Exam 1 Prep Flashcards
Management
Getting work done through others
Efficiency
Getting work done with a minimum of effort, expense or waste
Middle Managers
Responsible for setting objectives consistent with top management’s goals and for planning and implementing subunit strategies for achieving these objectives.
Leader Role
The interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives
Soldiering
When workers deliberately slow their pace or restrict their work output
Social Responsibility
A business’s obligation to pursue policies, make decisions, and take actions that benefit society
Groupthink
A barrier to good decision making caused by pressure within the group for members to agree with each other
Company Mission
A company’s purpose or reason for existing
Planning
Determining organizational goals and a means for achieving them
Organizing
Deciding where decisions will be make, who will do what jobs and tasks, and who will work for whom
Leading
Inspiring and motivating workers to work hard to achieve organizational goals
Effectiveness
Accomplishing tasks that help fulfill organizational objectives
Controlling
Monitoring progress toward goal achievement and taking corrective action when needed
Top Managers
Executives responsible for the overall direction of the organization
First-Line Managers
Train and supervise the performance of non-managerial employees who are directly responsible for producing the company’s products or services
Team Leaders
Managers responsible for facilitating team activities toward goal accomplishment
Figurehead Role
The interpersonal role managers play when they perform ceremonial duties
Liaison Role
Interpersonal role managers play when they deal with people outside their unites
Monitor Role
The informational role managers play when they scan their environment for information
Conceptual 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
Environmental Complexity
The number and the intensity of external factors in the environment that affect organizations
Punctuated Equability Theory
The theory that companies go through long periods of stability (equilibrium), followed by short periods of dynamic, fundamental change (revolutionary periods), and then a new equilibrium
Advocacy Groups
Concerned citizens who band together to try to influence the business practices of specific industries, businesses, and professions
Environmental Scanning
Searching the environment for important events or issues that might affect and organization
Employee Shrinkage
Employees theft of company merchandise
Visible Artifacts
Visible signs of an organization’s culture, such as the office design and layout, company dress code, and company benefits and perks, like stock options, personal parking spaces, or the private company dining room
Ethics
The set of moral principles or values that defines right and wrong for a person or group
Ethical Intensity
The degree of concern people have about an ethical issue
Principle of Distributive Justice
An ethical principle that holds that you hold never take any action that harms the least fortunate among us: the poor, the uneducated, the unemployed
Action Plan
A plan that lists the specific steps, people, resources, and time period needed to attain a goal
Operational Plans
Day-to-day plans, developed and implemented by lower-level managers, for producing or delivering the organization’s products and services over a thirty-day to six-month period
Rational Decision Making
A systematic process of defining problems, evaluating alternatives, and choosing optimal solutions
Resources
The assets, capabilities, processes, employee time, information, and knowledge that an organization uses to improve its effectiveness and efficiency and create and sustain competitive advantage
Secondary Firms
The firms in a strategic group that follow strategies related to but somewhat different from those of the core firms
Magnitude of Consequences
The total harm or benefit derived from an ethical decision
Stakeholder Model
A theory of corporate responsibility that holds that management’s most important responsibility, long-term survival, is achieved by satisfying the interests of multiple corporate stakeholders
Discretionary Responsibility
The social roles that a company fulfills beyond its economic, legal, and ethical responsibilities
Organizational Culture
The values, beliefs, and attitudes shared by organizational members
