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Business Ethics > Principles Of Management > Flashcards

Principles Of Management Flashcards

1
Q

Management

A

The attainment of organizational goals in an effective and efficient manner through planning organizing leading and controlling organizational resources.

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2
Q

Organization

A

A social entity that is goal directed and deliberately structured

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3
Q

Effectiveness

A

The degree to which the organization achieves a stated goal

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4
Q

Efficiency

A

The use of minimal resources–raw materials, money, and people to produce a desired volume of output

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5
Q

Performance

A

The organization’s ability to attain its goals by using resources in an efficient and effective manner

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6
Q

Role

A

A set of expectations for one’s behavior.

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7
Q

Interim manager

A

A manager who is not affiliated with a specific organization but works on a project by project basis or provides expertise to organizations in a specific area

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8
Q

What is a learning organization?

A

An organization in which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, improve, and increase its capability

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9
Q

Classical perspective

A

A management perspective that emerged during the 19th and early 20th centuries that emphasized a rational scientific approach to the study of management and sought to make organizations efficient operating machines

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10
Q

Scientific management

A

A subfield of the classical management perspective that emphasized scientifically determined changes in management practices as a solution to improving labor productivity

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11
Q

Bureaucratic organizations

A

A subset of the classical management perspective that emphasized management on an impersonal rational basis through such elements as clearly defined authority and responsibility, formal record keeping, and separation of management and ownership

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12
Q

What are administrative principles?

A

A subfield that focuses on the total organization rather than the individual worker delineating the management functions of planning, organizing, commanding, coordinating, and controlling

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13
Q

Humanistic perspective

A

A management perspective that emerged in 1938 and emphasized understanding human behavior, needs, and attitude in the workplace

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14
Q

What is the human relations movement?

A

A movement in management thinking and practice that emphasizes satisfaction of employees basic needs as a key to increased worker productivity.

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15
Q

What are the Hawthorne studies?

A

A series of experiments on worker productivity begun in 1924 at the Hawthorne plant of Western Electric Company in Illinois; attributed employees increased output to managers’ better treatment of them during the study

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16
Q

Human resources perspective

A

A management perspective that suggests jobs should be designed to meet higher-level needs by allowing workers to use their full potential

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17
Q

Behavioral sciences approach

A

A subfield of the humanistic management perspective that applies social science in an organizational context and draws from economics, psychology, sociology, and other disciplines.

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18
Q

Management science perspective

A

A management perspective that emerged during World War II and applied mathematics, statistics, and other quantitative techniques to managerial problems

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19
Q

What is total quality management?

A

A concert that focuses on managing the total organization to deliver quality to customers. Four significant elements of TQM are employee involvement, focus on the customer, benchmarking, and continuous improvement.

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20
Q

What is the organizational environment?

A

All elements existing outside the organization’s boundaries that have the potential to affect the organization

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21
Q

General environment

A

The layer of the external environment that affects the organization indirectly

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22
Q

Task environment

A

The layer of the external environment that directly influences the organization’s operations and performance

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23
Q

Internal environment

A

The environment that includes elements within the organization’s boundaries

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24
Q

International dimension

A

Portion of the external environment that represents events originating in foreign countries as well as opportunities for US companies in other countries

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25
Q

Technological dimension

A

The dimension of the general environment that includes scientific and technological investments in the industry and society at large

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26
Q

Sociocultural dimension

A

The dimension of the general environment representing the demographic characteristics, norms, customs, and values of the population within which the organization operates

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27
Q

Economic dimension

A

The dimension of the general environment representing the overall economic health of the country or region in which the organization operates

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28
Q

Legal-political dimension

A

The dimension of the general environment that includes federal, state, and local government regulations and political activities designed to influence company behavior

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29
Q

What are pressure groups?

A

Interest groups that work within their legal political framework to influence companies to behave in socially responsible ways

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30
Q

Natural dimension

A

The dimension of the general environment that includes all elements that occur naturally on Earth, including plants, animals, rocks, and natural resources such as air, water, and climate.

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31
Q

Labor market

A

The people available for hire by the organization.

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32
Q

What is a joint venture?

A

A strategic alliance or program by two or more organizations.

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33
Q

What is culture?

A

The set of key values, beliefs, understandings, and norms that members of the organization share

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34
Q

What is a symbol?

