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Test Uno Flashcards

0
Q

Global village

A

The shrinking of time and space as air travel and the electronic media have made it so much easier for the people of the globe to communicate with each other

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1
Q

Globalization

A

The trend of the world economy toward becoming a more interdependent system

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2
Q

E-commerce

A

The buying and selling of products and services through computer networks

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3
Q

Global economy

A

The increasing tendency of the economies of the world to interact with one another as one mkt instead of many national mkts

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4
Q

Positive effect global economy

A

More markets for American exports
Increased income
Growth and jobs in other countries lead to growth and jobs in US

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5
Q

Negative global economy effects

A

Surplus funds from global investments flowed into US that we’re invested badly in subprime mortgages

Companies move away from US to seek cheaper labor costs

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6
Q

Mega mergers

A

Merge with other big companies
Automobile companies, oil companies etc.
Goal is to become more cross border

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7
Q

Minifirms

A

Small companies
Can get started more easily (internet)
Can maneuver faster

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8
Q

Multinational corporation

A

Business firm with operations in several countries

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9
Q

Multinational organization

A

Nonprofit organization with operations in several countries

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10
Q

International management

A

Oversees operations throughout other countries

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11
Q

4 reasons to learn international management

A

Foreign costumer or partner
Foreign employees or suppliers
Foreign firm in US
Work for foreign firm

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12
Q

Ethnocentric manager

A

Believe their native country, culture, language, and behavior are superior to all others

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13
Q

Parochialism

A

Narrow view in which people see things solely through their own perspective

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14
Q

Poly centric managers

A

Take view that native managers in the for

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15
Q

Geocentric manager

A

Accept differences and similarities between home and foreign practices and that they should use whatever techniques are the most effective

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16
Q

3 ways to be a “road warrior”

A

Meh

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17
Q

Why do companies expand internationally

A 
Availability of supplies
New markets 
Lower labor costs
Access to finance capital 
Avoidance of tariffs and import quotas
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18
Q

Global outsourcing

A

Using suppliers outside the us to provide goods and services

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19
Q

Importing

A

Buys goods outside the country to sell domestically

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20
Q

Exporting

A

Company produces good domestically and sells outside the country

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21
Q

Counter trading

A

Battering goods for goods

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22
Q

Greatest us export

A

Pop culture

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23
Q

Licensing

A

Firm allows a foreign company to pay a fee to make or distribute he firm’s product or service

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24
Q

Franchising

A

Firm allows forgiven company to pay it a fee and share in the profit in return for using the firms brand name and a package of materials and service

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25
Q

Joint ventures

A

Formed with a foreign company to share risks and rewards of starting a new enterprise together in a foreign country

Strategic alliance

May be the only way to have company in some countries

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26
Q

Wholly owned subsidiary

A

Foreign

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27
Q

What is an organization

A

Group of people who work together to achieve specific purpose

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28
Q

What is management

A

Pursuit of organizational goals efficiently and effectively by integrating the work of people through planning organizing leading and controlling the organizations resources

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29
Q

What does it mean to be efficient

A

Use resources whiskey and cost effectively

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30
Q

What does it mean to be cost effective

A

To make the right choice and to successfully carry them out so that they achieve organizational goals

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31
Q

BK decided to add breakfast to its hours of operation in order to increase its costumers. This improves a company’s

A

Effectiveness

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32
Q

What are the results of using a telephone menu

A

Efficient for company because it’s cheaper

Not effective because people prefer talking to a person

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33
Q

Multiplier effect

A

His or her influence is more than that of one person acting alone

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34
Q

Seven challenges to be an exceptional manager

A

Managing for

Competitive advantage 
Diversity
Globalization 
Information technology
Ethical standards 
Sustainability 
Own happiness and life goals
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35
Q

What is competitive advantage

A

The ability of an organization to produce goods or services more effectively then competitors do therefore outperforming them

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36
Q

John wants his sales person to use an iPhone to improve sales. What challenge is he trying to manage

A

Information technology

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37
Q

What e-business

A

Using internet to facilitate every aspect of running a business

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38
Q

What is sustainability

A

Economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs

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39
Q

What are the four principle functions of a manager?

