Midterm Flashcards
This deck was made to help Athabasca students taking ADMN232 study for their Midterm.
1
Q
Management
A
Getting work done through others.
2
Q
Efficiency
A
Getting work done with a minimum of effort, expense, or waste.
3
Q
Effectiveness
A
Accomplishing tasks that help fulfill organizational objectives.
4
Q
4 Management Functions
A
Planning, Organizing, Controlling, Leading
5
Q
Planning
A
Determining organizational goals and the means for achieving them.
6
Q
Organizing
A
Deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom.
7
Q
Controlling
A
Monitoring progress toward goal achievement and taking corrective action when needed.
8
Q
Leading
A
Inspiring and motivating workers to work hard to achieve organizational goals.
9
Q
Meta-Analysis
A
A study of studies, A statistical approach that provides the best scientific estimates of how well management theories and practises work.
10
Q
4 Levels of Management
A
Top, Middle, First-Line, Team Leaders
11
Q
Top Managers
A
Executives responsible for the overall direction of the organization.
12
Q
Middle Managers
A
Managers responsible for setting objectives consistent with top management’s goals, and planning and implementing subunit strategies for achieving these objectives.
13
Q
First-Line Managers
A
Managers who train and supervise performance of non managerial employees and who are directly responsible for producing the company’s products or services.
14
Q
Team Leaders
A
Managers responsible for facilitating team actives toward goal accomplishment.
15
Q
3 Managerial Roles
A
Interpersonal, Informational, Decisional
16
Q
Figurehead Role
A
The interpersonal role managers play when they perform ceremonial duties.
17
Q
Leader Role
A
The interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives.
18
Q
Liaison Role
A
The interpersonal role that managers play when they deal with people outside their units.
19
Q
Monitor Role
A
The informational role managers play when they scan their environment for information.
20
Q
Disseminator Role
A
The informational role mangers play when they share information with others in their departments or comapanies.
21
Q
Spokesperson Role
A
The informational role managers play when they share information with others outside their departments or companies.
22
Q
Resource Allocator Role
A
The decisional role managers play when they decide who gets what resources.
23
Q
Negotiator Role
A
The decisional role managers play when they negotiate schedules, products, goals, outcomes, resources, and employee raises.
24
Q
Technical Skills
A
The ability to apply the specialized procedures, techniques, and knowledge required to get the job done.
25
Human Skills
The ability to work well with others.
26
Conceptual skills
The ability to see the organization as a whole, how the different parts effect each other and how the company fits into or is affected by its environment.
27
Motivation to Manage
An assessment of how enthusiastic employees are about managing the work of others.
28
Competitive advantage through people
Employment security, Selective hiring, Self managed teams and decentralization, High wages contingent of organizational performance, Training and skill development, Reduction of stays differences, Sharing information.
29
External Environments
All events outside a company that have the potential to influence or affect it.
30
Environmental Change
The rate at which a company's general and specific environments change.
31
Stable Environment
Environment in which the rate of change is slow.
32
Dynamic Environment
Environment in which the rate of change is fast.
33
Punctuated Equilibrium Theory
Theory that holds that companies go through long, simple periods of stability (equilibrium), Followed by short periods of dynamic, fundamental change (revolution), and ending with a return to stability (new equilibrium)
34
Environmental Complexity
The number of external factors in the environment that affect organiztation.
35
Simple Environment
An environment with few environmental changes.
36
Complex Environment
An environment with many environmental changes.
37
Environmental Munificence
Degree to which an organization's external environment has an abundance or scarcity of critical organizational resources.
38
Uncertainty
Extent to which managers can understand or predict which environmental changes and trends will affect their business.
39
General Environment
The economic, technological, sociocultural, and political trends that indirectly affect all organizations.
40
Specific Environment
The customer, competitor, supplier, industry regulation, and public pressure group trends that are unique to an industry and that directly affect how a company does business.
41
Business Confidence Indices
Indices that show Managers' level of confidence about future business growth.
42
Technology
Knowledge, Tools, and Techniques used to transform inputs (raw material) into outputs (finished products or services)
43
Competitors
Companies in the same industry that sell similar products or services to customers.