A

An object, act, or event that conveys meaning to others

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35
Q

What is a adaptability culture?

A

A culture characterized by values that support the company’s ability to interpret and translate signals from the environment into new behavior responses

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36
Q

What is an achievement culture?

A

A results-oriented culture that values competitiveness, personal initiative, and achievement.

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37
Q

What is an involvement culture?

A

A culture that places high value on meeting the needs of employees and values cooperation and inequality

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38
Q

What is a consistency culture?

A

A culture that values and rewards a methodical, rational, orderly way of doing things.

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39
Q

What is a high-performance culture?

A

A culture based on a solid organizational mission or purpose that uses shared an adaptive values to guide decisions and business practices and to encourage individual employee ownership of both bottom-line results and the organization’s cultural backbone.

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40
Q

What is a cultural leader?

A

A manager uses signals and symbols to influence corporate culture.

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41
Q

Ethics

A

The code of moral principles and values that governs the behaviors of a person or group with respect to what is right or wrong

42
Q

The ethical concept that moral behaviors produce a greatest good for the greatest number?

A

Utilitarian approach

43
Q

The ethical concepts that acts are moral when they promote an individuals best long-term interests

A

Individualism approach

44
Q

The ethical concept that moral decisions are those that best maintains the rights of those people affected by them

A

Moral rights approach

45
Q

The ethical concept that moral decisions must be based on standards of equity, fairness, and impartiality.

A

Justice approach

46
Q

The concept that different treatment of people should not be based on arbitrary characteristics in the case of substantive differences people should be treated differently in proportion to the differences among them

A

Distributive justice

47
Q

The concept that rules should be clearly stated and consistently and impartially enforced

A

Procedural justice

48
Q

The concept that individual should be compensated for the cost of the injuries by the party responsible and also that individuals should not be held responsible for matters over which they have no control

A

Compensatory Justice

49
Q

The obligation of organization management to make decisions and take actions that will enhance the welfare and interests of society as well as the organization.

A

Corporate social responsibility (CSR)

50
Q

Any group within or outside the organization that has a stake in the organization’s performance.

A

Stakeholder

51
Q

The idea that large corporations can both alleviate social problems and make a profit by selling goods and services to the world’s poorest people

A

Bottom of the pyramid (BOP) concept

52
Q

Economic development that generates wealth and meets the needs of the current population while preserving the environment for the needs of future generations

A

Sustainability

53
Q

Required activities that concern financial well-being of the organization and the legal and moral decisions

A

Economic and ethical responsibilities

54
Q

Organizational responsibility that is voluntary and guided by the organization’s desire to make social contributions not mandated by economics, law, or ethics.

A

Discretionary responsibility

55
Q

Providing strategy and being a role model for the organization to make legal and moral choices and to be a good citizen of the community.

A

Ethical leadership

56
Q

Formal statement of the organizations values regarding ethics and social issues

A

Code of ethics

57
Q

A group of executives assigned to oversee an organization’s ethics by ruling on questionable issues and disciplining violators

A

Ethics committee

58
Q

A company executive who oversees ethics and legal compliance

A

Chief ethics officer

59
Q

Training programs to help employees deal with ethical questions and values

A

Ethics training

60
Q

The disclosure by an employee of illegal, immoral, or illegitimate practices by an organization.

A

Whistle-blowing

61
Q

What is the most fundamental function of management?

A

Planning

62
Q

What is a desired future state that the organization attempts to realize?

A

A goal

63
Q

What is a blueprint for goal achievement and specifies the necessary resource allocations, schedules, tasks, and other actions?

A

A plan

64
Q

What is an organization’s reason for existence?

A

A mission

65
Q

What is a broadly stated definition of the organizations basic business scope and operations that distinguish it from similar types of organizations?

A

A mission statement

66
Q

What is the activity determining the organizations goals in the means for achieving them?

A

Planning

67
Q

What are broad statements of where the organization wants to be in the future they pertain to the organization as a whole rather than to specific divisions or departments?

A

Strategic goals

68
Q

What are the action steps by which an organization intends to attain strategic goals?

A

Strategic plans

69
Q

What are goals that define outcomes that major divisions and departments must achieve for the organization to reach its overall goal?

