Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

MGT300 > Exam 1 > Flashcards

Exam 1 Flashcards

1
Q

Behavioral Theorists

A

Focus on people to determine the best way to manage in all organizations.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Classical Theorists

A

Focus on the job and management functions to determine the best way to manage in all organizations.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Contingency Theorists

A

Focus on determining the best management approach for a given situation.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Controlling

A

The process of monitoring and measuring progress and taking corrective action when needed to ensure that objectives are achieved.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Decision-making Skills

A

The ability to conceptualize situations and select alternatives to solve problems and take advantage of opportunities.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Interpersonal Skills

A

The ability to understand, communicate with, and work well with individuals and groups through developing effective relationships.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Knowledge Management

A

Involves everyone in an organization in sharing knowledge and applying it to continuously improve products and processes.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Leading

A

The process of influencing employees to work toward achieving objectives.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Levels of Management

A

Top managers, middle managers, and first-line managers.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Management Functions

A

Planning, organizing, leading, and controlling.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Management Role Categories

A

Interpersonal, informational, and decisional roles.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Management Science Theorists

A

Focus on the use of mathematics to aid in problem solving and decision making.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Management Skills

A

(1) technical
(2) interpersonal
(3) decision-making

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Manager

A

Responsible for achieving organizational objectives through efficient and effective utilization of resources. Efficient means doing things right so as to maximize the utilization of resources. Effective means doing the right thing in order to attain an objective.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Manager’s Resources

A

Human, financial, physical, and informational

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Organizing

A

The process of delegating and coordinating tasks and allocating resources to achieve objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Performance

A

Based on how effectively and efficiently managers utilize resources to achieve objectives.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Planning

A

The process of setting objectives and determining in advance exactly how the objectives will be met.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Sociotechnical Theorists

A

Focus on integrating people and technology.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Systems Theorists

A

Focus on viewing the organization as a whole and as the interrelationship of its parts.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Technical Skills

A

The ability to use methods and techniques to perform a task.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Types of Managers

A

General managers, functional managers, and project managers.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Analyzer Strategy

A

Organizations try to maintain current products and services with a limited amount of innovation.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Culture Shock

A

A feeling of nervousness, doubt, and confusion arising from being in a foreign and unfamiliar environment.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Defender Strategy

A

Organizations focus on stability and efficiency of their internal operations to protect their market from new competitors.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Divisional Strategy

A

Focuses on how the different departments of the organization comply with the company’s vision.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Expatriate

A

An employee who lives and works in a foreign country on a temporary basis.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

First Mover

A

An organization that wins competitive advantage by being the first to establish itself in a particular market.

29
Q

Functional Strategy

A

A set of rules determining how each department will implement the strategic plan.

30
Q

Globalization

A

The integration of economy, trade, and finance on an international scale.

31
Q

Grafting

A

A process of hiring experts who bring their knowledge to the firm.

32
Q

HIPOs

A

High-potential employees or HIPOs, employees who are flexible, committed, and motivated.

33
Q

Individualist-collectivist

A

One of Hofstede’s dimensions which focuses on the degree to which citizens in a given culture believe they have the right to live their lives as they see fit, choose their own values, and act on their own judgment.

34
Q

Learning Organization

A

An organization that facilitates the acquisition, distribution, and retention of knowledge to enable it to react to change.

35
Q

Localization

A

The process of adapting certain functions to accommodate the language, culture, or governing laws of a different country.

36
Q

Long-term Orientation

A

One of Hofstede’s dimensions which measure values such as perseverance, respect for tradition, and thrift.

37
Q

Mimicry

A

Learn everything there is to know about starting a successful business from the practices of others.

38
Q

Operational Planning

A

Aligns the strategic plan with the day-to-day tasks required in the running of the organization.

39
Q

Organizational Strategy

A

An overarching plan of action to guide top-level managers in creating, evaluating, and implementing decisions and objectives that lead to success.

40
Q

Power Distance

A

On of Hofstede’s dimensions which expresses the extent to which people in different societies accept the way power is distributed.

41
Q

Prospector Strategy

A

Organizations focus on innovation, creativity, and flexibility and take high risks in order to accelerate growth and gain competitive advantage.

42
Q

Reactor Strategy

A

An organization simply responds to environmental threats and opportunities rather than following a defined plan.

43
Q

Scanning

A

Seeking solutions from consultants, competitors, and other successful firms.

44
Q

Short-term Orientation

A

One of Hofstede’s dimensions which measures values such as meeting social obligations and avoiding embarrassment or shame.

45
Q

Standardization

A

The degree to which employees are expected to follow the same rules and policies everywhere.

46
Q

Strategic Planning

A

Process, which focuses on the company’s desired future and sets defined goals and objectives to translate the vision into reality.

47
Q

Tactical Planning

A

Lays out the short-term actions and plans to implement the strategy.

48
Q

Uncertainty Avoidance

A

One of Hofstede’s dimensions which measures the degree to which people are able to deal with the unexpected and how they cope with uncertainty in unstructured environments.

49
Q

Vicarious Learning

A

Observing and retaining the lessons gained from the experiences of others.

50
Q

Change Hindrances

A

Cultural obstacles that impede progress and make it difficult for the organization to adapt to different situations.

51
Q

Ceremonies

A

Events that reinforce the relationship between employees and the organization.

52
Q

Competing values framework

A

A means to identify, measure, and change culture. This model highlights two main value dimensions: the first dimension differentiates flexibility and discretion from stability and control. The second dimension differentiates internal focus and integration from an external focus in the workplace.

53
Q

Counterculture

A

An extreme type of subculture whose values strongly differ from those of the larger organization.

54
Q

Diversity Hindrances

A

Cultural obstacles that limit the range of employee demographics in organizations.

55
Q

Dominant Culture

A

The set of core values shared by the bulk of organizational employees.

56
Q

External Adaptation

A

The way an organization reacts to outside influences.

57
Q

Groupthink

A

When employees become conditioned to think the same way as their peers and become reluctant to share different views.

58
Q

Internal Integration

A

The process of creating a shared identity among employees by adopting a common language, group boundaries, an accepted distribution of power and status, and norms of trust, rewards, and punishment.

59
Q

Mergers and acquisitions hindrances

A

Cultural obstacles that make it difficult for two organizations to join together.

60
Q

Observable Culture

A

The components of culture that we can see in an organization. For example, personal appearances and dress codes, processes and structures, behaviors and attitudes, and artifacts of the culture like awards, myths, and stories

61
Q

Organizational Culture

A

A pattern of shared norms, rules, values, and beliefs that guide the attitudes and behaviors of its employees.

62
Q

Organizational Language

A

Certain words or metaphors and expressions that the staff regularly uses to motivate each other.

63
Q

Person-organization fit

A

Managers working in organizations with a certain culture tend to select candidates whose personalities and attitudes best match that culture and values.

64
Q

Rituals

A

Formalized actions and planned routines.

65
Q

Socialization

A

New hires are integrated into the company’s corporate culture through socialization, the process through which an organization communicates its values to new employees.

66
Q

Stories

A

Narratives based on real organizational experiences that have become embellished over time and illustrate core cultural values.

67
Q

Subcultures

A

Groups in an organization that share different values from those held by the majority.

68
Q

Symbols

A

Objects that express meaning about a culture.

69
Q

Unobservable Culture

A

The components that lie beneath the surface of an organization, such as company values and assumptions.

MGT300 (1 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions