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petros classes exam review > global management studies > Flashcards

global management studies Flashcards

1
Q

overview of 21st century work place

A
  • organization must adapt to rapidly changing society
  • economy us global and driven by innovation
  • high performing companies gain extraordinary results from people working for them
  • interdependent knowledge based
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2
Q

intellectual capital

A

collective brainpower or shared knowledge of a workforce that creates value

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3
Q

globalization

A

worldwide interdependence of resource flows, product markets and business competition
- characterizes the new economy

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4
Q

technology

A
  • creates increasing of demand of knowledge workers that can operate technology
    internet, web, computers, information technology
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5
Q

diversity

A

reflects differences of gender age race ethnicity

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6
Q

ethics

A
  • moral code of principles
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7
Q

careers

A

skills must be portable and current

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8
Q

critical skills for the workplace

A
  • mastery
    -contancts
  • entrepreneurship
  • love of technology
  • marketing
  • passion for renewal
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9
Q

organization

A

a collection of people working together to achieve common theme
- provides good and or services

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10
Q

organizations are open systems

A
  • composed on interrelated parts that function as one
  • interact environments
  • transforms inputs into product outputs
  • environmental feedback tells organizations how it is being received
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11
Q

organizational performance

A

value is created when an organizations operations adds values to the original cost of inputs

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12
Q

value creation occurs when

A
  • business earns a profit
  • non profit organizations add wealth into society
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13
Q

productivity

A
  • overall measure of the quantity and quality of work performance
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14
Q

performance effectiveness

A
  • output measure of task or goal
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15
Q

performance efficiencey

A
  • an input measure of the resource costs associated with goal accomplishments
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16
Q

importance of human resource managers

A

toxic workplaces
- high performing organizations create people as valuable assets
- managers must ensure that people are treated as strategic assets

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17
Q

what is a manager

A

a person in organization who supports and is respobile for the work of others

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18
Q

levels of mangers

A

top mangers , middle managers, project managers team leaders.

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19
Q

top mangers

A
  • responsible for performance of an organization as a whole or its large parts
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20
Q

middle mangers

A

in charge of relatively large departments or divisions

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21
Q

project managers

A

coordinate complex projects with task deadlines

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22
Q

team leaders or supervisors

A

in charge of a small work group of non manergieal workers

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23
Q

responsiblites of team leaders

A
  • plan meetings and schedules
  • clarify goals and tasks
  • appraise performance
  • recommended okay raises
  • recruit develop and train
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24
Q

types on mangers

A

line mangers , staff mangers, functional managers, general managers, administrators

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25
Q

line manger

A

responsible for work activities that affect organizations outputs

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26
Q

staff managers

A

technical experistse to advise and support efforts of line workers

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27
Q

functional managers

A

responsible for a single area of activity

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28
Q

general mangers

A

responsible for more complex units that include many functional areas

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29
Q

administrators

A

work in public and non profit organizations

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30
Q

managerial performance and accountability

A
  • accountability is the requirement of one persons to answer to a higher authority
  • effective mangers fulfil performance accountability
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31
Q

quality of work life

A
  • indicator of overall quality of human experiences in a work place
    fair pay, safe working conditions, oppurtuintes
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32
Q

high performing managers

A
  • build working relationships with others
  • help others develop their skills and performance
  • foster teamwork
  • create work environment that is performance driven
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33
Q

organizations are upside down pyramid

A

1, customers and clients
2. operating workers
3. team leaders and mangers
4. top managers

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34
Q

4 functions of management

A

process of planning organizing leanding and controlling the use of resources to accomplish performance goals

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35
Q

planning

A
  • the process of setting objectives and determining what actions should be taken to accomplish them
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36
Q

organizing

A

process of assigning tasks allocating resources and arranging coordinated activities

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37
Q

leading

A

the process of arousing peoples enthusiasm to work hard and direct their efforts to fulfil plans

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38
Q

controlling

A

the process of measuring work performances comparing results to objectives and taking corrective action as needed

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39
Q

interpersonal roles

A
  • involves interactions with persons inside and outside of the work unit
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40
Q

informational roles

A
  • involves giving receiving and analyzing of information
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41
Q

decision roles

A
  • involves using information to make decisions in order to solve problems or address oppurtuinites
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42
Q

characteristics of managerial work

A
  • mangers work,,,
  • long hours
  • at an intense pace
  • at fragmented and varied tasks
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43
Q

agenda setting

A
  • development of action prostates for ones job
    include goals and plans that span long and short time frames
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44
Q

networking

A
  • process of building and maintaining positive relationships with people whose help may be needed to implement ones work agenda
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45
Q

essteial managerial skills

A

skill
- ability to translate knwoledge into action
technical skill
- ability to apply a special profeccicant to a task
human skin
- ability to work well with others
conceptual skill
- to think critically and analytically to solve complex problems

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46
Q

material competency

A
  • a skill based capability that contributes to high performance in a management job
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47
Q

knowledge worker

A
  • intellectual capital
  • priorities knowledge
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48
Q

what is electronic commerce

A

b2c- business to consumer b2b business to business

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49
Q

stages of development in e-commerce

A
  • online identity
    -establish a web presence
  • enable e-commerce
  • provide e comers and customer relationship management
  • utilizes a service application model
50
Q

it

A
  • p2p
  • raw data
    information is data ,Ade available for decision making
51
Q

good information must be

A

timely, high quality complete revilement and understandable

52
Q

information systems

A
  • management systems mis
    decision support systems dss
    artifactual integenfes ai
53
Q

performance deficiancy

A

performance being less than desired performance

54
Q

information and desicon making

A
  • non programmed decisions
  • programmed decisions
  • crisis decision making
  • decision making
  • certain environments
  • risk environments
  • uncertain environments
55
Q

problem solving style s

A
  • problem avoiders
  • problem solvers
  • problem seekers
56
Q

systematic versus intuitive thing

A
  • rational vs flexible
  • good for problem solving
57
Q

steps in decision making process

A
  • identify and define problem
  • generate and evaluate possible solutions
  • choose a preferred course of action and conduct “ethics double check”
  • implement the decision
  • evaluate the results
58
Q

types of heuristic simplifying decision making

A
  • availability heuristic
  • representative heuristic
    anchoring and adjustment eristic
59
Q

how to avoid escalation trap

A
  • set advanced limits and stick to them
  • make your own decisions
  • carefully determine why you are counting a course of action
  • remind yourself of the costs
  • watch for escalation tendencies
60
Q

advantages of a group decision

A
  • greater amounts of info knowledge
  • more action alternatives
  • increased understanding and acceptance of outcome
  • increased commitment to implement final plans
61
Q

disadvantages of group decision

A
  • pressure to conform
  • minority domination may occur
  • decion making takes longer
62
Q

key concepts of challenges of globalization

A

global economy , international management, global manger

63
Q

eu, nafta, umsca

A

European union, north American trade agreement, United States Mexico Canada agreement

64
Q

reasons for engaging in international business

A

profits, customers, supplies capital labour

65
Q

market entry strategies

A

involves the sale of goods and services to foreign markets but do not require expensive investments

66
Q

types of market entry strategies

A
  • global sourcing\
  • exporting
  • importing
  • listing agreements
  • franchising
67
Q

direct investment strategies

A
  • require major capital commitments but create rights of ownership and control over foreign operations
68
Q

types of direct investment strategies

A

joint ventures
foreign subsidiaries

69
Q

criteria for choosing joint venture partner

A
  • familiar with your business
  • strong local workforce
  • future expansion possibilites
  • good profit potential
70
Q

complications in the global business environment

A
  • complex dynamic competitive
  • different environment
  • wto trade and tariffs
71
Q

multinational corporations

A

mnc
business with extensive international operations in more then one foreign country

72
Q

benefits of mnc

A
  • shared growth opportunities
  • shared income oppurtuinites
  • shared learning opportunities
  • shared development oppurtuintes
73
Q

complaints about mnc by host country

A
  • excessive profits
  • domination of local economy
  • interference with local government
74
Q

mnc complaints about host country

A
  • profit libations
  • overpirced resources
  • restrictions
75
Q

ethical issues for mnc

A

corruption sweatshops child labour sustianbilty

76
Q

culture

A

shared set of beliefs values and patterns of behaviour to a group of people

77
Q

culture shock

A

a confusion and discomfort a person experiences in a unfamiliar culture

78
Q

ethonocentric

A
  • tendency to consider ones own culture as the best
79
Q

stages of adjusting to a new culture

A
  • confusion
  • small victories
  • the honeymoon
  • irration
  • reality
80
Q

popular dimensions of culture

A

language
- low contrast cultures and high contrast cultures

interpersonal space
time orientation
- monochromic vs polychromic cultures

religion
contracts and agreements

81
Q

values and national cultures

A
  • power distance
  • uncertainty avoidance
    -individualism vs collectivism
  • masculinity vs femininity
  • time orientation
82
Q

understanding culural differences

A
  • universalism versus paticulaism
  • individualism vs collectivism
  • natural versus affective
  • achievements versus perception

attitudes toward time - sequential and synchronic views
attunes towards environment