A

Tactical goals

70
Q

What are plans designed to help execute major strategic plans and to accomplish a specific part of the company’s strategy?

A

Tactical plans

71
Q

What are specific measurable results expected from departments, work groups, and individuals within the organization?

A

Operational goals

72
Q

What are plans developed at the organization’s lower levels that specify action steps toward achieving operational goals and that support tactical planning activities?

A

Operational plans

73
Q

What is a visual representation of the key drivers of an organization success that shows the cause-and-effect relationships among goals and plans?

A

Strategy map

74
Q

What is a method of management whereby managers and employees define goals for every department, project, person and use them to monitor subsequent performance

A

Management by objectives (MBO)

75
Q

What are plans that are developed to achieve a set of goals that are unlikely to be repeated in the future?

A

Single-use plans

76
Q

What are ongoing plans that are used to provide guidance for tasks performed repeatedly within the organization?

A

Standing plans

77
Q

What are plans that define company responses to specific situations such as emergencies, setbacks, and unexpected conditions?

A

Contingency plans

78
Q

What is looking at trends and discontinuities and imagining possible alternative futures to build a framework within which unexpected future events can be managed?

A

Scenario building

79
Q

What is a group of planning specialist who develop plans for the organization as a whole and its major divisions and departments and typically report directly to the president or CEO?

A

Central planning department

80
Q

What are managers of divisions or departments who work with planning experts to develop their own goals and plans?

A

Decentralized planning

81
Q

What is a reasonable yet highly ambitious and compelling goal that energizes people and inspires excellence?

A

Stretch goal

82
Q

What is a cross functional group of managers and employees who work together to gain a deeper understanding of a specific competitive issue and offer insight and recommendations for planning?

A

Intelligence team

83
Q

What are a set of decisions and actions used to formulate and implement strategies that will provide a competitively superior fit between the organization and its environment so as to achieve organizational goals?

A

Strategic management

84
Q

What is a plan of action that prescribes resource allocation and other activities for doing with the environment, achieving a competitive advantage, and attaining organizational goals?

A

Strategy

85
Q

What sets the organization apart from others and provides it with a distinctive edge in the marketplace?

A

Competitive advantage

86
Q

What is a business activity that an organization does particularly well in comparison to competitors?

A

Core competence

87
Q

What is the condition that exists when the organizations parts interact to produce a joint effect that is greater than the sum of the parts acting alone?

A

Synergy

88
Q

What is the stage of strategic management that involves the planning and decision-making that lead to the establishment of the organizations goals and of a specific strategic plan?

A

Strategy formulation

89
Q

What is the stage of strategic management that involves the use of managerial and organizational tools to direct resources toward achieving strategic outcomes?

A

Strategy execution

90
Q

What is an analysis of the strengths, weaknesses, opportunities, and threats that affect organizational performance?

A

SWOT analysis

91
Q

What is a type of competitive strategy with which the organization seeks to distinguish its products or services from those of competitors?

A

Differentiation

92
Q

What is a type of competitive strategy with which the organization aggressively seeks efficient facilities cuts costs and employees tight cost controls the be more efficient than competitors?

A

Cost leadership

93
Q

What is a type of competitive strategy that emphasizes concentration on a specific regional market or buyer?

A

Focus

94
Q

What is leveraging and developing more from the firm’s existing assets, capabilities, and core competencies in a way that will provide a sustained competitive advantage?

A

Dynamic capabilities

95
Q

What are plans made to sell products in foreign markets?

A

Export strategy

96
Q

What is a decision made in response to a situation that has occurred often enough to enable decision rules to be developed and applied in the future?

A

A programmed decision

97
Q

What is a decision made in response to a situation that is unique is poorly defined and largely unstructured and has important consequences for the organization?

A

Non-programmed decision

98
Q

What is a situation in which all the information the decision-makers need is fully available?

A

Certainty

99
Q

What is a situation in which a decision has clearcut goals and good information is available but the future outcomes associated with each alternative are subject to chance?

A

Risk

100
Q

What is a situation that occurs when managers know which goals they wish to achieve but information about alternatives and future events is incomplete?

A

Uncertainty

101
Q

What is a condition in which the goals to be achieved with a problem to be solved is unclear, alternatives are difficult to define, and information about outcomes is unavailable?

A

Ambiguity

Business Ethics (2 decks)

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