
Q

Social responsibility

A

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

68
Q

Green management

A

managers consider the impact of their organization on the natural environment

69
Q

Information system for sustainability

A

Information Systems (IS) have the potential to solve several sustainability issues
- smart cities

70
Q

Green IS

A

focuses more on environmental and economic sustainability

71
Q

Ethics

A

Principles, values, and beliefs that define right and wrong behaviour

72
Q

Code of ethics:

A

formal statement of an organization’s primary values and the ethical rules it expects its employees to follow

73
Q

Independent social audits

A

evaluate decisions and management practices in terms of the organization’s code of ethics

74
Q

Whistle-blower

A

an individual who raises ethical concerns or issues to others
- Managers retaliating against whistle-blowers could face a ten-year prison sentence

75
Q

Social entrepreneur

A

individual or organization that seeks out opportunities to improve society by using practical, innovative, and sustainable approaches

76
Q

Corporate philanthropy:

A

can be an effective way for companies to address societal problems

Midterm Flashcrads (38 decks)

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