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MGT300 > Exam 1 > Flashcards

Exam 1 Flashcards

1
Q

The ability to think analytically and solve complex problems.

A

Conceptual Skills

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2
Q

The process of arousing people’s enthusiasm to work hard and inspiring their efforts to achieve goals.

A

Leading

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3
Q

Identifying clear action plan priorities.

A

Agenda Setting

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4
Q

Building and maintaining positive relationships with others.

A

Networking

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5
Q

Building the capacity to attract support and help from others.

A

Social Capital

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6
Q

The ability to use expertise to perform tasks with proficiency.

A

Technical Skills

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7
Q

The ability to work well in cooperation with others.

A

Human Skills

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8
Q

The process of setting performance objectives and determining actions to accomplish them.

A

Planning

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9
Q

The process of assigning tasks, allocating resources, and coordinating work activities.

A

Organizing

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10
Q

The process of measuring performance and taking action to ensure desired results.

A

Controlling

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11
Q

Understanding moods and emotions.

A

Self-Awareness

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12
Q

Thinking before acting and controlling disruptive impulses.

A

Self-Regulation

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13
Q

Working hard and persevering.

A

Motivation

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14
Q

Understanding the emotions of others.

A

Empathy

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15
Q

Gaining rapport and building good relationships.

A

Social Skills

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16
Q

Effectively working as a team member and leader.

A

Teamwork

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17
Q

Realistically assessing and actively managing personal development.

A

Self-Management

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18
Q

The worldwide independence of resource flows, product markets, and business competition.

A

Globalization

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19
Q

Contracts for goods and services produced in other countries.

A

Global Sourcing

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20
Q

Shifts jobs from one country to another through global outsourcing.

A

Job Migration

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21
Q

Moving jobs back from foreign to domestic locations.

A

Reshoring

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22
Q

A code of moral standards of conduct for what is ‘good’ and ‘right’.

A

Ethics

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23
Q

The oversight of management decisions, corporate strategy, and financial reporting by the Board of Directors.

A

Corporate Governance

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24
Q

The composition of a workforce in terms of differences among members.

A

Workforce Diversity

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25
Q

Actively denying women and minorities the full benefits of organizational membership.

A

Discrimination

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26
Q

Displaying negative irrational attitudes toward women and minorities.

A

Prejudice

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27
Q

The collective brainpower or shared knowledge of an organization’s workforce.

A

Intellectual Capital

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28
Q

Examining individual or organizational Strengths, Weaknesses, Opportunities, and Threats.

A

SWOT Analysis

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29
Q

Organizational structure with excessive paperwork and resistance to change

A

Bureaucracy

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30
Q

Unbroken line of communication from top to bottom in an organization

A

Scalar Chain Principle

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31
Q

Each person receives orders from only one boss

A

Unity of Command Principle

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32
Q

Includes foresight, organization, command, coordination, and control

A

Five Rules of Management

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33
Q

Includes cooperation, authority, division of labor, manpower, capital, feasibility analysis, advertising budget, and conflict resolution

A

Spaulding’s Eight Necessities

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34
Q

Focus on human factors in organizations and group dynamics

A

Hawthorne Studies

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35
Q

Hierarchy of physiological, safety, social, esteem, and self-actualization needs

A

Maslow’s Hierarchy of Needs

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36
Q

McGregor’s contrasting assumptions about worker behavior

A

Theory X and Theory Y

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37
Q

Using data and mathematics for informed decision-making

A

Quantitative Analysis

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38
Q

Organizations interacting with environments to transform inputs into outputs

A

Open Systems

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39
Q

Adapting managerial practices to unique situations

A

Contingency Thinking

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40
Q

Focus on continuous improvement and total quality

A

Quality Management

41
Q

Making decisions based on factual evidence

A

Evidence-Based Management

42
Q

That which is “right” or “good” in the context of governing moral code.

A

Ethical Behavior

43
Q

Broad beliefs about what is appropriate behavior.

A

Values

44
Q

Preferences about desired end states.

A

Terminal Values

45
Q

Preferences regarding the means to desired ends.

A

Instrumental Values

46
Q

Delivers the greatest good to the largest amount of people.

A

Utilitarian View

47
Q

Which action is in our best interest in the long-term? Can be quite different from the best choice for the short term.

A

Individualism View

48
Q

Procedural Justice: Rules are applied fairly. Distributive Justice: People are treated the same regardless of personal characteristics. Interactional Justice: People are treated with dignity and respect. Commutative Justice: Transactions are fair and everyone has access to the same information.

A

Justice View

49
Q

Fundamental rights of all people are respected and protected.

A

Moral Rights View

50
Q

Justifies a decision if it conforms to local values, laws, and practices.

A

Cultural Relativism

51
Q

Justifies a decision only if it conforms to the ways of the home country.

A

Moral Absolutism

52
Q

Personal rules and strategies for making ethical decisions.

