Midterm Flashcards
This deck was made to help Athabasca students taking ADMN232 study for their Midterm.
Management
Getting work done through others.
Efficiency
Getting work done with a minimum of effort, expense, or waste.
Effectiveness
Accomplishing tasks that help fulfill organizational objectives.
4 Management Functions
Planning, Organizing, Controlling, Leading
Planning
Determining organizational goals and the means for achieving them.
Organizing
Deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom.
Controlling
Monitoring progress toward goal achievement and taking corrective action when needed.
Leading
Inspiring and motivating workers to work hard to achieve organizational goals.
Meta-Analysis
A study of studies, A statistical approach that provides the best scientific estimates of how well management theories and practises work.
4 Levels of Management
Top, Middle, First-Line, Team Leaders
Top Managers
Executives responsible for the overall direction of the organization.
Middle Managers
Managers responsible for setting objectives consistent with top management’s goals, and planning and implementing subunit strategies for achieving these objectives.
First-Line Managers
Managers who train and supervise performance of non managerial employees and who are directly responsible for producing the company’s products or services.
Team Leaders
Managers responsible for facilitating team actives toward goal accomplishment.
3 Managerial Roles
Interpersonal, Informational, Decisional
Figurehead Role
The interpersonal role managers play when they perform ceremonial duties.
Leader Role
The interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives.
Liaison Role
The interpersonal role that managers play when they deal with people outside their units.
Monitor Role
The informational role managers play when they scan their environment for information.
Disseminator Role
The informational role mangers play when they share information with others in their departments or comapanies.
Spokesperson Role
The informational role managers play when they share information with others outside their departments or companies.
Resource Allocator Role
The decisional role managers play when they decide who gets what resources.
Negotiator Role
The decisional role managers play when they negotiate schedules, products, goals, outcomes, resources, and employee raises.
Technical Skills
The ability to apply the specialized procedures, techniques, and knowledge required to get the job done.
Human Skills
The ability to work well with others.
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.
Motivation to Manage
An assessment of how enthusiastic employees are about managing the work of others.
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.
External Environments
All events outside a company that have the potential to influence or affect it.
Environmental Change
The rate at which a company’s general and specific environments change.
Stable Environment
Environment in which the rate of change is slow.
Dynamic Environment
Environment in which the rate of change is fast.
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)
Environmental Complexity
The number of external factors in the environment that affect organiztation.
Simple Environment
An environment with few environmental changes.
Complex Environment
An environment with many environmental changes.
Environmental Munificence
Degree to which an organization’s external environment has an abundance or scarcity of critical organizational resources.
Uncertainty
Extent to which managers can understand or predict which environmental changes and trends will affect their business.
General Environment
The economic, technological, sociocultural, and political trends that indirectly affect all organizations.
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.
Business Confidence Indices
Indices that show Managers’ level of confidence about future business growth.
Technology
Knowledge, Tools, and Techniques used to transform inputs (raw material) into outputs (finished products or services)
Competitors
Companies in the same industry that sell similar products or services to customers.
Competitive approach
A process for monitoring commentators that involves identifying competitors, anticipating their moves, and determining their strengths and weaknesses.
Suppliers
Companies that provide material, human, financial, and informational resources to other companies.
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.
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.
Opportunistic Behaviour
A transaction in which one party in the relationship benefits at the expense of the other.
Relationship Behaviour
A mutually beneficial, longterm exchange between buyers and suppliers.
Industry Regulation
The regulations and rules that govern the business practises and procedure of specific industries, businesses, and professionals.
Advocacy Groups
Groups of concerned citizens who band together to try to influence the business practises of specific industries, businesses, and professionals.
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.
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.
Product Boycott
Is an advocacy group tactic of protesting a company’s action by convincing consumers not to purchase its products or services.
Environmental Scanning
Is searching the environment for important events or issues that might affect an organization.
Cognitive Maps
Graphic depictions of how managers believe environmental factors relate to possible organizational actions.
Internal Environment
The events and trends inside an organization that affect management, employees, and organizational culture.
Organizational Culture
The values, beliefs, and attitudes shared by organizational members.
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.
Organizational Stories
Stories told by organizational members to make sense of organizational events and changes, and to emphasize culturally consistent assumptions, decisions and actions.
Organizational heroes
People who are celebrated for their qualities and achievements within an organization.
Organizational Rituals
Routine activities that emphasize the organization’t culture.
Organizational Ceremonies
Planned activities or events that emphasize cultural consistent assumptions, decisions and actions.
Organizational Symbols
Something that represents another thing.
Company Vision
A companies purpose or reason for existence.
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.
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.
Ethics
The set of moral principles or values that defines right and wrong for a person or group.
Ethical Behaviour
Is behaviour that conforms to a society’s accepted principles of right and wrong.
Workplace Deviance
Unethical behaviour that violates organizational norms about right and wrong.
Production Deviance
Unethical behaviour that hurts the quality of work produced.
Property Deviance
Unethical behaviour aimed at the organizations property.
Shrinkage
Employee theft of company merchandise.
Political Deviance
Is using ones influence to harm others in the company.
Personal Aggression
Is hostile aggressive behaviour toward others.
Ethical intensity
The degree of concern people have about an ethical issue.
Magnitude of consequences
The total harm or benefit derived from an ethical decision.
Social Consensus
Agreement on whether behaviour is bad or good.
Probability of Effect
The chance that something will happen and then result in harm to others.
Temporal immediacy
The time between an act and the consequences the act produces.
Proximity of Effect
The social, psychological, cultural, or physical distance between a decision maker and those affected by his or her decisions.
Concentration of Effect
The total harm or benefit that an act produces on the average person.
Pre conventional Level of Moral Development
First level of moral development in which people make decisions based on selfish reasons.
Conventional Level of Moral Development
Second level of moral development in which people make decisions that conform to societal expectations.
Post Conventional of Moral Development
Third level of moral development in which people make decisions based on internalized principles.
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.
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.
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.
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.
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.
Principle of Individual Rights
Ethical principle that holds that you should never take any action that infringes on others’ agreed-on rights.
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.
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.
Personality-Based Integrity Test
Written test that indirectly estimates employee honesty by measuring psychological traits such as dependably and conscientiousness.