A

Planning
Organizing
Controlling
Leading

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40
Q

What is planning

A

Set goals and decide how to achieve them

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41
Q

What is organizing

A

Arrange tasks, people, and other resources to accomplish work

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42
Q

What is controlling

A

Monitor performance, compare it with goals, take corrective actions

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43
Q

What is leading

A

You motivate, direct, and influence people to work hard to achieve the organizations goals

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44
Q

What function is Laura doing if she runs a sales and expense report at the end of each day

A

Controlling

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45
Q

What are the levels of management

A

Nonmanegerial personnel
First line managers
Middle managers
Top managers

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46
Q

What is a top manager

A

Make long term decisions about overall direction of the organization and establish objectives and polices and strategies

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47
Q

Middle manager

A

Implement policies and plans of the top managers above them and supervise and coordinate activities of first line below them

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48
Q

First line managers

A

Make short term operating decisions, directing daily task or nonmanagerial personnel

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49
Q

What is a functional manager

A

Responsible for just one organizational activity

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50
Q

What is general manager

A

Responsible for several organizational activities

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51
Q

Jane supervises the food assembly line workers. What type of manager is she

A

First line manager

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52
Q

Interpersonal roles

A

Managers interact with people inside and outside work unit

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53
Q

Informational role

A

Managers receive and communicate information

Spokesperson

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54
Q

Decisional roles

A

Managers use information to make decisions to solve problems or take advantage of opportunities
Negotiator etc

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55
Q

CEO sets direction and strategy for Southwest Airlines. What type of managerial role is he performing?

A

Decisional

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56
Q

Entrepreneurship

A

Process of taking risk to try to create a new empire

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57
Q

Entrepreneur

A

Someone who sees a new opportunity for a product or service and launches a business to try to realize it

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58
Q

Intrapreneur

A

Someone who works inside an existing organization who sees am operation it’s for a product or service and mobilizes the organizations resources to try to realize it

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59
Q

Being an _____ is what it takes to start a business

A

Entrepreneur

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60
Q

Being a ______ is what it takes to grow or maintain a business

A

Manager

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61
Q

Necessity entrepreneurs

A

People who suddenly must earn a living and are simply trying to replace lost income and hoping a job comes along

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62
Q

Opportunity entrepreneurs

A

Hose who start heir business out of a burning desire rather than because they lost a job

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63
Q

Exceptional managers need

A

Technical skills and conceptual skills and human skills

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64
Q

Technical skills

A

Job specific knowledge needed to perform well in a specialized field
Important in lower levels of management

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65
Q

Conceptual skills

A

The ability to hunk analytically, to visualize an organization as a whole and understand how the parts work together

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66
Q

Human skills

A

The ability to work well in cooperation with other people to get thing done
Known as soft skills, ability to motivate inspire trust and communicate

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67
Q

4 valued traits in a manager

A

Motivate and engage others
Communicate
Work experience outside us
High energy levels

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68
Q

What did peter drucker do

A

Published Practice of Management in 1954

Proposed management should be a system

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69
Q

Four ideas introduced By Peter drucker

A

Workers are assets
Corporation is a human community
No business without a costumer
Institutionalized management practices are best

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70
Q

Evidence based management

A

Translating principles based on best evidence into organizational practice, bringing rationality to the choice making process

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71
Q

Three types of historical perspective

A

Classical
Behavioral
Quantitive

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72
Q

Contemporary perspective

A

Systems, contingency, quality management

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73
Q

What is therblig

A

Physical motions you perform from time to time

Eliminate motion reduce fatigue

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74
Q

Classical viewpoint

A

Emphasized finding ways to manage work more efficiently. Two branches scientific and administrative

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75
Q

What is scientific management

A

Emphasized scientific study of work methods to improve the productivity of individual workers

Fredrick W. Taylor

76
Q

Principles of scientific management

A

Study each part of task
Carefully select worker with abilities
Give workers training and incentives
Use scientific principles to plan work methods

77
Q

What is a Taylorism

A

Only highly productive kept job

78
Q

Administrative management

A

Managing total organization
ALL
Henri Fayol

79
Q

5 positive bureaucrtic features

A 
We'll defined hiearchy of authority 
Formal rules and procedure 
Clear division of labor 
Impersonality
Careers based on merits
80
Q

What is an issue of classical viewpoint

A

Not people as people

81
Q

Behavioral viewpoint

A

Emphasized importance if understanding human behavior and motivating employees towards achievement

82
Q

Hugo minster berg

A

Father of industrial psych

Which people are best for the Jo

83
Q

Mary Parker follet

A

Social worker and social philosopher

Communities

84
Q

Hawthorne effect

A

Employees wrk harder if they feel they receive special attention

85
Q

Human relations movement

A

Better human relations could increase worker productivity

Maslow

86
Q

Theory X

A

Pessimistic negative view of workers

87
Q

Theory y

A

Optimistic view of workers

88
Q

Quantitive management

A

Application to management of Quantitive techniques like statistics

89
Q

Management science

A

Use of rationale science based techniques and mathematical model

90
Q

Operations management

A

Technique of operations management of when to reorder product
Focus on managing production and delivery mire effectively