44
Competitive approach
A process for monitoring commentators that involves identifying competitors, anticipating their moves, and determining their strengths and weaknesses.
45
Suppliers
Companies that provide material, human, financial, and informational resources to other companies.
46
Supplier Dependence
The degree to which a company relies on a supplier because of the importance of the supplier's product to the company and the difficulty of finding other sources of that product.
47
Buyer Dependence
The degree to which a supplier relies on a buyer because of the importance of that user to the supplier and the difficulty of selling it's products to other buyers.
48
Opportunistic Behaviour
A transaction in which one party in the relationship benefits at the expense of the other.
49
Relationship Behaviour
A mutually beneficial, longterm exchange between buyers and suppliers.
50
Industry Regulation
The regulations and rules that govern the business practises and procedure of specific industries, businesses, and professionals.
51
Advocacy Groups
Groups of concerned citizens who band together to try to influence the business practises of specific industries, businesses, and professionals.
52
Public Communications
Is an advocacy group tactic that relies on voluntary participation by the news media and advertising industry to get an advocacy group's message out.
53
Media Advocacy
Is an advocacy group tactic of framing issues as public issues, exposing questionable, exploitative, or unethical practises, and forcing media coverage by buying media time or creating controversy that is likely to receive extensive news coverage.
54
Product Boycott
Is an advocacy group tactic of protesting a company's action by convincing consumers not to purchase its products or services.
55
Environmental Scanning
Is searching the environment for important events or issues that might affect an organization.
56
Cognitive Maps
Graphic depictions of how managers believe environmental factors relate to possible organizational actions.
57
Internal Environment
The events and trends inside an organization that affect management, employees, and organizational culture.
58
Organizational Culture
The values, beliefs, and attitudes shared by organizational members.
59
Visible Artifacts
Visible signs of an organization's culture, such as the office design and layout, company dress codes, and company benefits and perks such as stock options, personal parking spaces, or the private company dining room.
60
Organizational Stories
Stories told by organizational members to make sense of organizational events and changes, and to emphasize culturally consistent assumptions, decisions and actions.
61
Organizational heroes
People who are celebrated for their qualities and achievements within an organization.
62
Organizational Rituals
Routine activities that emphasize the organization't culture.
63
Organizational Ceremonies
Planned activities or events that emphasize cultural consistent assumptions, decisions and actions.
64
Organizational Symbols
Something that represents another thing.
65
Company Vision
A companies purpose or reason for existence.
66
Behavioural Addition
Is the process of having managers and employees preform new behaviours that are central to and symbolic of the new organizational culture of that company wants to create.
67
Behavioural Substitution
Is the process of having managers and employees perform new behaviours central to the "new" organizational culture in place of behaviours that were central to the "old" organizational culture.
68
Ethics
The set of moral principles or values that defines right and wrong for a person or group.
69
Ethical Behaviour
Is behaviour that conforms to a society's accepted principles of right and wrong.
70
Workplace Deviance
Unethical behaviour that violates organizational norms about right and wrong.
71
Production Deviance
Unethical behaviour that hurts the quality of work produced.
72
Property Deviance
Unethical behaviour aimed at the organizations property.
73
Shrinkage
Employee theft of company merchandise.
74
Political Deviance
Is using ones influence to harm others in the company.
75
Personal Aggression
Is hostile aggressive behaviour toward others.
76
Ethical intensity
The degree of concern people have about an ethical issue.
77
Magnitude of consequences
The total harm or benefit derived from an ethical decision.
78
Social Consensus
Agreement on whether behaviour is bad or good.
79
Probability of Effect
The chance that something will happen and then result in harm to others.
80
Temporal immediacy
The time between an act and the consequences the act produces.
81
Proximity of Effect
The social, psychological, cultural, or physical distance between a decision maker and those affected by his or her decisions.
82
Concentration of Effect
The total harm or benefit that an act produces on the average person.
83
Pre conventional Level of Moral Development
First level of moral development in which people make decisions based on selfish reasons.
