exam 1 Flashcards
someone whose primary responsibility is to carry out the management process
manger
using resources wisely in a cost-effective way
efficient
create the organization’s goals, overall strategy, and operating policies. They also officially represent the organization to the external environment by meeting with government officials, executives of other organizations, and so forth
top managers
primarily responsible for implementing the policies and plans developed by top managers and for supervising and coordinating the activities of lower-level managers
middle managers
supervise and coordinate the activities of operating employees. They oversee the day-to-day operations of their respective stores, hire operating employees to staff them, and handle other routine administrative duties required of them by the parent corporation. In contrast to top and middle managers, first-line managers typically spend a large proportion of their time supervising the work of their subordinates
first line managers
work in areas related to the marketing function—getting consumers and clients to buy the organization’s products or services
marketing manager
deal primarily with an organization’s financial resources. They are responsible for activities such as accounting, cash management, and investments
financial manager
concerned with creating and managing the systems that create an organization’s products and services
operations manager
responsible for hiring and developing employees
human resources manager
setting an organization’s goals and deciding how best to achieve them.
planning
a part of the planning process, involves selecting a course of action from a set of alternatives
decision making
the set of processes used to get members of the organization to work together to further the interests of the organization
leading
The final phase of the management….monitoring the organization’s progress toward its goals. As the organization moves toward its goals, managers must monitor progress to ensure that it is performing in such a way as to arrive at its “destination” at the appointed time
controlling
necessary to accomplish or understand the specific kind of work done in an organization
technical skills
the ability to communicate with, understand, and motivate both individuals and groups. As a manager climbs the organizational ladder, he or she must be able to get along with subordinates, peers, and those at higher levels of the organization
interpersonal skills
depend on the manager’s ability to think in the abstract. Managers need the mental capacity to understand the overall workings of the organization and its environment, to grasp how all the parts of the organization fit together, and to view the organization in a holistic manner
conceptual skills
Successful managers also possess ____ skills that enable them to visualize the most appropriate response to a situation
diagnostic skills
the manager’s abilities to both effectively convey ideas and information to others and effectively receive ideas and information from others
communication skills
the manager’s ability to correctly recognize and define problems and opportunities and to then select an appropriate course of action to solve problems and capitalize on opportunities
decision making skills
the manager’s ability to prioritize work, to work efficiently, and to delegate work appropriately
time management skills
In response to this need, experts began to focus on ways to improve the performance of individual workers. Their work led to the development of________. Frederick Taylor developed this system of scientific management, which he believed would lead to a more efficient and productive workforce
scientific management
focuses on managing the total organization
administrative management
Early advocates of the_________ viewed organizations and jobs from an essentially mechanistic point of view; that is, they essentially sought to conceptualize organizations as machines and workers as cogs within those machines
classical management perspective
placed much more emphasis on individual attitudes, behaviors, and group processes and recognized the importance of behavioral processes in the workplace
behavioral management perspective
relatively pessimistic and negative view of workers and is consistent with the views of scientific management
Theory X
- People do not like work and try to avoid it.
- People do not like work, so managers have to control, direct, coerce, and threaten employees to get them to work toward organizational goals.
- People prefer to be directed, to avoid responsibility, and to want security; they have little ambition
Theory X
more positive and represents the assumptions made by human relations advocates
theory Y
- People do not naturally dislike work; work is a natural part of their lives.
- People are internally motivated to reach objectives to which they are committed.
- People are committed to goals to the degree that they receive personal rewards when they reach their objectives.
- People will both seek and accept responsibility under favorable conditions.
- People have the capacity to be innovative in solving organizational problems.
- People are bright, but under most organizational conditions, their potential is underutilized
Theory Y
acknowledge that human behavior in organizations is much more complex than the human relationists realized
organizational behavior
The classical, behavioral, and quantitative approaches. the “one best way” to manage organizations
universal perspectives
suggests that universal theories cannot be applied to organizations because each organization is unique. Instead, the contingency perspective suggests that appropriate managerial behavior in a given situation depends on, or is contingent on, unique elements in that situation
contingency perspective
the overall health and vitality of the economic system in which the organization operates
economic dimension
the methods available for converting resources into products or services
technological dimension
government regulation of business and the relationship between business and government
political–legal dimension
A second dimension of the task environment is______or whoever pays money to acquire an organization’s products or services.
customers
organizations that provide resources for other organizations
supplies
elements of the task environment that have the potential to control, legislate, or otherwise influence an organization’s policies and practices
regulators
created by the government to protect the public from certain business practices or to protect organizations from one another
Regulatory agencies
two or more companies that work together in joint ventures or other partnerships
strategic partners/allies
people who have legal property rights to that business. Owners can be a single individual who establishes and runs a small business, partners who jointly own the business, individual investors who buy stock in a corporation, orother organizations
owners
governing body that is elected by the stockholders and charged with overseeing a firm’s general management to ensure that it is run to best serve the stockholders’ interest
corporate board of directors
consists of the standards of behavior that guide individual managers in their work
managerial ethics
written statements of the values and ethical standards that guide the firms’ actions developed by Whirlpool, Texas Instruments, and Hewlett-Packard
code of ethics
To support this view, Congress passed the_______, requiring CEOs and CFOs to vouch personally for the truthfulness and fairness of their firms’ financial disclosures. The law also imposes tough new measures to deter and punish corporate and accounting fraud and corruption
Sarbanes–Oxley Act of 2002
the set of obligations an organization has to protect and enhance the societal context in which it functions
social responsibility
he extent to which the organization conforms to local, state, federal, and international laws. The task of managing legal compliance is generally assigned to the appropriate functional managers
legal compliance
the extent to which the organization’s members follow basic ethical (and legal) standards of behavior
ethical compliance
awarding of funds or gifts to charities or other worthy causes
philanthropic giving
an employee’s disclosure of illegal or unethical conduct by others within the organization
Whistle-blowing
making a product in the firm’s domestic marketplace and selling it in another country, can involve both merchandise and services
Exporting
bringing a good, service, or capital into the home country fromabroad
Importing
an arrangement whereby a firm allows another company to use its brand name, trademark, technology, patent, copyright, or other asset
Licensing
two or more firms jointly cooperate for mutual gain
strategic alliance
special type of strategic alliance in which the partners actually share ownership of a new enterprise
joint venture
occurs when a firm headquartered in one country builds or purchases operating facilities or subsidiaries in a foreign country
Direct investment
a tax collected on goods shipped across national boundaries. Tariffs can be collected by the exporting country, by countries through which goods pass, or by the importing country
tariff
a limit on the number or value of goods that can be traded. The quota amount is typically designed to ensure that domestic competitors will be able to maintain a certain market share
quota