83
Q

transferable management practices

A
  • comparative management
  • global mangers
  • planning and controlling
  • organizing and leading
84
Q

global organizational learning

A
  • ethnocentric attitudes
  • polycentic attunes
    geocentric attidutses
85
Q

scientific management approach

A

fredrick Taylor
- develop rules of motion, standardized work implement, and proper working conditions
- careful selection of workers with proper abilities
- carefully trains workers

scientific management (the glibeirth)
- eliminating wanted motion

86
Q

administrative principles (Henri fayol)

A

rules of management
(focccp)
- forecasting organization, command coordination control and planning
key principles- solar chain, unity of command, unity of direction

admisntrative principles (Mary Parker Follett)
- groups and human coopuertaion
- forward looking management insights

87
Q

beurucreatic organization

A

max weber
bureaucracy
- ideal intentional rational and efficient form of organization
- based on principles of logic order and legitimate authority

88
Q

charchterstics of bureaucratic organization

A
  • clear division of labor
  • clear hierarchy of authority
  • formal rules and procedures
  • impersonality
89
Q

disadvantages of beurcracy

A
  • paper work or red tape
  • slowness in handling problems
90
Q

human resource approaches

A

Hawthorne astudies
- mallows theory of human needs
-mcgregors theory x and theory y
argyris theory of adult personality

91
Q

hawthorn studies

A
  • studies how economic incentives and physical conditions affect worker output
92
Q

mallows hierarchy of needs

A

to be fulfilled or free you must have each of the needs
- physiological safety, social ,esteem , self actualization

93
Q

megrecors theory. x and y

A

theory x workers
- dislikes work
- lacks ambition
- irresponsible
- prefer to be led

theory y workers
- willing to work
- capable of self control
- accepts respobsility
- capable of self direction

94
Q

argryis theory of adult personility

A

classical management principles and practices inhibit worker maturation and are inconsistent with he mature adult personality
- increasing task responsibility
- increasing task variety
- using participative decion making

95
Q

management sciences foundations

A
  • application of mathematical techniques ro management
  • mathematical forecasting, inventory modelling, linear programming, queuing theory, network models, simulations
96
Q

quantitate analysis today

A

staf specialsts help mangers apply techniques
- software and hardware developments have expanded the horizon

97
Q

system thinking

A
  • system
  • substyem
  • open systems
98
Q

contingency thinking

A
  • tries to match managerial responses with problems and oppurtuintes unique to different situations
  • no best way to mange
99
Q

quality performance excellence

A
  • a bias towards action
  • closeness to customer
  • autonomy and entrepreneurship
  • productivity through people
100
Q

planning

A
  • the process of setting objectives and determine how to best accomplish them
101
Q

objectiveness

A
  • identify the specific results or desires outcomes that one attend achieves
102
Q

plan

A
  • a statement of action steps to be taken in order to accomplish the objectives
103
Q

steps in planning process

A
  • define your objectives
  • determine where you stand vis a cis objectives
  • develop premises regarding future conditions
  • analyze and choose among action alternatives
  • implement the plan and evaluate results
104
Q

benefits of planning

A
  • improves focus and flexibility
    improves action orientation
  • improves coronations
    -imporves time management
    -improves control
105
Q

types of plans

A

short term plans = 1 year or less
intermediate plans = 1-2 years
long term plans= 3 or more years

106
Q

strategic plans

A

broad, comprehensive and long term action directions

107
Q

operational plans

A
  • defines what needs to be done in speck areas to implement strategic plans
  • production plans
  • finial plans
  • facilites plans
  • marketing plans
  • human resource plans
108
Q

standing polices

A
  • polices and procedures that are deigned for elated use
109
Q

policy

A

broad guidelines for making decisions and taking action ins pacific circumstances

110
Q

rules or procedures

A
  • plans that describe exactly what actions are to be taken in specific situations
111
Q

single use plans

A
  • only used once to meet needs and objectives
112
Q

budgets

A
  • single use plans that commit resources to activities projects
  • fixed flexible or zero based budgets
113
Q

projects

A
  • one time activities that have clear beginnings and ends
114
Q

forecasting

A
  • making assumptions about what will happen in the future
115
Q

contingency planning

A
  • identifying alternative source of action
116
Q

scenario planning

A

a long term version of contingency planning

117
Q

benchmarking

A
  • use of external comparisons to better evaluate current performance and identify possible action for the future
118
Q

staff planners

A
  • coordinating the planning function for the total organization
119
Q

participation and involvement

A
  • requires that the planning process include people who will be affected by the plans and or will help implement them
120
Q
A

petros classes exam review (15 decks)

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