84
Conventional Level of Moral Development
Second level of moral development in which people make decisions that conform to societal expectations.
85
Post Conventional of Moral Development
Third level of moral development in which people make decisions based on internalized principles.
86
Principle of Long-Term Self-Interest
Ethical principle that holds that you should never take any action that is not in your or your organizations long-term self-interest.
87
Principle of Personal Virtue
Ethical Principle that holds that you should never do anything that is not honest, open, and truthful, and which you would not be glad to see reported in the newspaper or on TV.
88
Principle of Religious Injunctions
Ethical principle that holds that you should never take any action that is not kind and that does not build a sense of community; a sense of everyone working together for a commonly accepted goal.
89
Principle of Government Requirements
Ethical principle that holds that you should never tie any action that violates the law, for the law represents the minimal moral standard.
90
Principle of Utilitarian Benefits
Ethical principle that holds that you should never take any action that does not result in greater good for society. Instead, do whatever creates the greatest good for the greatest number.
91
Principle of Individual Rights
Ethical principle that holds that you should never take any action that infringes on others' agreed-on rights.
92
Principle of distributive Justice
Ethical principle that holds that you should never take any action that harms the least among us; the poor, the uneducated, the unemployed.
93
Overt Integrity Test
Written test that estimates employee honesty by directly asking for job applicants what they thinker feel about theft or about punishment of unethical behaviours.
94
Personality-Based Integrity Test
Written test that indirectly estimates employee honesty by measuring psychological traits such as dependably and conscientiousness.
95
Whistle-Blowing
Reporting others' ethics violations to management or legal authorities.
96
Social Responsibility
A business obligation to pursue policies, make decisions, and take actions that benefits society.
97
Shareholder Model
View of social responsibility that holds that an organization's overriding goal should be profit maximizing for the benefit of shareholders.
98
Stakeholder Model
Theory of corporate responsibility that holds that management's most important responsibility, long-term survival, is achieved by satisfying the interest of multiple corporate stakeholders.
99
Stakeholders
Persons or groups with a "stake" or legitimate interest in a company's actions.
100
Primary Stakeholder
Any group on which an organization relies for its long-term survival.
101
Secondary Stakeholder
Any group that can influence or be influenced by the company and can affect public perception about its socially responsibility behaviour.
102
Economic Responsibility
The expectation that a company will make a profit by producing a valued product or service.
103
Legal Responsibility
The expectation that a company will obey society's laws and regulations.
104
Ethical Responsibility
The expectation that a company will not violate accepted principles or right and wrong when conducting its business.
105
Discretionary Responsibility
The expectation that a company will voluntarily serve a social role beyond its economic, legal, and ethical responsibilities.
106
Social Responsiveness
The strategy chosen by a company to respond to stakeholder's economic, legal, ethical, or discretionary responsibility for problems.
107
Defensive Strategy
A social responsiveness strategy where a company chooses to admit responsibility for a problem but do the least required to meet social expectations.
108
Accommodative strategy
A social responsiveness strategy where a company chooses to accept responsibility for a problem and do all that society expects to solve problems.
109
Proactive Strategy
A social responsiveness strategy where a company anticipates responsibility for a problem before it occurs and would do more than society expects to address the problem.
110
S.M.A.R.T Goals
Goals that are specific, measurable, attainable, result-oriented, and time-bounded.
111
Goal Commitment
The determination to achieve a goal.
112
Action Plan
The specific steps, people, and resources needed to accomplish a goal.
113
Proximal Goals
Short-term goals or sub goals.
114
Distal Goals
Long-term or primary goals.
115
Option-Based Planning
Maintaining planning flexibility by making small, simultaneous investments in many alternative plans.
116
Learning Based Planning
Learning better ways of achieving goals by continually testing, changing, and improving plans and strategies.
117
Strategic Plans
Overall company plans that clarify how the company will serve customers and position itself against competitors over the next two to five years.
118
Vision
Inspirational statement of an organization's enduring purpose.
119
Mission
Statement of a company's overall goal that nullifies company-wide efforts toward its vision, stretches and challenges the organization, and possesses a finish line and timeframe.