91
Q

Systems viewpoint

A

Organization as a system if interrelated parts
Collected subsystem
Part of large environment

92
Q

Four parts of a system

A

Inputs
Transformational process
Outputs
Feedback

93
Q

Open system

A

Interacts with environment

94
Q

Closed system

A

Has little interaction sigh environment

95
Q

Gilberto approach

A

Simplify steps

96
Q

Contingency viewpoint

A

What method is best to use in particular circumstances

97
Q

Quality management viewpoint

A

Comprehensive approach led by too managemtn and supportedyhroighout the organizational dedicated to continuous quality improvement

98
Q

Quality

A

Total ability of a product to meet costumer needs

99
Q

Quality control

A

Strategy for minimizing errors by managing each stage of production

100
Q

Quality assurance

A

Focuses on performance of workers urging employees to strive for zero defects

101
Q

85-15 rule

A

When something goes wrong 85 system at fault 15 people

102
Q

Edwards deming

A

Quality stemmed from constancy if purpose

Emphasized people

103
Q

Joseph Juran

A

Quality as fitness for use

Satisfy needs of costumers

104
Q

4 parts totat quality management

A

Continuous improvement
Every employee involved
Listen and leave from costumers and employees
Accurate standards to identify and eliminate problems

105
Q

Peter senge

A

Learning organization

Crates and acquires knowledge within itself to modify behavior and reflect mew knowledge

106
Q

3 parts learning org

A

Creating and acquiring knowledge
Transferring knowledge
Modifying behavior

107
Q

Three roles manager plays in learning org

A

Build commitment to learning
Generate idea with impact
Generalize ideas with impact

108
Q

Stakeholders

A

People whose interests are affected by an organizations activities

109
Q

Internal stakeholders

A

Employee owners board of directors

110
Q

Owners

A

Consists of all who can claim organization as legal property

111
Q

Board of directors

A

Members elected by the stockholders to see that the company is being run according to their interest

112
Q

External stakeholder

A

People or groups in an org external environment that are affected by it

113
Q

Task environment

A

11 groups that present daily tasks

114
Q

11 groups

A 
Customers 
Competitors 
Suppliers
Distributor 
Strategic allies -relation of two organizations 
Employees organizations 
Local communities 
Financial institutions 
Govt regulator 
Special interest groups 
Mass media
115
Q

Labor union

A

Hourly

116
Q

Professional association

A

Salaried

117
Q

Claw backs

A

Rescinding the tax breaks

118
Q

General / macro environment

A 
Economic 
Technological 
Sociocultural 
Demographic 
Political legal 
International
119
Q

Technological forces

A

New methods of transforming resources into goods and services

120
Q

Holier than thou effect

A

Favorable bias towards self

121
Q

Motivated blindness

A

Ignore things that work against ones best interest

122
Q

Ethical dilemma

A

Having to decide to do something beneficial for you or organization despite being unethical

123
Q

Ethics

A

Standards of right and wrong that influence behavior

124
Q

Ethical behavior

A

What is right

125
Q

Values

A

Relatively permanent and deeply held beliefs underlying attitudes that determine a persons behaviors

126
Q

Value system

A

Pattern of values within and org

127
Q

Two value systems that may conflict

A

Value system stressing fun use performance vs. Value system stressing cohesion and solidarity in employee relationship

128
Q

UtiliRian approach

A

Result in the greatest good for the greatest number of people

129
Q

Individual approach

A

What will result in individuals best long term interest

130
Q

Moral rights approach

A

Respect for fundamental rights of human beings

131
Q

Justice approach

A

Respect for impartial standards of fairness and equity

Are things fair

132
Q

Kolberg 3 levels personal development

A 
Precinventional 
Follow rules and obey 
Conventional 
Conformist managed by encouragement 
Post conventional 
Independent and follow own values and standards
133
Q

Code of ethics

A

Formal written set if ethical standards guiding an org actions

134
Q

Whistleblower

A

Employee who reports organizational misconduct to public

135
Q

Social responsiblity

A

Managers duty to take actions that will benefit interest of society

136
Q

Carroll’s global corporate responsibility

A

Economic
Legal
Ethical
Philanthropic

137
Q

Substantially

A

Minimize foot print

138
Q

Philanthropy

A

Charitable donations

139
Q

Corporate governance

A

system of governing so that the interest of corporate owners and other stakeholders are protected