A

Ethical Frameworks

53
Q

Three levels of moral development: preconventional, conventional, and postconventional.

A

Lawrence Kohlberg

54
Q

In order to have a positive impact on ethical conduct throughout an organization, those at the top must walk the talk.

A

Management Behavior

55
Q

Chooses to behave unethically.

A

Immoral Manager

56
Q

Fails to consider ethics.

A

Amoral Manager

57
Q

Makes ethical behavior a personal goal.

A

Moral Manager

58
Q

Seeks to help people understand the ethical aspects of decision making and to incorporate high ethical standards into their daily behavior.

A

Ethics Training

59
Q

Persons who expose organizational misdeeds in order to preserve ethical standards and protect against wasteful, harmful, or illegal acts.

A

Whistleblowers

60
Q

An organization’s obligation to best serve society.

A

Social Responsibility

61
Q

Integrates corporate social responsibility into business strategy.

A

Shared Value

62
Q

Individuals, groups, and other organizations that have a direct interest in how well an organization performs.

A

Stakeholders

63
Q

Often called Corporate Social Responsibility.

A

CSR

64
Q

How well an organization performs when measured not only on financial criteria, but also on social and environmental ones.

A

Triple Bottom Line

65
Q

Responsibility increases long-run profits. Reduces business profits and creates higher business costs. Improves public image. Dilutes business purpose.

A

Socioeconomic View

66
Q

Improves public image. Dilutes business purpose. Businesses have resources and ethical obligations to act responsibly.

A

Classical View

67
Q

Socially responsible actions lead to improved financial performance.

A

Virtuous Circle

68
Q

Business model addressing social problems like hunger, illiteracy, and poverty

A

Social Business

69
Q

Individuals creating businesses to solve pressing social problems

A

Social Entrepreneurs

70
Q

Evaluation of an organization’s performance in various social responsibility areas, ranging from compliance to conviction

A

Social Responsibility Audit

71
Q

Doing business in a way that respects future generations and their right to natural resources

A

Sustainability

72
Q

Storehouse of natural resources used to sustain life and produce goods and services for society, including land, water, minerals, and atmosphere

A

Environmental Capital

73
Q

Ability to locate, retrieve, evaluate, organize, and analyze information for decision-making

A

Information Competency

74
Q

Understanding and utilizing new technologies effectively

A

Technological Competency

75
Q

Evaluating and analyzing information to find solutions

A

Analytical Competency

76
Q

Identifying and taking action to solve problems

A

Problem Solving

77
Q

Individuals using information to solve problems, often describing managers

A

Knowledge Workers

78
Q

Situation indicating something is wrong or likely to go wrong

A

Performance Threat

79
Q

Situation offering a better future if the right steps are taken

A

Performance Opportunity

80
Q

Applying past solutions to routine problems

A

Programmed Decisions

81
Q

Crafting specific solutions for unique problems

A

Non-Programmed Decisions

82
Q

Approaching problems rationally and analytically

A

Systematic Thinking

83
Q

Approaching problems flexibly and spontaneously

A

Intuitive Thinking

84
Q

Important at all steps of decision-making, considering ethics and values

A

Ethical Reasoning

85
Q

Includes cost-benefit analysis, timeliness, acceptability, and ethical soundness

A

Criteria for Evauluating Alternatives

86
Q

Leads to satisficing decisions by choosing the first satisfactory solution

A

Behavioral Model

87
Q

Leads to optimizing decisions by choosing the absolute best solution

A

Classical Model

88
Q

Deals with human limits and biases through critical thinking informed by science and credible sources

A

Realistic Model

89
Q

Occurs when necessary parties are not included in decision-making

A

Lack of Participation Error

90
Q

Solving a problem within a perceived context, like positive or negative framing

A

Framing Error

91
Q

Paying attention only to information confirming a decision already made

A

Confirmation Error

92
Q

Adding resources to a failing course of action

A

Escalating Commitment

93
Q

Unexpected problem that can lead to disaster if not promptly handled

A

Crisis

94
Q

Training managers in decision-making and establishing emergency handling plans

A

Crisis Management Programs

95
Q

-Governing Board: Board

-Top Managers: Chief, President, VP

-Middle Managers: Regional, Division, Branch

-First-Line: Department, Supervisor, Lead

A

Levels of Managers

96
Q

Help others achieve high performance and satisfaction in their work.

A

Effective Managers

97
Q

-Warned against the dangers of too much hierarchy
-Advocated social responsibility, respect for workers, and better cooperation throughout organizations
-Follett suggested making every employee an owner in the business to create collective responsibility
-Today, this results in “empowerment,” “involvement,” “flexibility,” “self-management,” and “transformational leadership.”

A

Follett’s Organizations

98
Q

intellectual capital = competency x commitment

A

intellectual capital formula

MGT300 (3 decks)

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