120
Targeting
Mision stated as a clear specific company goal.
121
Common-Enemy Mission
Company goal of defeating a corporate rival.
122
Role-Model Mission
Company goal of imitating the characteristics and practises of a successful company.
123
Internal-Transformation Mission
Company goal of remaining competitive by making dramatic changes in the company.
124
Tactical plans
Plans created and implemented by middle managers that specify how the company will use resources, budgets, and people over the next six months or two years to accomplish specific goals within its mission.
125
Management By Objectives (MBO)
A four step process in which managers and employees discuss and select goals, develop tactical plans, and meet regularly to review progress toward goal achievement.
126
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 30 day to 6 month period.
127
Single-Use Plans
Plans that cover unique one time only events.
128
Standing plans
Plans used repetitively to handle frequently recurring events.
129
Policy
Standing plans that indicate the general course of action that should be taken in response to a particular even or situation.
130
Procedure
Standing plan that indicates the specific steps that should be taken in response to a particular event.
131
Rules and Regulations
Standing plan that describe how a particular action should be performed, or what must happen or not happen in response to a particular event.
132
Budgeting
Quantitive planning through which managers decide how to allocate available money to best accomplish company goals.
133
Stretch Goals
Extremely ambitious goals that, initially, employees don't know how to accomplish.
134
Benchmarking
The process of identifying outstanding practises, processes and standards in other companies and adapting them to your company.
135
Scenario Planning
The process of developing plans to deal with several possible future events and trends that might affect the business.
136
Aggregate Product Plans
Plans developed to manage and monitor all products in development at any given time.
137
Product Prototype
A full-scale, working model of a final product that is being tested for design, function and reliability.
138
Moore's Law
Prediction that every 18 months, the cost of computing will drop by 50 percent as computer processing power doubles.
139
Raw Data
Facts and figures.
140
Information
Useful data that can influence people choices and behaviour.
141
First-Mover Advantage
The strategic advantage that companies earn by being the first in an industry to use new information technology to substantially lower costs or to differentiate a product or service from competitors.
142
Acquisition Cost
The cost of obtaining data that you don't have.
143
Processing Cost
The cost of turning raw data into usable information.
144
Storage Cost
The cost of physically or electronically archiving information for later use and retrieval.
145
Retrieval Cost
The cost of accessing already-stored and processed information.
146
Communication Cost
The cost of transmitting information from one place to another.
147
Bar Code
A visual pattern that represents numerical data by varying the thickness and pattern of vertical bars.
148
Electronic Scanner
An electronic device that converts printed texts and pictures into digital images.
149
Optional Character Recognition
Software to convert digitalized documents into ASCII text (American Standard Code for Information Interchange) that can be searched, read, and edited by word-processing and other kinds of software.
150
Processing Information
Transforming raw data into meaningful information.
151
Data Mining
The process of discovering unknown patterns and relationships in large amounts of data.
152
Data Warehouse
Stores huge amounts of data that have been prepared for data mining analysis by being cleaned of errors and redundancy.
153
Supervised Data Mining
The user tells the data mining software to look and test for specific patterns and relationships in a data set.
154
Unsupervised Data Mining
The user simply tells the data mining software to uncover whatever patterns and relationships it can find in a data set.
155
Association or Affinity Patterns
When two or more database elements tend to occur together in a significant way.
156
Sequence Patterns
When two or more database elements tend to occur together in a significant pattern, but one of the elements proceeds the other.
157
Predictive Patterns
Help identify database elements that are different.
158
Data Clusters
When three or more database elements occur together (i.e. Cluster) in a significant way.
159
Protecting Information
The process of insuring that data are reliably and consistently retrievable in a usable format for authorized users, but no one els.
160
Firewall
Hardware or software device that sits between the computers in an internal organizations network and outside network, such as the internet.
161
Virus
A program or piece of code that attaches itself to other programs on your computer and can trigger anything from a harmless flashing message to the reformatting of your hard rive to a system wide network shutdown.