140
Q

Tariffs

A

Customs duty or tax on imports

141
Q

Import quotas

A

Limits on numbers imports

142
Q

Embargoes

A

Complete ban on the import or export of product

143
Q

World trade organization

A

Monitor and enforce trade agreements

144
Q

World bank

A

Provide low interest loans to developing nations for improving transportation education and telecommunications

145
Q

International money fund

A

Designed to assist in smoothing the flow of money between nations

146
Q

Trading bloc

A

Group of nations within a geographic region that agreed to remove trade barriers with one another r

147
Q

Nafta

A

Us and canda mexicO

148
Q

Culture

A

Shared set of beliefs knowledge and patterns of behavior

149
Q

Low context culture

A

Shared meaning from writer and spoken records

150
Q

High context culture

A

People rly heavily on situational cues for meaning when communicating

151
Q

Power distance

A

How much Unequal distribution of power there should be

152
Q

Uncertainty avoidance

A

How much ppl should rely on social norms and rules to avoid uncertainty

153
Q

Institutional collectivism

A

How much should leaders encourage and reward loyalty to social unit

154
Q

In group collectivism

A

How much pride and loyalty people should have for family or organization

155
Q

Gender egalitarian

A

How much society should maximize gender role differences

156
Q

Assertiveness

A

How confrontational and dominant should ppl be in social relationships

157
Q

Future orientation

A

How much should people gratification by planning and saving future

158
Q

Performance orientation

A

How much should ppl be rewarded for improvement and excellence

159
Q

Human orientTion

A

How much should ppl encourage and reward ppl for being kind fair friendly and generous

160
Q

Expatriates

A

Ppl living or working in a foreign country

161
Q

Four planning strategies

A

Defenders prospectors analyzes reactors

162
Q

Defender

A

Expert at producing and selling narrowly defined products

Stick with what we do best

163
Q

Prospectors

A

Focus on developing new products and seeking out new markets

Make own opportunities

164
Q

Analyzers

A

Let other organizations take risk of product development and marketing and then intitiate what works best

Microsoft example

165
Q

Reactors

A

Make adjustments only when finally forced to by environmental pressures

166
Q

Mission statement

A

Expresses purpose of the org

Reason for being

167
Q

Visions statement

A

Long term goal describing what an org wants to become

168
Q

Strategic planning

A

Determine what the org long term goals should be for 1-5 years

169
Q

Tactical planning

A

Determine what contributions their department or similar work units make during the 6-24 month

170
Q

Operational planning

A

Determine how to accomplish specific tasks with available resources within the next 1-52 weeks

171
Q

Goals

A

Specific commitment to achieve a measurable result within a stated period

172
Q

Strategic goals

A

Set by and for top management and focus on objectives for the org as a whole

173
Q

Tactical goals

A

Set by and for middle managers and focus I’m actions needed to achieve strategic goals

174
Q

Operational goal

A

Set by and first line managers and are concerned with short term matters associated with realizing tactical goals

175
Q

Action plan

A

Defines the course of action needed to achieve that stated goal

176
Q

Operating plan

A

1 year period
Define show you conduct your business based on action plan
Identifies targets like cash flow

177
Q

Standing plans

A

Plans developed for activities that occur repeatedly over a period of time
Consists of policies, procedures, and rules

178
Q

Policy

A

Outlines the general response to a designated problem or situation

179
Q

Procedure

A

Outlines the response to a particular problem or circumstance

180
Q

Rule

A

Designates specific required action

181
Q

Single use plan

A

Plans developed for actives that are not likely to be repeated in the future

182
Q

Program

A

Encompasses a range of projects or activities

183
Q

Project

A

Plan of less scope and complexity than a program

184
Q

SMART goals

A 
Specific 
Measurable 
Attainable 
Result orientated 
Target dates
185
Q

What is MBO

A

Jointly set objectives
Develop action plan
Periodically review performance
Give performance appraisal and rewards

186
Q

The planning/controlling cycle

A

Make the plan
Carry out the plan
Control the direction by comparing results with plan
Control direction by correcting deviation and improving future plan

187
Q

Four things planning helps you do

A

Helps check on progress
Helps coordinate activities
Helps you think ahead
Helps cope with uncertainty

188
Q

Soldiering

A

Deliberate act of working less than full potential

MGMT (3 decks)

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