162
Data Encryption
Transforms data into complex, scrambled digital codes that can be unencrypted only by authorized users who possess unique decryption keys.
163
Virtual Private Network
Encrypts internet data at both ends of the transmission process.
164
Conferencing System
A communications system that lets two or more users in different locations see and talk to each other as if they were in the same room.
165
Document Conferencing
Communications system that allows two or more people in different locations to simultaneously view and make comments about a document.
166
Application sharing
Communications system that allows two or more people in different locations to make changes in a document by sharing control of the software application running on one computer.
167
Desktop Videoconferencing
Communication system that allows two or more people in different locations to use video cameras and computer monitors to see and hear each and share documents.
168
Executive Information System (EIS)
Data processing system that uses internal and external data sources to provide the information needed to monitor and analyze organizational performance.
169
Intranets
Private company networks that allow employees to easily access, share, and publish information using intranet software.
170
Freeware
Computer software that is free to whomever wants to use it.
171
Shareware
Computer software that you can try before you buy, but if you keep it beyond the trial period, usually 30 days, you must buy it.
172
Electronic Data Interchange (EDI)
The direct electronic transmission of purchase and ordering information from one company's computer system to another company's computer system.
173
Extranet
Allows companies to exchange information and conduct transactions with outsiders by providing them direct, web-based access to authorized parts of a company's intranet or information system.
174
Internet
A global network of networks that allows users to send and receive data from anywhere in the world.
175
Knowledge
The understanding that one gains from information.
176
Decision Support System (DSS)
An information system that helps managers to understand specific kind of problems and potential solutions and to analyze the impact of different decision options "what if" scenarios.
177
Expert System
Information system that contains the specialized knowledge and decision rules by experts and experienced decision makers, so that non experts can draw on this knowledge base to make decisions.
178
Decision-Making
The process of choosing a solution from available alternatives.
179
Rational Decision-Making
A systematic process of defining problems, evaluating alternatives, and choosing optimal solutions.
180
Problem
A gap between a desired state and an existing state.
181
Decision Criteria
The standards used to guide judgements and decisions.
182
Absolute Comparisons
A process in which each criterion is compared to a standard or ranked on its own merits.
183
Relative Comparisons
A process in which each decision criterion is compared directly to every other criterion.
184
Bounded Rationality
Decision-making process restricted in the real world by limited resources, incomplete and imperfect information, and managers limited decision-making capabilities.
185
Information Overload
Situation in which decision makers have too much information to attend to.
186
Maximizing
Choosing the best alternative.
187
Satisfying
Choosing a "good enough" alternative.
188
Condition of Certainty
Conditions in which decision makers have complete information and knowledge of all possible outcomes.
189
Conditions of Risk
Conditions in which decision makers face a very real possibility of making the wrong decisions.
190
Positive Frame
Couching a problem in terms of a gain, thus influencing decision makers toward becoming risk-adverse.
191
Negative Frame
Couching a problem in terms of a loss, thus influencing decision makers toward becoming risk-seeking.
192
Conditions of Uncertainty
Conditions in which decision makers don't know the odds of winning or loosing.
193
Risk Propensity
A person's tendency to take or avoid risk.
194
Available Bias
Unrecognized tendency of decision makers to give preference to recent information, vivid images that evoke emotions, and specific acts and behaviours that they personally observed.
195
Representative Bias
Unrecognized tendency of decision makers to judge the likelihood of an events occurrence based on its similarity to previous events.
196
Anchoring and Adjustment Bias
unrecognized tendency of decision makers to use an initial value or experience as a basis of comparison throughout the decision process.
197
Decision Rule
Set of criteria that alternative solutions must meet to be accepted to the decision maker.
198
Dictionary Rule
Decision rule that requires decision makers to rank criteria in order of importance and then test alternative solutions against those criteria in rank order, so that alternatives that meet the most important criterion must then meet the second most important criterion, and so on.
199
Minimum Threshold Rule
Decision rule that requires alternative solutions to meet all the established minimum decision criteria.
200
Multivariable Testing (MVT)
A systematic approach of experimentation used to analyze and evaluate potential solutions.
201
Escalation of commitment
The tendency for a person who has already made a decision to more strongly support that original decision despite negative information that clearly indicates it was wrong.
202
GroupThink
A barrier to good decision making caused by pressure within the group of member to agree with each other.
203
C-Type Conflict (Cognitive)
Disagreement that focuses on problem and issue related differences of opinion.
204
A-Type Conflict (affective)
Disagreement that focuses on individual or personal oriented issues.
205
Devil's Advocacy
A decision making method in which an individual or a subgroup is assigned the role of a critic.
206
Dialectical Inquiry
A decision-making method in which decision maker state the assumptions of a purposed solution (thesis) and generate a solution that is opposite (antithesis) of that solution.
207
Nominal Group Technique
Decision-making method that begins and ends by having group members quietly write down and evaluate ideas to be shared with the group.
208
Delphi Technique
A decision0making method in which a panel of experts responds to questions and to each other until reaching agreement on an issue.
209
StepLadder Technique
When group members are added to a group discussion one at a time (i.e. like a stepladder), the existing first take the time to listen to each new members thoughts, ideas, and recommendations, and then the group. in tern, shares the ideas and suggestions that it already considered, discusses the new and old ideas, and then makes a decision.
210
Brainstorming
A decision-making method in which group members build on each other's ideas to generate as many alternative solutions as possible.
211
Electronic Brainstorming
A decision-making method in which group members use computers to build on each others ideas and generate many alternative solutions.
212
Production Blocking
A disadvantage of face-to-face brainstorming in which a grow member must wait to share an idea because another member is presenting an idea.
213
Control
A regulatory process of establishing standards to achieve organizational goals, comparing actual performance against the standards, and taking corrective action, when necessary.
214
Standards
A basis comparison when measuring the extent to which various kinds of organizational performances are satisfactory or unsatisfactory.
215
Benchmarking
The process of identifying outstanding practises, processes, and standards in other companies and adapting them to your company.
216
Feedback Control
A mechanism for gathering information about performance deficiencies after the occur.
217
Concurrent Control
A mechanism for gathering information about performance, deficiencies as they occur, eliminating or shortening the delay between performance and feedback.
218
Feedforward Control
A mechanism for monitoring performance inputs rather than outputs to prevent or minimize performance deficiencies before they occur.
219
Control Loss
Situation in which behaviour and work procedures do not conform to standards.
220
Regulation Costs
The cost associated with the implementing or maintaining control.
221
Cybernetic Feasibility
The extent to which it is possible to implement each step in the control process.
222
Bureaucratic Control
Use of hierarchical authority to influence employee behaviour by rewarding or punishing employees for compliance or non-compliance with organization policies, rules, and procedures.
223
Objective Control
Use of observable measures of worker behaviours or outputs to asses performance and influence behaviour.
224
Behaviour Control
Regulation of the behaviours and actions that workers perform on the job.
225
Output Control
Regulation or workers results or outputs through rewards and incetives.
226
Normative Control
Regulation of workers behaviour and decisions through widely shared organization values and beliefs.
227
Conservative Control
Regulation or workers behaviour and decisions through work group values and beliefs.
228
Autonomous work groups
Groups that operate with-out managers and are completely responsible for controlling work group processes, outputs, and behaviour.
229
Sel-Control (Self-Managment)
Control system in which managers and workers control their own behaviour by string their own goals, monitoring their own progress, and rewarding themselves for goal achievement.
230
Balanced Scorecard
Measurements of organizational performance in four equally important areas; Finances, customers, internal operations, and innovative and learning.
231
Sub optimization
Performance improvement in one part of an organization but only at the expense of decreased performance in another part.
232
Economic Values Added (EVA)
The amount by which company profits (revenues minus expenses minus taxes) exceed the cost of capitol.
233
Customer Defections
Performance assessment which companies identify which customers are leaving and measure the rate at which they are leaving.
234
Value
Customer perception that the product quality is excellent for the price offered.
235
4 Level of Waste Minimization
Waste prevention and reduction, Recycle and reuse, Waste Treatment, Waste disposal.
